In SAP S/4HANA projects, Change Management is a key factor that determines the success or failure of the project. This realization is often mirrored by customers and cooperation partners. A large number of S/4HANA projects that Change Management do not plan from the outset and do not actively shape the change process fail.
When we look at S/4HANA projects in practice, we should not only consider Change Management in the context of user acceptance. We should think strategically about the change process:
- How can and how will S/4HANA change our organization and our operating model?
- How can Change Management help to implement these changes sustainably?
These key strategic questions need to be answered by one of the most important stakeholder groups in S/4HANA projects: namely the organization's managers and decision-makers. In order to successfully implement the project, you need to involve your managers and decision-makers right at the start of the process. Make them aware of the goals behind the project and how the new ERP system will change your organization.
S/4HANA offers the opportunity to standardize business processes, develop a new, even more closely integrated operating model and connect operational processes worldwide across all organizational units. This creates the need to ensure that your executives agree on exactly what this change means for your organization. It is much more than just the introduction of a new technology - it is a true business transformation. The decisions made as part of the development of the new organizational vision will require changes at all levels of the organization:
- Where do we want to develop as an organization?
- What will this new organization look like?
- To what extent does the new target image require a standardization of processes?
- How independent should individual units of the organization remain?
- How high will the degree of automation in our business processes be?
- What do business and decision-making processes look like outside the SAP system?
- How will the roles of our employees change?
- What new skills do our employees need?
- To what extent does the new operating model require a cultural change in the way our employees do their work?
If decision-makers and managers do not agree on the answers to these questions, hurdles arise that lead to massive resistance during the S/4HANA implementation and ultimately to the failure of the project.
One of the first and most important measures of strategic change management in S/4HANA projects is therefore to ensure that your managers are pulling in the same direction. A change process initiated at an early stage to involve decision-makers and managers ensures that everyone has a clear vision of what the new organization will look like with S/4HANA. This is a "maturing process" that needs to be well moderated and orchestrated. Promoting the acceptance and commitment of your decision-makers and managers is a critical first step towards a successful and sustainable implementation. Solid, practical experience at Change Management and the right tools to support the process make all the difference.
Would you like to find out more about how to effectively involve relevant stakeholder groups, learn about helpful tools and best practices for managing change processes or discuss a specific challenge from your project with us? Feel free to contact us for a non-binding consultation!
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