Change Management für nachhaltige HR-Transformation

A leading global intralogistic solution provider engaged binder|consulting to design and implement a comprehensive change management strategy as part of their new HR Target Operating Model (HR TOM) rollout and digital toolset (SAP SuccessFactors, HR Portal & Ticketing System) implementation. The goal was the systematic preparation of diverse HR stakeholders, managers, and employees through targeted communications, multi-layered training, and structured adoption activities, ensuring a seamless transition and sustained system usage.

1. Intralogistics
   
   1. Industry
2. EUR 5.4b+
   
   1. Annual Revenue
3. 20,000
   
   1. Number of Employees
4. >5 Years
   
   1. Project Duration

The Initial Situation

The global HR transformation fundamentally reshaped HR operations by implementing a new target operating model, redefining roles and responsibilities, establishing a shared services structure, and positioning SuccessFactors as the core system for recruiting, onboarding, and master data management. This demanded a shift from fragmented local practices to a harmonized, scalable service model while ensuring business continuity and regulatory compliance across regions.

While headquarters designed new global end-to-end processes, the organization still needed a dedicated enablement blueprint that translated these processes into concrete activities. Different languages, varying HR maturity levels, and diverse local tools added significant complexity and amplified the risk of inconsistent adoption if change and training were not managed in a structured, systematic way.

The Critical Challenges

The organization faced the complex task of preparing three distinct stakeholder groups - diverse HR teams (HR employees in different roles based on the Dave Ulrich model), managers, and employees - for profound operational changes within a compressed timeline before a fixed go-live date.

HR teams not only had to adapt to new processes and systems (e.g., SuccessFactors), but also transition to a shared services model that shifted responsibilities from mainly local HR to a more regionalized structure. Managers and employees required clarity on the transformed HR service and contact model, SuccessFactors self-service usage, and shifting interaction patterns without business disruption.

Coordinating these parallel tracks across multiple countries, aligning with global milestones, and blending virtual, self-study, and local delivery formats demanded sophisticated change orchestration to mitigate adoption risks.

How We Supported the Client

binder|consulting developed a comprehensive change management, communication and enablement blueprint with phased activities tailored to each impacted stakeholder group:

• HR teams were supported through comprehensive technical and operational readiness programs, divided into two parts: (1) active involvement in the project and (2) structured enablement sessions. By actively involving local HR in key activities throughout the project (e.g., end-to-end process reviews, testing), they were prepared for the upcoming changes. This was complemented by structured communication and enablement sessions for each role, as well as work shadowing initiatives to support the transition to the shared services model -  building both capability and ownership.

• Managers received executive-level strategic communication positioning them as change champions, complemented by targeted digital learning paths and practical guidance equipping them to cascade adoption and leverage the new self-service capabilities effectively.

• Employees were guided through accessible, manager-mediated communications and self-paced digital learning modules that demystified their new self-service responsibilities and clarified expectations around reduced direct HR dependency.

This targeted change management strategy, adjusted to each group's  technical needs, and adoption barriers, ensured synchronized readiness across the organization.

The Impact Delivered

binder|consultings change management blueprint synchronized all change, communication, and enablement activities with the overall project timeline, achieving comprehensive stakeholder readiness.

HR teams emerged as co-owners of the new operating model, having actively shaped processes, mastered system capabilities, and validated operations through end-to-end simulations. Managers transformed into effective change champions, equipped with strategic clarity and practical tools to successfully cascade the transformation. Employees gained clear understanding and basic competency in their expanded self-service responsibilities, significantly reducing direct HR dependency.

The approach established sustainable adoption infrastructure through regional knowledge-sharing networks, structured hypercare rhythms, and repeatable digital learning mechanisms - securing both immediate go-live success and a scalable enablement blueprint for future global HR transformations.

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