Paving the Way for Change

The Enterprise Project will bring transformational change to Ohio State, beginning with modern systems and more efficient processes. Thoughtful and intentional change management is a critical component in successfully implementing a large system.

According to business research firm Gartner, 80 percent of organizations lack the capability to successfully deliver their enterprise resource planning (ERP) strategy. This risk, combined with the significant size and complex make-up of Ohio State, underscores the need for the Enterprise Project’s Organizational Change Management (OCM) team.

The OCM team is responsible for preparing stakeholders, or individuals who will be impacted by the project, to navigate and adopt the changes ahead. This will be achieved through ongoing collaboration and relationship-building, as well several key strategies that will unfold as the project timeline progresses.

“We want people to know we're doing this with them, not to them,” says Bonnie Benson, OCM co-director. “Bringing stakeholders along, listening to them and responding to them helps contribute to that feeling of, 'we are in this together,' because truly, we are. It really takes a village.”

OCM Vision Statement

All Ohio State students, faculty and staff, as well as those who do business with us, understand why changes are needed, are committed to making the changes successful and have the skills and support needed to implement and sustain the changes.

The current OCM focus is on educating targeted audiences about why and how the project initiatives are beneficial for the university. The team is also partnering with business process teams to capture change impacts, details about the differences between current operations and the future state of business.

The project’s OCM efforts have a three-pronged approach, with clearly defined goals for each area:

Stakeholder Engagement

  • Involve stakeholders in building the future.
  • Facilitate avenues for feedback and communication through the Change Network.
  • Support readiness activities throughout the colleges and units.


  • Generate awareness and desire to change through multiple existing communications channels.
  • Draft internal and external communications messaging.
  • Develop a university-wide marketing campagin, and deploy nine months prior to going live with the new system.


  • Identify change impacts related to system and process designs.
  • Provide training, job aids and performance support, and emphasize self-help learning opportunities.
  • Anticipate resistance and implement mitigation strategies.

“We’ve called stakeholder engagement out separately from communications because we really do want to engage the campus community, and make sure that we’re being mindful of the various audiences we have across this great place of ours,” says Anne Massaro, OCM co-director. “There’s just so much around understanding our stakeholders and being in tune with them that we thought it was appropriate.”

To better support stakeholders, the OCM team is finding opportunities to integrate with the business process teams who are designing and configuring Ohio State's Workday environment. This will enhance the OCM team’s business process and Workday system knowledge, equipping them to create tailored change management plans for each business area in scope of the project. Business-specific change plans will be developed throughout the summer.