Global industrial group · Multi-region · Role: Change & Communications Manager

The challenge
A global industrial organisation was implementing a new ERP system across multiple functions and regions. An ERP change touches how core business processes are run day to day — finance, operations, the people whose routines the system rewrites. The technical implementation was one problem; the harder one was business readiness for change. Without the business genuinely understanding the as-is, or being prepared to adopt new system and processes, the ERP implementation project faced a risk of delivering a system not designed to fit the purpose, that no one could use properly, and where the benefits case never materialises.

What I did
I led the organisational change and communications for the implementation, designing an integrated change framework covering stakeholder engagement, communication, training, readiness measurement, and adoption tracking. I acted as the primary link between programme leadership, business leadership, the impacted business leaders and functions — keeping each group aligned on what was changing, when, so we could shape the new system’s functionalities together.. I assessed change impact across the affected teams, planned the mitigation for the areas of highest resistance, and made sure readiness was built ahead of each milestone.

The outcome
The business moved onto the new ERP platform with its people prepared and trained — sponsors kept close to the programme, and adoption treated as a managed outcome.