Business Analysis | Change Management | Stakeholder Engagement
Building Trust to Enable Organisational Change
At Corona Jewellery, the organisation had outgrown its legacy Unix-based software and needed to understand its business processes as part of an ERP evaluation.
These examples describe my approach and contributions alongside the work of wider teams.
The challenge
At Corona Jewellery, the organisation had outgrown its legacy Unix-based software and needed to understand its business processes as part of an ERP evaluation.
The challenge was not simply documenting the existing system.
It was understanding how different departments operated and capturing knowledge held by employees who were not always comfortable participating in formal requirements-gathering exercises.
My approach
I recognised that the people using the systems every day held important operational knowledge.
Rather than relying exclusively on formal interviews, I focused on building relationships with department stakeholders.
I used personalised recognition certificates to acknowledge employees’ contributions and encourage participation.
I also created visual process maps and mind maps based on observations and discussions.
These materials made it easier for employees to review, validate and improve the documented processes.
Over time, stakeholders became more engaged and actively encouraged others to contribute.
The outcome
Stronger participation from departmental subject matter experts.
Better understanding of end-to-end business processes.
More detailed and validated process documentation.
Requirements mapped to SAP as part of the proposed ERP direction.
Greater stakeholder involvement in the change process.
Key takeaway
Successful transformation depends on the people who understand the business from the inside. Their participation is not a formality; it is essential.