Performing Change Management Tasks During Each Phase of an SAP Project to Achieve the Greatest ROI and Ensure Successful Implementations

  • by Gerhard Friedrich, Executive Consultant, RWD Technologies
  • November 15, 2006
Change management isn’t just about communication and training — at its core, it is the strategy and tactics involved in convincing end users that an SAP implementation is an extension of their ability to do their jobs more easily and effectively. This is the second of two articles on how to perform successful change management. The first article defines the change management concept and the seven change management precepts that can help ensure the success of SAP implementation projects. This second article describes how to apply change management tasks to the phases of a project that follows the AcceleratedSAP (ASAP) implementation methodology.

Gerhard Friedrich

Gerhard Friedrich’s 15 years at Digital Equipment Corporation taught him that concern for people and technology can coexist quite well. While at MIT’s Sloan School of Management as a visiting behavioral scientist, he was able to influence how to take artificial intelligence (AI) research into real-life experience. Gerhard spent several years as a licensed psychotherapist, learning how difficult change is for some individuals (including himself) and how complex the human “systems” are. At Computer Sciences Corporation and PricewaterhouseCoopers, he helped others struggling to achieve the right balance between people, process, and technology change, so they could move their companies forward. At SAP America, he helped manage change when SAP repositioned itself from selling applications to selling solutions. Today, Gerhard is an executive consultant with RWD Technologies, a powered by SAP NetWeaver company for SAP end-user training, performance support, and organizational change management.

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