The critical factor to successful technology transformations

Change management Digital Transformation Thought Leadership

Change Management

The critical factor to successful technology transformations

What is the MOST IMPORTANT FACTOR to the success of a complex technology transformation programme?

Nowadays, digital transformation is one of the key focuses of companies to create the foundation to support business growth, especially ensure the continuity of the business in the current COVID pandemic situation.

However, in our experience, a technology implementation project is so difficult to get right. The technology design can be sound, project management in place, functional expertise delivered, and the business case analysed… Why do the projects fail anyway?

We know that people are intrinsically resistant to change, especially around technology, and the following change misconceptions tend to exist: “We have the capability we need…”, “We can just tell people what to do…”, “If we train people then they will use it…”, “The technology is intuitive – people will get it…”. Unfortunately, this isn’t the case.


Nguyen Thi Tram Anh
Partner, IT Advisory
KPMG in Vietnam

On large scale complex technology transformations, traditional ‘project management’ is not sufficient to ensure full adoption and support of new technologies. In KPMG’s technology implementation methodology, the proven change management components are attached for digital transformation programmes. This is the key differentiator between pure technology implementation and a business change transformation led by technology. Based on our approach, a dedicated change management team is a MUST to focus on:

  • Engage and communicate with impacted users to educate them as to what the new system will mean for them, making the new technology solution engaging!

  • Drive adoption of the new system so individuals use it confidently, as intended, and don’t return to legacy systems or workarounds.

  • Drive the behavioural and cultural changes required by new processes and ways of working so users make the most of the new technology.

  • Measure adoption, the benefits and success of the programme by landing change with impacted users.

  • Ensure the sustainability of the implementation by embedding change.

Based on our extensive experience working with clients on transformational technology-led change, we believe these are the key focus areas that are critical to get right during the programme:

  1. Early engagement: Engaging impacted stakeholders early in the programme, during process design validation, will help drive buy-in and a sense of ‘ownership’ of the new technology solution.

  2. Manager self-service: Increased responsibilities, a change in role, more self-service, and direct access requires strong engagement with Line Managers.

  3. Digital comms: Communications need to be impactful and the channels used should be appropriate for a technology change – think digital!

  4. User training: User training should be role-based and address the system functionality the user will need in their day jobs.

  5. Long-term outlook: Go-Live is just the beginning. An effective post-go-live period is key to establish the reputation of the new system and will build the foundations for successful adoption in the future.

  6. The ERP changes: ERP systems are constantly introducing additional functionality features and enhancements, through patches. The business and users must have a change mindset and be culturally ready, willing and able to adapt.

Companies mistakenly assume that simply acquiring software and plugging it in will redefine the target operating model and bring new value to the business. You need to ensure the change management approach is designed properly to ensure the SUCCESSFUL TRANSFORMATION PROGRAMME.

Keen to find out more about how KPMG Change Management and IT Advisory services can help your business? We encourage you to contact us or explore more on our Technology Consulting services.

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