Beyond Go-Live: Change Enablement at the Heart of ERP Transformation

Change management is the thread that runs through every phase of transformation. Even the best-laid plans can falter if stakeholders aren’t brought along for the ride. I’ve learned that when it comes to change, there’s no such thing as too much communication when it comes to what’s ahead, what’s changing and what people should expect. The most persistent challenges aren’t technical, but cultural: resistance to new processes, uncertainty about roles and the progression of building trust in the new system.

Navigating change in an ERP transformation means looking beyond technical milestones and focusing on the human side of progress. Organisational change enablement is more than training users on new screens. It’s about helping people let go of old habits, embrace new workflows and see themselves as part of the transformation. Merging operations onto one platform requires not just technical integration, but a reimagining of how teams collaborate and share information. The process is iterative, with frequent feedback loops and a willingness to adjust communication strategies as new challenges emerge.

As echoed in the webinar, these practical change management strategies apply across leading ERP platforms, including SAP, Microsoft Dynamics 365, Oracle and Workday:

• Early and ongoing stakeholder engagement: Involve business units from the start, not just during training. Empower “change ambassadors” who can translate project goals into everyday language and address concerns as they arise.
• Transparent communication: Share project milestones, setbacks and next steps openly. Use multiple channels (town halls, newsletters, user groups, etc.) to keep everyone informed and invested.

But effective change management goes beyond these basics. Drawing from best practices outlined in our whitepaper, Transforming the Enterprise: How to Guide an ERP Implementation to Success, I recommend focusing on three additional areas:

• Business-driven leadership: ERP transformations must be led by business concerns, not only IT. When business leaders help to own the vision and outcomes, the project is more likely to address real process improvements and user buy-in.
• Outcome-based metrics: Success should be measured by business outcomes, process performance, people engagement and customer satisfaction, in addition to time and budget. Leadership needs to monitor these metrics transparently and align them with day-to-day business decisions.
• Governance and audit readiness: In cloud ERP environments, change management must include robust governance and audit trails. Documenting and approving financially relevant changes is critical for compliance and risk mitigation.

One of the most important lessons I’ve learned is that change enablement deserves the same level of investment and attention as any technical aspect of an ERP transformation. It’s easy to underestimate the time and resources required to help people adapt, but organisations that prioritise communication, training and support consistently see better outcomes. Resistance to change is a natural part of the process and meeting it with patience and empathy is essential for building trust and momentum.

Success in ERP transformation is defined by how well organisations foster cross-functional collaboration, drive engagement and deliver measurable business outcomes. Building strong bridges between teams such as finance, IT and operations helps everyone stay aligned and work toward shared goals. Maintaining momentum through clear and consistent communication keeps teams engaged and responsive to change. By tracking adoption, engagement and business results, leaders can ensure the project remains focused on real business needs. Robust governance and audit readiness, especially in cloud environments, provide the foundation for compliance and sustainable progress.

Ultimately, the journey beyond go-live is about more than stabilising systems or optimising processes but is about helping people navigate uncertainty, build new capabilities and find meaning in the transformation. The most lasting change happens in the daily conversations and choices of those who make the new system work. Every organisation’s path will be unique, shaped by its culture, challenges and aspirations. What matters most is the commitment to change, not just at go-live, but every day after. When change enablement is treated as a strategic priority, ERP transformation becomes more than a technical upgrade but a catalyst for lasting business growth.

To learn more about our business transformation services enabled by technology and our people and change consulting services, contact us.