There will be different people across the organization that have been involved but in different stages. Which, again, brings us back to communication. Remember, this is a PROCESSĬhanging from a manual or older procurement system to SAP Ariba can take months or even years from the time the initial decision is made, to the actual date of Go-Live. These encompass those first three pillars – Leadership, Communication, Alignment – and is wrapped up in the final pillar: the training. In other words: why they must make this change, why it’s important, and why they’ll be held accountable now. Your audience for this transformation isn’t just learning what keystrokes to make in this new system, they are also learning the purpose – again that mission and vision. That also positions leadership as being on the side of the user and letting them know you’re trying to make it easy for them. That enables you to take advantage of the fact that these are compliance issues and share that everyone simply must make the best of it.

In addition to the change in how people do their jobs, if you need to make a process or policy change, this is the time to that as well. Properly implementing these strategies can make that big change a true transformation. That’s because implementing an automated procurement system like SAP Ariba is a big change.Īs we discussed in the previous articles in this series there are four main pillars to leading a team to embrace the changes that SAP Ariba represents They are Leadership Advocacy, Communication, Alignment of Roles and Processes, and Training. The buzzword “transformation” is everywhere.

Ariba procurement system