How a Company Turned an ERP Launch Into a Culture Shift

A North American manufacturer faced a complex moment: Leadership had committed to implementing a unified enterprise resource planning (ERP) platform to enable one way of working across multiple sites and thousands of employees. The risk was clear. Without genuine buy-in from the people who would use the system every day, the investment would not deliver its intended value.

Using our methodology as the organizing backbone, we built and enabled a cross-plant champion network of credible managers and subject-matter experts who guided their teams through the transition. Supported by structured plans, tools, and coaching, this network moved adoption from something sought externally to something owned internally. The result was a system that belonged to the organization from day one because it was supported by local leaders, reinforced by teammates, and sustained by a culture that understood why the change mattered and how to fully embrace it.

The challenge: Secure long-term buy-in, not just go-live

In this case, the company feared the implementation of a major ERP technology would disrupt many of its current processes. Many managers had never participated in an enterprise-scale program. With understanding of their level of experience with change initiatives, our team identified the opportunity to equip managers with the tools and confidence they would need to lead their teams through the upcoming changes in their processes, roles, and daily routines.

Our definition of success went beyond turning on the ERP solution. We set out to build cultural and behavioral adoption and to help people understand the why of embracing new ways of working and look first to their own leaders, not consultants, for guidance and answers. We aimed to create an implementation that was technically sound and socially reinforced, with clear roles, responsibilities, and a plan to sustain momentum long after project cutover.

Based on our extensive experience and deep knowledge of change management, we applied three core principles – ownership, influence, and support – to our approach with this manufacturer.

• Ownership lives with the organization. Champions inside the business are the face and voice of change.
• Influence matters as much as expertise. Credible leaders shape behavior; respected specialists translate process and system details into day-to-day action.
• Support must be structured. Managers and specialists need communications, tools, and coaching to lead confidently.

The SHIFT methodology

Our five-stage approach for helping organizations with adoption and engagement is based on five sequential actions: scope, harness, inform, finalize, and transition. We call it the SHIFT methodology.

To support effective change management, organizations can take the following steps.

1. Scope the change. Assess the environmental and cultural components of the organization to prepare for the change.
2. Harness the strategy. Using information from assessments, formulate the change management strategy and develop the plans.
3. Inform the organization. Execute processes for performing the change activities against the plans.
4. Finalize the future. Establish performance measurements and finalize the structure of the organization and job roles.
5. Transition to the new environment. Embed the change in the organization through sustainment and reinforcement actions.

Scope the change: Identify impact, influence, and roles

The SHIFT methodology was an excellent fit for this manufacturer, so we started with scope. This first stage focused on determining who would be affected, what would change for them, and who could credibly lead them through that change. We assessed stakeholders at every level – executives, site leaders, supervisors, and end users – to map readiness, high-impact processes, and potential pockets of resistance.

Two insights guided role design:

• Influence versus expertise. Some individuals, trusted by the workforce, could move hearts and minds. Others knew the processes in detail and could teach people how to execute in the new system. We needed both.
• Clarity over heroics. People adopt change faster when they know their part. We defined distinct roles with clear responsibilities so no one would become a jack-of-all-trades stretched thin across tasks.

Based on these insights, we stood up a two-tier network of change champions (CCs) and user champions (UCs). One to two CCs, typically tenured managers or informal leaders with credibility across shifts, were tasked with connecting strategy to the shop floor, promoting the change locally, and making sure every team had context, clarity, and support. Approximately 75 subject-matter experts with extensive knowledge of current processes and day-to-day realities were selected to serve as UCs to bridge knowledge gaps, support training, and provide hands-on help.

Early identification was crucial. By selecting CCs and UCs up front, we could incorporate their insight into plans, tailor messages to real concerns, and prime local leaders to guide adoption from the outset.

Harness the strategy: Tailor the plan to culture

Armed with stakeholder insights, we designed a change strategy that took into account how the organization functioned. In this culture, managers carried the most trust. Employees turned to them first when confronted with uncertainty or new expectations, so we intentionally put managers at the center of change.

Manager-led communication was a central feature of the plan. CCs received ready-to-use talking points, visuals, and schedules so they could deliver updates in a consistent cadence and in language that reflected the norms of each plant.

We also developed role-based enablement materials that clarified responsibilities for both CCs and UCs. Each group received a tailored playbook outlining whom they support, how they engage, and what they own so that leaders could operate with confidence rather than ambiguity.

To reinforce the strategy with practical action, we facilitated monthly alignment sessions for CCs. We introduced new information, provided checklists, and equipped leaders with targeted activities for the next 30 days – from toolbox talk topics to small-group demonstrations and structured feedback loops. The activities aligned with the organization’s culture and communication preferences so they could be relevant and usable.

Throughout the process, we designed plans to be structured yet flexible. When an approach did not resonate in a particular plant, CCs could pivot on message, medium, or schedule without losing alignment to the broader program. This adaptability helped maintain momentum while respecting local context.

By the end of this stage, everyone entered execution with a unified but locally grounded plan backed by leaders who were equipped and ready to carry it forward.

Inform the organization: Communicate locally, consistently, and often

With strategic plans in place, we moved into execution. The goal was to help people connect the change to their daily work and see themselves in the process.

Key components included:

• Customized toolbox talks. CCs and supervisors led short, repeatable updates tailored to each plant and shift. These talks reinforced timelines, what was changing soon, and what support was available.
• Plant-level stations. We set up break room stations with printed materials, timelines, and frequently asked questions (FAQ). UCs staffed these stations during high-traffic times to answer questions in real time and collect feedback to inform training.
• Multichannel reinforcement. We combined physical collateral with a project webpage for updates, FAQ, and short explainers. Embedded calls to action encouraged engagement, such as website buttons to enter raffles for project swag, and helped employees embrace the process and track progress.
• Visible champions. CCs wore identification on their gear that made it obvious who to approach with questions.
• Monthly alignment. CCs and UCs met with the project team to sync on progress, share what they were hearing from the floor, and align on the next wave of actions.

By keeping the message consistent and the messengers local, we built familiarity and trust. People didn’t have to hunt for information. It came to them from leaders they knew and trusted.

Finalize the future: Prepare for go-live

As the cutover to complete client control approached, we shifted our focus to readiness by turning off old processes, activating new ones, and making sure the organization could operate with confidence on day one. This stage focused on equipping leaders and organizational specialists with the preparation required to guide others through the transition.

We provided managers with readiness toolkits that offered checklists, talking points, indicators to watch for, and clear guidance on where to direct issues during the first weeks. We also strengthened resistance-management capabilities by offering practical guidance to help leaders anticipate concerns, respond to skepticism, and redirect uncertainty toward productive problem-solving.

To prepare UCs for a pivotal role in training, we conducted hands-on train-the-trainer sessions. UCs practiced delivering engaging, role-based instruction, providing ad hoc floor support, troubleshooting issues, and translating process changes into the realities of each shift and line.

We established a clearly defined support model to reduce friction and anxiety during the transition. The client organization owned first-level support for users while Crowe specialists served as escalation support when needed. This structure enabled issues to be resolved as close to the work as possible, with backup available for more complex challenges.

To strengthen community and peer learning, we created an internal page that highlighted all champions with photos and contact details, along with an active Q&A forum. Ongoing meetups further enabled champions to share successes, surface roadblocks, and build collective problem-solving capabilities.

This stage built confidence across the organization. Leaders had the training, tools, and guidance to coach rather than simply sponsor. Employees knew exactly where to go for help, and champions had a strong network behind them when questions grew complex.

Transition to the new environment: Reinforce, measure, sustain

After go-live, we focused on preventing backsliding and embedding new habits. Our reinforcement plan included:

• 30-60-90-day adoption actions. CCs led structured check-ins with their teams, using questions tailored to each milestone: What’s working? What remains confusing? What process tweaks could help?
• Targeted communications. As system usage data and feedback surfaced, we tuned messages to address the most common issues, spotlight quick wins, and celebrate improvement.
• Survey and insights. Sixty days after go-live, we ran an adoption survey to measure buy-in, pinpoint friction, and prioritize actions for continual improvement. Results showed strong confidence in managers as the first line of support and excellent awareness of where to get help.
• A transition guide. We documented the communications templates, training materials, and decision logs so the client could continue the cadence without us and support onboarding, plant expansions, and future upgrades.

The hallmark of this stage was stewardship. The organization demonstrated that it could support itself by relying on champions, managers, and UCs as a durable internal system for change.

Result: A change owned by the client

A few months after go-live, the system no longer was “the program” or “the consultants’ solution.” It had become the company’s way of working, embedded in daily routines and accepted as the new normal across plants. Several outcomes demonstrated how deeply the change had taken hold.

Managers emerged as the primary source of guidance. Employees increasingly turned to their own leaders for answers, which strengthened confidence on the floor and reduced reliance on external support.

The champion network also played a significant role in accelerating adoption. Because champions sat in roles where influence mattered most – among respected managers and trusted subject-matter experts – they built buy-in from within. Their presence shortened learning curves, reduced repeated questions, and positioned them as reliable problem-solvers throughout the transition.

Communication remained consistent and grounded in local context. Standardized, plant-friendly messages kept the narrative aligned across sites while honoring the unique rhythms, terminology, and communication preferences of each location.

The data demonstrated positive momentum. The 60-day survey revealed high awareness and positive sentiment toward the new processes. Qualitative feedback confirmed that CCs were visible and accessible, and that UC-led floor support provided practical value during day-to-day operations.

Support also proved sustainable. With first-level assistance housed inside the business and Crowe specialists providing escalation support as needed, issues resolved quickly and effectively. The organization retained learning internally rather than losing it to turnover or dispersing it through vendor handoffs.

Cultural alignment further strengthened the program’s impact. Break room stations, clear talking points, visible CC identifiers, and light incentives signaled that the effort was broad, intentional, and rooted in the company’s own identity. Employees saw themselves in the change, which reinforced legitimacy and trust.

In the end, the program delivered more than an ERP launch. It created a durable capability for leading change that was anchored in credible leadership, supported by practical structures, and reinforced through everyday behaviors.

What made the difference

Three factors determined the overall success of the initiative.

• Credible leaders in defined roles. We selected CCs for influence and UCs for expertise, then gave each a clear charter. This clarity prevented role confusion, protected capacity, and made it obvious where employees should turn for what.
• Manager-led execution with structured support. By equipping managers with tools to communicate and coach, we created buy-in. The monthly rhythm of alignment and actionable activities kept progress steady without overwhelming operations.
• Deliberate reinforcement and handoff. Adoption planning didn’t stop at go-live. The 30-60-90-day cadence, survey insights, and transition guide helped the client sustain momentum and onboard new employees long after the project team stepped back.

Final takeaways

This manufacturer’s ERP program launch succeeded because the people who would live with the system were enabled to lead the change. Our SHIFT methodology provided the structure, and the champion network supplied the credibility and local energy.

By the time we transitioned out, the organization wasn’t just using a new platform. It had built the muscle to manage change with managers who could coach, subject-matter experts who could teach, and a culture that understood how to turn strategy into daily habits. That combination – structured support, credible leadership, and disciplined reinforcement – is what turns technology projects into lasting business outcomes.