The transformation to SAP S/4HANA usually begins with difficult decisions. This already begins in the initiation phase of a project: Is the orientation towards the SAP standard the general guiding principle and thus the shutdown of in-house developments or the transfer of the company's own specified instance to the new S/4HANA standard? Is there a willingness to rethink and redesign its own processes in terms of clearly defined customer-centric end-to-end processes and thus break down silos? Or does the company want to stick to proven responsibilities and competencies?
In order to clarify these key issues at an early stage and tackle the challenges that arise, it is important that the key players "pull together". Otherwise, it can happen that (far-reaching) process decisions are made at the top management level without involving the management levels below. As a result, the very groups that are important for sustainable implementation are not convinced that the right thing is being done.
This results in a lot of potential for conflict early on in the project. This can either quickly "boil over" and make the start more difficult or remain unresolved below the surface. In this case, ambiguities and difficulties will arise again and again in the later project phases. Successful implementation would be paralyzed or jeopardized in the long term.
Skilfully avoid stumbling blocks with Change Management
To avoid these stumbling blocks, Change Management must encompass and achieve more than communication and training for end users shortly before the go-live. Our CPC approach CH/4NGE creates tangible added value right from the start. It involves the key stakeholder groups right from the start and makes the different ideas within the organization transparent. This makes it possible to then jointly develop and communicate a uniform target image that also takes Change Management aspects into account.
Experience shows that professional Change Management is seen as a key factor for successful S/4HANA implementations. Our customers and cooperation partners also confirm this time and again. The earlier the CH/4NGE approach is applied in an S/4HANA program, the more its potential can unfold. This not only has an impact on the sustainable achievement of change objectives. It can also create added value in project collaboration, in which many specialist departments are often involved.
But how exactly? If Change Management managers who use the CH/4NGE approach for S/4HANA transformations are appointed early on in the project, the key elements of the overarching change story (What? Why? How?) can be defined early on and communicated within the organization. This provides initial orientation and creates trust.
Ensure sustainable acceptance within the organization
However, a detailed analysis of the organization in the form of a change network map, which systematically examines where central key people are located in the organization, what their attitude towards change is and what their relationship to each other is, and the associated development of a cross-divisional and cross-hierarchical management coalition, also ensures long-term acceptance within the organization and gives the programme the necessary momentum to actually achieve the usually ambitious transformation goals.
These elements, together with the change analysis, form the change initiation of every S/4HANA transformation. The earlier these steps are integrated into the program, the more effective the Change Management measures will be. The positive synergy effects on other areas of the project also increase.
Would you like to find out more about how Change Management can be incorporated into your S/4HANA project at an early stage? Feel free to contact us for a non-binding consultation offer!