Change Management & User Adoption for Oracle

The human side that determines whether Oracle delivers. Stakeholder analysis, resistance patterns, training programme design, adoption measurement, and how to intervene when adoption is failing six months after go-live. 6 hrs · 2 sessions · Intermediate. Overview User adoption failure is the most common cause of Oracle investment not delivering its promised value. The system is configured correctly. The data was migrated. The UAT was completed. The go-live happened on schedule. And six months later, the AP team is still maintaining a shadow spreadsheet, the HR self-service is being bypassed through emails to HR, and the OTBI reports that were supposed to transform management information are not being used because no one knows how to navigate them. This course covers the human change management discipline as it applies specifically to Oracle implementations — not generic change management theory, but the patterns, tools, and interventions that have proven effective on Oracle programmes across Africa, the Middle East, and the Indian Ocean region. From stakeholder analysis through resistance management to adoption measurement and post-go-live intervention. Learning outcomes • Build a stakeholder map and resistance analysis that identifies the individuals who determine Oracle adoption success or failure • Design an engagement plan that creates genuine ownership of Oracle adoption rather than passive compliance • Build a role-based training programme that drives adoption rather than just completion • Define and measure the adoption metrics that predict long-term Oracle success • Diagnose adoption failure patterns and select the right intervention for each root cause • Build the continuous learning capability that allows the organisation to exploit Oracle's quarterly updates rather than be disrupted by them Prerequisites • No Oracle technical knowledge required • Experience in change management, HR, or organisational development is assumed • Most valuable when Oracle implementation is 6–12 months from go-live Modules 1. Stakeholder analysis, resistance patterns & the engagement plan (3 hours) Why Oracle programmes fail at the adoption layer: the five most common patterns observed across implementations in Africa and the Middle East — the powerful resister who blocks adoption without being visible in the programme plan, the passive non-adopter who attends training and then reverts to the old way, the workaround expert who recreates the manual process digitally, the supervisor who doesn't reinforce Oracle use in their team, and the trainer who teaches how to navigate screens rather than how to do the job. Stakeholder mapping: identifying who gains from Oracle adoption, who loses (or perceives they lose), who is genuinely indifferent, and who has the informal authority to make adoption succeed or fail regardless of their formal position. The change readiness assessment: how to measure organisational readiness for Oracle adoption before go-live. The engagement plan: the difference between an information campaign and a genuine engagement plan — involvement, co-creation, and ownership transfer. Africa-specific change dynamics: the role of hierarchy in decision adoption, language and literacy considerations, multi-site change management, and the specific resistance patterns that appear in government and parastatal Oracle implementations. Topics: Adoption failure patterns; Powerful resister profile; Passive non-adopter; Workaround expert; Supervisory reinforcement; Stakeholder mapping; Change readiness assessment; Engagement vs communication; Africa-specific dynamics; Hierarchy and adoption 2. Training design, adoption metrics & the post-go-live intervention (3 hours) Training design principles that drive adoption rather than just attendance: role-based training (not module-based), scenario-based exercises (not feature demonstrations), system-based practice (not slides), and post-training reinforcement (not a single event). The training plan sequenced to the go-live — not to the implementation timeline. How to design the training programme that a finance controller, a procurement officer, and an HR manager can each complete in the time available to them in the weeks before go-live. Adoption metrics: what to measure, when to measure it, and what the numbers reveal — transaction volume versus expectation, login frequency by role, manual override rates, help desk call categories, supervisor observation scores. The adoption dashboard. Diagnosing adoption failure: how to identify whether the adoption problem is a training problem, a process problem, a system design problem, or a leadership and reinforcement problem — because each requires a different intervention. The post-go-live adoption intervention: when to act, what the intervention options are, and how to rebuild adoption without triggering defensiveness in the programme team or the SI. Building the continuous learning culture: Oracle as a living system that evolves with quarterly updates, and how to build the internal capability to absorb and exploit each update rather than be disrupted by it. Topics: Role-based training design; Scenario-based exercises; System practice; Post-training reinforcement; Training sequencing; Adoption metrics; Login frequency; Override rates; Adoption diagnosis; Intervention options; Continuous learning culture; Oracle quarterly updates Delivery Best delivered to the HR director, the communication lead, the training manager, and the programme director together. The integrated change and adoption plan that is the primary output of this course requires all four to own a piece of it. Most effective 6–12 months before go-live, so the plan is operational before the implementation enters the training and testing phase. Certification Certificate of completion Price USD 950 · per participant per person · indicative · group pricing available HRDC eligibility Up to 75% refundable Mauritius-registered employers may claim this training via the HRDC levy. We provide full documentation to support your claim. Languages English Provider reference SIMPLIT-009-CHANGE_MANAGEMENT_ADOPTION

• HR directors responsible for the people and change dimension of Oracle programmes • Transformation leads coordinating change management alongside Oracle implementation • Programme directors who need change management integrated into the programme plan • Communication leads designing Oracle adoption campaigns • Training managers designing the end-user training programme • Business process owners responsible for adoption within their function