Underestimating organizational commitment and failing to align expectations raise costs, delay go-lives and frequently trigger disputes or litigation; early recognition and a deliberate pause to recalibrate can prevent major operational and financial fallout.
Executives routinely underestimate how consuming enterprise resource planning (ERP) implementations are, treating them like routine IT upgrades instead of operational overhauls that demand sustained senior and key-user engagement. Consultants say clients must participate deeply—defining requirements, testing, making rapid decisions and owning data conversion—yet integrators often fail to prepare organizations for those responsibilities. Common project failures stem from mismatched definitions of success, ignored idiosyncratic requirements, and insufficient capacity of assigned key users. Troubles escalate when parties fail to pause and recalibrate early, turning fixable problems into catastrophic, litigated breakdowns.
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