Change Management - The key to a successful ERP project.

More than just a software project:

Let’s not sugarcoat it: ERP projects are usually huge projects that run slowly and not always smoothly. As an honest partner our task includes telling you as a customer honestly that you yourself are also responsible for the success of the ERP project which leads to change management.

You have a lot of work to do, which we can’t do for you any more than any other ERP provider. After all, in the best case scenario, a new ERP solution will initiate change processes in your company and you should take your employees on this journey of change. To ensure that you are well-prepared and have a realistic idea of your upcoming project, we would like to give you an overview of our experiences as well as dos and don’ts in change management.

Make it better:

Your challenge: Learn from past ERP projects.

  • anaptis

    Targets not sufficiently defined

    ERP projects can fail if goals are defined too superficially. If there are no goals that are transparent and comprehensible for all employees, the project is already doomed to failure.

    Goals should be specific, measurable, achievable, relevant and scheduled. A goal in this sense is not process optimization. That would be too vague and in the end it would be difficult to understand whether the goal was achieved or not.

  • anaptis

    Lack of or poor communication

    ERP projects can fail if there is no communication about why the project is being carried out, what benefits it brings to the company and the individual, and what tasks need to be done. Why? Changes are always associated with emotions and are not easy for many people to manage.

    Communication is therefore very important when it comes to an influential project like that and plays a decisive role in whether an ERP project succeeds or fails.

  • anaptis

    Lack of cooperation from the customer

    ERP projects can fail if the employees of a company cannot provide sufficient input in addition to their regular daily business. This includes testing functions, learning how to use the application and providing feedback. No software will achieve the desired goals if the willingness to do so is missing.

    We as an ERP vendor can provide the best software in the world. However, it is of no use if the company and its employees do not participate in the project. Experience shows that we speak of a 50:50 task sharing. You as a customer must show commitment and know what you are getting into and what an ERP project means.

  • anaptis

    Resistance of the employees

    ERP projects can fail if resistance from employees opposes a project. If you confront your employees – to put it bluntly – with the news only on the day of the software launch and determine from the top down that everyday life will now be completely reorganized by the new software, you will encounter resistance. Your employees resist, are dissatisfied and the ERP project is doomed to failure.

    Why? People are creatures of habit. This applies to all of us and is not reprehensible. You as a manager only have to make use of this fact and counteract. This is where communication comes into play again.

  • anaptis

    Technical difficulties

    ERP projects can fail for technical reasons (e.g. problematic interfaces to other systems) or due to hardware problems. However, the chance of this happening is small. After all, the technical possibilities are constantly improving and there are hardly any requirements that cannot be implemented. Nevertheless, we mention the point here for the sake of completeness.

Are you convinced?

Our solution: Change management for a successful project.

Argumentation and communication

For a successful project, it is important that the management and other key decision-makers are familiar with the philosophy and the approach, and that they argue the joint project in their own company and call for committed cooperation. This will keep you motivated and communicating throughout the project to achieve openness and acceptance within your team and to be able to ensure the required contribution.

Comprehensive kick-off meeting

For us, every software introduction begins with a kick-off meeting, which, in addition to the organizational obligations, also addresses the expectations of all persons involved in your company. At the same time, the kick-off meeting serves to create the necessary understanding for the challenges and prerequisites so that no misunderstandings arise and harmonizing groups work together.

Regular feedback

To counteract resistance and disorientation, it is also advisable to obtain feedback. Ideally, you do this not only at the end of the project, but regularly during the ongoing project.


Securing the culture/thinking

In the end, it is important to anchor the transformation in the corporate culture. In this way, you avoid relapses and also ensure a certain ability to transform in the future.

Ask Theo:

What is change management and why does it have to exist?

It’s me again, Theo. Although I am a technology interpreter by nature, I am also very familiar with the psychological, human component of an ERP project and would like to explain it.

The focus of change management is, as the name suggests, change. It includes all measures that aim to bring about change or transformation in a company. An example of such a change would be the introduction of new software.

Why is a discipline like change management necessary?
Far too often the term digital transformation is reduced to the digital only and the ongoing transformation of a company is swept under the carpet. This is not surprising at first – after all, most management teams only accompany such a large project a few times, so they lack the experience in leading change projects. However, as a result, important steps such as goal setting, communication, changing mindsets and culture often fall by the wayside if not sufficiently explained.


Just a few steps to success:

Example process for change management during an ERP project.

There is no one-size-fits-all approach. Therefore, you need to find your own way to achieve your goals and success. We can gladly support you in this process and provide you with advice. But as mentioned before, we can’t do the work for you. We are happy to share our experience on change management in ERP projects from more than 20 years in the business, but every company is individual and therefore every project is different.

Step 1: Identify need
In this phase, a company recognizes an urgent need for action. For example, you realize that your technologies incl. your corporate culture and way of thinking have become sluggish and need to be changed promptly.
Step 2: Request
You are looking for a suitable provider and, for example, express your interest in an ERP implementation or upgrade project with us.
Step 3: Qualify
We qualify your request by contacting you to schedule a free initial consultation.
Step 4: Initial consultation
In a non-binding, first meeting we get to know each other and see if the chemistry between us is right. You check whether we are the right partner for your project and whether the software is the right one for your needs. If you still signal your interest after this step, we will continue with a presentation or a workshop.
Step 5: Presentation/workshop
We then take a look at the Dynamics 365 Business Central software solution together. To do this, you send us your demo data in advance, and we prepare a customized presentation. This allows us to address your individual questions and wishes. If you continue to signal your interest after this step, we will enter the detailed phase together.
Step 6: Prologue to the rough planning
Now the real work starts. After the presentation or workshop, we estimate the monetary and time expenditure and develop your individual concept. Then it's up to you to decide whether you want to tackle the project with us. If you accept, we start the project together. Then take your employees on the transformation journey by communicating your compelling goals, an appealing project name, and action plan in your kickoff meeting. Build an accountable team and create change awareness.
Step 7: Implementation
After your commitment, the agile upgrade project will start according to our anaptis project methodology. By working with the start-up Echometer, we can offer you a powerful feedback tool that measures the mood in the team throughout the entire project. In doing so, we pursue the goal of measuring the satisfaction of those involved and counteracting any difficulties that may arise as quickly as possible. This way, your employees can get involved and help shape the course of the project according to their wishes.
Step 8: Find balance
Have you achieved your goals? That's great, but that doesn't mean change management in the ERP project is quite done yet. Re-accustom your employees and anchor or secure the change in your corporate culture. Because this stabilization is important to avoid relapses, to establish a new balance as well as to secure a certain ability to change for the future.
What are you waiting for?

Contact us to inquire about your transformation project.

Get to know us! In a free initial consultation, we get to know each other and you can assess whether we as a partner and Dynamics 365 as a solution fit your needs.

We look forward to your inquiry!

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