The psychology of change—and what it means for your ERP investment
https://www.fastcompany.com/91453590/change-secret-psychological-leaders
The Article That Explains Everything
Jessica Wilen’s recent piece in Fast Company, “The secret to change isn’t procedural, it’s psychological,” articulates something every SAP consultant knows but few say out loud:
Most reactions to change are not reactions to the actual change. They are reactions to what the change is interpreted to mean.
Read that again. Then consider what it means for a multi-million pound S/4HANA transformation.
The “Small Restructuring” Paradox
Wilen describes working with a team undergoing what leadership called a “small restructuring.” The core work wasn’t shifting. No jobs were threatened. The strategy made sense.
And yet:
- One manager became more reserved, answering questions with careful brevity
- Another grew fixated on minor details
- A third found herself irritable without knowing why
This was a minor change. Now imagine replacing an organisation’s entire ERP backbone.
What Change Actually Threatens
When people resist transformation, they’re rarely resisting the software. They’re protecting something deeper:
Surface Concern | Underlying Fear |
“The new workflow is complicated” | Am I still competent? |
“Why wasn’t I consulted?” | Do they trust my judgement? |
“This process was working fine” | Am I being left behind? |
“I don’t understand the timeline” | Have I lost control? |
A new system doesn’t just change how people work. It destabilises their sense of identity, capability, and belonging.
The Leadership Behaviours That Actually Work
Wilen identifies five approaches that help teams navigate change:
- Acknowledge the wobble — Name the disorientation without dramatising it
- Offer predictable touchpoints — Create reliable anchors amid uncertainty
- Reinforce continuity — Remind people what isn’t changing
- Return a sense of agency — Invite participation in shaping the transition
- Make room for emotion — Treat reactions as data, not resistance
None of these appear in a typical implementation plan. All of them determine whether that plan succeeds.
What This Means for FIT 4 SAP
This is precisely why discovery work matters before you commit millions.
A 30-day proof-of-concept doesn’t just assess technical readiness. It surfaces the hidden anxieties, identity threats, and unspoken assumptions that will derail your transformation—while you still have options.
The executives who commission discovery aren’t being cautious. They’re being strategic. They’re buying leverage.
The Bottom Line
“The leaders who succeed aren’t the ones with the perfect plan; they’re the ones who help people find their footing as the ground shifts.”
Before the ground shifts, find out where people are standing.
Source: Fast Company — “The secret to change isn’t procedural, it’s psychological” by Jessica Wilen, Ph.D.
Analysis by Isard Haasakker, Founder of No Tie Generation Limited