Experience · Oracle Fusion ERP
East Sussex County Council: Oracle Fusion ERP change and adoption.
Strategic lead for organisational change, communications, engagement and training on a major local government Oracle Fusion ERP programme, embedding adoption into the programme from the start rather than adding it at the end.
- Organisation
- East Sussex County Council
- Programme
- Oracle Fusion ERP (finance, HR and procurement)
- Role
- Oracle ERP change, communications, engagement and training lead
- Engaged via
- Technical ERP Limited
- Duration
- April 2024 to April 2025
- Delivery
- United Kingdom, hybrid
The challenge
A large ERP programme needs more than training and a communications plan.
Oracle Fusion ERP was being introduced to transform core finance, HR and procurement processes across the council. The technology was complex, the stakeholder landscape was wide, and the programme touched people at every level of the organisation, from directors to frontline services.
The risk was familiar: a technically sound implementation let down by low adoption, confused roles and a workforce that had not been brought with the change. The programme needed change leadership embedded from the start, not a training course bolted on before go-live.
“Andy is one of those people you want on your team. He brings humility while being effortlessly good at building relationships and drawing that change journey.”
What Andy delivered
Change leadership at the centre of the programme.
Andy provided the strategic lead for organisational change, communications and training while engaged via Technical ERP Limited, working with programme leadership, workstream leads, service managers and end users.
- 01
Integrated change strategy
Developed and led an integrated change, communications, engagement and training strategy, aligning the Oracle Fusion ERP programme with the council's wider transformation objectives and delivery timeline.
- 02
Leadership alignment
Worked with executive leadership and programme sponsors to keep the ERP programme tied to business priorities, securing visible, active sponsorship at each stage rather than one-off endorsement.
- 03
Communications and engagement
Designed and managed communications and engagement plans across every level of the organisation, from directors to frontline service teams, so people understood what was changing, when, and what it meant for their role.
- 04
Culture, trust and adoption
Led culture-shift and organisational trust work to build readiness and openness to new ways of working, addressing resistance early and treating digital adoption as a behaviour change, not a comms exercise.
- 05
Training and capability building
Led development and delivery of the training programme, including Oracle Guided Learning (OGL), so users were prepared and capable in the system before go-live and supported afterwards.
- 06
Governance and impact measurement
Established governance frameworks and tracked metrics on the effectiveness of change, communications and training, reporting progress to the programme board and adjusting the approach on the evidence.
The outcome
Adoption treated as a programme deliverable, not an afterthought.
Change, communications, engagement and training ran as one integrated workstream with a single strategy, a clear plan and named ownership, so people knew what was changing and when it affected them.
Users arrived at go-live having learned in the system through Oracle Guided Learning and role-based training, rather than through documents they would never reopen.
Leadership remained aligned to the business case, culture and trust work improved readiness, and governance gave the programme board a measurable view of adoption progress rather than relying on go-live checklists alone.
Questions
Oracle ERP change and adoption, answered.
- What did Andy deliver on the East Sussex County Council Oracle ERP programme?
- Andy provided the strategic lead for organisational change, communications, engagement and training on the council's Oracle Fusion ERP programme, covering the change strategy, leadership alignment, stakeholder engagement, culture and trust, training delivery including Oracle Guided Learning, and governance and impact measurement.
- Is Oracle Guided Learning part of your ERP training approach?
- Yes. Oracle Guided Learning was used alongside role-based training and floorwalking support so users learned in the system itself, reducing reliance on classroom sessions and long documents.
- Do you work with local government on ERP change programmes?
- Yes. Adoptis works with UK local and central government, public sector bodies, utilities and corporates on Oracle Fusion ERP, Microsoft 365, Copilot and AI adoption, with current SC and NPPV3 clearance held.
Considering something similar in your organisation?
We work with UK public and private sector organisations on Oracle Fusion ERP, Microsoft 365, Copilot and AI adoption, bringing the same senior-led approach to the people side of large technology programmes.