Core systems transformations are among the most significant initiatives an organisation can undertake. They renew business-critical systems such as ERP, CRM, HR, and manufacturing solutions. These systems support core business processes and everyday ways of working.
However, a core systems transformation is never just a technology project. It is a business transformation that reshapes how people work across the organisation. New systems change how people manage information, run processes, and perform their daily work.
Transformation programmes typically track schedules, budgets, testing progress, and technical readiness with great precision. These are all essential indicators for a successful go-live.
Yet one critical question often receives far less attention: How do we know whether people are ready for the transformation?
Organisations can measure programme progress accurately. However, they still often assess change management through observations, individual feedback, and general sentiment. Although these signals are valuable, they do not provide a comprehensive view of organisational readiness.
Without a clear understanding of employee experience, organisations may not spot adoption challenges until those challenges begin to affect operations and business outcomes.
Looking beyond programme metrics
From a change management perspective, some of the most valuable insights relate not to technology but to people.
Do employees understand why the transformation is taking place? How well do they understand the impact on their daily work? Are they receiving enough information and support? Do they feel confident about using the new system after go-live?
These questions help organisations identify risks early. They provide time to respond before problems affect adoption or business outcomes. They show where communication, training, or leadership support is needed. Organisations can then act before issues affect adoption, productivity, or business performance.
The purpose of change measurement is not to create additional reporting. It is to provide actionable insight into how the transformation is progressing from the employees’ perspective and where further support may be required.
By measuring employee experience throughout the journey, organisations can make informed decisions, strengthen engagement, and improve the likelihood of a successful transformation.
Case Wärtsilä: data-driven change success secured a successful ERP transformation
Change measurement helps target actions where they matter most
In one core systems transformation programme, change measurement revealed that employees in production experienced the transformation significantly less positively than the rest of the organisation. The results showed particularly low scores in areas related to understanding the change, communication, and confidence in individual capabilities.
Production leaders and Gofore’s change management consultants reviewed the findings together. The discussions highlighted a clear need to adjust the communication approach.
The team moved communication to channels that better reached production employees. These included weekly messages from the plant manager and digital information displays on the factory floor. Employees received more targeted information about the objectives, timeline, and practical implications of the transformation. Managers were supported in discussing the change within their teams, key users became more actively involved in communicating upcoming changes, and site leadership took a more visible role in engaging with employees and facilitating dialogue.
When the team repeated the survey a few months later, the results had improved significantly.
This example demonstrates the practical value of change measurement. It helped identify a specific challenge, target corrective actions effectively, and later verify that those actions had delivered measurable results.
Change management should also be guided by data
Core systems transformations often involve substantial investments in technology, operating models, and process development. Yet the success of the transformation is ultimately determined by how effectively people adopt the new ways of working and integrate the new system into their daily routines.
With Gofore’s Celkee Insight solution helps organisations collect quantitative and qualitative employee feedback. It also helps them monitor changes in employee perceptions and identify groups that need additional support.
When change management is guided by data rather than assumptions, decision-makers gain visibility into how different groups experience the transformation, where support is needed most, and which actions are delivering results.
Ultimately, a successful go-live is not enough. A core systems transformation succeeds only when people embrace the new system and use it as intended.
