Beyond go-live: How to lead lasting change in ERP transformation

When colleges and universities embark on the journey to modernize core enterprise systems, the focus often narrows to “go-live day.” But as higher education leaders gathered for EAB’s Leading Change Beyond “Go Live” virtual event, it became clear that launching a new enterprise resource planning (ERP) system is just the first step in a much longer transformation story.

Jill Forrester, Chief Information Officer and Vice President for Information and Technology Services at Dickinson College, and Sarah Burkett, Director of Enterprise Applications at Dickinson, shared candid reflections from their institution’s Workday implementation that resonate with any campus that is planning, currently undergoing, or has recently completed a major platform transition. Read on for the key insights leaders can use to sustain momentum beyond go-live.

Go-live as a milestone, not an end

One of the most powerful insights Jill offered was treating go-live as a critical milestone, not a finish line. For many teams, hitting the launch date feels like the end of a long journey of planning, data migration, testing, and late nights. But at Dickinson, the leadership team communicated early that go-live would usher in a new phase: stabilization, where the mission is not to chase enhancements but to let the system settle and users adapt.

Rather than making frequent changes right away, Dickinson set an expectation for a six-month stabilization period in which significant system modifications were paused. The goal during that time was simple: make sure core operations work reliably and give people space to learn the new way of working. This clarity helped reduce post-launch frustration and gave the organization permission to focus on adoption rather than perfection.

Sarah and her team also introduced a parking-lot list early in the project to capture ideas, feature requests, and enhancements that were not critical for the stabilization period. It allowed the team to say, “We value your idea, but it’s not a priority right now,” without losing sight of those ideas for future planning.

Governance that lasts beyond go-live

Sarah shared how Dickinson’s governance model supported their approach. She and her team built a decision framework months before go-live that carried forward into stabilization and beyond. That structure began with a cross-functional core team, including HR, finance, payroll, and IT, supported by executive sponsors who had authority to resolve disputes and guide policy decisions.

What made the governance so effective was continuity. After launch, they reduced the large project structure to a smaller, sustainable core team while maintaining broader representation through working groups and a Change Agent Network. The network—a cross-campus group of department-level champions—leads local training, surfaces operational issues, and translates central decisions into practical workflows. This approach helped keep communication channels open, expectations aligned, and prevented reactive decision-making.

Guiding principles as a decision-making compass

One of the most actionable takeaways from Dickinson’s experience was the role that guiding principles played in their work. Rather than making decisions case by case, the team defined a small set of principles early and used them to resolve conflicts, set priorities, and stay aligned with institutional goals.

A core principle was “Workday first.” If functionality could be satisfied within Workday, Dickinson committed to using it rather than relying on separate tools or legacy systems. This required difficult conversations at times, but it gave leaders a consistent framework for decisions and helped reduce scope creep. By embedding these principles into every presentation and communication campus-wide, the team not only built consistency but also helped departments internalize why decisions were made.

This principle-led approach helped leaders protect the project team during tough discussions. It also made it easier to respond to questions about authority and direction with a shared set of beliefs rather than individual preference.

Process improvement as a continuum

Event participants were reminded that organizations often go into ERP transformations expecting that new software alone will magically streamline processes. But Sarah’s message was clear: process improvement and adoption require ongoing attention. She shared how deeply entrenched legacy habits (some built over decades) do not disappear overnight just because the new system is technically capable of more.

To support lasting process improvement, Dickinson embraced change management models that normalize the emotional experience of change. Sarah used the change curve with campus leaders, helping people recognize stages like initial resistance and eventual curiosity. That language helped users understand their experience was common and not a sign of failure.

The conditions for lasting change

ERP transformations are some of the most complex undertakings an institution can lead. But as this conversation made clear, approaching go-live as a milestone on a longer change continuum—with clear governance, disciplined scope control, and human-centered change management—creates the conditions for sustainable success, not just a date on a project plan.

Clarissa Thompson

Senior Strategic Leader

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