01
OCM Change Strategy & Execution
Change strategy, governance and roadmap, from planning through delivery.
Consulting Service 03
Organizational Change Management & System Adoption
Go live is not success. Success is when the organisation actually adopts the new way of working.
When a company implements Salesforce CRM, Microsoft Dynamics 365, ERP or another core system, the real challenge is rarely only technical. It is the change to process, the adjustment of roles, the shift in how people work and how the business is managed. A large system implementation is, at heart, a change to the operating model. Once processes are redesigned, accountability is reallocated and information becomes more transparent, the way employees work, the way managers manage and the way departments cooperate are all affected. So a system project has to answer more than whether the software runs. Is the organisation ready? Which roles are affected? Do people understand why this is happening? Do managers know how to lead their teams through it? After go live, will users genuinely use the new process and the new system? Through organisational change management, we work across organisation, people, process and management mechanisms in parallel, lowering resistance, lifting adoption, and turning the new system into real operating capability.
How we engage
- 01Change Strategy
- 02Stakeholder & Change Impact
- 03Process & Role Alignment
- 04Communication & Engagement
- 05Training & Readiness
- 06Adoption & Reinforcement
What this includes
-NT$2.8M
Annual Cost Savings
+1.6x
Storage Capacity
6 months
HQ Relocation Completed
What Usually Goes Wrong
What happens when only the system gets managed
- 01
The system is live, adoption is low
Everything works. Nobody uses it.
- 02
People still work in spreadsheets, email and the old process
Old and new run in parallel, which adds work rather than removing it.
- 03
Departments disagree on who owns what
The process breaks at the hand off, and nobody considers it theirs to fix.
- 04
Managers cannot get complete or trustworthy data out of the system
Reports need manual patching, and decisions go back to being made verbally in meetings.
- 05
People experience the new system as more work, not better work
Long after the project closes, the manual chasing and clean up continue.
How It Works
How we engage
- 01
Change Strategy
Confirm transformation goals, scope, key stakeholders and the change governance model, and build a change roadmap that runs in step with the system project.
- 02
Stakeholder & Change Impact
Analyse how each department, role and management level is affected across workflow, responsibility and authority, system interaction, access to information, cross functional working and decision making, then tailor the change approach to the level of impact.
- 03
Process & Role Alignment
Map as is and to be processes and settle who owns what after go live, what work disappears, what gets reassigned, what data must live in the system and how departments hand over, reducing the resistance that comes from unclear roles and broken hand offs.
- 04
Communication & Engagement
Design layered communication for each stakeholder group, covering leadership messaging, the change story, milestone updates, key user and change champion networks, handling of concerns, and workshops that involve employees, so people understand why this is happening, what is changing and what it means for them.
- 05
Training & Readiness
Build role based, key user and end user training around real work situations, with SOPs, quick guides, workshops and a readiness assessment, so users have the knowledge and the skill before go live.
- 06
Adoption & Reinforcement
Go live is not the end of change management. Adoption tracking, user feedback, adoption KPIs, issue and resistance tracking, manager reinforcement and continued education confirm that the new way of working has genuinely become part of daily operations.
Who It's For
Who it is for
- Companies implementing or upgrading CRM, ERP or D365
- Companies already live but unhappy with adoption and data quality
- Multinationals landing a global template in a local operation
- Large digital transformation programmes spanning several departments
- Companies driving process change after a merger or standardisation effort
- Organisations where people carried on using the old process after go live
- Companies looking to lower resistance and raise digital adoption
Scope is designed around company size, system complexity, user population and how much the organisation has to change.
Client Stories
Client stories
The Asia Pacific operation of a European high technology manufacturing groupD365 transformation and change management at a global manufacturer
The work was never only about implementing software. It was about making a global system into a management tool the local business could actually run on. Change management connected global strategy, business process, roles and responsibilities, system and data, communication and training, and user adoption into one framework, carrying the transformation past go live and into genuine business adoption.
Full case study
The Asia Pacific operation of a European high technology manufacturing group
D365 transformation and change management at a global manufacturer
The work was never only about implementing software. It was about making a global system into a management tool the local business could actually run on. Change management connected global strategy, business process, roles and responsibilities, system and data, communication and training, and user adoption into one framework, carrying the transformation past go live and into genuine business adoption.
The situation
The group was standardising its core systems worldwide and rolling Microsoft Dynamics 365 out across its Asia Pacific operations. The Taiwan site spans sales, sales operations, finance, customer service, production and supply chain. Beyond adopting the global template it had to accommodate local commercial practice, tax and regulatory requirements, customer transaction models and manufacturing needs. Four challenges dominated. The global template did not match how Taiwan actually operated. Cross departmental processes were tightly coupled, so a change to one role could affect several teams at once. A great deal of existing work ran on manual effort and spreadsheets. Roles and responsibilities needed realigning.
What we did
We joined at the front of the project and ran change management alongside the implementation. We established the change roadmap and governance, analysed the impact on each department and role, mapped as is and to be processes to settle accountability and hand offs, designed layered communication and a key user network, planned role based training and a readiness assessment, and after go live tracked adoption, user feedback and adoption KPIs with continued reinforcement from managers.
Beauty & CosmeticsLeading Japanese cosmetics group
Multiple vendors were coordinated within a limited schedule and budget to create an efficient, flexible and comfortable mobile working environment. Open collaboration areas and well-planned storage improved cross-department communication, space utilization and the everyday workplace experience.
-NT$2.8MAnnual Cost Savings+1.6xStorage Capacity6 monthsHQ Relocation CompletedFull case study
Beauty & Cosmetics
Leading Japanese cosmetics group
Multiple vendors were coordinated within a limited schedule and budget to create an efficient, flexible and comfortable mobile working environment. Open collaboration areas and well-planned storage improved cross-department communication, space utilization and the everyday workplace experience.
-NT$2.8M
Annual Cost Savings
+1.6x
Storage Capacity
6 months
HQ Relocation Completed
The situation
A multinational beauty group with 25 brands and more than 2,600 employees needed to relocate its headquarters to another district. Over half of the workforce had more than 15 years of service and their digital skills needed strengthening. An aging office and a traditional brand image also made it harder to attract and retain younger talent.
What we did
Led the planning of the seven floors of the group headquarters, bringing 60 years of brand identity into the workplace so that both the market and employees identified more strongly with the brand. Planned digital transformation across the whole site and built a new office environment combining space and technology, while running change management and training for the organization and its people, reshaping the employer brand and improving employee wellbeing.
What We Do
Scope
02
Change Impact & Process Alignment
Role and process mapping that makes the real difference between as is and to be explicit.
03
Stakeholder & Readiness Assessment
Pre implementation diagnosis and stakeholder analysis, identifying where resistance will come from and how ready the organisation is.
04
Change Communication & Engagement
Layered communication, the change story and the mechanisms that bring employees in.
05
CRM / D365 Adoption & Role-based Training
Adoption management and role based training for CRM and D365.
Common Questions
FAQ: Organizational Change Management & System Adoption
Does every system implementation need change management?
It depends less on the size of the system than on the size of the change. If the implementation also changes process, roles, accountability, ways of working or the management system, change management belongs in scope. The larger the change, the greater the risk of handling only the technology.
We have an IT team and a system integrator. Why add a change consultant?
An IT team and a system integrator make sure the technology, the functionality and the deployment land. Change management handles organisation, process, people, communication and adoption. The roles are different, and on a large transformation both usually need to run at once.
Is change management just training?
No. Training is one part of it. Complete change management also covers change strategy, stakeholder management, change impact assessment, communication, leadership involvement, organisational readiness, user adoption and reinforcement after go live.
What do we do about resistance to the new system?
Resistance is rarely simple unwillingness. It usually comes from not understanding why, from a role being affected, from more work, from too little information, or from low confidence in a new skill. We identify the source first, then respond through communication, manager involvement, process adjustment or training as appropriate.
The system is already live and adoption is poor. Can that be fixed?
Yes. An adoption assessment looks at actual usage, process design, user behaviour, what management asks for and data quality, and an improvement plan follows. Very often the gap is not missing functionality but a management mechanism that was never put in place.
Can we engage you for change management only, without the build?
Yes. We work alongside your IT team, system integrator or software vendor and focus on change management, process, organisational communication, training and adoption.
How is the fee determined?
Fees reflect programme size, system scope, user population, departments involved, implementation timeline and the change management workload. After an initial discussion we propose scope and pricing against the actual complexity of the change.
Go live is a milestone. The result comes from adoption. People need to know why the change is happening and how to work the new way, so the process and the system become part of how the business runs.
Book a system adoption and change management diagnosis