Implementation — Why Change Management is the Real Project

This article is part of our 5-phase ERP series. If you missed the earlier installments, start with Phase 2 "Selection — Why “Best Fit” Beats “Biggest Name” Every Time" or check our the summary "Why Go-Live Isn’t the Finish Line — 5 Phases of ERP Success"  to see what the full road map.

Phase 3: Implementation

Once you’ve selected your ERP platform and partner, it’s tempting to think the hard part is over. In reality, this is where the real work begins. ERP implementation isn’t just about configuring settings — it’s about redesigning the way your business operates.

Implementation Is Not Just “Turning It On” 

A successful ERP go-live requires more than technical expertise. It demands change management, cross-departmental participation, and a willingness to reimagine processes.

One of the strongest predictors of ERP success is who is involved in the implementation phase. The best outcomes happen when:

• Key players from each department are included early.

• Teams actively participate in discovery, design, and working sessions.

• Frontline insights are valued alongside leadership decisions.

Executives often hesitate to involve employees early, fearing distraction. In practice, we see the opposite. Teams included from the start adapt faster — and often become the internal champions who help others through the transition.

The Cross-Department Effect 

ERP systems are designed to break down silos — but only if the people using them understand how their actions affect others. Without visibility, we’ve seen costly inefficiencies arise, such as:

• Duplicate data entry

• Unnecessary customizations

• Endless “who has this info?” messages between teams

Including multiple departments in workshops ensures your ERP becomes a unified system, not a patchwork of competing needs.

The Willingness to Change 

If your team insists on replicating old processes exactly, you’re setting yourself up for frustration. Those processes were built around the limitations of your old platform, and your new ERP has its own strengths and constraints.

We often ask clients: “If your old way worked so well, why did you decide to change?” This simple question reframes the mindset — from protecting the past to embracing future improvements.

Testing and Training: Your Go-Live Safety Net 

Training is important, but testing is where real adoption happens. The more your team uses the system in realistic scenarios before go-live, the smoother the transition will be.

We encourage clients to “try to break the system” during User Acceptance Testing (UAT). It may feel counterintuitive, but it:

• Exposes gaps before they cause chaos in production.

• Teaches teams the system’s limits and possibilities.

• Reduces go-live stress by familiarizing teams with workflows.

• Builds a post-go-live wish list for optimization.

Catching issues in testing is far cheaper than scrambling after launch.

Executive Takeaway: The Risk of Rushing

Implementation is where leadership’s vision meets operational reality. Cutting timelines or limiting participation may look efficient, but usually results in:

• Lower adoption

• Higher costs in post-go-live fixes

• Lingering inefficiencies

We’ve seen companies shave two months off their timeline, only to spend the next year reconfiguring workflows and fighting adoption issues. Rushing now means paying for the project twice.

Bottom Line for Leaders 

Treat ERP implementation as an organizational transformation, not a software project. Technology enables change — but people make it work.

If you’re midway through an implementation and feeling behind, our Implementation Rescue Services specialize in getting struggling projects back on track without starting from scratch.

Learn more about our ERP Implementation Service.
Visit our About Us page to see how we partner with clients throughout their ERP journey.
Explore our Managed Services for ongoing ERP support beyond go-live.