Our team has been managing organizational change and digital adoption professionally since 2006. We know from our own experience what the “valley of tears” and “the change curve” mean, and we help our clients’ employees quickly and happily embrace the change in technology, structures and business processes. We have our own formula for that: “The Change Formula”.
IT entrepreneur, digital adoption and organizational change management expert.
Elena started her career at the SAP headquarters in Walldorf, Germany, where she worked in change management for more than 6 years and participated in creating the global SAP change management methodology.
Elena has more than 15 years of successful management of global digital transformation programs in Germany, Serbia, UAE, Indonesia, Kazakhstan and Russia.
The winner of EY “Women entrepreneur of the year – 2020” in IT.
UNADesk is the employees personal working space
Thanks to its user friendliness, flexibility, maximum integration points and AI core, UNADESK helps employees to fulfil their daily routine faster and more effectively and free up time for more intellectual tasks. UNADESK significantly decreases training and IT support needs and doubles business processes speeds.Switch to UNADESK web site
Goal: To form and implement organizational change plan within a new ERP system implementation project. Increase the acceptance level of employees to the new ERP system.
Solution: The project lasted for more than 2 years and was complicated not only in strategy development, but also in implementation. Communication and training materials had to be very simple and clear, attracting employees’ attention. There was a shift method of work, adding challenges: all activities were repeated for each shift. As a result the users started to understand the new business processes, they always had the information needed at hand, their acceptance level to the new ERP system increased and new habits were formed.
Goal: Forming the global SAP training center as a department of the global Center of Excellence.
Solution: Our team developed the processes for user training and enablement in the business-as-usual phase. We developed the training center organizational structure that was accepted as the company’s standard for all branches. Together with the client we developed the plan for employees’ involvement activities in the new processes, created and implementing a corresponding communication plan. As a result, the employees’ knowledge in SAP increased significantly, the number of employees’ mistakes was drastically reduced. Thanks to this effective structure, the Client substantially reduced costs in training and user support.
Goal: Developing the organizational change management strategy, administration and conducting users training in a new IT system, end users support after the Go-live
Solution: We started from strategy formation but the deadlines were tight: within 2 months we had to train more then 5 000 IT users in several cities. Our teams developed training materials and successfully conducted the training, including the online portion. Thanks to the fast reactions of our team and our smart approach, the project was recognized as very successful and employees were properly prepared by Go-live.
Goal: Track the organizational changes in an SAP implementation project, employees communication support
Solution: Here we offered a creative approach to communication and user support processes. As all the employees were sitting in an open-space office, we provided yellow and red flags for Go-live days. Whenever an issue arose, employees could either call support or raise a flag to summon floating support team members to help to solve the issue.
The changes in a company normally involve three elements: business processes, IT and people. Unfortunately, program leaders invariably tend to neglect the people, even though change is a major source of employee stress and all too often lies at the root of problems in any digitalization program. That’s why it is so important to consider the “human factor” from the first moment a transformation idea comes to mind.
An extensive body of research exists supporting the importance of working carefully with people during transformations. For example, Gartner, a well-known research company – proclaimed that a mere 25% of failures in digital transformation programs are caused by technical issues. The other 75% can be attributed to the human factor. By human factor we understand sabotage of innovations, mistakes and errors in IT systems caused by erroneous human data entry, be it intentional or otherwise, all the same frustrating old problems we have all seen before.
Managing this process necessitates the use of every organizational change management tool we have available to us: communications, motivation, training and organizational alignment. Our purpose is to effectively leverage all of these in order to smoothly transition your employees to the new normal way of working.