This article first appeared in ERP Information 2/2025.
The introduction or modernisation of an ERP system poses major challenges for companies. A successful ERP transformation that affects different levels and areas of the organisation requires a well-thought-out strategy. It is crucial that project managers not only focus on the technical implementation, but also consider issues such as change management, communication, coaching and empowerment from the outset. After all, an ERP system can only realise its full potential if it is used effectively by employees and if the foundations are laid not only at the technological level, but also at the organisational and cultural level, so that departments can cooperate more closely and project goals can be achieved more quickly.
Companies often have a wide range of risks in mind, but often overlook the most obvious one: employees who are not adequately trained, who cannot understand the necessity of the introduction until the very end, who are concerned about productivity losses in their day-to-day business and who consequently convey uncertainty to customers and suppliers. This is because ERP implementation often requires far-reaching adjustments to business processes and employee workflows.
It is important to prepare the organisation for this at an early stage, even if not all the details are known yet. Change management measures can significantly reduce the risks, even before the actual kick-off. This is because rumours usually start circulating long before the project starts, roles and team assignments are discussed, or there is a lack of understanding and commitment at management level to a project that will keep the organisation busy for years and require a large number of internal resources.
This is where targeted information events come in, first to make the strategic decision comprehensible to management and then to division and department heads. This should gradually win over additional advocates alongside the official project sponsor, who often supports the project from the C-level and emphasises the necessity of implementation at every opportunity and communication event.
Working together to identify opportunities and potential
Even if an ERP implementation is often driven by one or a few departments, it is crucial to identify interfaces with other systems and functions that are also affected at an early stage. These division and department heads should also be brought on board at the project initiation stage so that they can work with them to identify opportunities and potential for ERP implementation – always based on the latest information available to the decision-makers.
In such an early phase, campaign and dialogue formats play an essential role in ensuring awareness on a broad level. To this end, consistent strategic messages must be communicated by C-level management: What problem do we want to solve with the new system landscape? How does this fit in with our strategic goals? How will the ERP implementation influence the design of our organisation? What is the rough roadmap for the coming months? What contribution can employees make – and how will management support them in this?
Listen to the workforce
It is crucial to convey a consistent message to employees and increasingly generate a desire to contribute to the success of the ERP implementation. To avoid distortions, it is important to obtain an accurate picture of the mood among employees in advance: How satisfied or dissatisfied are the departments with the current systems, applications and processes? What are the pain points for employees? How much effort do they have to put into their work, and how many processes are potentially redundant or unnecessarily delay day-to-day business? How mature is digitalisation and where do employees themselves see potential for improvement? The answers provide a meaningful picture of the willingness to change within the company and give management valuable arguments for setting the course now.
Regular updates and open dialogue also help to alleviate any fears and promote acceptance. Managers who are often caught up in day-to-day business and are expected to assign employees to the project can be trained for this purpose. Conflicts of interest and objectives are inevitable here.
All of this essential preparatory work is not part of traditional project management and may even run counter to the project manager’s objectives. Approaching ERP implementations in a consistently employee-centric manner often requires more coordination and, in any case, more intensive and target group-specific communication. It requires consciously taking different perspectives into account and specifically evaluating change impacts and classifying the associated risks.
Initial change effort pays off
In most cases, the considerable initial effort will have a positive impact on the course of the project. Otherwise, those responsible would have to carry a heavy burden, which would accumulate in the form of uncertainty, doubt or fear of being overwhelmed among the workforce. It is often the case that project managers put off these hurdles for too long. Close change support, including communication, coaching and empowerment, reduces the risk of productivity losses due to the frequent double burden of project and day-to-day business.
Change management is therefore not a one-off step, but a continuous process that must be supported throughout the entire ERP transformation. Companies that neglect this aspect risk low acceptance rates among users in the specialist departments and inefficient use of the new system.
Holistic view of technology, organisation and culture
On the other hand, companies that integrate project management and change management at an early stage or regard the latter as an integral part of the project reap tangible and demonstrable benefits. While project management provides clear structures, defines milestones and ensures that resources are used efficiently, change management complements the toolbox with a holistic view of technology, organisation and culture.
Change management reviews the traceability of the strategy and goals, works to ensure that all participants pursue a common vision, and brings people and departments together on the new ERP foundation. Project and change managers share responsibility for involving knowledge carriers in the right places and freeing up energy and resources. The aim is to work together to find a system and application landscape that meets the strategic goals.
In any case, sceptics must also be given a voice in order to incorporate another level of experience and open up genuine spaces for reflection. In order to moderate this dialogue process between supporters and opponents and, in particular, to negotiate the interests of IT and specialist departments, a deep understanding of human behaviour patterns and reactions is required. Coaches are often called in to provide context-specific and solution-oriented support in discovering new perspectives and scope for action or developing alternative options. With the help of one-to-one or team coaching measures, topics such as constructive conflict management, appreciative interaction and continuous learning can be anchored in the corporate culture. Demotivation and exhaustion are specifically addressed, especially in long-term projects such as ERP implementation. Change coaching thus ensures performance at the individual, team and organisational levels.
Measurable benefits through data-based change approaches
A particular focus in change management should be on data-based approaches that enable project managers to optimise change processes through robust analyses and to demonstrate the success of change measures. To do this, change managers must align themselves with the project goals and clearly define the KPIs against which their contribution will be measured. In summary, these advantages result:
- Increased transparency: Data-based change management enables an objective assessment of the effectiveness of change initiatives.
- Proactive monitoring and control of complex change processes: Real-time insights into change processes enable forward-looking, flexible control. Measures can be adapted at an early stage in order to react dynamically to developments, resistance or changed conditions.
- Targeted change strategies and interventions through data analysis: Data analysis helps to assess the willingness to change in a targeted manner and to tailor measures to the specific needs of teams instead of rolling them out across the board (the ‘watering can principle’).
- Reduction of uncertainty and improvement of decision-making: Data-based analysis provides decision-makers with well-founded insights that minimise uncertainty and lead to better orientation in change processes.
- Strengthening credibility and reliability: Data-supported performance evaluation and transparent communication strengthen the position and credibility of project and change managers within the organisation.
- Ensuring and developing strategically relevant skills: Data-based analyses allow you to review the skill levels of your workforce in relation to project and strategic goals. Gaps identified at an early stage can be closed in a targeted manner to ensure long-term business success and enable growth. Ultimately, employees must be familiarised with the new systems and processes. Tailored training courses, the exchange of experience in learning communities, and the involvement of key users in workshops and training sessions help to build knowledge and reduce uncertainty.
Conclusion
A successful ERP transformation requires much more than just the technical implementation of a new system. It must be strategically planned, organisationally anchored and supported by strong data-driven change management and change coaching. The targeted use of data makes it possible to measure and control changes so that companies can make informed decisions and achieve concrete benefits for their business. Complemented by professional project management and clear governance, this creates a foundation on which companies can shape their digital transformation in a sustainable manner.
Let’s work together to find out how we can optimally lead your ERP transformation to success.
Last Updated on June 26, 2025 by mgm-marketing
