How to successfully get started with an ERP project – Part 2

This is the second in a two-part series on how to launch a successful ERP transformation. For many mid-market businesses, deciding to begin an ERP project marks a significant strategic shift, one that affects operations, reporting, customer experience, and long-term growth. In this briefing, we explore when the time is right and how CEOs can approach implementation with clarity and confidence.

In Part I of this briefing, we defined ERP as integrating all your company’s core processes into a single system, finance, HR, manufacturing, supply chain, services, procurement, whatever else you need to run your business, back end and front. We also discussed how ERP can help your business grow and what to look out for when considering ERP products.

Why is this so important? Because when ERP is done wrong, it becomes very expensive and causes more stress and frustration than it solves. When it’s done right, customers are happier, employees are freed from menial tasks, and all parts of your business have access to the same information in real time. ERP becomes a launchpad for transformative growth.

Below, we provide more detail on how to launch an ERP project properly and avoid the mistakes that derail transformation.

For practical insight into common pitfalls, you might also find this useful: our CEO’s article on 5 Reasons ERP Projects Go Wrong explains the real-world challenges teams face and how to avoid them

8 signs it’s time to start an ERP project

Your company may not show all of these signs. If you recognise several of these signs, it’s likely time to begin planning an ERP project.

1. Your existing solution has serious support problems. Frequent disputes with suppliers, rising support costs, discontinued products, or simply no one to talk to when problems arise. ERP is meant to create efficiency, so support issues are a clear warning.
2. You’re overwhelmed by rekeying, data issues, and workarounds. Staff are coping rather than serving customers. Manual processes have grown with the business, or disconnected systems don’t share data. These problems waste time and create friction.
3. It’s time to redesign how your business operates. Growth without economies of scale often points to broken processes, structure, or technology. Sometimes the only solution is redesigning the business from the ground up. ERP offers that opportunity.
4. Back office systems block your marketing plans. You and your CMO have ideas, but internal systems prevent progress. ERP can unlock transformational growth.
5. You have a digital vision, but the business isn’t ready. You can’t bolt a digital front end onto weak internal systems. Back office platforms must deliver accurate real time data and reliable processes first.
6. Your systems can’t support growth or investment plans. New investment, leadership changes, or partnerships expose existing systems as bottlenecks. ERP can enable the next growth phase.
7. You have major customer service issues. Ineffective systems create delivery errors and billing problems. Customers leave, morale drops, and sales teams lose confidence.
8. You’re struggling with compliance. Fragmented data and systems make legal compliance painful. With modern, structured systems, compliance becomes manageable.

The CEO’s 5 strategies for getting ERP right

Once you’ve decided you need ERP, strategy must come before software.

The CEO doesn’t manage project details, but must help set the foundation. In our experience, five strategies matter most.

1. Have clear and specific business objectives

Many ERP projects fail because priorities are unclear. When problems arise, nobody knows where to compromise.

Start with a boardroom discussion on outcomes, for example:

• Redeploy four FTEs by eliminating rekeying between ERP and website
• Prevent orders from customers on credit stop by removing delays between finance and order processing
• Integrate with a new customer’s ordering systems within two weeks of contract signing

Objectives must be measurable and tied to value. Most ERP projects have twenty or more such goals. Board consensus on each reduces disputes later and creates clarity with suppliers.

2. Assign clear ownership

ERP projects often fail due to vague roles. The CEO must appoint a capable leader with technical knowledge, business experience, people skills, and authority.

Accountability must be clear. Key people need space to focus, sometimes requiring backfilling roles or temporary staff. Flexibility plus accountability is essential and helps develop talent long term.

3. Use a rational system to choose products and suppliers

ERP salesmanship is powerful. Your defence is a structured selection process. Start by understanding the market. Shortlist products and suppliers. Let them present, then document what you truly need, mandatory versus optional. Avoid rushing. These decisions shape your company for years.

Once requirements are clear, suppliers submit proposals, which your team scores objectively. Then negotiate price and contracts sensibly. Vendors must make money too. If margins disappear, your account will lose priority.

4. Outsource basic IT. Insource data and ERP

Too many businesses do the opposite.

Basic IT support is inexpensive to outsource. Understanding your data and configuring ERP internally gives speed, insight, and control.

External providers are inevitable for large ERP projects, but skills transfer to your team is critical. This often determines long term success.

5. Get data and processes right

ERP projects derail due to poor data and broken processes. Don’t bend new systems to old habits. Don’t rush dirty data into shiny platforms.

Treat ERP as a chance to simplify processes and standardise data. This requires expert involvement, careful project management, and time from your best people. The result is stronger ownership and productivity.

How Freeman Clarke can help

ERP projects are large and demanding. They consume leadership attention for months. When things go wrong, they become operational barriers and emotional strain. When done well, they deliver savings, service improvements, compliance, and a foundation for digital growth.

Freeman Clarke CIOs and CTOs are experts in ERP products, providers, and projects. We work entirely in our clients’ interests, with no commercial ties to any supplier. We simply use our skills, knowledge, and experience to help our clients succeed.