# What change management and user training support do the top Oracle EBS resellers provide during large-scale rollouts?

<p class="elv-tracking-normal elv-text-default elv-font-figtree elv-text-base elv-leading-base elv-font-normal" elv="true">Hello G2 users, I tried hard to answer what change management and user training support do the top Oracle EBS resellers provide during large-scale rollouts from actual review evidence, and I'll report the finding straight: across every provider I pulled in the <a class="a a--md" elv="true" href="https://www.g2.com/categories/oracle-e-business-suite-resellers"><strong>Oracle E-Business Suite resellers</strong></a> category, not one review describes change management or user training delivery. That absence is the finding, and it shapes how a buyer should handle this. The realistic options look like this:</p><ul>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/tata-consultancy-services/reviews"><strong>Tata Consultancy Services</strong></a>: The closest adjacent evidence: client reviews describe knowledgeable people guiding teams on next steps and helping navigate business problems, which is the working style change management needs, without ever naming a change workstream. Its many-voices con from an older review is the change-management risk in disguise: inconsistent messaging from a big delivery team is what user confusion looks like from inside.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/infosys-implementation-services/reviews"><strong>Infosys Implementation Services</strong></a>: Transformation strategy execution is its stated identity (vendor-stated), and transformation language usually implies adoption and training practices somewhere in the machine. Nothing in its small review base tests that, so it's a scoping-call question with a paper trail request: show us the training plan from your last comparable rollout.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/fujitsu-consulting/reviews"><strong>Fujitsu Consulting</strong></a>: Included because its G2 listing links to a dedicated Oracle enterprise-applications practice page (vendor-stated), and its small review base skews mid-market, where reseller-led training tends to matter most since internal enablement teams are thin. Zero recent reviews, so same verification path.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/capgemini-services/reviews"><strong>Capgemini Services</strong></a>: The cautionary angle for this question specifically: with communication difficulty from outsourced delivery legs on record in client feedback, a large rollout should insist that user-facing training and change communication are delivered by named onshore-or-local staff, because change management done through the same channels that already garbled project communication compounds the problem.</li>
</ul><p class="elv-tracking-normal elv-text-default elv-font-figtree elv-text-base elv-leading-base elv-font-normal" elv="true">Since the reviews are silent, here's the contract-level substitute that actually protects a large rollout: training deliverables enumerated by role and count, a named change-management lead with a relevant track record, adoption metrics measured at 30, 90, and 180 days with the reseller on the hook for remediation, and train-the-trainer materials your team owns after exit. Any top reseller will claim all of this exists; the ones for whom it's real will put every line in the statement of work without flinching. Has anyone actually seen reseller-led EBS training that stuck past go-live month, and what did the partner do differently from the standard classroom-dump?</p>

##### Post Metadata
- Posted at: 10 days ago
- Net upvotes: 1


## Comments
### Comment 1

&lt;p&gt;The absence of training detail across the reviews is a fair observation, and it makes the contract the place to define this rather than the pitch. In my experience, the programs where adoption held were the ones that built a network of internal super-users inside each affected department and measured real usage through the first couple of quarters after go-live, so the capability stayed in-house once the partner rolled off. It also helps to have the enablement content authored so your team can maintain it afterward. On delivery, keeping the people who handle user-facing communication close to the users tends to produce clearer guidance than routing it through more distributed teams.&lt;/p&gt;

##### Comment Metadata
- Posted at: 6 days ago
- Author title: Marketer





## Related discussions
- [How well does Trello scale into a larger team?](https://www.g2.com/discussions/1-how-well-does-trello-scale-into-a-larger-team)
  - Posted at: about 13 years ago
  - Comments: 6
- [Can we please add a new section](https://www.g2.com/discussions/2-can-we-please-add-a-new-section)
  - Posted at: about 13 years ago
  - Comments: 0
- [Quantifiable benefits from implementing your CRM](https://www.g2.com/discussions/quantifiable-benefits-from-implementing-your-crm)
  - Posted at: about 13 years ago
  - Comments: 4