TECHNOLOGY
Avoiding the pitfalls of system changes
As we move into the new year, you may be considering new systems within your organisation. Ben Mawbey, Managing Partner, The Leppington Group, discusses some of the issues you could face during the system change process and the steps you can take when things aren’t quite going to plan
I mplementing a new enterprise system often promises efficiency, compliance and sharper insights. Whether the system in question is payroll software, a human resources information system, workforce management software or an enterprise risk management platform, the expectation is that technology will streamline processes and reduce error. In practice, system change is rarely simple. The transition can highlight weaknesses in processes, expose hidden dependencies and create tensions between leadership and users. Why system changes can go wrong One of the most common issues arises when the change in processes is underestimated. A new system will seldom replicate the exact workflows of its predecessor. Even minor alterations in how data is entered, validated or approved can introduce inefficiencies if not prepared for in advance. When these changes aren’t fully communicated, staff may feel as if they’re learning two systems at once - the new software and an improvised set of workarounds. Training is another frequent point of
failure. Organisations often rely on a ‘train the trainer’ model or compress training into a short window around the ‘go-live’ date. As a result, users may not feel confident when the system is in full use, leading to mistakes, repeated questions and a reliance on a small group of ‘super users’. Data migration also poses a considerable challenge. If records are incomplete, misaligned or transferred with errors, the integrity of the new system is undermined from the first day. This not only damages user confidence but may also create ongoing operational risk. Finally, misalignment among stakeholders is a recurring difficulty. Leaders often anticipate a rapid return on investment, while end-users may struggle with fundamental tasks. This gap in expectations can create pressure, friction and mistrust between management and operational teams. Symptoms of a poorly executed implementation Recognising the early warning signs of a flawed implementation is crucial. At the people level, low adoption rates, continued reliance on spreadsheets / workarounds and frequent complaints are clear signals.
Morale may decline as staff feel burdened by additional work or lose trust in the system’s outputs. Process-related symptoms include inconsistent use of the system
across departments, newly created bottlenecks and the multiplication of manual workarounds. These undermine standardisation and introduce compliance risks.
Performance issues are also telling. Poor data quality, frequent system errors, missed deadlines and extended reporting cycles all suggest the system isn’t delivering. In many cases, the anticipated efficiency gains fail to materialise, and costs rise instead. At a leadership level, a lack of trust in reporting, disengagement from senior stakeholders or resistance to future change programmes are serious indicators that the system isn’t meeting organisational needs. Recovering after ‘go-live’ The encouraging reality is that many issues can be resolved if recovery efforts are carefully planned. Revisiting and documenting processes is often the first step. Workflows should be mapped against how the system actually functions, not how it was expected to work. This creates
| Professional in Payroll, Pensions and Reward | December 2025 - January 2026 | Issue 116 52
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