One consistent real-time way of working from any device

SAP S/4 Hana ERP Rollout

Merck KGaA, Darmstadt, Germany Global Life Science ERP

A leading global science and technology company needed to unite its network of 20,000 life science employees after the 2015 merger with Sigma-Aldrich. The newly formed MilliporeSigma needed to establish one global set of business processes and adopt one ERP system.

An Inspiring Vision

The legacy Sigma IT team was allowed a protective frame of operations wherein the CIO could build a new digitalization strategy with a new global ERP as the foundation piece. This would prove to be a critical step stone in the digitalization journey for the company.

Vision and Iterative Prototypes Speed Mindset Shifts. Legacy Millipore employees doubted anyone outside the company could understand the complexity of the existing requirements. Agile workflows were not the norm for them. We needed to drive change management among very diverse user personas. We needed to create one shared vision and show what’s in it for each of them.

The IT team’s strong vision, rapid prototyping and penchant for experimenting with all my storytelling narrative forms and formats helped propel a culture shift. We got the ball moving by building a network of digital advocates and creating a strong pipeline of storytelling and conversation forums, such as a roadshow, an ipad demo, a digital newsletter countdown and scientific panel discussions with external thought partners. In under a year we had built a network of 500+ employees lined up to become NEXTers. For them, this meant they were digitally curious and ready for digital training and change. Optimistic and bold, the CIO and IT team built an agile strategy and quickly scaled an industry-leading development team with a Center of Excellence opening in Bangalore.

Engaging Through Conversation and Design Thinking Together. The digital enthusiasts across the businesses were engaged through a series of Executive Board sponsored projects I helped to lead. We ignited that network through a Leadership Forum designed as an innovation open space style event, as well as a Scientific Symposium I produced with external thought partners and internal experts. As the ERP rollout grew in scale, the network of business leaders had adapted to the deep significance of the project. An entirely new way of working began to emerge.

The NEXT ERP Recharged

Strong sponsorship and a directive PMO were established with a hybrid agile approach

The ERP was paused for six months to allow for scale up of the organization to involve blended business and IT workstreams across all manufacturing and commercial ERP process areas, as well as a master data governance team.

I created a stakeholder communication strategy which began by announcing the new rollout methodology and schedule during the Global Leadership Forum. I helped prepare the CEO and Head of Operations, the program sponsor, to relaunch with a clear mission - one consistent global way of working, the foundation.

The program stakeholder assessments were updated, along with the stakeholder engagement strategy. A global road show to the major regional sites helped to establish credibility and strong working relationships.

I served as the executive communications lead for the program and a consistent founding member of the PMO team.

NEXT ERP Change Management and Communications

  • Consistent, Transparent Communication Maintained Trust

    Our strategy focused on equipping our team of 300 ERP team members within the business and IT team with clear, consistent messaging and timely information on program obstacles and how the team is resolving them. This built a shared stake in the rollout’s success and an attitude of being “unstoppable together.”

  • Building a Benefits and Knowledge Repository

    As the rollouts progressed, capturing the testimonials and documenting measurable process improvement KPIs become a cornerstone of the work. Realizing the connection to a seamless mobile ecommerce experience was a key milestone.

  • ERP Spotlight Series + Engagement Forums

    I coached NEXT ERP leadership team members to tell compelling stories and organized a monthly spotlight interview series embedded into our monthly program update. Managers expanded their presentation skills and the network of high quality ERP leaders grew.

Building the ERP change network was an iterative approach over multiple annual PMO planning cycles

An Agile Communications Approach

I built a communications program for the NEXT ERP which we implemented globally and tailored site by site through the use of a change champion network and regional communicators. I developed all content, managed the overall program and oversaw stakeholder management. Here is a summary of my core responsibilities.