Even the best technology in the world can’t transform an organization if its people aren’t ready to change. This truth lies at the heart of countless ERP project failures — and it’s the focus of the fifth article in our multi-part series on the seven most common pitfalls that can derail successful project delivery.
So far, we’ve examined how lack of executive buy-in, improper stakeholder representation, and poor resourcing can undermine even the strongest implementation strategy. Now, we turn to a pitfall that’s more subtle but just as consequential: mediocre Organizational Change Management (OCM).
As S4A’s Vice President of Delivery Tim Holter explains, technology may enable transformation, but it’s people who bring it to life. “Humans are inherently change-averse,” he notes. “If you don’t manage that reality methodically and intentionally, your project can unravel before it ever truly takes off.”
In this article, we explore why effective OCM must start before the first project milestone, how to recognize when it’s going off track, and what it takes to guide an organization through meaningful change.
Change Starts Before the Project Does
“Organizational change management shouldn’t start when the project starts…it should pre-date it,” Holter points out. “It begins with whoever developed the business case in the first place. OCM is about garnering support for the project before it even kicks off.”
Holter emphasizes that OCM is a business-driven initiative, not an IT one. The stakeholders who stand to benefit most from the project should take the lead in driving change management efforts. Early OCM planning lays the groundwork for success by identifying who will be impacted and who can best represent end users in design sessions.
“This is what we call the stakeholder identification exercise – the ‘who’s who in the zoo,’” he explains. “Once you’ve identified these folks, you can determine who needs to be seconded to represent the broader stakeholder interests. Ideally, these people are empowered to make decisions, are intimately familiar with the business, and are consulting with others as needed.”
The Power of Communication and Engagement
Early and consistent communication is at the heart of effective OCM. Holter recommends developing a clear communication strategy that spans the life of the project. Depending on the project’s scope and duration, this might include newsletters, regular town halls, steering committees, or agile working groups.
“Doing regular playbacks throughout the project is a good strategy,” he says. “You want to show progress, confirm alignment, and make sure people feel heard. Lack of engagement or communication is one of the fastest ways to breed resistance.”
That resistance, Holter notes, can stem from a variety of causes — from poor design and misaligned expectations to inadequate training or lack of involvement. “And of course, human nature itself plays a role,” he adds. “Most people are naturally inclined to stick with what’s familiar.”
When Change Management Falls Short
Looking back on his decades in SAP delivery, Holter recalls an earlier project that perfectly illustrates the lasting consequences of weak organizational change management. In this instance, the client had empowered their subject matter experts (SMEs) to lead the effort but failed to give them the time or guidance needed to properly engage with other parts of the business. As a result, the unique requirements of field locations were overlooked – a misstep that led to a flawed system design and disappointing adoption rates.
“The design was poor, and adoption was abysmal,” Holter says. “It ended up taking a six-month remediation effort to visit those field locations, understand their requirements, and make the necessary adjustments…something that could have been avoided if proper stakeholder engagement and due diligence had been undertaken from the start.”
Making Change Management a Core Discipline
To prevent similar setbacks, Holter urges organizations to assign clear ownership for OCM and to treat it as a structured, deliberate discipline, not a last-minute task.
“There needs to be someone who is ultimately responsible for OCM,” he emphasizes. “And they need to be held accountable for its success.”
Establishing active feedback channels is equally important. Without them, project teams can miss early signs of resistance or confusion until after go-live, when addressing those issues becomes far more costly and disruptive.
Finally, Holter reminds leaders that change management isn’t just a soft skill — it’s a critical success factor. In fact, it ranks among the top three challenges in ERP projects, alongside data migration and end-user training. “People naturally gravitate toward familiar routines,” he says. “Recognizing that tendency and managing it intentionally is what separates successful implementations from the ones that struggle.”
Bringing Change to Life with the Right Partner
Successful ERP delivery isn’t just about technology – it’s about transformation. When organizations take a proactive, people-centred approach to OCM, they build the foundation for true adoption, lasting value, and long-term success.
With decades of proven expertise guiding complex SAP implementations, S4A IT Solutions understands that effective change management is not optional – it’s essential. Our team helps clients anticipate challenges, align stakeholders, and bring their digital transformation goals to life with confidence and clarity.
If your organization is preparing for an ERP transformation or struggling to get your current project back on track, consider partnering with S4A. Together, we’ll turn your vision into measurable results — one well-managed change at a time.