There followed a precise scan of the entire organization and collection of weak points and ideas. It took two months of extensive interviews and data assessment until the result was ready: a matrix of professional, organizational, and technical “pain-and-gain points,” which immediately included the expected resistance to the change process.
Change processes, of course, give rise to fear:
- Fear of being let go
- Fear of losing power
- Fear of being overwhelmed.
That’s why it’s often better first to establish a preliminary vision of the direction to be taken and then very quickly introduce the first small supporting functionalities of a purchasing solution with immediately visible positive effects. This allows the initial basic resistance among those concerned to be broken down.
That’s how it was here: As soon as the first functionalities were available, interest was aroused. Individuals saw the opportunity to develop further and felt supported on this journey into the future, which is still very uncertain in parts.