The ultimate measure of success for any business change initiative is not simply whether the implementation is completed on time and within budget, but also whether the business is able to deliver the expected benefits.
Projects and programmes do not deliver benefits in themselves – just deliverables and outcomes. It is only when the people, process or technology changes are adopted and become ‘business as usual’ that business benefits start to be realised.
Business as usual is the responsibility of operational line management, not project or programme managers. Building the commitment and capability of line managers to take up the desired changes, utilising them as expected, and making new ways of working happen requires proactive and effective business change management. The full and ongoing benefits of any programme or project will typically be delivered by line management long after the project team has been disbanded, so the business change effort must also be focused on repeatability and long-term goals as well as immediate delivery priorities.
In simple terms, while the implementation project is getting the solution ready for the business, the role of business change management is to get the business ready for the solution.
Recent examples of our work
Delivered a focused user training programme to support a global implementation
This global upstream energy business was already implementing a new common global planning solution with Bluefin. Part-way through, we were also engaged at short notice to cover the user training stream as the initial approach had experienced some challenges. The timescales and scope meant that the training strategy had to be developed and communicated quickly. The key was to determine the appropriate balance of training delivery mechanisms between classroom-based, on-line guided sessions and user documentation for self-learning. As the solution build stream followed an agile approach, it was essential to prioritise the creation of user training documentation to properly reflect the tested and signed-off process elements within the solution. Careful communication and stakeholder management ensured that the training strategy and mechanisms were clear up front, and delivery of the training and documentation was timely and fit for purpose.
Executed stakeholder management for a major profitability reporting improvement initiative
We worked in partnership with the client to design and implement a new profitability reporting solution using SAP Profitability & Cost Management (PCM). The design required fundamental changes to the existing SAP finance solution, with significant changes to cross-functional responsibilities and ways of working. Bluefin was asked to provide specific business change management support to complement the client’s in-house team. This work included provision of a change impact analysis across seven business functions within the UK and overseas. Following this, an effective stakeholder communications plan was developed and executed.
We apply change and business readiness
Our approach to business change management is grounded in the application of change and business readiness in the context of SAP implementations, rather than generic ‘change management’ which can often be little more than communication planning and execution. So when clients work with us they know they can rely on the specialist knowledge and skills that our consultants bring. It is particularly important when adopting a leveraged approach to SAP change and business readiness, as all the tools, methods and experiences are in place ready for project delivery and skills transfer.