Growing enterprises that adopt ERP can reap significant reward for the risk. So why does ERP have such a sketchy reputation? Claims that it’s not up to date, hasn’t changed in twenty-five years, that consultants don’t help, and other outdated myths and fairytales.
Today’s ERP solutions are more flexible and agile than ever, and make the most of new technologies like cloud and mobile. That means businesses from small startups to established enterprises can find an effective, right-sized solution that delivers maximum ERP benefits.
It’s time to reexamine some antiquated ERP misperceptions – and adjust expectations of what software and implementation partners can truly accomplish. Understand common myths and misnomers about ERP applications and implementation partners, learn to ask the right questions up front and enjoy a successful ERP track record.
ERP Fairytale: “Our implementation partner will make us successful.” Reality: Your ERP consultant will educate and coach you — but only you have direct authority and control over outcomes for your business.
ERP Fib: “We need more consultants.”Reality: Most projects do not need more experts: they need more solutions. Too many consultants can overpower the knowledge and experiences of client employees. When the client feels like their concerns are not being heard, it’s a sure sign the consulting partner should be focused on customer needs and objectives.
ERP Fantasy: “ We need our consultants to lead the project.” Reality: The project owner – you – needs to take leadership. Your implementation partner is there to facilitate your ERP selection and implementation. Leverage your consultants to learn everything you need to know to make the project a success and achieve your business objectives. Facilitating ownership requires the consultant to provide education, software knowledge transfer, and establish client resource commitments.
ERP FACTS – In reality, only you can:
- Own and communicate the business case and change drivers.
- Clearly define and communicate project objectives.
- Approve and contain the project scope.
- Limit software modifications – keep it simple.
- Implement and manage changes in operating paradigms, business processes and employee behaviors.
- Engage the cooperation of employees at all levels of the organization.
- Assemble the right internal team to the project.
- Provide internal project team with time and appropriate resources to succeed.
- Hold functional managers and the team accountable
- Manage and utilize implementation partners effectively.
- Tackle project issues and decisions in a timely fashion.
- Engage your staff in taking end-user training seriously.
- Develop a project plan with major milestones that take 6 months or less to achieve