Now, your company finds itself at just such a crossroads. First, you recognized the signs that it’s time to shift away from your legacy systems to an enterprise resource planning (ERP) solution befitting a rising company such as yours, as noted in Part 1 of this series. Then, you began the ERP journey in earnest by methodically evaluating and selecting an ERP system and vendor partners to join you on that journey, as covered in Part 2.
Now comes the fun part: implementing your new ERP system and then watching it go to work inside your business. With its ability to automate manual processes, free data from silos, and analyze that data to fuel more on-point, collaborative tactical and strategic decision-making, an ERP system can have an immediate and positive impact in terms of time-to-value and return on investment, provided you’ve laid the groundwork (with the help of your technology partners) for long-term success.
Here’s a high-level look at what establishing that foundation for success might entail:
1. Be realistic about the time frame for implementation.
ERP deployment projects can be complex and time-consuming. Set your expectations accordingly.
2. Take full advantage of implementation accelerators offered by the provider and systems integrator.
Implementation accelerators are tools that can cut the time, cost and risk associated with an ERP deployment project. They can range from solution documentation and a help portal to configuration guides, sample master data and automation tools. Be sure to ask about them and put them to use.
3. Ensure your data and processes are validated and documented.
Analyze the processes on which your business relies to identify those that are or should be standardized. On the data front, identify the sources and consumption points for your data, and the points where data gets manipulated, enhanced, etc. Then overlay business goals and business metrics. Drop the consumption points and reports that are not relevant and add those that the future business will need. Map the data journey out and archive, clean, and harmonize the data your business needs today and will need in the future.
4. Intentionally and thoughtfully manage change around the ERP initiative.
The more that employees buy into the move to an ERP system and actually engage with the system, the quicker the time to value and the stronger the ROI. Consistent communication with all the teams and people who will be impacted by the system is critical. They need to understand the “why” and “how” behind the shift to an ERP system — the rationale and objectives for the move, why you selected the specific system and vendors you did, and how the systems will impact and benefit employees in their day-to-day work.
You’re essentially selling employees on the ERP system’s ability to help them do their jobs better. That means bringing them into the ERP dialogue early to get their buy-in and input. Give them opportunities to voice their concerns. Solicit their input on ERP capability must-haves and wish lists. Explain the key role they will be playing in implementing, testing, and assessing the system. Establish a system of rewards for them engaging with the system, and celebrate them when they do. Also celebrate the wins the system is delivering — measurable improvements, milestones reached, etc.
5. Continuously measure, assess and document.
Is the system fulfilling the future state design — your vision for what your processes will look like with an ERP system in place? Is it resolving the issues inside your business as you hoped it would? How is it performing, per the pre-established business KPIs and benchmarks you identified to measure the impact of the ERP implementation — cash flow and inventory metrics for product-centric companies, and customer experience for service-oriented businesses.
It’s also important to fastidiously document successes and failures related to the deployment and user experience with the system, and the reasons behind them, along with best practices. Establish channels for documenting and sharing those.
6. Make the most of support, training and educational resources.
An ERP solution is only as good as the support that stands behind that solution. So be sure to utilize all the resources at your disposal. Experience suggests this will translate into much stronger user engagement and an overall positive employee experience with the ERP system. Don’t be shy about asking questions of your technology partners, and expect them to be readily accessible to seek answers to your questions.
7. Encourage self-sufficiency as part of the training process.
Motivate people to explore the software and learn how to use the tools/functionalities, and also let them know self-service support resources are readily accessible should they need them. Offer ongoing training opportunities, as well as information sessions in which people can ask questions and air concerns about the new system.
8. Actively engage in customer and user communities.
Whether organized by the ERP system provider or by users/customers, these user groups, forums and communities can serve as a valuable sounding board and information source, especially as you ramp up with the system.
9. Offer feedback to your ERP provider.
The best ERP providers value, welcome and act upon the input they get from customers, knowing it can help them improve their products and support. Ask about the channels your provider offers to give feedback.
10. Be ready to explore and utilize new tools, capabilities and integrations from the ERP provider and its partners.
Especially here in the era of AI, software updates/releases come with exciting new features and functionalities. Similarly, your provider could make new ERP system integrations available that could make sense for your business.
From the point where you first acknowledged your company could really benefit from a true ERP system, through system evaluation and selection, then deployment, you’ve set yourself up for a fruitful ERP journey. Now it’s time to watch that investment pay consistent dividends as your business grows.