The choice for a new ERP/CRM software system is one of the most critical decisions a business owner or senior manager can make. After all, this choice commits an organization and its employees to operate in a particular way for long years. And yet, it’s the oftentimes there owners and managers that are one of the main causes of failed implementation projects. Not as much for how they contribute to these projects. But rather for how they don’t contribute. Therefore, wanted: management!
Implementing an ERP or CRM solution or a digital transformation initiative is much more than just buying some products and services. Who has furniture delivered, checks whether the number of items corresponds with what has been ordered. And possibly checks for imperfections. Job done! For a software implementation, however, matters are quite a bit more complicated. After all, this is a people-oriented project.
Of course it is also the case for a software implementation that you want to check whether you have received all the modules and user rights that have been ordered. But that is only the beginning since these are no longer technical project anymore. These days, implementations are about business transformation, company culture and organizational change. Changing business processes, report formats, working methods and co-operation. Co-operation between team members, between departments and with your customers and the rest of the outside world. Oftentimes your employees will have a resistance towards change. And that’s completely normal. One fears for losing his or her position. The other is afraid to lose internal power because important information has to be shared. A third is afraid that his or her achievements will be under closer scrutiny. And most of us human beings have difficulties coping with uncertainty in general.
Many managers still believe that signing the purchase contract for the software is about as much as they need to contribute. But this is a very large error of judgment!
