Driving Success in Enterprise Change
By Richard Joseph
The Role of Leadership, Partners, and Communication in Transformative Technology Implementations
Implementing new systems and processes, particularly for an organization’s core financial systems and/or key operational, marketing, and commerce systems represents a significant shift that can determine future success for that organization. The ability to navigate and manage this change effectively often comes down to how well communication, leadership engagement, and change management practices are executed. Without these elements in place, even the best-designed systems can falter due to resistance, misalignment, and lack of adoption.
The Role of Leadership in Enterprise Change
Leadership sets the tone for the entire organization when it comes to embracing change. It is essential to engage leaders early in the process, ensuring they not only understand the value of the new system but are prepared to champion it. Leaders at all levels—from C-suite executives to department heads—must be visibly involved in the initiative. Their alignment and active participation send a powerful message about the importance of the change.
C-Suite and board-level support are critical. Demonstrating the value and ROI of the change upfront is necessary to secure their backing. The program to deliver enterprise change requires top-down support to ensure alignment across all levels of the organization and to maintain focus on strategic outcomes.
For example, the CFO plays a pivotal role in ERP implementations, particularly when financial systems are central to the change. Their involvement should go beyond approval; they need to articulate how the changes will improve financial reporting, compliance, and decision-making. Similarly, operational leaders, such as warehouse managers in a WMS implementation or sales directors for CRM enhancements, should help communicate the specific benefits to their teams. These leaders should be equipped with data, use cases, and success stories to reinforce their message.
Implementation Partners
Enterprise change often involves external implementation partners, who bring expertise and technical skills to the project. Whether the partner provides a full-service, end-to-end implementation or performs key technical roles, setting clear expectations early is critical. Define their responsibilities, deliverables, and success metrics during the planning phase to ensure alignment with organizational goals.
Any risks to the success of the implementation partner are risks to the success of the organization. Regular check-ins, open communication, and joint problem-solving can help mitigate these risks. It’s also important to include the partner in status updates and feedback loops to maintain alignment throughout the project.
Identifying and Developing Evangelists
Beyond leadership, the success of enterprise change often hinges on the identification and cultivation of “evangelists” within the business. These are influential individuals at various levels who can advocate for the new system and processes within their teams. Typically, these evangelists are:
Super Users: Individuals with deep understanding of the current systems and workflows who are excited about the potential of the new solution. They often bridge the gap between technical teams and end users.
Respected Team Members: Employees whose opinions carry weight among peers. Their support can influence hesitant colleagues to adopt the change.
Operational Leaders: Managers or supervisors who oversee key functional areas and can help tailor messages to align with specific departmental priorities.
Engaging these evangelists requires deliberate effort. First, involve them early in the planning and testing phases to give them a sense of ownership. Provide them with specialized training to ensure they feel confident in their knowledge of the new system. Then, empower them with tools and resources to advocate for the change within their teams, from FAQs and demos to success metrics and communication templates.
Building a Communication Plan
Communication is at the heart of any successful change management strategy. A cohesive communication plan ensures the message is consistent across the organization, while a nuanced approach tailors that message to resonate with different groups. The plan should include:
Core Messaging: Develop a central narrative that articulates the vision for the change, the expected benefits, and how it aligns with the organization’s goals. Use straightforward, positive language that emphasizes opportunity rather than disruption.
Audience Segmentation: Identify the key audiences affected by the change—executive leadership, managers, end users, IT teams, and support staff. Craft tailored messages for each group that address their specific concerns and highlight the benefits most relevant to their roles.
Multiple Channels: Use a variety of communication channels to ensure messages reach everyone. This could include town hall meetings, email updates, newsletters, training sessions, and even one-on-one conversations for high-impact stakeholders.
Feedback Mechanisms: Create avenues for employees to ask questions and provide input. This not only helps refine the messaging but also fosters a sense of inclusion and transparency.
Measuring Value and ROI
To establish and communicate the impact of the change, it is essential to define measurable value and ROI. Metrics should go beyond traditional project management KPIs, such as timelines and budget adherence, to include:
Efficiency Gains: Reduced time spent on manual tasks, faster order fulfillment, or streamlined reporting processes.
Cost Savings: Lower operational costs through automation, reduced errors, or optimized resource allocation.
Improved Outcomes: Enhanced decision-making from better data visibility or increased customer satisfaction from more responsive service.
These metrics should be defined during the planning phase and revisited periodically to assess the implementation’s effectiveness. By tying these measures to organizational goals, the value of the new system becomes clear to all stakeholders.
Real-World Application
Consider a global retail company implementing an ERP system to unify its finance, inventory, and supply chain operations. Early engagement of the CFO and operational leaders ensures alignment with strategic goals. Meanwhile, warehouse supervisors and regional sales managers are brought in as evangelists to champion the benefits of streamlined workflows and improved data visibility within their teams. The communication plan leverages town halls for executives to present the vision, while departmental meetings focus on role-specific benefits, such as reduced manual processes for finance teams or faster order fulfillment for warehouse staff.
Feedback channels—including a dedicated email address and weekly Q&A sessions—allow employees to voice concerns, which are addressed in subsequent updates. This ongoing dialogue builds trust and demonstrates a commitment to making the change work for everyone.
The implementation’s success is evaluated through metrics such as a 30% reduction in manual reporting processes, a 20% improvement in inventory turnover, and a measurable increase in employee satisfaction with the system. These outcomes not only validate the ROI but also build momentum for future initiatives.
Why Communication and Change Management Matter
Ultimately, communication and change management can make or break an enterprise change initiative. Clear communication ensures that everyone understands the “why” behind the change and sees their role in its success. Effective change management provides the structure and support needed to guide the organization through the transition.
By engaging leadership, defining roles for implementation partners, developing evangelists, implementing a well-crafted communication plan, and measuring success through defined metrics, organizations can overcome resistance, foster alignment, and demonstrate the transformative impact of new systems and processes. Change may be inevitable, but with the right strategy, it can also be a catalyst for growth and innovation.
Additional Reading
"Understanding Success Factors for ERP Implementation: An IACIS Study"
◦ This study identifies critical factors affecting ERP implementation success, emphasizing the importance of change management and leadership engagement.
"The Impact of Change Management on ERP System Outcomes: A Case Study"
◦ This research highlights how effective change management strategies are essential for successful ERP system adoption, reducing resistance and enhancing user satisfaction.
"6 Change Management Tips for ERP Implementation"
◦ Published by NetSuite, this article provides practical advice on involving stakeholders early, maintaining open communication, and ensuring leadership support throughout the ERP implementation process.
"Examining the Critical Success Factors for ERP Implementation: An Empirical Study"
◦ This study discusses the significant impact of top management support, vendor collaboration, and user training on ERP implementation success.
"Critical Success Factors in Enterprise Resource Planning Implementation: A Case-Study Approach and A User Perspective"
◦ This paper identifies and analyzes critical success factors, including change management, across different stages of ERP implementation.
◦ This study evaluates critical success factors from the users' viewpoint, highlighting the importance of user involvement and training.
Richard Joseph is a technology and business strategist focused on supply chains, digital transformation, and the intersection of economic policy and modern enterprise.