One of the most notable trends from SAPPHIRE NOW in 2016 was how much emphasis SAP S/4HANA customers placed on change management.
Embarking on a digital transformation impacts all facets of an organization, therefore the importance of getting employees onboard and accustomed to future changes before they happen is not just critical, it is essential. Our customers believe that in order to truly embrace digital transformation, a cultural shift must occur in tandem.
Embarking on a digital transformation impacts all facets of an organization
As more and more businesses see the value in embracing digital transformation, there is a trend towards simple, straightforward and “out-of-the-box” implementations. This is in stark contrast to the drastic wave of customization that was characteristic of much of the last decade. This 360-degree shift in approach points to an emerging trend among like-minded CIOs toward standardizing basic “parity” processes. These are widely perceived as being non-mission critical and do not create additional business value for organizations (such as accounts receivable).
Niel Nickolaisen, CTO of O.C. Tanner, clearly emphasized this viewpoint at SAPPHIRE NOW when he stated that O.C. Tanner was adamant on moving away from the “monolithic, hairball of customization” they had grudgingly developed over past 18 years.
“We’re going from an environment where we customized or built everything, to one where we’re not going to do any customizations. The only people who don’t agree with that are the 1,500 employees of O.C. Tanner who demanded the customizations over time,” said Nickolaisen. “We had to change the culture. That’s the biggest barrier.”
“[We] had to change the way people thought about their work because we had to eliminate 18 years of parity process, creativity and craziness,” he said.
Employees who have devoted many years to their respective companies are the most hesitant to adopt changes to any IT landscape transformation. First, they face the uncertainty of whether they will be able to master the new, proposed system as they had done for the current version. Second, they feel a sense of attachment to the processes they’ve traditionally used to get work done. This gives rise to all sorts of statements such as “we’ve always got it done this way” and “why change a good thing if it’s not broken?”
It’s important to remember that we are creatures of habit and have a tendency to cling to that which gives us comfort. This is the greatest challenge involved with setting a company on a path to digital transformation. It’s not costs, implementation schedules, hardware procurement or testing. It’s getting people on board with the new.
“It’s not an IT implementation. It’s a change management implementation. So we’ve got to get the whole organization charged up,” said Ajit Shriram, Joint Managing Director of DCM Shiram.
In order to combat this internal resistance, the directives for IT transformation need to begin at the top and resonate down all the way to the end user. The orders need to be crystal clear as to “why we are doing this” and then clearly outline “the how” and “when we expect to get there.” Getting internal stakeholders on board is critical, thus identifying key individuals and involving them in the initial planning/decision process may help breakdown a few of the resistance strongholds.
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