Consulting in

Change management

Christophe was involved with one of Coty’s Business Units, as part of a project to change strategy during the separation of one of the Group’s divisions.

Objective: to effectively support the organizational change from the point of view of operational processes, but also IS, legal and, of course, HR, finance, planning, procurement, sales and customer service.

Implementing an ERP (Enterprise Resource Planning) system such as SAP can be a complex and far-reaching undertaking. To ensure the success of this project, it’s crucial to effectively engage the teams involved.

In this article, we’ll explore the key strategies for introducing the SAP project to your teams, involving them in its development and the benefits such an implementation can bring to a small business.

According to Swiss-American psychiatrist Elizabeth Kubler-Ross, change of any kind involves a form of mourning, and can be accompanied by the following emotions: denial, anger, bargaining, sadness, resignation (choice), acceptance, integration and, finally, action.

To ensure buy-in from affected users, change must be accompanied rather than imposed.

So, how can we involve employees in becoming real agents of change?

The ADKAR model, initiated by Jeff Hiatt, founder of Prosci, 20 years ago, emphasizes the importance of full employee buy-in for any lasting change within an organization.

As head of transformation for a major player in the pharmaceutical industry, Nathaly introduced us to project methodology and the governance of strategic projects, with particular emphasis on the link between the Group vs. local/business line vision.

She also told us how she was able to build a consensus to unblock a major initiative within the Group that seemed to be off to a bad start…