Global Change Manager – OneERP

Your Mission

As Global Change Manager – OneERP, you own the organizational change enablement for one of the most important transformation programs within the Umdasch Group. You ensure that leaders, employees and affected organizations are prepared to successfully adopt harmonized end-to-end processes, new roles and responsibilities, changed decision paths, new ways of working and the future ERP landscape across countries, functions and business areas.

You act as strategic change partner to the global program and project leadership and bring the people and organizational perspective into planning, governance and decision-making. Organizationally, the role is anchored in Global People Development / HR, while being fully assigned to the OneERP program.

Your goal

Enable business readiness, leadership sponsorship and sustainable adoption across the organization, ensuring that OneERP becomes more than a technical implementation and delivers lasting value in daily work.

What You Will Do

• Shape the change strategy: Develop and drive the overall change management approach for OneERP, aligned with the program roadmap, rollout waves, milestones and governance.
• Drive readiness and impact management: Identify organizational, cultural and people-related impacts through stakeholder, impact and readiness analyses, and translate them into concrete, tracked actions.
• Partner with leaders: Advise and coach program leadership, project teams and managers in employee-related change questions, critical stakeholder situations and escalation topics.
• Enable communication and engagement: Create clear core messages, target-group-specific communication formats, local adaptation options and effective feedback loops across all project and rollout phases.
• Build change networks: Establish and steer change agent and key user communities as active multipliers and as structured channels for local feedback, risks and adoption insights.
• Connect change, learning and go-live readiness: Coordinate with training, business readiness, cutover and hypercare to ensure employees are equipped for new systems, harmonized processes, roles and decision logic.
• Measure adoption and manage risks: Create transparency on readiness, engagement, stakeholder commitment, adoption, acceptance, resistance and implementation risks, and follow up countermeasures consistently.
• Support sustainable implementation: Accompany stabilization after go-live, help embed new ways of working and reduce local deviations, workarounds and unnecessary special solutions.