ERP transformations are among the most significant and complex initiatives an organization can undertake. With large investments, cross-functional impact and the promise of business transformation, the stakes are high. Yet, many projects falter — not because of technology, but due to avoidable missteps in planning, resourcing and change management.
These insights were shared during a recent webinar, ERP Transformation How High-Performing Organizations Align Business and Tech, where leaders from The Aerospace Corporation, Cincinnati Children’s Hospital Medical Center and Beusa Energy joined me to reflect on their ERP journeys. Drawing on their real-world experiences, I’m highlighting four common pitfalls and practical strategies to steer ERP programs toward success.
Pitfall #1: Predefined end dates and unrealistic timelines
One common misstep in ERP planning is setting a go-live date before fully understanding the project’s scope and requirements. In one case shared during the webinar, an organization initially committed to a specific launch date, only to discover the timeline wasn’t grounded in a realistic assessment of resources, complexity and internal readiness. This led to delays and a necessary reset of expectations. The takeaway? Let the timeline be shaped by a strategic project plan that reflects scope consensus, feasible staffing coverage and budget realities. Adjust the date based on what the plan reveals, rather than forcing the plan to fit a predetermined deadline. Reaching a successful go-live is a destination, not a date.
Pitfall #2: Underestimating resource needs and burnout
ERP projects demand significant time and focus from both business and IT teams. One organization shared how surprised they were by the level of effort required, not just from the core project team, but from subject matter experts across the enterprise. Trying to manage the transformation “on the side” while maintaining regular responsibilities quickly led to signs of burnout and attrition. Successful implementations dedicate key resources full-time, plan for backfills, and proactively manage workload spikes. Building-in downtime and recognizing the risk of fatigue is essential, especially for multi-year projects, while ongoing assessment and staffing adjustments are critical to sustaining momentum.
Pitfall #3: Selecting a technician vs. a partner
Choosing the right implementation partners, whether system integrators, project managers or change management consultants, is a pivotal decision in any ERP journey. One organization shared how its partner selection process extended beyond technical qualifications to include cultural fit and alignment with internal values and ways of working. The right partner doesn’t just deliver a technical product. Rather, they are focused on the same holistic transformation goals, adapting as the project evolves and challenges emerge in any number of areas including process, data or people.
Pitfall #4: Inadequate change management and communication
Change management is often underestimated or reduced to a final-phase training effort. In reality, it’s a continuous process that begins with building awareness, including clarifying why the change is needed, what the investment will deliver and how it will affect day-to-day work. One organization shared the challenge of how it shifted a change-resistant culture, noting that a significant effort went into communication, stakeholder engagement and expectation management. Others emphasized the value of a dedicated change management team and the use of change ambassadors to help cascade information across departments. Over-communicating should be the standard, and bringing stakeholders alongside early can significantly reduce resistance and surprises.
Practical strategies for ERP success
Rather than simply avoiding pitfalls, successful ERP leaders adopt proactive strategies that build resilience and momentum throughout the transformation. Here are five practices that emerged from real-world experiences:
- Anchor the timeline in reality
Begin with a discovery phase that uncovers true scope, complexity and interdependencies. Use this insight to shape a timeline that reflects the work ahead, not just the desired end date. Build in buffers for learning curves, decision cycles and unforeseen challenges. - Design the team for endurance
ERP success depends on sustained engagement. Structure the team with full-time roles, clear backfill plans and mechanisms to monitor well-being. Think beyond staffing to create a culture that values pacing, recovery and long-term commitment. - Build a partnership ecosystem
Treat partner selection as a strategic investment. Look for collaborators who understand the business context, have shared values and are willing to co-own outcomes. Align incentives through transparent contracts and clear responsibilities to foster trust and agility. - Make change management a leadership discipline
Elevate change management from a support function to a core leadership capability. Engage executives as visible champions, empower mid-level managers as change agents and embed communication into every phase of the project. Use storytelling, feedback loops and rituals to reinforce progress. - Plan for agility, not perfection
Accept that no ERP journey is linear. Build flexibility into the governance model, prioritize deliverables that unlock early value and create space to pivot when needed. Regular retrospectives and stakeholder check-ins help the team stay adaptive and aligned.
ERP transformations are challenging, but many pitfalls can be avoided by learning from those who have gone before. By grounding the project in realistic planning, supporting the right people, choosing the right partners, and prioritizing change management, it is possible to increase the odds of success and realize the full value of the ERP investment. While technology is important, it is the people, processes and preparation that ultimately determine the outcome.
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