Executive interview: Handling vanilla S/4Hana change management | Computer Weekly
Summary
“We have built a community of about 120 people comprising factory staff who operate all of the different elements of what we’re going to be introducing with S/4Hana.” According to Ward, this team of 120 needs to be evangelical about the business processes that are running on the new S/4Hana ERP system. Given the heavily unionised nature of the business, Ward acknowledges the difficult conversations the team needs to have with trade union leaders to give the S/4Hana deployment a chance to succeed. Ward says, for example, “How does the provision of insight help me make better decisions to drive my factory performance?” The company took two years to find a suitable implementation partner and finally selected NTT Data Solutions. Ward says the company had ended up with data silos, which inhibited streamline business operations and led to a situation that its customers found less than ideal in terms of how they dealt with McBride. “A lot of our processes run across countries, divisions and business units,” Ward explains, but while they were happy with the quality of products and trusted McBride as a brand, the feedback was that the company operated too slowly.