Enterprise Resource Planning (ERP) implementation is a people-driven process that requires structure, leadership and early planning. It is beyond the act of installing software.Based on real-life observations and lessons we have derived so far as experts, here are five practices that can make your ERP change management implementation successful.
1. Empower Internal Champions
Change doesn’t happen by itself. You need champions within the business. These are the business users, team leads, and executives who will support the process and drive adoption. When these people are involved from the start, the requirements are better defined, and the system is more likely to meet real business needs. Without them, the implementation feels disconnected from everyday operations.
2. Holistic User Testing and Use Cases
A common pitfall that occurs during ERP projects is late-stage testing. This often occur when the Executive management shows up late for testing.We have had similar experiences during ERL projects. For example, one of our clients who came seeking our help ran an ERP project and when the implementation partner was about to go live, the Executive management all of a sudden interrupted the process. “Have you tested payroll for two months? Have you tested a full project life cycle?” This led to delays, resistance, and even financial losses.
The lesson? Don’t leave full lifecycle testing until the last minute.
3. Project Managers Must Identify Risks Early
Project managers on both the vendor and customer sides must be proactive. It is not enough to keep tasks moving. They should flag issues like low executive involvement or unprepared users early on. These risks, if not addressed, lead to scope creep, delays, or even ERP project failure.
4. IT Teams Must Contribute Actively
Some companies think the implementation partner will handle everything. That’s not TRUE. Internal IT must be part of the process. They should be fully hands on to document meetings, support configurations, and work closely with the ERP implementation team. Their presence ensures knowledge transfer and prevents misunderstandings.
p5. Executives Must Show Up
Lastly, executive support cannot be silent. It should be visible. As the CEO or CFO of an organisation, attending at least 30–40% of key meetings makes a big difference. It boosts team morale, ensures that high-level concerns are addressed before it’s too late and helps in finding compromised solutions in which both parties stuck to come over.
ERP change management is business transformation. It is not just a technical project. Getting the right people involved, testing early, and staying present throughout the process makes all the difference.
Need help or support with your ERP projects, reach out to our team at: hello@titaniumgroup.com or visit: Titaniumgroups.com
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