We talk to a lot of mid-market companies about Enterprise Resource Planning (ERP) implementations. Often it’s because they’re not sure how to start an ERP project—or the project got halfway then stalled, or became hopelessly stuck, or even failed.
Here is how to set yourself up for ERP success, wherever you are in the process.
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Get set up for ERP success
Freeman Clarke has developed and delivered nearly 100 successful IT strategies in the past 12 months, including a 400% improvement in ERP performance and £375k in ERP implementation cost savings.
Here’s how to set yourself up for ERP success, wherever you are in the process.
We speak with many mid-market companies about Enterprise Resource Planning (ERP) implementations. Often it’s because they’re unsure how to start an ERP project, or it stalled halfway through, became stuck, or even failed.
1. Get clear on the business strategy
What is your three-year business vision that the new ERP will support? An ERP project might improve efficiency or free up salespeople, but it is not a strategy and won’t create growth on its own. Make sure you have a strategy and that ERP supports it.
2. Get clear on who’s in charge
Ensure someone on the Board is accountable for delivery and is confident, experienced, and empowered. They must focus on outcomes, not just technology.
3. Have a clear vision for the new system
Define specific quantitative and qualitative reasons for change so everyone understands why it matters. Alignment is critical to avoid failure.
4. Organise all necessary resources
ERP requires leadership, budget, and time across the business. Key experts must prioritise this work, meaning other activities will be deprioritised. List key people, roles, and budgets.
5. Understand what customers value and excel at it
Identify your differentiators and ensure ERP strengthens them. Keep everything else simple and let the system shape supporting processes.
6. Be rational about decision-making
Use your strategy and value drivers to guide supplier selection. Choosing the right supplier matters more than choosing the right technology. Look for experience and cultural fit.
7. Address longstanding organisational issues
It may feel easier to let vendors implement ERP without fixing internal problems, but ERP is your chance to resolve people issues, untangle processes, and build an organisation that supports your goals.
8. Put data at the heart of your approach
Clarify reporting needs to define data requirements. Ensure ownership of data quality and governance. Dirty data makes new systems meaningless.
9. Think beyond implementation
Your organisation must be able to operate and evolve the ERP after go-live. Implementation can be outsourced, but stewardship must remain internal. Decide who owns the system day to day.
See what our ambitious clients have to say about us.
Our processes and systems are now well-defined and structured, and we can progressively improve how our business operates. Business improvements that used to be complicated are now often simple, for example, pricing changes that used to take months can take just days
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CEO, The Millboard Company
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COO & Head of Strategy, X-Chem
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CIO, Validant
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Global Managing Director, Exigent
