How to drive a culture that embraces

digital tools to improve productivity and

compliance
Table of Contents

3 Introduction

4 Pros and cons of a full-scale rollout

5 The growth opportunities provided as a

result of digital transformation

6 The importance of change management

8 Advice for organisations on the

cusp of digital transformation

10 Taking a proactive approach

11 Driving a digitally-enabled culture

12 Culture change in action: a case study

14 Gareth Thompson’s tips to successfully

change the culture to encourage digital
adoption

2 / 15
Introduction
As companies look to transform and unlock the business benefits of digital
tools, compliance and governance must remain top of mind. The business world
is becoming more regulated rather than less, and complying with all the different
requirements can become burdensome if processes are manual and paper-
based. Consequently, many organisations start their digital transformation
journey with tools that can help improve productivity and compliance.

This can be counter-intuitive for some
organisations who find that the biggest barriers to
innovation and adopting new tools comes from the
compliance team. Yet, despite fears to the contrary,
existing and emerging technologies can make the
job of compliance and internal audit teams much
easier by automating many of the related functions
and lessening the burden of work.
Specifically, cloud-based tools that can help
monitor and manage company expenditure,
including travel and related spend as well as
procurement and accounts payable, are making
it easier for organisations to encourage policy
compliance from staff members, as well as free
them up to be more productive.
In May 2019, SAP Concur held an executive
roundtable in Sydney, Australia. The participants
included senior finance executives from a range
of private and public-sector organisations. They
discussed the pros and cons of full-scale technology
rollouts versus a phased approach, the importance
of change management to ensure the success of
new rollouts, cultural barriers and how to overcome
them, and advice for other organisations considering
adopting adopting digital tools.
This whitepaper distils the views and experience
shared at the roundtable, and focuses on how
organisations can create a culture that embraces
digital tools for productivity and compliance.

3 / 15
Pros and cons of a full-scale rollout
Some organisations go all-in on a digital technology A mandated rollout can work well when the project
project. They implement the solution then mandate
a company-wide rollout in which all users are
switched to the new system more or less at the
same time. Other organisations take a phased
approach, bringing in change in a staggered
process to achieve what stakeholders want without
putting undue pressure on users.
Each approach has value depending on the nature
of the organisation, the business-criticality of the
tools being introduced, and the willingness of
stakeholders to accept the change.
A mandated approach can work as long as the
initiative has top-down support and the project
team has successfully sold the story of what it
intends to achieve. This can help get all the users
on board early enough to make the mandated
rollout succeed.
In some cases, the benefit of the new technology is
so significant that it outweighs any inconvenience
or fear of change that may hamper its full adoption
by users. Businesses are driven by the need to
create shareholder wealth, so they can’t in good
conscience continue to rely on legacy systems and
approaches when it’s clear that they’re costing the
business money.
And, while it can be easier on the affected users
to do a slower, more phased rollout, it can also be
incredibly painful for the project team.
4 / 15
team has the support of the CEO, who can ensure
reluctant users toe the line. However, when CEOs
are inconsistent in enforcing this message, such as
letting some valued or legacy staff members get
away with not complying, this can risk the success
of the overall project. Therefore, a consistent
message is essential.
For a phased approach, some roundtable
participants used influencers and test cases in their
organisations to implement change. They ran pilot
programs, got influential users up and running first,
or gave people plenty of time to get on board.
For example, when rolling out their SAP Concur
travel and expense management solution, some
organisations advised employees that failing to
complete their expense reports using the new
system would, after a generous grace period, result
in company credit cards being suspended. The
participants found that this only needed to be done
once or twice before the affected users told everyone
what had happened. People submitted their
expenses on time using the new system after that.
Participants also used a reward rather than a
punishment method by rolling the solution out to
enthusiastic members of the team who would then
talk about the new solution with their colleagues.
This watercooler approach was also successful and
most participants agreed that a mixture of the two
was most likely to result in the desired behaviour.
The growth opportunities provided as
a result of digital transformation
Efficiency
The increased visibility delivered as a result of
digital tools has let organisations make smarter
decisions around spending and cash flow. This
is key from a procurement perspective, where
gaining the data to understand where the
money is being spent can drive better decision-
making. Companies can choose to do business in
different ways, with different providers, and use
the data to negotiate better deals.
Furthermore, automated processes around
expense reports and invoice management can
free up people’s time. They no longer need to
focus on these low-value administrative tasks
and can, instead, focus on contributing to
business growth.
Employee retention
Today’s employees want flexibility in terms of
where they work, how they work, and the tools
they use for work. Providing this capability
is a minimum requirement for organisations
looking to attract and retain top talent. Digital
transformation provides the tools that
employees expect, letting them contribute
meaningfully to their role instead of focusing on
data entry or other mundane tasks.
From a finance perspective, staff members will
be more engaged and valuable if they can spend
their time on analytics and strategy as opposed
5 / 15
to managing invoices or chasing receipts.
Automated systems that can help manage these
processes are, therefore, highly valuable.
Furthermore, by introducing apps such as SAP
Concur and others, organisations can help
staff members make smarter decisions in the
moment by offering real-time data. This lets
businesses operate at the speed of the market,
making changes or seizing opportunities while
there is still an advantage to be gained.
Improved customer experience
Streamlining business processes lets
organisations innovate to deliver a better
customer experience. And, real-time reporting
lets business move faster to improve the
customer experience. If a product isn’t working,
the organisation can see that in real time and
make changes. This can include moving the
product to a higher-trafficked area of the store,
offering discounts on online services, or ordering
more of a product that’s selling well.
Most organisations agree that the future of
growth is in digital products and offerings.
Moving to a digital platform opens up the
potential for increased analytics and faster
decision-making based on proof instead of
instincts.
The importance of change management
All roundtable participants agreed that change
management is nothing less than crucial to the
success of a technology rollout. Setting policies,
rules, rewards and punishments worked best if
the project team was able to sell the benefits of
the solution to the broader organisation. Just
demonstrating that the solution could save the
company money, reduce operating costs, or open
up new opportunities was far less effective than
demonstrating how it would affect individuals
on a daily basis.
Finding the key benefit that will appeal to each
user is crucial to an effective change management
strategy. Tools that aim to improve compliance,
for example, tend to be dismissed by many
users because compliance isn’t part of their job
description or their KPIs. By showing them why
they should care and how their lives would be made
easier by embracing the tool, project teams had
more success in encouraging widespread adoption.
The concept of taking employees on a journey
is key in managing change effectively. It can be
valuable to conduct a survey before implementing
the solution. This can help identify pain points and
find out what kinds of solutions staff members are
most likely to prefer. Then, when rolling out the
solution, it can be helpful to draw a line back to the
survey results to demonstrate that the new system
addresses those pain points.
This approach offers the double bonus of
demonstrating that the company listened to the
6 / 15
employee feedback plus showing that it acted on
the feedback and designed the solution to meet
employees’ needs. Even if the solution wasn’t yet
perfect or was just the first step in the journey, by
communicating this to employees, it was easier to
get their buy-in and their active participation
in the rollout.
Clear communication is essential in change
management. In any new technology rollout, a
small proportion of employees will be excited
about the change and act as early adopters. Most
employees will be happy to follow once these early
adopters have proven the value of the new system.
And, there will always be a small proportion of
people who are highly resistant to change and may
never come fully on board with the new solution.
The trick to providing a level of comfort regarding
the solution to most of the users within the
organisation is to clearly communicate the
solution’s benefits in ways that make sense to them.
This extends to providing comprehensive training in
various formats to demystify the solution and help
users feel in control.
Some organisations find it useful to do a
countdown to the new solution, providing a new
snippet of information each day until the solution
is rolled out. This can create a level of familiarity
with the new system that means, on day one, the
changeover is less jarring.
Cultural barriers and solutions
While it’s often said that millennials are the fastest-
growing group in the workforce, most organisations
are working with people from a diverse range of
backgrounds and demographics. This means that
there’s no one single way to build a strong culture
that embraces change. Therefore, the project team
must understand the different types of diversity
in the organisation and determine how best to
communicate with those people.
Age-related diversity
Stereotypically, younger workers tend to be more at
ease with change than older workers. Organisations
can tap into this by getting younger members of
the team using solutions first, so they can start
to influence others. By contrast, those who have
been in the organisation for a long time may be
more resistant to the change. Organisations can
transition the change-ready members of the team
to the new solution first, then slowly work with the
change-resistant team members to make the move
less confronting for them.
Often, the most successful approach comes from
understanding what drives one individual. While
it’s not always possible to hold each person’s hand
through the transition, it can be useful to find
the right levers to help the most resistant people
come on board. In many cases, success comes
from just listening to the individual’s concerns
and demonstrating that they are important to the
business.
Educating each of these laggards individually, while
time-intensive, can pay off because the education
and support provided to these people can, in
many cases, turn them into fierce supporters
and proponents not just of this project but of all
future projects driven by the finance team. Finding
project champions within each demographic
in the organisation can pay dividends as they
communicate the benefits to their peers.
7 / 15
Furthermore, it can be valuable to view diversity not
as a barrier to cultural change but as a contributor
to successful change. By treating each group within
the organisation according to their readiness to
embrace new technologies, the project team can
take them on a journey that, while unique to each
group, ends at the same destination; with the new
system being used effectively.
Legacy processes
Sometimes, culture is entrenched and hard to
overcome. This can be seen in organisations where
many of the senior staff members are used to
having processes done for them by assistants.
Rather than complete an expense report each
month, for example, these staff members are used
to simply throwing all their receipts into a shoebox
before handing the whole box over at some point
for the finance team or their assistant to sort
through. Introducing a solution like SAP Concur
can be harder in these cases because it doesn’t
actually make the staff member’s job easier. If, in
the past, they did nothing at all to manage their
expenses, then even taking a photo of a receipt may
feel like an imposition.
In these cases, it’s usually preferable to take a
phased approach that gives people plenty of
time to get used to the idea of the new system.
Overcoming the cultural chasm in one attempt is
unlikely if it’s an extreme transition.
To drive cultural change, therefore, it’s essential
to first understand the cultural barriers in place.
Whether those barriers are related to workplace
demographics or legacy processes, understanding
them is the first step towards overcoming them.
Overwhelmingly, the most successful projects were
those where the team understood the cultural
barriers and took an individualised or group-based
approach to addressing them in a sensitive way.
Advice for organisations on the
cusp of digital transformation
Often, finance-led projects are the catalyst for other changes.
For example, SAP Concur tends to be introduced as a
travel and expense management tool that evolves into an
overarching accounts payable and spend management system.
Getting people used to small changes before asking them
to accept wholesale transformation can help train them to
embrace change.

Organisations considering introducing compliance and

productivity tools must have a clear change management
strategy that accounts for the individual concerns of users.

Some of the key concerns that organisations should be ready

to address include:

Fear of obsolescence
A decade ago, workers were afraid their jobs would be
outsourced to offshore providers. Today, workers are just as
likely to fear that they’ll be replaced by technology, especially
as robotics, artificial intelligence, and automation attract more
attention across the board.

It’s not unreasonable for workers to be worried that a new

technology that streamlines or transforms processes could
make their jobs redundant. However, while this may be the
case in some limited situations, the truth is that transformative
technology is more likely to make their jobs more enjoyable,
varied, and strategic.

Framing a new technology as a tool for removing the manual

and tedious parts of the job, freeing up the employee to focus
on value-adding and creative tasks, can help overcome this
fear of becoming obsolete.

Fear of Big Brother

Productivity and compliance tools tend to provide more
opportunities for accountability and career progression, so it’s
important to ensure that employees understand that they’re

8 / 15
not being implemented as a kind of Big Brother
spying tool. Instead, the aim of these tools should
be clearly communicated; they’re about removing
low-value work from people’s days while making
it easier for the organisation to meet compliance
requirements.
Accountability can seem worrisome to staff
members who see it as the organisation potentially
punishing them for doing the wrong thing. Again,
it’s important to make sure these employees
understand the whole story and the impact on the
business if they don’t comply with requirements.
To do so, project teams will need to follow the
argument to the end.
For example, if the conversation is about doing
expense reports in a timely manner, the key
message may be that the business can’t charge
expenses to clients if the expense reports aren’t
completed. That means the organisation has
to carry those expenses, which can impact the
bottom line. If expense reports are submitted
accurately and on time, then the organisation can
get reimbursed by clients faster. This improves the
bottom line and can mean that the organisation
can pay bonuses and provide salary increases.
Making the benefits personal is crucial.
In some organisations, the finance team has
shared expense reports with general managers to
demonstrate the real effect it has on their profit-
and-loss statement. Providing this awareness to
leaders lets them decide, based on their unique
knowledge of their team members, how to facilitate
change.
Fear of loss of control
Relying on a technology solution to help manage
compliance and productivity can leave some
team members and managers worried that
they’ll lose the control they once had over those
processes. When doing an expense report is as
9 / 15
simple as taking a picture of a receipt and letting
a technology solution do most of the rest of the
work, people can feel worried that something might
get lost or the system might fail, leaving them in a
difficult position.
However, a system that facilitates compliance is
likely to provide even more control to people, albeit
in different ways. For example, when requesting
a budget for a business department, the team
can use a solution like SAP Concur to identify
what spending has taken place in the past for
that department. They can identify out-of-policy
expenditure or opportunities for cost savings, then
make that part of the budget discussion. It may be
that, instead of a budget increase, the department
can actually claw back some unnecessary spending
just by complying more closely with company
policy.
With the visibility and data analytics provided in
these solutions, decision-makers can have more
control than ever before.
Fear that spending will be unfairly
curtailed
Most organisational leaders understand that
spending is an important and inevitable part of
running a business. While cutting costs is usually
a key goal for most organisations, that doesn’t
necessarily have to happen at the expense of
reasonable and responsible spending.
Implementing a spend management system
will deliver increased visibility into spending
habits and help identify opportunities to cut
unnecessary costs. This lets managers and even
individual employees become part of the broader
conversation around reducing costs while still
spending appropriately. Rather than waiting until
the end of the financial year to see this information,
a digital tool provides it in a far timelier fashion, so
these discussions can be had earlier for the results
to be seen sooner.
Taking a proactive approach
As well as addressing people’s fears around the
new technology, it’s also important to take a
proactive approach to encourage the widespread
and enthusiastic adoption of the new technology.
Some of these methods include:
Rules and policies
While it’s usually preferable to focus on the
positives of embracing the new technology, a
stricter approach can also help hasten full
adoption. For example, many companies will not
pay personal expenses until people have processed
company expenses. Or, if expense reports aren’t
submitted on time and in full, company cards will
be suspended.
Failure to submit expense claims is one of the
first signs of fraud, so it’s important to nip this
habit in the bud to separate potential fraudsters
from those who are genuinely just late with their
expenses.
It’s important to note that, in the vast majority of
cases, issues arise not because of the process but
because of people’s behaviours. Therefore, the
biggest challenge is to influence people’s behaviour
rather than change the process.
Create a pilot group
Having a pilot group use the solution before it’s
rolled out widely can help identify any potential
issues with the solution as well as articulate how
the solution helps. It’s important to make sure the
pilot group is diverse, incorporating people across
various departments, demographics, and seniority
levels. It’s useful to include heavy users as well as
light users to get the full gamut of feedback from
the pilot group.
10 / 15
Partner with the business
For finance teams rolling out compliance-based
solutions, it’s important to partner with other areas
of the business including the technology teams.
With the technology team on board, it’s possible
to do a blanket download of the app. This avoids
having to rely on people to download it themselves.
Some businesses also create partnerships
between different members of staff so a person
who is familiar with and supportive of the solution
can help someone who may be struggling to get
the app up and running on their own device.
Embrace feedback
During the pilot phase, it’s important to get
feedback from people who know nothing about
the project, the solution, or its aims. This can help
expose how easy or intuitive the solution is to use
even for those with no knowledge of the processes
it’s designed to transform.
It’s also important to include the documentation in
the feedback loop so people can provide feedback
on how well the supporting documentation fits
their needs.
Gamify the process
Human nature responds to incentives.
Gamification can be a positive way to elicit the
desired behaviours, whether it’s a prize for the
business unit with the fastest take-up of the new
solution, or recognition for the first person to
submit their expense report using the new system,
or some other incentive.
Driving a digitally-enabled culture
One of the common themes among so-called
transformation projects is that the digital tools
aren’t necessarily as transformative as people
think they will be. However, with the right tools to
drive compliance and productivity, organisations
can transform the way they operate. For example,
automation can be transformative as long as it’s not
simply automating an inefficient manual process.
Boards are becoming highly sensitive to the
concept of transformation and, if other companies
in the same industry are transforming, it’s
important to ensure the company keeps up. This
has been seen in the transition to cloud, which
was once seen as risky and is now commonplace
throughout corporate Australia. As transformation
continues to gather pace, more organisations
will be looking for ways to transform so they can
unlock the significant benefits their competitors
are seeing.
To achieve successful transformation and fully
embrace digital tools that drive productivity and
compliance, it’s essential to drive a digitally-
11 / 15
enabled culture. Visibility and transparency are
essential at every step, and the value of a strategic
change management program can’t be overstated.
There are five key steps business leaders must
take to successfully introduce digital tools in the
organisation. These are:
1. Make sure everyone in the business
understands why the change is being made.
2. Set performance targets and align incentives
around the new initiative.
3. Build the right skill sets and capabilities,
incorporating a diverse group of people in pilot
projects.
4. Run a consistent, structured program with
reliable support from the top of the organisation.
5. Look for growth opportunities rather that cost-
cutting measures to ensure the future viability
for the organisation.
By taking these steps, organisations can drive a
digitally-enabled culture that sees compliance
and productivity become easier and more assured
across every role in the organisation.
Culture change in action: a case study
Gareth Thompson, a senior finance executive,
recently managed a significant transformation
project at a large Australian organisation.
Looking to move away from manual processes,
his organisation identified travel and expense
management as two key areas for transformation.
SAP Concur was chosen as the solution to address
this and the rollout brought about significant
change for the organisation.
Key challenges
Rolling out the new system created cultural
challenges due to the nature of the workforce.
While there was a diverse range of age groups within
the workforce, there was also very low turnover.
This meant that some staff members had been
at the business for 30 years or more. They were
entrenched in the processes they had grown used to,
so they were hesitant to adopt something new.
With a large administrative team and support staff,
along with processes that had evolved to make
life easy for frontline staff, most team members
weren’t used to a self-service model. However, as
with many digital transformation projects, the SAP
Concur implementation was designed to increase
employees’ self-service capabilities and decrease
reliance on administrative staff. This was seen as
potentially adding a workload burden by those staff
members who hadn’t previously been required to
manage travel or expenses.
Furthermore, creating an expectation of higher
accountability and better visibility into expenditure
made some staff members exasperated at what
they saw as a curtailing of their autonomy.
12 / 15
Achieving success through change
management
Gareth designed a multi-faceted change
management and training plan that aimed
to leverage existing strengths and cultural
expectations in the organisation.
Gareth Thompson said, “Nine times out of
10, change management is underestimated.
Businesses either don’t take enough time to really
understand the culture and work styles within the
organisation, or the project team assumes it has
enough knowledge to make decisions. Then, the
project often kicks off without really mapping out
how the change will be managed.
“It’s essential to frontload the change management
effort at the beginning of the project. The team
needs to take enough time to really understand
the organisation’s needs and how the changes will
affect all the different user groups. Then, the team
needs to carefully construct and release consistent
and informative communication pieces that let
people feel like they’re part of the journey and help
them understand why the changes are being made.”
Gareth groups change management into two broad
buckets: communications; and training and support.
Communications
It’s important to get key stakeholders on board with
the project as soon as possible. Gareth started his
project by interviewing key stakeholders to get a
clear and comprehensive picture of how different
user groups worked. This provided invaluable insight
into what these groups would need in a new solution.
Gareth said, “We thought we knew how the
business operated. But by speaking with these
people it became clear that there was more
information and more insights to be had.”
Change management involves not just teaching
people to use a new system but, potentially,
changing their work-related behaviours at a basic
level. Therefore, it’s essential to show them why
they should make these changes and how they’ll
benefit. A strong communications plan is the only
way to do this.
There are two types of communication at this stage.
The first is proactive communications where the
team needs to sell the project and its benefits, get
people excited, and set reasonable expectations.
The second type of communication is reactive
and involves addressing people’s concerns. These
communications need to be carefully managed and
sensitively handled to convert potential naysayers
into project supporters.
Training and support
When designing the training and support
program, Gareth leveraged influential users in
the organisation. Asking people to nominate
themselves as super users, Gareth and the team
were able to use a train-the-trainer approach to
minimise the jarring effect of the change on the
workforce.
Those who nominated themselves to become
trainers were often, but not always, younger people
in the business. They were excited about the
transformation and willing to help the people in
their business units come to terms with the new
technology. This gave people someone local they
could turn to if they had a simple question.
13 / 15
Gareth and the team also built customised training
materials for the new technology that turned out to
be an unnecessary investment.
Gareth said, “We created written user guides
and even some videos. However, in hindsight the
videos were expensive and not well-used, so they
didn’t add value. The custom user guides were
useful for the first few weeks. However, as soon
as the solution was updated, the user guides
became slightly out of date. In retrospect, we
could have just used the user guides provided by
SAP Concur and supplemented that with our own
communications.”
During the training period, some users provided
feedback in the belief that the solution could be
tweaked. This demonstrated to Gareth’s team the
importance of managing expectations around
what people could influence and what they needed
to accept.
Gareth said, “Before the project starts, it’s important
to understand how much you can let people
influence processes to suit their needs and where
you need to take a hard line with some processes.
Too much flexibility is inefficient but too little
flexibility can lead to discontent. If the business is
taking a hard line, it’s essential to communicate this
upfront along with the reason why, so people can
understand why they’re being told no.”
Managing change after the
implementation
It’s a mistake to think the change management
team’s job is complete after the system goes
live. Gareth and his team sought comprehensive
feedback from the business six months after go-live.
The feedback helped confirm that the program was
successful and it also provided learnings that could
be applied to the next technology implementation,
putting the business ahead of the curve.
 Gareth Thompson’s tips to
successfully change the culture
to encourage digital adoption

Do
• Frontload the effort and resources at the
beginning of the project to ensure it’s on the
right track from day one.
• Resource the project with dedicated change
management experts who know what
they’re doing.
• Take the opportunity to improve
workflows, governance, accountability, and
supplier relationships rather than simply
overlay a technology solution onto existing
processes.
• Leverage influential people in the
organisation to manage training and support
programs.
• Split the implementation where possible
to minimise change fatigue. This could mean
implementing some functionality six or 12
months later.
• Make it clear whether you’re offering
training versus asking people for feedback
and input.
• Get feedback six or 12 months after go-live
to ensure the solution is still working well
and to get insights to help you manage the
next project more effectively.

Don’t
• Underestimate the value of change
management.
• Assume you know how all the users in the
business operate and, therefore, what kind
of solution they need.
• Apply a one-size-fits-all approach. Instead,
use a different approach to different user
groups depending on where people are
located and the nature of the work they do.
• Invest in expensive resources to support
the implementation before thoroughly
reviewing the vendor’s materials. You may
find you have to do less work than you think.

Gareth Thompson is a senior finance executive with twenty years’ experience across both the
Government and private sectors. Having spent ten years as an auditor, he has since leveraged that
experience in the corporate accounting world to deliver high quality, innovative and efficient financial
services using best of breed ERP systems and complimentary products and services (cloud-based or
on-premise). He is an expert in leading teams to transform business processes with incredibly fast ROI.

14 / 15
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