A client was working with a consultant on a major SAP implementation. The client retained responsibility for the change-management component, but the consultant saw clear signs the business had not recognized the scale of the challenge and was not preparing effectively for the change. Another major change program was already underway, and the consultant suspected the client did not have the capacity to do both at the same time. Despite discussions about this situation, the client was not taking necessary action.

The ChangeTracking database was used to model a typical outcome of such a scenario. This allowed the leadership team to have informed discussions, based on tangible evidence from the experience of others, about the risk of performance failures if key areas were not addressed.

A highly targeted ChangeTracking cycle was also conducted with key audiences. Areas were identified (e.g.,leadership, resources and communication) where this organisation needed to take action if it was to absorb the planned level of change. During interactive workshop sessions the findings were reviewed and a tangible action plan created. Tough decisions were made to set the program up for success and take required actions. ChangeTracking was used across the longer-term to monitor the success of the implementation.

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