Posted by Casey Horgan
The process of actually implementing a new ERP system doesn’t happen overnight. It requires careful planning and a methodical rollout to ensure that every person in the company who will be accessing, editing, and utilizing the new system understands why the change was made and how it will benefit them.
Without this kind of buy-in, people will be quick to point fingers when the inevitable hiccup occurs. Tensions can rise and, in some cases, panic may undo much of the hard work that went into getting the project off the ground. In order to maintain a sense of control, pre-planning and careful communication are paramount.
You'll want to focus on buy-in from 3 tiers in the company:
The process of actually implementing a new ERP system doesn’t happen overnight. It requires careful planning and a methodical rollout to ensure that every person in the company who will be accessing, editing, and utilizing the new system understands why the change was made and how it will benefit them.
Without this kind of buy-in, people will be quick to point fingers when the inevitable hiccup occurs. Tensions can rise and, in some cases, panic may undo much of the hard work that went into getting the project off the ground. In order to maintain a sense of control, pre-planning and careful communication are paramount.
You'll want to focus on buy-in from 3 tiers in the company:
1. Executive buy-in
Because a new ERP system is both a costly and high-impact investment, it’s critical that the company’s core leadership buy-in, including all relevant C-level leaders and VPs. Addressing concerns and educating executive stakeholders on the benefits, as well as the costs, will provide a smoother path toward implementation.
2. Management buy-in
Once the executive team is on board, it’s important to pass similar information onto mid-to-high level managers in the company. More often than not, they are the ones who will be directly overseeing much of the new systems development, reporting, and oversight that comes with new ERP software. They need to have enough time to fully understand how this change will affect day-to-day operations and plan accordingly.
3. Employee buy-in |
Soliciting feedback from the frontline before launching the project can yield significant benefits in efficiency and user implementation. Find out what features and upgrades will streamline day-to-day operations for users. Ask them what features of the current system cause problems. This process will improve employee ownership in the process and contribute to a better end result.
The successful implementation of a new ERP requires buy-in from these 3 levels of employees. Without these three levels on board the project can still launch, but you may be setting yourself up for failure. Implementing a new ERP solution is a high impact investment, and like a lot of other projects, the right amount of buy-in can assure its success.
The successful implementation of a new ERP requires buy-in from these 3 levels of employees. Without these three levels on board the project can still launch, but you may be setting yourself up for failure. Implementing a new ERP solution is a high impact investment, and like a lot of other projects, the right amount of buy-in can assure its success.
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