Change Management — How to Get People to Adopt a New System

Why Do People Resist Change?

Changing an ERP system is not just a technical matter — it is about "people" who must change work methods they have been accustomed to for years. The main reasons people resist:

• Fear: Fear of not being able to do it, fear of being judged as incompetent, fear of losing their job — especially older employees or those unfamiliar with technology.
• Lack of Understanding: Not knowing why the change is needed. "The old system works fine." Not seeing the benefits they will receive.
• Loss of Power: People who were the "experts of the old system" lose their bargaining power because the new system is equally learnable by everyone.
• Extra Work: During the initial period, they must learn the new system + do regular work + possibly run parallel systems, making them feel the workload has increased.
• Comfort Zone: "We've done it this way for 10 years without any problems" — even though there actually are problems, they have become so accustomed to them that they no longer notice.

ADKAR Model — A Framework for Change Management

ADKAR is a model from Prosci widely used for managing change, consisting of 5 stages:

Stage	Meaning	Example in ERP Projects
A — Awareness	Aware that change is needed	Management communicates why the system must change and what problems the old system has
D — Desire	Wanting to participate in the change	Show users the benefits they will receive, such as working faster and reducing repetitive tasks
K — Knowledge	Knowing how to use the new system	Conduct training, create user manuals, produce tutorial videos
A — Ability	Able to apply in daily work	Hands-on practice with real data, Super Users available to help
R — Reinforcement	Sustaining the change long-term	Measure results, recognize achievements, reward success, improve system based on feedback

5 User Groups + How to Handle Each

In every organization, users can be divided into 5 groups based on their level of acceptance:

Group	Proportion	Characteristics	How to Handle
Champion	~5%	Excited about the new system, ready to help others	Appoint as Super User / Change Agent to help train and support others
Early Adopter	~15%	Open to new things, quick learners	Let them pilot the system first, then share positive experiences with others
Majority	~60%	Not resistant, but not enthusiastic either — waiting to see	Communicate benefits clearly, provide sufficient training, give them time to adjust
Late Adopter	~15%	Dislikes change, complains the old system was better	Listen to their feedback seriously, fix reported issues, pair them with Champions
Resistor	~5%	Actively refuses to use the new system, may influence others	Management must intervene directly, have 1-on-1 discussions, set clear policies

7 Change Management Steps for ERP

1. Executive Communication

Senior management must formally announce why the system must change, what benefits the organization will receive, and demonstrate that management fully supports this project. Read more about 10 questions to answer before ERP

2. Appoint Change Agents in Every Department

Select trusted individuals from each department to serve as Change Agents for two-way communication: delivering messages from the project team to departments, and sending feedback from departments back. Characteristics of a good Change Agent:

• Respected in the department (does not have to be the manager)
• Open to new technology
• Good communicator, patient
• Willing to dedicate time to learn the system before others

3. Train at Least 2 Weeks Before Go-Live

Training must be segmented by user group — not a "gather everyone for the same training" approach:

• Key User / Super User: In-depth training for 3-5 days covering both functions and administration
• End User: 1-2 day training on only their relevant modules, e.g., accounting staff learn only the accounting module
• Executives: 2-3 hour training focused on reports and dashboards

4. Deploy Super Users for On-Site Support

After Go-Live, there must be Super Users stationed in every department to assist users in real-time — not requiring them to call IT every time. Super Users are "your own people" who understand both the department's work and the ERP system. Read more about 10 tips to use ERP more efficiently

5. Collect Feedback Systematically

Set up clear feedback channels: LINE groups, online forms, weekly meetings. Every piece of feedback must receive a response within 24 hours. Even if the issue cannot be resolved yet, you must acknowledge it: "Received. We are working on it."

6. Adapt the System Based on Feedback

Reasonable feedback must be acted upon — adjust screens for easier use, add shortcuts users need, fix bugs found. Showing that "we listen and take action" makes users feel they have a voice in the process.

7. Measure Results and Recognize Success

Set measurable KPIs such as system usage rate (Login Rate), reduction in support tickets, reduction in processing time, and formally recognize teams and departments that adapt well.

Change Management Timeline

Period	Activities	Responsible
3 Months Before Go-Live	Executive kick-off announcement, appoint Change Agents, create communication plan	Executives + PM
2 Months Before Go-Live	Train Change Agents + Super Users, create manuals, communicate with all departments	Implementation Team + Vendor
2 Weeks Before Go-Live	Train End Users, hands-on practice, UAT testing	Super User + Vendor
Go-Live Day	On-site support, full-time Helpdesk, collect feedback immediately	Super User + IT + Vendor
1-2 Weeks After Go-Live	Track issues, urgent fixes, supplementary training	Super User + Vendor
1-3 Months After Go-Live	Measure KPIs, recognize teams, improve system, document lessons learned	PM + Executives

Warning Signs: Indicators That Change Management Is Failing

If you spot these signs, take immediate action:

• Low usage rate: 2 weeks after Go-Live, but less than 50% of users are logging in to the system
• Secretly using the old system: People are using Excel or the old system in parallel instead of the new system
• Support tickets remain high: After 1 month, issues remain the same or are increasing
• Incomplete data in the system: People enter incomplete data, skip steps, or input incorrect information
• Executive sponsor disappears: The executive who sponsored the project stops following up and attending meetings
• Rumors: Whispers that "we'll go back to the old system" or "this project will fail"
• Increased turnover: Key personnel resign because they do not want to adapt

Change management is not a one-time task — it is a continuous process from before the project starts until at least 3 months after Go-Live. Organizations that prioritize Change Management will see clear results: ERP implementation succeeds, people adopt the system, and ROI is achieved faster.

"The best ERP system in the world is worthless if people refuse to use it — Change Management is the heart of every successful ERP project."