The obstacle to your ERP transformation: a lack of change leadership

But even the best solution won’t achieve its goal if leaders aren’t sufficiently equipped to guide the change on the front lines. Middle management, in particular, makes all the difference: they translate strategy into day-to-day behavior, address resistance and guide people through the new way of working every day.

Is your organization currently in the midst of an ERP transformation, or is one on your agenda? Use the checklist below to quickly find out if you’re on the right track.

Checklist: Is your ERP transformation truly embedded in the organization?

• If you were to run into a manager in your company in the hallways right now, would he or she be able to explain the why behind your ERP transformation in just a few minutes?
• Are your managers able to navigate moments of emotional resistance among employees in a way that fits the situation?
• Does your organization have practical, ready-to-use tools to support managers during the change process? 
• Were the change and adoption workshops related to your ERP implementation followed up with clear action plans, ownership and responsibilities? Or were they more like one-off sessions?

Did you answer ‘no’ to at least one of these questions? Then be sure to read on.

Why ERP transformations slow down

In most cases, the cause lies neither with the technology nor with the project manager’s expertise. ERP systems promise efficiency gains, greater capacity for data-driven decision-making, and better scalability. Yet Gartner predicts that by 2027, more than 70% of ERP implementations will not (fully) achieve their original business goals.

Why is that? Because it’s not the software but the people in the organization who determine whether the change is actually adopted. That’s precisely where things often go wrong. In many organizations, change management measures are taken during an ERP project, but they take the form of standard templates or the occasional workshop here and there. What’s often missing is sustainable embedding across all levels of the organization.

Unfortunately, this is the reality for many organizations undergoing an ERP project. The worst part isn’t even the financial investment or the time employees spend on it, but rather the dissatisfaction that follows. This stems from insufficient communication and people who feel they aren’t being heard.

The quote below is a prime example of this:

“Did people feel there was sufficient support and communication during the implementation? That’s doubtful. A few months ago, we had a change workshop with our IT implementation partner, but it didn’t really lead to any concrete actions. And don’t even ask me who’s currently in charge of communication regarding this project.” – Rick (Customer service representative)

The missing link? Middle management that translates the overarching strategy into concrete actions, clear expectations and day-to-day guidance on the job.

4 skills you’ll develop in a change leadership training program

1. The power of words: clear messages that inspire (rather than confuse)

Problem: Managers want to foster a sense of urgency. So far, so good. In practice, however, the message tends to evoke fear. If management doesn’t know how to effectively communicate the change or which words to use, a sense of loss persists: extra work, uncertainty and disruption of routines.

To do: Train managers in storytelling skills so they learn to communicate the change accurately and empathetically.

2. Managers as Drivers of Implementation

Problem: You do involve department and production floor leaders in the requirement workshops, but clearly communicating what their role entails during the transformation seems less obvious.

To do: Strong change leadership makes expectations concrete. Make it clear what behavior you expect from management, how they contribute to the long-term strategy, and how they can support employees through the change. Only when that role is explicitly defined and supported can managers grow into credible drivers of implementation.

3. Recognize resistance more quickly and provide more targeted guidance

Problem: A transformation never proceeds in a linear fashion. The same applies to how people experience change. Some employees adapt quickly, while others ask questions, express doubts or (temporarily) drop out. If your management team fails to recognize the different phases of the individual change process, it becomes difficult to offer the right support at the right time.

To do: Provide managers with insight into the different phases of the individual change process and how to recognize them based on behavior and statements. This will enable them to respond more effectively, avoid taking resistance personally and have conversations that get employees moving forward again.

4. From theory to practice: Which tips and techniques really work during difficult moments?

Problem: From inspiring webinars to feedback training sessions: theory is only valuable when managers can apply it at moments that truly matter. Think of an employee who openly expresses frustration, a team stuck in old habits or a supervisor who is struggling with the change themselves.

To do: Encourage managers to listen actively and proactively ask how employees are experiencing the change. Also, normalize talking about discomfort. Don’t sugarcoat things, and acknowledge the feelings of those who are slower to embrace the transformation. While you may not be able to prevent resistance, you can guide the process professionally and with a human-centered approach.

Getting Started: Three Concrete First Steps

Do you want to avoid your ERP transformation remaining purely an IT project? Then here are three logical starting points to help managers feel more confident throughout your journey:

1. Audit your current change management approach for the ERP transformation. Are managers equipped with the right knowledge, skills and tools? Do they feel engaged and supported?

2. Organize a pilot training session on change leadership for your core ERP team. This allows you to quickly assess current needs and determine which approach is most effective on the front lines. 

3. Measure what matters. Track adoption rates, resistance and managers’ sponsorship skills using clear KPIs. This makes progress visible and enables you to make more targeted adjustments.

In conclusion

If you want an ERP transformation to be more than just a technical implementation, you must invest in the leaders who make change tangible every day—not only in systems, but also in communication, behavior, and on-the-job guidance. That’s where leaders make the difference between a rollout and true adoption.