Whenever we speak to organisations about their ERP transformations or large-scale tech implementations, the term “change fatigue” often comes up. You might have heard about it yourself in meetings or casual conversations between teams. The narrative usually goes that employees are overwhelmed by too much change. That this fatigue is an unavoidable hurdle.
Well, at BR One, we have a different perspective.
What many organisations label as change fatigue is often not about the sheer volume of change. It typically suggests poor sequencing and unclear communication, or a lack of structured support throughout the transformation process. Understanding this distinction is really important for ERP project managers, change management consultants, and leaders aiming to ensure successful adoption.
In this blog, we pick apart why change fatigue is a myth, what it’s more likely to signal, and how businesses can structure their ERP implementations to keep teams engaged.
Why do people feel change fatigue?
ERP and tech implementations touch every part of a business. Anything from finance and HR, to operations, supply chain and IT. Teams across the board all experience adjustments in workflows and tools, and when change is handled poorly, that’s when issues start cropping up.
Employees don’t resist change because they dislike the technology. They resist when they feel confused and unsupported (and in most cases, disconnected from the bigger picture). Factors like long hours of fruitless training, unclear priorities and unexpected disruptions are all often interpreted as change fatigue.
Why poor sequencing is often the culprit
Change fatigue rarely arises from change itself. It comes from the order and pace of change. When organisations introduce multiple initiatives at once without considering their interdependencies, teams struggle to prioritise and keep up.
For example, rolling out an ERP system alongside multiple process redesigns, organisational restructures, or compliance updates can create the impression that “everything is changing at once.” Without a clear plan, people perceive this as overwhelming.
At BR One, we work together with our clients to map all changes across the business. We pinpoint dependencies and design a roadmap that balances urgency with team capacity. By following this approach, we make sure change is digestible and manageable for every team.
How communication drives perception (and user adoption)
The problem is, even well-sequenced change can feel overwhelming if communication is inconsistent or unclear. When employees don’t know why certain changes are happening, what’s expected of them, or how they will be supported throughout the period of organisational change, stress levels are the first to rise.
When there’s misalignment between leadership messages and team experiences, frustration quickly builds. This, in turn, creates the illusion of fatigue.
At the end of the day, consistent communication that is clear and tailored shapes the cornerstone of successful ERP implementation. Examples of this are sharing the reasons behind the changes, the expected benefits and the role each team member plays. By clarifying these, you will make change more manageable and purposeful for everyone involved.
The role of change management in addressing fatigue
Structured change management is essential to prevent what is often mistaken for change fatigue. ERP implementation consultants and change management teams focus on bridging the gap between technology and people. This includes:
- Identifying who will be affected and how.
- Designing tailored training and support for different groups.
- Engaging stakeholders early to build ownership and accountability.
- Monitoring adoption and morale to spot early signs of disengagement.
At BR One, we emphasise ongoing engagement rather than one-off interventions. Change management is continuous, from initial awareness through post-go-live support.
5 strategies to prevent perceived change fatigue
Plan changes logically and in stages
Break down transformations into manageable waves. Prioritise initiatives based on business impact and readiness. Teams can focus on one set of changes at a time, which makes adoption more sustainable.
Involve employees early
Invite people to workshops, design sessions and pilot tests. Early involvement creates ownership and reduces uncertainty.
Communicate purpose and benefits
Start by tailoring your communication to relevant roles and persona groups in your company. Remember, different groups care about different outcomes, so your messages need to speak directly to what matters to them. Explain why each change matters, and how it benefits both the business and employees. Clear context makes transitions meaningful rather than stressful.
Provide ongoing support
Training, Q&A sessions and refresher materials help employees navigate change confidently. Support should continue after go-live to embed new behaviours.
Monitor adoption and morale
Track key metrics like system usage, stakeholder engagement and post-training confidence. Early detection of challenges allows for timely interventions and prevents minor frustrations from escalating.
Helpful takeaways for ERP transformations
Change fatigue is rarely caused by too much change. It usually reflects poor communication or poorly sequenced initiatives. ERP projects are tricky and thus require structured planning, careful sequencing, and consistent support to succeed.
At BR One, we collaborate with organisations to tackle the human side of ERP transformations. We hone our approach on structured change and sustained engagement/training to make sure your new system delivers the results it was designed for.
If your ERP implementation (whether looming or in progress) feels overwhelming, the solution may not be to slow down change, but to look at how it is structured and communicated. Our change management consultants can help guide your teams and build confidence in every step of the process. Get in touch!