When Coca-Cola introduced “New Coke” in 1985, the decision was backed by over 200,000 blind taste tests. The data was clear—consumers preferred the new formula. Yet within months, the company reversed course after significant public backlash.
The failure was not technical or analytical—it was human.
This same pattern plays out consistently across ERP implementations and digital transformation projects. Organizations invest heavily in modern ERP platforms, carefully define requirements, and execute technically sound deployment plans—only to encounter resistance, stalled adoption, and unrealized ROI. In most all cases the teams and their management suggest that the desire to change alone is a good reason to ignore or reject the Change Management intuitive approach as “everyone really wants this so what is the purpose of going back over it”.
Research from Bain & Company (2023) indicates that only 12% of business transformations fully achieve their original goals. One of the most consistent predictors of success is not technology selection—but how effectively organizations manage the people side of change.
At Six S Partners, ERP implementation is approached not just as a system deployment, but as an organizational transformation program, where structured change management is embedded into every phase of delivery. If we just accept the “one dimensional” desire for change as a indicator of change readiness, we know that this is just 20% of the “people side” needs that will guide this project into a successful improvement project. While important and foundational, it is yet to be developed into a strategy that will empower and motivate the outcomes required to be successful.
What Happens When Change Management Is Underestimated
When change management is treated as a secondary activity—or addressed too late—organizations typically experience measurable operational and financial impacts:
1. Delays and Cost Overruns
- Extended timelines due to rework, user errors, or lack of adoption
- Increased reliance on manual workarounds post go-live
- Reduced return on investment from underutilized system capabilities
2. Productivity Loss
- Employees struggle to adapt to new workflows without proper enablement
- Day-to-day operations slow during and after deployment
- Decision-making becomes fragmented due to inconsistent system usage
3. Change Fatigue and Employee Disengagement
- Frequent, poorly communicated changes erode trust
- Key employees may disengage or leave the organization
- Organizational morale declines during transformation cycles
4. Cultural Resistance
- Informal resistance networks emerge within teams
- Employees revert to legacy processes
- Leadership loses credibility in driving future initiatives
The Four Critical Human Risk Factors in ERP Projects
Successful ERP implementations require anticipating predictable psychological and organizational responses to change:
1. Uncertainty and Lack of Transparency
When communication is insufficient, employees default to personal concerns:
- “How will this affect my role?”
- “Will this slow me down?”
Without clear answers, resistance increases.
2. Fear of Competence Loss
ERP projects disrupt established expertise:
- Experienced employees may feel their knowledge is being replaced
- Confidence drops as individuals move from expert to beginner
This often manifests as passive resistance rather than open opposition.
3. Influence of Informal Leaders
Frontline influencers heavily impact adoption:
- Trusted employees shape peer perceptions
- If not engaged early, skepticism spreads quickly
Ignoring this group significantly increases implementation risk.
4. Misclassification of ERP as an IT Project
ERP systems redefine how a business operates:
- Processes, workflows, and accountability structures all change
- Go-live marks the beginning—not the completion—of transformation
Organizations that treat ERP as a technical install consistently struggle with adoption.
How Six S Partners Supports Change Management During ERP Implementations
Six S Partners integrates change management directly into its ERP delivery methodology—ensuring organizations not only deploy systems successfully, but also achieve sustained adoption and measurable business outcomes.
1. Structured Change Management Framework
Six S embeds change management across all implementation phases:
- Stakeholder identification and engagement planning
- Organizational impact assessments
- Change readiness evaluations
- Communication and adoption strategies aligned to project milestones
This ensures change is proactively managed—not reactively addressed.
2. Executive and Operational Alignment
Successful transformations require alignment across leadership and operations:
- Executive workshops to define vision and success criteria
- Clear articulation of the “why” behind the change
- Alignment between business goals and system capabilities
Six S ensures leadership messaging is consistent, actionable, and reinforced throughout the project lifecycle.
3. Frontline Engagement and Process Ownership
Six S actively involves end users in the design process:
- Discovery sessions to capture real operational workflows
- Validation of system design against day-to-day activities
- Inclusion of key users and informal leaders as project champions
This approach increases ownership and reduces resistance by ensuring the system reflects real-world use.
4. Role-Based Training and Continuous Enablement
Training is not treated as a one-time event:
- Development of role-specific training programs
- Hands-on workshops integrated with real business scenarios
- Continuous learning models extending beyond go-live
The goal is to build confidence, competence, and independence across user groups.
5. Post-Go-Live Adoption and Optimization Support
Six S recognizes that adoption accelerates after go-live:
- Hypercare support to stabilize operations
- Ongoing user support and coaching
- System optimization aligned with evolving business needs
This ensures organizations realize the full value of their ERP investment over time.
6. Change Communication Strategy
Clear, consistent communication is critical:
- Regular updates tailored to different stakeholder groups
- Visibility into project progress, risks, and milestones
- Reinforcement of benefits at both organizational and individual levels
This reduces uncertainty and builds trust throughout the transformation.
Aligning Technology with People: The Key to ERP Success
ERP systems provide the infrastructure for transformation—but people drive outcomes.
Organizations that succeed:
- Communicate early and often
- Engage employees in the process
- Invest in training and support
- Treat change management as a core discipline—not a side activity
At Six S Partners, this philosophy is central to how ERP projects are delivered—ensuring that both technology and people evolve together.
Take the Next Step
If your organization is planning an ERP implementation, struggling with user adoption, or looking to improve the outcomes of an existing system, Six S Partners is ready to help.
Our team of experienced professionals combines deep technical expertise with proven change management practices to ensure your project delivers measurable, sustainable results—not just a successful go-live.
Connect with Six S Partners today to learn how we can support your ERP journey with a more complete, people-first approach to transformation.