Change Management

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Many business transformation projects fail because they focus too much on systems and not enough on people and processes. At IBP Ready, we ensure that at least 80% of the effort is dedicated to aligning people, clarifying processes, and defining responsibilities before implementing any system.

Our Change Management service ensures that all stakeholders understand their role, the implications of their decisions, and how cross-functional collaboration prevents operational silos.

People & Process Alignment Before System Implementation

A system is only as effective as the processes and people behind it. We spend the majority of the project ensuring that:

Key stakeholders are actively involved from the start, understanding their role and responsibilities.
Cross-functional dependencies are identified, so that decisions in one area (e.g., production optimization) don’t negatively impact another (e.g., sales and inventory levels).
Decision-making implications are clear, reducing siloed thinking and improving company-wide coordination.

Business Simulation & Gamification – Eliminating Silos

To prevent misalignment, we use business simulation and role-playing exercises to create a collaborative decision-making environment before any system implementation.

Stakeholders participate in process simulations to understand how decisions impact other departments.
Role-switching exercises allow leaders to experience challenges faced by other teams (e.g., CFO taking the role of CSO), increasing awareness of cross-functional dependencies.
Difficult and critical questions are explored, exposing gaps in process logic before changes are formalized.

By facilitating these structured exercises, we align business objectives, improve communication between departments, and ensure every decision is business-driven, not system-driven.

Process Definition & Data Mapping – The Foundation for System Success

Once the key stakeholders are aligned and cross-functional impacts are clear, we move to defining the core processes and data needs before system implementation.

Mapping of key processes – ensuring that all actions align with business objectives.
Identifying critical data dependencies – ensuring that every department provides the right input.
Defining system requirements based on real business needs – ensuring the system supports clear, well-defined processes, not the other way around.

Implementation Readiness – Building the System Around the Business, Not the Other Way Around

Only after business processes, decision logic, and data structures are fully understood do we begin implementing the system. This ensures that:

The new system is designed to support real business needs, rather than forcing teams to adapt to rigid system constraints.
Stakeholders already understand workflows and dependencies, minimizing resistance and accelerating adoption.
The organization is set up for long-term success, with employees actively contributing to the change rather than reacting to it.

Change Management