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.
Preparing for Change
This phase focuses on assessing the type and scope of the changes to be implemented at your organization and begins to lay the foundation for managing the change.
Identify Reason for Change
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. 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.
Click here for a template.
Establish Success Metrics
Successful projects have clearly defined success metrics. These metrics need to be measurable and clearly articulated to everyone. To be able to measure success, you must first capture the baseline you are starting from. Failure to measure the current status means you will never know if the project is successful.
Click here for a template.
Identify Impact Areas
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.
Identify Sponsorship and Change Management Team
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.
Change management is not a single event, but rather a series of targeted events designed to prepare, train, and reinforce the change to take place both within the organization and those external organizations that may be impacted.
Develop Communication Plans
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. Some sample communication letters for different parts of the organization can be found in the attachments below.
Develop Training Plans
Training plans should reflect all areas identified during the Preparing for Change phase. Initial training plans should reflect the needs of the core project team to get them up to speed. Additional plans need to be developed for those impacted both internal and external to the organization that will be impacted by the change. Some implementations, such as when changing expense reporting, may impact everyone within the organization.
Sustaining the Change
No matter how well you prepare for change or how successful your training programs may seem, it is critical that success be measured and monitored across the organization and that plans be put in place to reinforce the initial success you have.
Without clearly measurable metrics for each part of the organization, you cannot know how successful your rollout is. The metrics defined in the Preparing for Change phase should be calculated for each part of the organization and used to measure overall success.
Identify Gaps and Resistance
For those groups that fall below the anticipated measure of success, additional training or reviews may be necessary. While in some cases there is a need for training, there may be groups that are resistant to the change. These individuals need to be identified and emphasis placed on converting them.
Define Ongoing Training
Training for new employees to the organization need to be developed. Also, if there will be future rollouts of incremental functionality, the expectation that there may be future changes should be set.