The Sixth Deadly Sin of ERP Implementation
#6: Providing Inadequate Internal Support
There’s no debate. A successful ERP rollout can only be achieved with strong organizational buy-in.
Too often, organizations focus on C-suite sign-off. But to persevere through the long process and to reach the desired future state, everyone at your company must understand the case for change. Key stakeholders from all levels of the organization must be involved, and management must be committed to providing the time, resources and budget required.
Here’s why a top-to-bottom commitment is absolutely necessary: Lackluster executive support sends the message that the desired changes are not important and, worse, that failure is an option. Weak IT commitment shows that the project is not a priority. An unfocused project team wastes time and will deliver a half-solution. Uncooperative employees will resist necessary change and slow progress.
Secure and maintain organizational commitment. Name an executive project sponsor to be the face of the project and the driving force.
The 7 Deadly Sins of ERP Implementation
Some mistakes are just bad strategic or financial decisions. Some are the inevitable consequence of situational or organizational factors. Some, however, are the result of process-oriented or people-centric choices – and are easily avoided. These are The Seven Deadly Sins of ERP Implementation.