Aug 26th, 2026
Written by: Daniel May
Start by understanding the reason for the resistance rather than assuming people simply do not want to change. Engage stakeholders early, communicate clearly, provide relevant training and create opportunities for people to raise concerns. Feedback can help leaders identify where more communication, support or action is required.
Aug 26th, 2026
Written by: Daniel May
Digital transformation leadership is about providing clear direction and maintaining ownership throughout technology-enabled change. Senior leaders need to communicate why the change matters, make decisions when issues arise, align stakeholders and make sure people have the support required to adopt new ways of working. Leadership should continue after go-live so that adoption and business outcomes […]
Aug 26th, 2026
Written by: Daniel May
AI can affect processes, roles and decision-making. Change management helps clarify how the technology will be used, who is accountable, what capabilities people need and how adoption will be supported.
Aug 26th, 2026
Written by: Daniel May
Business readiness is about understanding whether the organisation is genuinely prepared to operate the change. This includes people, processes, training, leadership, support arrangements and the capacity to adopt new ways of working.
Aug 26th, 2026
Written by: Daniel May
Start by understanding what is behind the resistance. Concerns may highlight unclear decisions, capability gaps, workload pressures or genuine delivery risks. Use that insight to decide what needs clarification, support or action.
Aug 26th, 2026
Written by: Daniel May
Stakeholder engagement helps leaders understand impact, identify risks and make better-informed decisions. Starting early creates time to act on what you learn rather than discovering issues close to go-live.
Aug 26th, 2026
Written by: Daniel May
They are practical ways of preparing, delivering and embedding organisational change. They typically include clear leadership, stakeholder engagement, communication, business readiness, training, governance and adoption measurement.
Aug 26th, 2026
Written by: Daniel May
Leaders should look beyond whether the technology itself is technically ready. They need confidence in data, processes, training, user adoption, communications, governance, support arrangements and leadership alignment. They should also check that teams understand any new automation or AI-enabled processes and know where accountability for decisions sits.
Aug 26th, 2026
Written by: Daniel May
There isn’t one leadership style that works throughout an ERP programme. Visionary leadership can help establish the direction early on, participative leadership supports engagement during procurement and design, pace-setting can be useful during testing, and more directive leadership may sometimes be required as the organisation approaches go-live. The strongest ERP leaders recognise when the needs […]
Aug 26th, 2026
Written by: Daniel May
ERP platforms can create a more connected source of operational, financial and customer information. When that data is accurate, well governed and structured effectively, it can support AI applications including intelligent automation, predictive analytics, forecasting and decision support. However, ERP alone doesn’t make an organisation AI-ready. Clear use cases, trusted data, appropriate governance, technical capability […]
