Biography:
Tobias Huebner is a Senior Manager at CPC AG, focusing on change management, organisational development as well as programme and project management. With more than 15 years of international project experience he heads the Center of Competence for SAP S/4HANA change management. In that role he drives the build-up of organisational consulting capabilities and continuously develops “CH/4NGE”, the change framework based on SAP Activate.
The introduction of SAP S/4HANA is a milestone for every company, yet frequently underestimated risks can jeopardize success. Resistance from your own project team in particular can arise unexpectedly early. Change management plays an important role in counteracting this resistance. The project team is the backbone of every S/4HANA project and must be the first to go through the change curve. This concerns both colleagues from the specialist departments and those from IT.
The role of the specialist department
Process experts from the specialist departments define future workflows and processes. These employees are particularly affected, since they will use the new processes and systems themselves. Often they played a significant part in developing the processes being replaced, which leads to a dual role. On the one hand they bear responsibility for the functionality of the new solutions, on the other hand they have to make compromises and embrace process innovations.
The role of IT
IT is often the initiator and partner in the transformation, responsible for implementing technological changes. A close-knit IT team understands the technical requirements, can assess risks and shapes the technical implementation. At the same time, the IT team must build up new project management and SAP skills, which can lead to uncertainty. A well-thought-out, role-specific onboarding reduces the likelihood of rejection through uncertainty and overwhelm.
Dealing with resistance
Resistance often arises from insufficient information, emotional uncertainties or mistrust due to past incidents. Clear communication, support in adapting to new roles and an open dialogue can successfully counteract it. A comprehensive understanding of the different stages of resistance and corresponding measures to overcome it are decisive for effectively rallying the project team behind the S/4HANA transformation and securing the success of the initiative in the long term.
Conclusion
The support of the project team is decisive for the success of an S/4HANA change project. Through targeted measures, resistance can be overcome and the project team can be motivated to actively help shape the change. This way the S/4HANA transformation becomes a success.
