Discover what really works – and what definitely doesn’t – in large-scale transformation.
Discover what really works – and what definitely doesn’t – in large-scale transformation
When organisations embark on ERP transformations, it’s tempting to focus solely on systems, software, and structures. But those who’ve navigated the path know a hard truth — it’s the people who ultimately determine success.
This case study unpacks a major ERP-led transformation in a UK-based manufacturing organisation and lays bare the change journey through the eyes of its People Readiness Lead. It’s a story not just of systems migration, but of people alignment, organisational design, and the essential work that makes change sustainable.
Why This Change Was Different
At the heart of this transformation was a fundamental shift: the trigger didn’t come from a boardroom strategy session — it came from the people. Frustrations captured in a company-wide survey revealed that outdated systems were blocking growth and efficiency. That honest feedback became the catalyst for a broad transformation programme.
The business, a large-scale manufacturing operation with domestic and contract manufacturers and international sales reach, needed more than a systems upgrade. It needed a new operating model. SAP S/4HANA and Uptier’s Blue Planner were selected to replace an ageing tech stack riddled with legacy systems and spreadsheets.
The Big Changes – What Was Transformed?
The transformation touched every corner of the organisation, with five standout changes that demanded attention from the change team:
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Integrated Business Planning (IBP)
A major shift unifying demand planning, supply planning and finance – all anchored in real-time collaboration.
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Customer Service & Logistics Enhancements
Improved transparency and stock control via SAP integrations streamlined the supply chain.
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Data Governance & Reporting
Centralised data management replaced a fragmented system, enabling one version of the truth.
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Procurement Transformation
A formalised system-driven approach introduced better contract, sourcing, and spend controls.
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Organisation Design & Role Clarity
A new operating model required realignment of roles and responsibilities across functions.
Who Was Affected?
Over 350 internal stakeholders were impacted, including teams in commercial, finance, supply chain, manufacturing, and procurement. Externally, customers across UK and international markets, 3PLs, contract manufacturers, and IT providers were all engaged.
Crucially, middle managers were positioned as critical influencers — a strategic decision that paid off. They were empowered as conduits of information, feedback, and culture. And while the steering committee played its role at the top, it was the middle tier that drove daily alignment on the ground.
Key Elements of the Change Management Approach
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Strategic People Readiness Team
A robust change management structure was established early. The People Readiness workstream had visibility at the steering committee and was treated as a strategic pillar of the programme. The team included internal and external experts across OD, comms, training, and change – backed by external partners where skill gaps existed.
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Stakeholder Engagement
Change champions were embedded across functions, although with a lesson learned – making process leads double as change champions proved problematic. These roles clashed under the weight of operational and change responsibilities, creating bottlenecks. The takeaway: champions must be accessible, embedded in business-as-usual, and skilled communicators.
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Structured Change Phases
- Visioning
Leadership alignment and a clearly articulated case for change laid the foundation.
- Design
Operating models and organisation structures were designed independent of systems to ensure flexibility.
- Implementation
Change impact assessments, refreshed stakeholder analyses, and a dual-layer training approach (initial and role-based) enabled targeted intervention.
- Hypercare and Beyond
Transitioning from project to BAU involved constant floor-walking, newsletters, direct support and a little creativity (e.g., mobile massages!) to keep energy high and anxiety low.
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Measuring Change Readiness
A customised tracker, inspired by the ADKAR model, measured levels of awareness, desire, knowledge, ability and reinforcement. Monthly surveys, heatmaps, and action logs enabled continuous adaptation and showed the business real-time progress — a move the steering committee valued highly.
Communications That Worked
The approach was multi-modal and relentless — and for good reason. In complex change environments, people need to hear the same thing multiple times and in multiple ways.
- Internal comms included team briefs, newsletters, videos, SharePoint hubs, and direct manager cascades
- External comms for customers and partners were methodically structured — 120-day, 90-day, 30-day, and 5-day updates
- Personal engagement mattered most: from floor walking to informal networks, success came from relationships, not broadcasts
The standout tactic? Videos. Quick, conversational snippets capturing real people reflecting on change brought authenticity and relatability in a way emails never could.
Lessons Learned – The Good, the Bad, the Ugly
What Went Well
- The change was driven by the people — giving the programme authentic momentum from day one
- Strong investment in change management at all levels, especially securing a seat at the steering committee
- Consistent and committed middle management involvement
- High levels of business participation in workstreams, driving a sense of ownership
- Effective external communications and visible leadership support throughout
What Didn’t
- Redundancies announced mid-project caused a dip in morale, despite being unrelated to the programme
- Overloading process leads as change champions created critical bottlenecks
- Some OD impacts were not clearly communicated before training began
- The initial training budget was underestimated, causing last-minute delivery challenges
- Role clarity gaps lingered into hypercare, requiring active management and tweaking post go-live
- Fatigue was real — Hypercare drained teams, making proactive support and recognition essential
Actionable Takeaways for Change Managers
- Separate operational and change roles: Change champions should not also be process owners
- Secure a steerco seat early: Demonstrating value through data and dashboards opens doors
- Use multi-channel comms: Visual, written, verbal – people need choices and repetition
- Map change saturation early: A change portfolio analysis prevents unmanageable overlaps
- Train late, support often: Just-in-time role-based training followed by reinforcement works best
- Track readiness continuously: Dashboards, surveys and stakeholder feedback keep things honest
- Plan for fatigue: Emotional and physical burnout is real – small gestures matter
Why This Matters
This case study offers more than a play-by-play of ERP implementation. It demonstrates the critical role Change Professionals play in translating strategy into reality. It’s about reading the room, building trust, and designing with people in mind – always.
For Change Managers steering their own transformation journeys, the insights here are not just valuable — they’re essential.
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