Half of Failed ERP Implementations Are Because of This

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The most common reason for ERP implementation failure isn’t the software itself.  According to a recent study by Software Advice, the most common reason for failure is poor change management, which is responsible for a whopping 50 percent of failures. Poor change management includes poor training and planning, specifically at the managerial level. Without manager buy-in and understanding, they are unable to explain the features, benefits, and functionality of the new software to all of the employees.

Appointing leaders throughout the organization and giving them the tools to lead their teams to ERP software implementation success is key to avoiding failure. The tools leaders need include:

  1. Ability to offer suggestions prior to implementation

Laying out the plan for your ERP software and offering live demos with your end-users will prove vital to buy-in and success. During this sessions, allow users to express their thoughts about how the system will work or fail in a realistic scenario. By gathering feedback and input prior to committing to your final implementation plan, you’ll greatly increase your odds of having support from all managers and users.

  1. In-depth training

Traditional training classes and sessions are a must for all users and managers. Beyond that, practice software systems should be set up ahead of the go-live date to allow all users to experience the system outside of the standard training sessions. Managers or software leaders should go through advanced training classes so they know the system inside and out, helping them answer questions and showcase the features to end users.

  1. Direct line to software support when needed

During the implementation period, leaders need a direct line to software support to resolve any questions or issues as quickly as possible. This rapid response will help build trust in the system and the software partner.

  1. Talking points on the key benefits of the software

During the software evaluation process, your team should go over all of the “what-if” and “what-about” scenarios and questions. These are likely the same objections that team leaders will hear from staff. Make sure leaders know all of the points that were discussed along with the reasoning behind every decision. Having that reasoning makes it much easier to answer questions logically.

Avoid the main mistake that 50 percent of companies with failing ERP implementation have faced and take the extra time, and spend the extra money, to properly train your employees and ensure that the end-users are comfortable with the new system.

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