The Role of Change Management in a Successful ERP Implementation

1. Sponsorship: more than approval

According to Prosci, strong sponsorship is the most critical success factor in any change initiative. Sponsors must do more than give their approval; they need to be visibly engaged. This includes actively communicating the “why”, removing obstacles and supporting change agents. A sponsor is the face of the change, both at a strategic and an operational level.

2. Leadership: change is a shared responsibility

Change only truly takes hold when managers actively support it. They play a key role in creating awareness and stimulating the desire to change – the first steps of the ADKAR model. However, this role does not come naturally. Leaders need training and coaching to guide their teams effectively, address concerns and lead by example.

3. Communication: clear, repeated and tailored

Communication is the glue of every change journey. It should not only inform, but also motivate. Employees need to understand why the change is necessary, what it means for them in concrete terms and how they will be supported. Use a mix of channels and repeat the message, tailored to each target group.

4. Training: focused on application, not just knowledge

A short training session is not enough to prepare employees for new processes, systems and roles. Training must be aligned with the user’s reality. Key users play an important role here: as peer coaches, they help colleagues adapt more quickly to the new system. Practical sessions, e-learning and on-the-job support strengthen confidence.

5. Dealing with resistance: recognition and dialogue

Resistance is not a mistake, but a natural consequence of change. Trying to suppress it rarely works. It is far more effective to understand it. Through stakeholder analyses, impact assessments and open conversations, concerns can be identified and addressed early. Making successes visible and taking feedback seriously increases engagement.

What we see in practice in ERP projects

ERP implementations are rarely linear journeys. They involve complex changes to processes, systems and people. In recent projects, we have encountered situations that could have been avoided or mitigated with a well-designed change approach.

Lack of process alignment and limited ownership

In some organisations, structures are so fragmented that there are hardly any shared processes across departments. Employees then fail to see why change is necessary. By building awareness and engagement through local key users, this risk can be reduced.

ERP as a technical exercise, without buy-in

We see it frequently: the ERP system is selected before processes are redesigned – “the world upside down”, as one client once put it. In such cases, it is crucial to involve the business through strong sponsorship and business readiness workshops, such as brown paper sessions.

Insufficient attention to data migration and integrations

Migration always entails risks, such as data loss or downtime. A solid change approach therefore focuses not only on technical preparation, but also on clear communication and training around new data quality standards.

No project structure or change capacity

Many organisations lack the internal capacity to manage an ERP rollout. As a result, actions quickly become ad hoc, leading to confusion. The Prosci model provides structure through a change network with clear roles for sponsors, change agents and trainers.

Resistance to standardisation and loss of autonomy

Standardisation often means that departments have to let go of familiar ways of working, which can trigger resistance. By giving employees insight into the “why”, training them in new tools and making successes visible, you can gradually build engagement.

More than technology

ERP implementations are about more than choosing the right system. They require a thoughtful plan to bring people along in the journey. With the right change approach, you reduce risks and increase the likelihood of genuine, sustainable change.