About the service
An ERP implementation is above all a change for people: new processes, roles, and habits. Even the best system fails when the organisation does not engage and resistance goes unrecognised.
We run change management around the Dynamics 365 implementation: from leadership engagement and communication, through working with resistance, to readiness assessment and adoption measurement. We rely on recognised models, such as ADKAR, and plug the activities directly into the project rather than running them alongside it. This way the change is adopted, and the implementation starts to deliver real value.
ERP implementations most often fail on the people side, not the technology.
A system can be configured perfectly and still deliver no value if the organisation does not adopt it. The people side is most often underestimated.
- Resistance to change. A natural reluctance towards new processes and tools, when it goes unrecognised, blocks adoption.
- No leadership engagement. When management is not a visible sponsor of the change, teams treat it as optional.
- Poor communication. When it is unclear what is changing and why, rumours, uncertainty, and concerns arise.
- Changing processes without changing habits. New processes exist on paper, but people work the old way.
- Adoption is not measured. Without measurement, it is unclear where the change is not taking hold and where to respond.
- Change ended at go-live. Without reinforcement, the organisation slips back to old habits after a while.
What you gain from change management
Readiness and stakeholder assessment
We establish who the change affects, how it affects them, and where the risk of resistance lies.
Leadership engagement
We activate visible leadership support and appoint change owners.
Communication planning and delivery
We build a clear message about why, what, and when things change, tailored to groups and stages.
Working with resistance
We identify concerns and address them before they block adoption.
Coordination with training
We tie the change to building skills, since training is one part of it.
Measuring adoption
We combine system-usage metrics with an assessment of how the change took hold in each group.
Reinforcement after go-live
We run activities that cement the new habits, so the organisation does not slip back to the old ones.
The value change management genuinely delivers
- The organisation adopts the change. People work the new way, instead of waiting for everything to return to the old state.
- Less resistance and friction. Concerns are recognised and resolved before they turn into a blockage.
- Leaders support the change visibly. When management stands behind the implementation openly, teams take it seriously.
- Adoption grows and holds. It is measured and reinforced after go-live, so it does not slip away after a few months.
- The investment pays off faster. The value of the implementation is created when people actually use the system.
- Lower risk of project failure. The people side is run deliberately, not left to chance.
Products that help us drive change
We run change management around implementations of the Dynamics 365 applications, including Finance, Supply Chain Management, Commerce, and Project Operations, based on the ADKAR model and adoption measurement on usage indicators. The service connects with training, implementation, and post-go-live care.
Proven performance, reliable results
- A recognised model instead of intuition. We work according to ADKAR, leading the change from building awareness to reinforcement.
- Plugged into the implementation. We run the change in parallel with the project, not only after it ends.
- Led by leaders. The visible sponsor of the change is management, not the project team alone.
- Measured and reinforced. We monitor adoption and plan in advance the activities that reinforce new habits.
Why entrust change management to us
- We specialise in Dynamics 365. We run the change in the context of an implementation we understand from the inside, not as detached consulting.
- Change plugged into the implementation. We run it together with the project, not as separate workshops alongside it.
- Recognised models and measurement. We work according to a structure based on ADKAR and measure adoption, instead of relying on impressions.
- We work in Poland and the United Kingdom. We run change in local and multi-country organisations.
- We also know projects where adoption failed. We have run project recovery using a methodology based on Success by Design, so we know what an implementation abandoned by users looks like and how to recover it.
From the initial consultation to a fully operational system
Switching systems doesn't have to mean chaos. We guide you through five steps so that at every stage, it’s clear what is happening, why, and what the next step will be.
Discovery call
Free consultation: we learn about your situation, goals, and constraints. No strings attached and no sales pitch.
Analysis and recommendation
We map processes and requirements, assess platform fit, and recommend the scope, path, and approach.
Plan and decision
Schedule, budget, roles, and decision gates. You make project decisions based on facts, not assumptions.
Phased implementation
We implement step-by-step, with testing, risk control, and reviews at every milestone.
Stabilization and support
Launch with a contingency plan, post-launch support, and transition to ongoing maintenance.
See how we transform tech companies
Becker Manufacturing: ERP transformation
NCC
OSTP Group
Microsoft Dynamics 365 Finance development for Eton Shirts
Change adopted, not just launched
We run the change together with the implementation: leaders, communication, working with resistance, and adoption measurement using the ADKAR model. As a result, the organisation adopts the new system, and the implementation starts to deliver real value.
What we work on: six areas of change
Effective change means work on several areas at once. It is also the answer to the question of what we actually do beyond training.
Leadership and sponsorship
Visible support from leadership and change owners. Without a sponsor, the change is treated as optional.
Communication
A clear message about why, what, and when things change, tailored to groups and stages. Uncertainty breeds resistance, and clarity disarms it.
Stakeholder engagement
The groups affected by the change, their influence on it, and their concerns. Change affects specific people and roles, not the organisation in the abstract.
Working with resistance
Identifying concerns and addressing them before they block adoption. Resistance is natural, so the key is not to ignore it.
Readiness and training
Tying the change to building skills. Willingness alone, without skills, is not enough.
Measurement and reinforcement
Measuring adoption and reinforcement activities after go-live. Without reinforcement, the organisation slips back to old habits.
Collaboration models
See other services
User training
We will prepare your employees to work effectively with Dynamics 365, matching the scope of training to their roles and daily tasks.
Project support
We will support your team with knowledge and experience at every stage of a Dynamics 365 project, to reach your goals efficiently.
Frequently asked questions about change management
How does change management differ from training?
Training builds the ability to work in the system. Change management takes the whole organisation through change: leadership, communication, working with resistance, readiness, and reinforcement. Training is one part of it.
Why separate change management if we are implementing a system?
Because ERP implementations most often fail on the people side, not the technology. Change management deals with resistance, engagement, and adoption, without which the system's value never materialises.
Which model do you work with?
With recognised change management models, primarily ADKAR: awareness, desire, knowledge, ability, and reinforcement. We build it into the implementation project.
When should change management start?
As early as possible, in parallel with the implementation, not after go-live. The earlier it starts, the lower the resistance and the higher the adoption.
Do you run change management without an implementation by you?
Yes. We can also run it for a transformation delivered by your team or another partner.
Let's make sure the organisation adopts the change
