When should training be delivered?

Close to go-live, in a system with recognisable data, with practice time. Training months early on empty configuration is forgotten before it is needed.

How does a erp training & change management engagement start?

With a short discovery conversation and a written view of scope, risk and the decisions to be made. That view is useful to you whether or not the work continues.

How is a erp training & change management engagement priced?

Scope and, where relevant, rules of engagement are agreed in writing before any work begins, and the engagement is a fixed fee for that scope or phased with a cost envelope per phase — so you know the cost and the boundaries up front. Larger pieces of work are broken into phases with findings delivered early rather than a single invoice at the end.

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ERP Training & Change Management

Q: How do we know adoption worked?

Measure how transactions are actually processed — manual journals, workaround spreadsheets, override frequency. Those numbers show where design or training fell short.

We prepare people for ERP change with training built around their own roles and processes, using recognisable data rather than generic navigation they will forget before they need it. Change impact is established at the level of daily tasks, so people understand what actually changes for them. We build a network of local super-users who support colleagues day to day, because that is more sustainable than routing every question to a central desk. Crucially, support continues on the floor through and beyond go-live, and we measure whether the system is used as designed, because adoption is won in the first weeks of real use, not in the classroom.

In short

ERP training and change management prepares people for new ways of working and sustains adoption after go-live. Adoption, not configuration, is usually what decides whether a system delivers, and it is decided in the weeks after go-live rather than in the project plan.

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What we do

The work inside erp training & change management.

Change impact analysis

We establish what changes for each role at the level of the daily task, not the abstract process. People engage with change they can see in their own work, and that specificity is what makes the training that follows land.

Role-based training

We train on real processes with recognisable data, so people practise the job they will actually do rather than tour the menus. Training grounded in their own work is remembered; generic navigation taught on empty configuration is not.

Super-user network

We build a network of local super-users who can answer colleagues' questions in the moment, close to the work. Peer support embedded in each team is more sustainable and more trusted than funnelling every query to a central desk.

Go-live support and adoption measurement

We support the floor through go-live and measure how the system is actually being used — manual journals, workaround spreadsheets, override frequency. Those measures show where design or training fell short, so adoption can be fixed on evidence rather than hope.

What you receive

Deliverables, in writing.

Documented output your teams keep and can act on without us in the room.

Change impact analysis by role
Role-based training materials and delivered sessions
Super-user network and support model
Go-live support plan and adoption measures

When this work helps

You may be facing this.

Training is planned as generic system navigation
Previous system changes left people using spreadsheets
No plan exists for support after the first week

How an engagement runs

Discover, assess, design, deliver.

01
Discover
Understand the business drivers, decision rights, existing systems, and what the programme must genuinely change. We separate the outcomes that justify the investment from features that only sound useful, so the programme has a purpose to steer by.
02
Assess
Review process, data, integration, controls, governance, and change readiness against the plan. We report plainly where the plan holds and where it depends on assumptions that need evidence before commitment.
03
Design
Set out target processes, control requirements, data approach, integration model, and adoption plan. Each is documented well enough to build to and to hold a delivery partner accountable against.
04
Deliver
Support configuration, testing, cutover, and stabilisation, with independent oversight throughout. We hold the line on scope, data readiness, and controls, and surface drift while there is still time to correct it.

Where we work

Delhi, India — and wherever the work is.

Fidova provides ERP consulting from Delhi, India, and supports multi-entity and multi-country ERP programmes internationally, including businesses with different statutory and reporting requirements per region.

Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end, with on-site time planned where a phase genuinely benefits from being in the room.

Related services

Often needed alongside this.

ERP Consulting & Implementation

ERP consulting and implementation covers selection, process design and delivery of an enterprise system your business can actually operate. It spans the work from first requirement to a stable go-live, keeping the decision grounded in how you operate rather than in what a product can be made to do.

Custom ERP Development

Custom ERP development builds a tailored enterprise system where standard products genuinely cannot support the operating model. It is justified only when a core process is both unusual and central to how you compete, because a bespoke core becomes a long-term ownership commitment.

ERP Modernization & Migration

ERP modernisation and migration moves an ageing enterprise system to a current platform without losing operational continuity. The hard part is rarely the new platform; it is carrying across data, integrations and undocumented behaviour the business has quietly come to depend on.

All erp services

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