Change management and adoption — the work that turns go-live into business outcome.
User enablement, training curricula, train-the-trainer, executive coaching, super-user networks, adoption KPIs, readiness reviews. The work that turns a successful go-live into a successful business outcome — and the work that, without it, breaks programmes that were technically successful.
Engagement shape
Stakeholder map → change strategy → training curricula → adoption KPIs → readiness reviews → post-go-live adoption monitoring. The full arc from kickoff through six-month post-cut-over.
Engagement window
6–18 months, scaled to programme size. Starts in parallel with discovery on the implementation side ; runs through hyper-care and into post-go-live adoption monitoring.
Team profile
Change lead (senior practitioner with multi-programme experience), training designers, adoption analysts. Customer-side : sponsor, HR / L&D leads, business-unit leads, super-user network.
The metric we hold ourselves to
Adoption KPIs measured at +3 months and +6 months post-go-live. Process-step compliance, user-error rate, time-to-task, super-user query rate. Not survey scores.
What the change practice delivers
Six artefacts that turn the implementation team's output into the operating team's daily reality.
Stakeholder map
Who is affected, in what role, with what change exposure, with what influence over peers. The map drives the engagement plan, the training cohort design and the super-user network structure.
Change strategy
Communications plan, engagement plan, training plan, resistance-management plan, leadership-cascade plan. The change-management equivalent of the implementation programme plan.
Training curricula
Role-based curricula : finance team, procurement team, operations team, super-users, executives. Each curriculum with content, format (instructor-led, e-learning, embedded help), duration, assessment.
Train-the-trainer and super-user network
Customer-side capability transfer. Train-the-trainer programmes for internal trainers ; super-user networks for peer-to-peer support after go-live ; communities-of-practice for sustained adoption.
Adoption KPIs
Process-step compliance, user-error rate, time-to-task, support-ticket rate, super-user query rate. Measured at go-live, +3 months, +6 months. Reported to the steering committee.
Readiness reviews
Pre-cut-over readiness review with an explicit go / no-go on the people side, mirroring the technical readiness review. The board sees both before signing off cut-over.
Why change is the work most programmes underspend on
Most ERP programmes treat change management as a workstream below the implementation workstreams — under-staffed, under-funded, reactive. The result is the well-known pattern : a technically successful go-live followed by months of process drift, error rates that don't fall, and a CFO who wonders why the new system hasn't moved the operating KPIs.
We staff change as a first-class workstream, with senior practitioners who have led similar transitions. The training is role-based, not role-agnostic. The adoption KPIs are operational, not survey-based. The readiness review has a go / no-go authority equivalent to the technical readiness review. The business outcome lands because the operating team operates the new system the way it was designed to be operated.