MetricDomain

Consulting Service 03

Organizational Change Management & System Implementation

A successful go-live is not a successful transformation. Success is when the organization actually adopts.
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Years of Experience
20+
Corporate Clients
30+
Industries Served
30+
Training Sessions
50+

What usually happens when only the system build is handled

Select the situations that match your company today.

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Two or more usually means it is time to rethink how this works.

  1. 01Organization
  2. 02People
  3. 03Processes
  4. 04Management mechanisms

When a company implements Salesforce CRM, Microsoft Dynamics 365, ERP or another core system, the real challenge is usually not the technology. It is the process changes, role adjustments, new ways of working and shifts in management model that the implementation brings.

Read the full description

A large system implementation is, at its core, a change in how the business operates. Once processes are redesigned, responsibilities reassigned and information made more transparent, the way employees work, the way managers manage and the way departments collaborate are all affected.

So beyond answering whether the system works, the project must answer: Is the organization ready? Which roles are affected? Do employees know why the change is happening? Do managers know how to lead their teams through it? After go-live, will users really follow the new process and use the new system?

Using OCM (Organizational Change Management), MetricDomain works on the organization, people, processes and management mechanisms in parallel, helping the company reduce resistance, raise adoption and turn the new system into real operating capability.

How we engage

  1. 01

    Change Strategy

    Change strategy and governance. Confirm transformation goals, project scope, key stakeholders and the change governance model, and build a complete change roadmap so OCM runs in step with the system project timeline.

  2. 02

    Stakeholder & Change Impact

    Stakeholder and change impact analysis. Analyze how different departments, roles and management levels are affected, including workflows, responsibilities and authority, system operation, access to information, cross-functional collaboration and decision-making, and set change management strategies by degree of impact.

  3. 03

    Process & Role Alignment

    Process and role alignment. Map as-is and to-be processes and clarify who is responsible for what after go-live, which tasks are removed, which are reassigned, which data must be managed in the system and how departments hand off, reducing organizational resistance caused by unclear roles and process breakpoints.

  4. 04

    Communication & Engagement

    Change communication and engagement. Design tiered communication for each stakeholder group, including leadership communication, the change story, milestone communication, key user and change champion mechanisms, concern management, and workshops and employee engagement activities, so employees understand why the change is happening, what changes, and what it means for them.

  5. 05

    Training & Readiness

    Training and go-live readiness. Design role-based training, key user training, end user training, SOPs and quick guides, workshops and readiness assessments based on roles and real work scenarios, and confirm users have the knowledge and skills they need before go-live.

  6. 06

    Adoption & Reinforcement

    Adoption management and continuous improvement. Go-live is not the end of OCM. Through adoption tracking, user feedback, adoption KPIs, issue and resistance tracking, manager reinforcement and ongoing training and improvement, confirm that the new way of working has become part of daily operations.

Client stories

Go-liveGenuine business adoption
-NT$2.8M
Annual cost savings
+1.6x
Storage capacity
6 months
HQ relocation completed

From the client story:Leading Japanese cosmetics group

Asia-Pacific site of a European high-tech manufacturing group

D365 digital transformation and change management at a multinational manufacturer

Result

The project addressed more than the system implementation. It made the global system a management tool the local business could actually run on. Through OCM, global strategy, business processes, roles and responsibilities, system and data, communication and training, and user adoption were linked into one complete change management structure, so the digital transformation went beyond system go-live to genuine business adoption.

See the full story

The situation

The group was rolling out a global core-system standardization program, implementing Microsoft Dynamics 365 across its Asia-Pacific operations. The Taiwan site covered sales, sales operations, finance, customer service, production and supply chain. Beyond adopting the global template, it also had to handle Taiwan-specific business processes, tax and regulatory requirements, customer transaction models and manufacturing needs.

There were four main challenges: gaps between the global template and actual local operations; highly interdependent cross-functional processes, where one role change could affect several departments at once; heavy reliance on manual work and Excel in existing processes; and roles and responsibilities that needed to be realigned.

What we did

Engaged in change management from the early project phase and integrated OCM with the implementation plan: built the change roadmap and governance structure; analyzed the change impact on each department and role; mapped as-is and to-be processes and clarified responsibilities and hand-offs; designed tiered communication and a key user mechanism by stakeholder group; planned role-based training and go-live readiness assessment; and after go-live tracked adoption, user feedback and adoption KPIs with ongoing reinforcement by managers.

Evelyn Yang
Evelyn YangStrategy Consultant
Beauty & Cosmetics

Leading Japanese cosmetics group

Integrated multiple vendors within a tight schedule and budget to create an efficient, flexible and people-friendly mobile office. Open collaboration spaces and well-planned storage improved cross-functional communication, space utilization and the everyday workplace experience.

-NT$2.8M
Annual cost savings
+1.6x
Storage capacity
6 months
HQ relocation completed
Full case study
The situation

A multinational beauty group with 25 brands and more than 2,600 employees needed to relocate its corporate headquarters across districts. More than half the staff had over 15 years of tenure and digital skills needed strengthening. An aging office and a rather traditional brand image also made it hard to attract and retain young talent.

What we did

Led the planning of the group's seven-floor headquarters, bringing 60 years of brand identity into the workplace to strengthen market and employee identification with the brand. Planned a site-wide digital transformation, built a new office environment that combined space and technology, and ran organizational and employee change management and training in parallel to reshape the employer brand and raise employee wellbeing.

Scope of service

OCM Strategy & Execution

Planning and execution of change strategy, governance structure and the change roadmap.

Change Impact & Process Alignment

Role and process review that pins down what actually changes between as-is and to-be.

Stakeholder & Readiness Assessment

Pre-implementation diagnostic and stakeholder analysis to identify sources of resistance and readiness.

Change Communication & Engagement

Tiered communication strategy, the change story and employee engagement mechanisms.

CRM／D365 Adoption & Role-based Training

Adoption management and role-based training for CRM and D365.

Who it is for

  • Companies implementing or upgrading core systems such as CRM, ERP or D365
  • Companies whose system is live but usage and data quality fall short
  • Multinational organizations localizing a global template
  • Companies running large digital transformation projects across multiple departments
  • Companies driving system transformation after a merger, integration or process standardization
  • Organizations that have implemented a system but whose employees keep using the old process
  • Companies that want to lower change resistance and raise digital adoption

Project scope can be designed around company size, system complexity, number of users and degree of organizational change.

FAQ

Does every system implementation need OCM?

It depends on the degree of change, not the size of the system. If the implementation also changes processes, roles, responsibilities, ways of working or management systems, OCM should be included. The bigger the change, the higher the risk of handling only the technology and ignoring the organization.

We already have an IT team or a system integrator. Why do we need an OCM consultant?

The IT team and system integrator make sure the technology, functionality and deployment are delivered. OCM deals with the organization, processes, people, communication and adoption. The roles are different, and in large transformation projects they usually need to run in parallel.

Is OCM just training?

No. Training is only one part of OCM. A complete OCM program also covers change strategy, stakeholder management, change impact assessment, communication, manager involvement, organizational readiness, user adoption and post-go-live reinforcement.

What if employees resist the new system?

Resistance is rarely simple unwillingness to change. It often comes from not understanding why, roles being affected, heavier workload, lack of information or low confidence in new skills. We first identify the source of resistance, then set different strategies through communication, manager intervention, process adjustment and training.

The system is already live but usage is poor. Can it still be fixed?

Yes. An adoption assessment reviews actual usage, process design, user behavior, management requirements and data quality, and then sets an improvement plan. Many of these problems are not missing functionality but a management mechanism that was never built.

Can we engage you for OCM only, without the system build?

Yes. MetricDomain can work alongside your existing IT team, system integrator or software vendor and take responsibility for OCM, process, organizational communication, training and adoption management.

How are consulting fees calculated?

Fees are assessed on project size, system scope, number of users, departments involved, implementation period and OCM scope. After an initial interview we propose a scope and quotation based on the actual complexity of the change.

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