Scaling Change Enablement Across an Evolving Oracle Fusion Environment

Preparing Self Service Procurement Users for Redwood

When Oracle released its new Redwood UI across all Self Service Procurement pages, NVA needed to help users carry out their daily purchasing processes in a completely new interface.

To help users feel confident on launch day, The DORIAN Group developed a layered change enablement approach. The rollout began months ahead, starting with awareness communications and then layering in training assets and calls as the release approached. Employees received a clear summary of what was changing, updated written training materials, short videos, live training, site communications, leadership messages, and notifications through a central intranet resource page.

Consolidating Two Business Lines Under One General Ledger

When NVA consolidated two business lines under a shared general ledger in Oracle, every invoice, expense, and purchase request had to follow a standardized chart of accounts from day one.

The DORIAN Group worked with NVA's digital transformation team to translate the new structure into clear guidance for employees. Updated training materials mapped legacy codes to their new equivalents, giving users practical guidance before go-live.

Preparing 14 Roles for New Finance Workflows

To consolidate four fixed asset systems and move project-cost tracking out of spreadsheets, NVA introduced sweeping Fixed Assets and Project Costing workflow changes that affected 14 roles across finance, operations, and project teams.

The DORIAN Group worked closely with subject matter experts to turn complex system demonstrations into clear guidelines, producing 56 unique written training documents for a varied user population in one month. Each audience received guidance specific to the processes and decisions they would own, from project setup to asset maintenance and reporting.

Managing Training Content at Scale

With 357 Oracle training materials in use, keeping the library current required ongoing ownership. The DORIAN Group reviewed quarterly releases for employee impact, updated affected materials, audited the library for duplicate content, and standardized titles and naming conventions so resources were easier to manage and find.

When NVA rebranded, The DORIAN Group carried the new identity across the library and introduced a consistent format for written training. Clearer steps, standardized screenshots, and a repeatable structure made future updates faster and gave employees a more reliable source of guidance.