The Death of Business Intelligence

A Pragmatic Approach to ERP Implementation

Posted in Business Intelligence, ERP by errahseno on September 11, 2014

The implementation of an ERP system is certainly no walk in the park. It is complicated, expensive, and stressful. It requires months or years of rigorous planning, serious financial commitment, and sufficiency of manpower.

Failure of an ERP System implementation is probably one of the biggest and most expensive failure a business will ever encounter. Sky rocketing license costs, Consult costs, and internal hours dedicated to its planning and implementation are a few of the reasons why failing in this project is a big blow to the head of its proponents and across the organization.

While it is true that the technology behind the system must be smart, it should above all be easy to install, integrate, use, and maintain. The success of the Implementation does not solely rely on the technology bought. On the contrary, a huge portion of the ERP system´s implementation success lies in the people behind it.

Many businesses put the burden of implementation on the shoulders of the IT department and that is not entirely wrong. Implementation, of course, requires software installation, integration, and migration of data. More work to an already overworked team in many organizations.

Needless to say, implementing this system means digging up details which usually does not lie in the hands of senior management, but details that are held in the hands of the front liners. Implementing the system also means deciding which of the existing multiple processes will remain, which between two departments way of doing things is correct, and who will call the shots.

This line of thinking leads us to a reasonable conclusion that there must be a person high up the organization that should spearhead the project. Why so? Because it requires buy-in from a lot of managers in different departments, it requires the mediation among employees before they pull themselves out of the project and sabotage it, and someone needs to explain why things must be done. One person cannot do it by himself, of course, so this lobbyist must be supported by Project Leaders who shall help him/her oversee the implementation and communicate to all affected employees.

It also tells us that since the ERP system will ultimately result in labor cost savings and a more real-time intellectual process, employees must be assured that this implementation is not to get rid of them or to devalue the effort they have exerted through the years in improving the business. They need to understand it is to make better use of employee time so that they can rid themselves of mundane tasks. Employees need to understand that this change is not because they were doing something wrong all these years, but because there is a window for improvement that can be used to improve the business.

While it sounds like plain and simple common sense, many businesses underestimate the impact the people have on the success of this project. People normally resist to anything new and it is human nature to do just that, but like everything else, with proper communication and sincere team effort, a functioning ERP system in place can bring a breakthrough way of doing business.

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