Change management, in the context of an ERP or EPM implementation, is the structured set of activities that prepares the organisation — its people, processes, and culture — to successfully adopt and operate a new system. It is not a communications plan and it is not a training schedule. Both are components of change management, but the discipline itself is broader: it encompasses stakeholder engagement, business process redesign communication, resistance identification and management, role impact assessment, and the sustained reinforcement activities that determine whether the system is used as designed six months after go-live, not only in the week after training. A system that is technically correct but organisationally rejected delivers no business value.
Why This Matters in GCC and Egyptian Enterprise Programmes
Change management in the Arab world context carries dimensions that generic frameworks do not address. Arabic-language training materials are not optional where the finance team operates primarily in Arabic; a training programme delivered in English to Arabic-speaking finance staff at Saudi or Egyptian subsidiaries produces surface adoption — people can use the system during training sessions — but not operational fluency. Change management must also account for the authority structure of family-owned enterprises: when the founding family signals that a new system is a priority, adoption pressure flows quickly downward through the organisation. When the signal is ambiguous — where the family sponsor supports the programme but the operational CFO does not — resistance concentrates at the management layer that controls daily access to the finance team, and it can be more difficult to surface and address than front-line resistance.
What Good Looks Like
Effective change management for a finance system implementation begins at programme initiation, not at the start of training. The early activities — stakeholder engagement, impact assessment, communication about why the change is happening — are as important as the training itself. Good change management produces key users who understand their new processes before training begins; training confirms and reinforces understanding rather than introducing it for the first time. Post-go-live, good change management includes a defined hypercare period with dedicated support, a mechanism for capturing process questions and routing them to a subject matter expert, and a plan for addressing the resistance that surfaces after go-live, when the reality of the new system becomes concrete.
What Organisations Get Wrong
The most damaging change management failure is treating training as the entirety of change management and scheduling it in the four weeks before go-live. When training is the first time the finance team understands how the new system changes their day-to-day work, the questions, concerns, and resistance that surface during training cannot be resolved in four weeks. The go-live proceeds with a user population that has been trained but not prepared — and the hypercare period absorbs the resistance that should have been identified and managed three months earlier in the programme.
How Loop Wise Solutions Approaches This
In implementation advisory engagements, we assess the change management plan as an independent programme quality check — specifically confirming that change activities are scheduled throughout the programme, not only at the end. We review the communication plan, the training approach (including language of delivery), the role impact assessment, and the hypercare design. Where the change management plan is inadequate, we work with the client to strengthen it before the programme reaches the delivery phase where the gap would be most damaging.
