Change
S/4 HANA upgrade and consolidation project
Change management and training partner for global rollout at a multinational.
Lead our team of skilled resources (change managers, trainers, process modellers, and internal communications specialists) on a global S/4 HANA upgrade in Asia, Europe, North America, and South America in a 6-phase template rollout project.
Insight
Transitioning to a new business model
An international IT company headquartered in the United Kingdom developed a new business model and strategy to adapt to AI, rapidly evolving technology, and current business requirements. GapResolve consulted on how to practically navigate the impacts of Kanter’s Law (Harvard Bus Rev 2009): “Everyone loves inspiring beginnings and happy endings; it is just the middles that involve hard work.” Developed a strategy and tools to minimise operational disruption, preserve cashflow, and plan the sequence of what needs to change in terms of process changes, retraining, tools, and SOPs required for the transition to the new business model.
Embedment
Stabilise and optimise a large ERP implementation
Post-go-live embedment is the critical period after a new system goes live where the focus shifts to ensure successful adoption through monitoring, support, and optimization in order to address issues, and realize the project’s intended value.
A lack of post-go-live embedment usually results in productivity losses, a reduction in customer service levels, supply chain issues (e.g., an increase in stockouts with a simultaneous doubling of stock on hand), and not realising the value and benefits that prompted the implementation of the new system in the first place.
GapResolve have a proven behaviour-based methodology and always deliver bankable value from our successful embedment operations.
GapResolve typically deliver around US$60 million in bottom-line savings in a typical 6–12-week ERP Post-go-live embedment project.
