Strategy first! Often, the main reasons for choosing a new system are technical in nature- for example, missing interfaces, missing evaluation options and so on. However, the strategic goal is often neglected. Take a step back and reconsider the goals you actually want to achieve.   How should the system help you position your company strategically? How can the system relieve you and, of course, your employees of your daily tasks so that you can focus primarily on the development of the company? Will the new system lead to improved transparency of your processes? Will you be able to better control the state of your company in terms of customers, finances, controlling, inventory or production? Define these actual goals for yourself and your company.

The introduction of a new ERP system is a profound change to existing work processes. Employees have become accustomed to processes that may now have to be handled in a completely different way. This can fuel fears. Experience shows that there are always many employees who are skeptical about new software and fear an increased workload. You must not dismiss or ignore these concerns. A successful ERP implementation is not “dictated” by management, but should be supported by many employees. So take the time to communicate the goals. Explain the benefits you expect in the future, but also communicate that long-established ways of working will change. Focus on the improvements and create a sense of “anticipation.”

ERP implementation is teamwork! Just as complex software brings together information from all departments, a powerful team should be put together that represents the cross-section of your company. But be careful! A suitable key user does not necessarily have to be the head of a department. An employee from day-to-day business is often a good choice, as they are often more familiar with the tasks in detail and can anticipate both the challenges and potential of new software more quickly. One more tip: Be brave! Feel free to include employees in your team who play a key role but are skeptical about new software. This will help you quickly identify the “sticking points” and react early on.

Don't let this irritate you. Things change sometimes. Many aspects that are defined in advance of an implementation are critically reviewed again during the actual project. This applies in particular to possible workflows, necessary evaluations, questions about forms, interfaces to third-party applications and so on. An ERP implementation is always a dynamic process in which making adjustments to stay on course is part of the process. The main thing is to keep your eye on the goal!

Time and again, situations arise in which the ERP implementation is planned far too ambitiously “from above.” Be aware that the necessary planning and preparations for data migration, etc., must be carried out alongside day-to-day business. Therefore, give the relevant team sufficient time and resources    to ensure that planning and preparation can be carried out properly. Quality is more important than speed—after all, the implementation phase lays the foundation for your most important tool for the coming years. So find a healthy balance between an ambitious schedule and enough leeway to carry out the implementation successfully.

So you see: although implementing an ERP system is always a challenge for employees and companies, with the right focused preparation, it can be done efficiently, successfully, and stress-free. The results are usually well worth it: faster, more effective work, less stress for employees, transparent processes and better planning and analysis all contribute to that great feeling of satisfaction: Our ERP implementation was a success!