Client challenge
A global engineering consultancy was at a pivotal stage in its 4-year ERP transformation, having rolled out new ways of working across half of its territories, but with a need to enhance user adoption, business engagement, and system performance for ROI on the biggest investment in company history. A rapid assessment of the situation showed that a 30 day deep dive was needed to understand root causes of issues, and find the right way forward to fix them whilst building internal capability for the future.
What we did
Collation of data and feedback on the current go live experience of the organization: This included business performance and system usage metrics, ERP tickets, colleague feedback survey and 8 deep dive sessions with the OCM team and key stakeholders.
Identified critical adoption barriers: Analysed 500+ pieces of feedback, distilling them into nine key themes. Used Lean Change Canvas techniques to structure conversations and create a shared understanding of the core challenges.
Co-created an actionable improvement strategy: Developed a Stop, Start, Continue framework with five key recommendations per theme, then engaged stakeholders and the OCM team in dialogue-driven workshops to refine the focus to three high-impact areas that would ‘move the dial’ on adoption most quickly.
Embedded ownership and accountability: Assigned Single Points of Contact (SPOCs) to lead each key focus area, with six-month improvement plans executed in two-week sprints. Uuna provided mentorship and project management to support execution and capability building.
Shifted mindsets and built engagement: Within four weeks, the programme saw noticeable improvement as Lean Change principles drove more open conversations, stronger stakeholder alignment, and increased employee involvement in shaping adoption strategies. Documenting alignment discussions ensured transparency and momentum.
Business outcomes
- Create together: Working with stakeholders and the OCM team to come up with a plan that everyone could buy into.
- Define and align: Used Lean Change Canvas techniques, whiteboarding, and well-crafted questions to surface different viewpoints, identify root causes, and align on the most effective path forward.
- Lead the change: Working with the business and programme leadership to gain their support and active sponsorship of the changes that needed to be made
