Top 10 Change Management Considerations for SAP S/4HANA implementations

During UK Covid lockdown in 2021, I was invited by Investigo to present a live webinar as a panel member on How to Successfully Drive Business Change Underpinned by SAP S/4HANA. 

For the purpose of this insight share, I have summarised my webinar topic (see title above).  These were my views from 2021 and it is interesting I find, as with all these things, my views have evolved somewhat.  Nevertheless, food for thought below.

Top 10 Change Management considerations for SAP S/4HANA Transformations 

1.       Change Framework to demystify change

Structure and make change deliverables and activities practical and measurable to help get the budget and resources that you need.  But more importantly this feeds into the overall strategic thinking and process to achieve leadership alignment behind Change.  

2.       Change Impact Assessment

This is an important part of successful Change Management within a transformation programme.  On small projects, you might identify 50 or so impacts, but on a typical SAP S/4HANA transformation with multiple process areas, you could be looking at up to 800+.  Also we must remember it is not just about identifying change impacts, but performing the change impact mitigation actions.  See next point!

3.       Change Impact Mitigation

Quite often Business Readiness prioritisation starts identifying Change Impacts.  However, it is important to recognise ongoing work effort and dedication is needed to work with the programme and the business teams to mitigate the Change Impacts that have been identified.  Having completed the best assessment of Change Impacts alone is only half the job done. 

4.       Change Network

You might be the best change practitioner in the world, but as an individual, you won’t be able to effect change without a strong Change Network made up of business representatives who act to understand, amplify and embed the Change from within the business.

5.       Engage with the Business

Work closely with the business and keep them informed and engaged. In the background, ensure your Communication and Engagement strategy and plan is clear and identifies the different stakeholder groups and the engagement processes the programme team must follow to deliver effective two-way engagement. 

6.       Project Plan vs. Change Management Plan

People have different ideas of what constitutes a Change Management Plan. Some will call it a Change Project Plan or a Change Action Plan etc. Try to align languages and concepts.  Ensure the differences between the Change Team Workstream Project Plan and the Change Impacts Mitigation Plan is understood by all stakeholders – as often these two are confused.

7.       PMO relationship

Its important to partner closely with the PMO to ensure Change Management Project Plans integrates into the overall Programme Deployment Project Plan. 

8.       Integration with other streams

As with the PMO relationship, the same goes with other workstreams, such as Securities & Authorisations, Testing etc.  Change is relevant and integral across all transformation programme workstreams, so it is imperative that milestones and dependencies are well understood and reflected in aligned plans.

9.       Cadence with sponsor

You need to have open and frank one on one discussions with your sponsor about Change Management, whether fortnightly or monthly, for ongoing feedback, leadership insight and forward action alignment.  Quite often day-to-day pressures can push this cadence into the background. 

10.   Budget and resourcing

None of this is possible without working with the right specialists to find the best resources whether it is in-house Change experts or external specialists brought in to partner and collaborate with the programme and business.

Author: Alex Yim

Category: Change Governance