Skip to main content



Coupa Success Portal

1.6 Change Management


The Coupa Change Management methodology helps organizations align the people and processes with the changes brought about by the implementation of Coupa to improve spend management at your organization. The Coupa Change Management methodology is based on the Prosci Change Methodology and also leverages our experience with hundreds of Coupa implementations.

The following identifies the phases to help you manage change and templates you can leverage for the change.  Change management does not end in Mobilize phase.  Change management activities continue throughout the project to drive project awareness, develop training plans to prepare user base for change and measure success and adoption post go live to sustain change.


Activity Key Inputs Roles & Responsibilities Deliverables Supporting Documents

Identify reasons for change

(not applicable for AIC)

Identify and communicate the reason for the change, articulating the “why” before getting to the “how”. The change reason needs to address more than just “what”is being done, but should also articulate the “why” and then get to the “how” the changes are to be implemented. The "why" would include specific business success goals for change to be implemented.

Having a common understanding of why the system is being implemented helps everyone be on the same page throughout the project. The reason for change should be shared during the project kickoff meeting and is best articulated by the executive sponsor.

Coupa Exec Sponsor/RVP or EM/PM works with customer to outline reasons for change

Reasons for Change output presented in Kick-off and company communications Change Management Reasons

Identify impact areas and sponsorship/change management team

(not applicable for AIC)

Understanding all the departments impacted by the optimization of spend management allows you to build a plan to manage the change. It is critical you identify all impacted areas both internally and externally to your organization across all geographies. The identification of all impacted areas is important as it identifies the communication and training needs for your organization.

While most projects have an identified project sponsor, to successfully manage change, you need to identify champions across the organization based on the areas and departments impacted by the change. For each of the impacted areas identified in the previous step, you should identify the champion who will help drive the change within that department.


The champion serves as your internal change agent who helps ensure all end users understand reasons for new system and their role to ensure overall business success


Coupa EM/PM advises customer on common impact areas Change management champions identified in respective impact areas  

Develop Communication Plans

(not applicable for AIC)

For each area of the organization that will be effected by spend management changes, a separate communication plan should be developed. The communication plan may include informational updates as well as sessions to solicit feedback and buy in to the final configuration of the application. Another tool which has helped clients is to brand the project to help promote and accelerate the adoption.


Communications and change management does not stop during implementation.  A continuous monitoring should be established post go-live and communications strategy adjusted accordingly



Coupa EM/PM advises customer on communication plan development Communication Plan developed Communication Plan and Email Templates

Establish trust and open door for knowledge transfer with impacted parties

(not applicable for AIC)

Engage in face-to-face meetings with stakeholders and impacted power users to help them understand any change to their roles and responsibilities.   Hold interviews and process walk through's for knowledge sharing to incorporate business needs into To-Be workflows and share details back about system rollout and key functionality

Customer project team works with internal stakeholders on knowledge sharing Internal meetings with stakeholders to drive to process design decisions  

Provide clarity on roles and responsibilities of key business users

(not applicable for AIC)

Roles and responsibilities can change when implementing a system, especially when manual processes are replaced with automation.  It is important that impacted users understand how these changes impact their day to day responsibilities and are aware of any modified role expectations

Customer project team works with stakeholders to identify changes to roles within their respective areas and develops a responsibility matrix for all processes that involve end users



Responsibilities matrix captured by role and share with end users Admin and Power User Roles and Responsibilities
  • Was this article helpful?