A global, U.S.-based consumer packaged goods company reduced change management’s share of program spend from 19% on a previous ERP transformation to 5.5% on its year-long SAP S/4HANA program while confirming employee readiness before go-live and sustaining adoption after launch.
What made the difference? Less time away from the business for leaders and employees, support tailored to what each group actually needed, and a leaner change-management effort. Using
Key Results
| 19% → 5.5% Share of program spend, prior ERP vs. SAP S/4HANA | 9–12 weeks Prior upfront traditional change management planning cycle replaced by Prompta AI Living Change Plans | Confirmed Employee business readiness before go-live | Sustained Adoption following a smooth launch |
The Business Challenge
For a year-long SAP S/4HANA implementation affecting more than 5,000 employees, the company needed a more efficient way to build readiness. Its previous ERP transformation used a 9–12-week upfront planning phase and broad, largely one-size-fits-all traditional change activities. These pulled leaders and employees away from customers and day-to-day work, whether or not the activities addressed their needs.
Why the Change Effort Was Lower
Employees spent less time away from their work. Segmented signals showed what was changing for each group. Communications, training and support went to the people who needed them, rather than everyone participating in the same activities.
Leaders spent their time where it mattered. With group-specific data on engagement, readiness, risk and resistance, leaders could support people where they were in the change instead of attending or running activities based on assumptions.
The change team could do more with less. Automating or reducing manual planning and updates, supported by a continuously refreshed Living Change Plan®, reduced the change-management resources needed.
How Prompta AI® Enabled It
Prompta AI® combined current organizational signals with Insight-to-Action Sprints. Through Sense → Analyze → Act → Engage, the team identified where support was needed, updated its Living Change Plan®, and focused actions on specific roles, groups and locations. The result was less unnecessary activity and more timely, fact-based support.
Business Outcomes
• Change management represented 5.5% of SAP program spend, versus 19% on the previous enterprise-wide ERP program.
• Readiness was confirmed before go-live; the launch was smooth, with adoption sustained and a faster return to business as usual.
• Employees understood why the change was happening, what was and was not changing, and how to get support; the client was highly satisfied.