Deadliest Sin of ERP Implementations: Organizational Change Management or Business Blueprint Oversights?
I’m a big metrics guy, so earlier this week I revisited some of the many ERP polls on our web-site. Maybe it was me needing a quantitative fix until we publish our 2011 ERP Report, or maybe I’m just plain weird. In any case, I digress…
One of the surveys that jumped out at me was one that asked CIOs and CFOs to identify what they consider to be the deadliest sin of ERP implementations. I was somewhat surprised to see that a majority cited lack of organizational change management and lack of an ERP business blueprint as the top concerns. I may have been surprised, but was certainly not disappointed to see this.
We too often see companies that are in such a rush to implement that they forget these two critical components. After all, if we just let the software drive the business processes and workflows, there’s no need to create a business blueprint, right? And the software is so easy to use that we don’t need organizational change management – sounds reasonable, yes? Unfortunately, too many CIOs buy into this faulty line of thinking, more so than the participants in our surveys.
What do you think – what do you consider to be the deadliest sin of ERP systems? Leave a comment below or take the poll to see how you compare to others.
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About Eric Kimberling
After 15 years of ERP consulting at large firms including PricewaterhouseCoopers and SchlumbergerSema, Eric realized the need for an independent consulting firm that really understands ERP. He began his career as an ERP organizational change management consultant and eventually broadened his background to include implementation project management and software selection. Eric’s background includes extensive ERP software selection, ERP organizational change, and ERP implementation project management experience. Throughout his career, Eric has helped dozens of high-profile and global companies with their ERP initiatives, including Kodak, Samsonite, Coors, Duke Energy, and Lucent Technologies to name a few. In addition to extensive ERP experience, Eric has also helped clients with business process re-engineering, merger and acquisition integration, strategic planning, and six sigma. Eric holds an MBA from Daniels College of Business at the University of Denver.
Hallo Eric, you stated: ‘I may have been surprised, but was certainly not disappointed to see this’. I would rather say: I’m not surprised buth was certainly disappointed to see this. That OCM, value management, blueprint is imported is common sense. All programs even do start with this statements. But then, after kick-off CEO, CFO and CIO are sitting back and rely on the reports of project management. Within a couple of weeks the projects turn into ICT projects without the required attention from C-level to the original business goals and OCM aspects.
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