Organization Change Management (OCM) is a structured, deliberate approach designed to help individuals, teams, and organizations transition effectively when implementing new processes and new systems. Volt consultants help prepare our customers for these changes in every project - whether for Finance & Operations, Power Platform, or Customer Engagement. More than technology installation, OCM focuses on the human aspect of change, helping our clients understand, adapt, and make full use of new systems and processes to meet their business goals.

Most organizations work in silos and have tribal knowledge which is not documented. It is Volt's job to detail out the knowledge associated to the change and help prepare the organization to embrace the change. The technology is the easy part; people adapting to the change is always the hard part. Overall, OCM is a rewarding challenge.

The paper map, the GPS, and the self driving car

Picture helping someone decide between a paper map and a phone's GPS. They have used the paper map forever; it is familiar, even though it goes out of date and can get lost. The GPS updates constantly and route optimizes automatically, but it requires teaching this person something new, and that friction is real. That is exactly what it feels like for a lot of our customers when we introduce new technology into a business that has always run on manual processes or spreadsheets.

Good change management means proving to the customer that you understand the real purpose behind what they have been doing (often through shadowing and direct conversation) before you ask them to trust something new. You then have to make the case that the replacement does not just match what they had, it gives them everything they currently have, plus more.

Where Volt goes further: most firms stop at "here is your GPS." Volt asks a further question: what if the customer does not need to navigate at all? What if we can build them something closer to a self driving car? Always be looking for the process improvement that removes the need for the old approach entirely, not just a faster version of it. As AI keeps advancing, more of these self driving car scenarios are becoming genuinely possible.

Why do we need OCM?

People often resist change, especially when it disrupts their familiar routines. ERP implementations inherently bring change, challenging the comfort of established workflows and the familiarity of "the system we know." This shift can make individuals feel like they’re part of a process they can’t control, leading to discomfort and uncertainty about their role within the new system.

And the industry-wide stats aren't pretty. ERP implementations have historically gotten a bad rap.

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Some general risks for change:

Lack of alignment on desired results and measurable outcomes
Interruptions of day-to-day operations due to mismanaged priorities
Individuals and teams feel they have little or no input
Pressure to preserve local systems and processes
Poor employee morale in an uncertain, ever-changing environment
Simultaneous rollout of other initiatives and confusion about the big picture
Employee confusion about new processes which impact adoption
Staff is not adequately prepared to execute the new business process

You might be thinking "OK so that tells me the general risks. Give me some specific scenarios."
You got it:

Subject	Scenario	Mitigation Plan
Resistance to change	End users may resist the new system due to a preference for familiar processes or fear of the unknown	Providing clear communication on the benefits and involving them in the transition process. Level set that the change is coming either way
Difficulty adapting to new reporting and analysis tools	Reporting features in the new ERP system will be a change mindset for all stakeholders	Provide training specifically focused on the new reporting tools and offer examples of how these tools can simplify their work
Inadequate communication	Poor communication about the implementation process, timelines, or changes may lead to confusion and uncertainty among stakeholders	Develop a strong communication plan that includes regular updates, clear explanation of changes, and schedule regular meetings with the stakeholder for feedback and questions
Data entry and process changes	Changes in data entry processes or workflows can confuse users who are accustomed to the old system	Review the new workflows during the Show & Tell sessions held in each sprint will be useful for engaging stakeholders to the new process
Concerns about data integrity	The stakeholders may be concerned about data accuracy and integrity after the migration to the new ERP system	Implement rigorous data validation processes, and communicate these to the stakeholders to build trust in the system's reliability

Notice a trend? FEAR AND UNCERTAINTY.

So how do we overcome that fear?

The simple answer is communication. Without clear and consistent communication, any project—regardless of scope or system—faces significant challenges. Engaging people early and continuously ensures that everyone understands their role and responsibilities, forming the foundation of successful change management.

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Keep these 3 pillars in mind:

Readiness and adoption: everyone must be ready and willing to adopt the change. Getting buy-in from executives and having "change cha**mpions" in the team is a must.
Integration: Everyone involved must be working together effectively towards the common goal. The new system should minimize day-to-day operational impact and should aim towards the simplest solution instead of the most gold-plated one.
Sustainability: The organization must be able to maintain and build upon the change. Business process hand-offs should be seamless, easily repeatable and scalable.

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Core OCM activities that drive success

A successful OCM strategy involves specific activities designed to drive communication, engagement, and long-term success:

Executive sponsorship and clear communication: Engaging senior leaders is vital, as their commitment provides credibility and motivation for the rest of the organization. Communication plans include key messaging, program newsletters, demos, and discussion guides to keep everyone informed and aligned.
Feedback loops and resistance management: Collecting regular feedback from users helps to identify resistance points early. Addressing concerns and providing support builds trust and demonstrates that all voices are valued.
Continuous training and knowledge retention: Training is not a one-time event; ongoing training and post-go-live support are crucial to reinforcing knowledge and encouraging system use. Setting up a "Train the Trainer" model ensures that knowledge can be continuously shared within the organization. The key here is hands-on, interactive training as opposed to lecture-type offerings. Explain and show how business processes and job functions will be done.
Performance metrics and long-term support: Tracking metrics like user adoption, data accuracy, and process efficiency ensures that the new system delivers tangible results aligned with business objectives.

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Change champions

While executive sponsorship is essential for project success, it’s equally important to engage those who are directly involved in the work. Identifying and empowering change champions across various groups can make a significant difference. People are often more receptive to new ideas when they come from their peers rather than solely from leadership. Engaging change champions from diverse teams throughout the project builds trust, boosts adoption, and enhances overall project outcomes.

Think about recruiting change champions from these groups on your project:

Sponsors: Provide executive leadership, communication and vision (focused on the "why") for the change and to maintain organizational momentum. Remove obstacles, allocate resources, allocate funds. Monitor overall progress.
Core team: Develop the actual change management strategy and how to help move employees along the adoption lifecycle. Bring issues to the sponsor group for resolution.
Extended team: Serve as the local eyes & ears to provide feedback to core team. Evangelize the change to peers and coach them.

Why OCM is essential in our projects

In any Dynamics 365 implementation, we are dealing with more than software: we are transforming business processes. However, new technology and revised processes often face initial resistance from users due to disruption in familiar workflows and job roles. OCM addresses this challenge by:

Aligning new systems with strategic goals: Ensuring that changes meet the organization’s strategic needs and don’t create unintended obstacles.
Promoting user buy-in and adoption: By involving end users early and consistently, OCM helps cultivate a sense of ownership, significantly improving user adoption rates and reducing the learning curve.
Managing risk and mitigating resistance: Proactively handling potential challenges and helping users navigate new systems with clear communication and support.

For our consultants—both functional and technical—an understanding of OCM is essential. A successful OCM strategy turns client resistance into engagement, ensuring smoother project rollouts, higher adoption rates, and better overall satisfaction. With OCM, we enable our clients not only to implement Dynamics 365 but to realize its potential for lasting positive change.

OCM requires adaptation across various levels: processes and procedures, employee mindset and behavior, and alignment of business structures. It’s essential to thoroughly analyze current processes to understand how they function now, how they will operate in the new system, and what adjustments or trade-offs may be needed. Additionally, the organization’s structure and resources must be aligned to support the project’s long-term success. Most importantly, never overlook the people involved. Effective OCM requires clear communication of expectations and support to help individuals adjust to their roles in the new Dynamics 365 environment, maintaining open, two-way communication from leadership to the frontline. Keeping these factors in mind is key to a successful ERP implementation.

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Implementation Go/No-Go criteria

We already have some aspects of OCM in our Volt Methodology and in our Go/No-Go criteria, but perhaps you have not really thought of that in terms of OCM. Ensuring that people, processes and technology are all ready to go live is essential for success.

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These criteria are measured in a steering committee meeting after CRPs are completed and before we would start the cutover process. But let's take a look at the stages of OCM so you can see where each of these might fall. You will notice that each of these stages takes not only the project processes into account but also, and most importantly, the people.

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The stages of OCM in Dynamics 365 projects

A comprehensive OCM approach guides the change management process through several key stages in our projects:

Discovery and Diagnostics
In the initial stage, our focus is on aligning project goals with the client’s strategic vision. This includes:
- Job and Organizational Impact Assessments: Identifying which roles and teams will be most affected by the new system and planning for role-based training and support.
- Stakeholder Engagement: Involving leaders early to gain executive sponsorship and assessing their role in communicating the project’s purpose and benefits.
Solution Design and Build
During the solution development phase, consultants and technical experts work closely with users to shape the system according to their needs:
- Gap Identification and Process Revisions: We conduct iterative sprints and Show & Tell sessions to identify and address gaps in system design, refining the solution as needed.
- Conference Room Pilots (CRPs): CRPs simulate real-life scenarios, allowing users to engage with the new system and provide feedback on potential improvements.
Training and Knowledge Transfer
Effective training is at the heart of OCM, ensuring that end users understand the new processes and feel confident using the system:
- Training Strategy Development: Training materials are tailored to specific roles, and a ‘Train the Trainer’ approach is often used to create internal champions.
- End User Training: Our team coordinates detailed training sessions across user groups, covering both system use and process changes.
- Feedback and Readiness Assessment: We assess knowledge acquisition through feedback and refine training as needed.
Cutover and Go-Live Preparation
As the project moves towards go-live, our goal is to make the transition as seamless as possible:
- Disciplined Cutover Planning: We establish a structured go-live plan, ensuring data migration, role-based access, and system configurations are all set.
- Communication and Readiness Checks: Through ongoing communications, we keep users informed and address last-minute concerns to build confidence in the new system.
Go-Live and Hypercare Support
Following go-live, we provide additional support to address issues, reinforce learning, and ensure users are comfortable with the new environment:
- Controlled Start - Crawl/Walk/Run: A phased introduction helps users adjust gradually, starting with core functions before expanding to full system use.
- Issue Resolution and Follow-Up Training: Hypercare focuses on resolving any immediate issues, followed by further training to deepen user understanding.

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Conclusion: Making OCM part of every project

Incorporating OCM into our Dynamics 365 projects is essential for success. OCM helps us ensure that technology adoption goes hand-in-hand with business readiness, preparing users to make the most of new systems. By guiding our clients through change, we position them for stronger performance, higher adoption, and lasting value.

Our commitment to OCM makes every project a partnership—working together to bring meaningful change, build stronger client relationships, and drive better outcomes.

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