Founder & Managing Partner
Eric Kimberling is the most recognized and respected independent ERP systems expert in the world, giving 100% unbiased advice to clients for over 20 years. Eric’s extensive experience includes ERP software selection, organizational change management, implementation project management and value analysis. In addition to his ERP experience, Eric has also helped clients with merger and acquisition business integration, strategic planning, business process reengineering and Six Sigma.
Throughout his career, Eric has helped hundreds of high-profile enterprises worldwide with their ERP initiatives, including the Alaskan Native Tribal Health Consortium, Nucor Steel, Petro Masila, the Yemen Government, the City of Charlotte, NC, Fisher and Paykel Healthcare, Kodak, Samsonite, Coors, Boeing, Duke Energy, Filson and Lucent Technologies, to name a few. He has helped manage ERP implementations and reengineer global supply chains in countries as diverse as China, India, Singapore, Hong Kong, New Zealand, South Africa and the United States.
Eric holds an MBA with an emphasis in operational strategy and a Bachelor of Science in business administration from Daniels College of Business at the University of Denver. He is also Six Sigma certified and a certified practitioner of multiple ERP solutions, including SAP, Siebel, Oracle, Microsoft Dynamics, Epicor and Infor, among others.
Eric Kimberling's Blog
Estimating the time and cost required for an ERP implementation is serious business. In my experience, unrealistic expectations surrounding implementation planning is one of the key root causes for ERP systems failures. Our 2016 ERP Report shows that a majority of organizations take longer and spend more money than expected to implement their ERP systems.…Details
CNBC reported earlier today that Salesforce is one of a handful of potential suitors considering acquiring Twitter (see the article here). My knee jerk reaction is that it seemed like an odd combination, but after thinking about it a bit further, realized that both parties could be on to something. Here are a few questions and…Details
While defining ERP strategy, many organizations neglect one of the highest value-added aspects of their enterprise systems: business intelligence. For the last few decades, companies have been heavily investing in new ERP systems. However, throughout those investments, business intelligence has been overlooked. Business intelligence is a pretty vague term when absent of context, so it’s…Details
This last weekend was the start of the NFL season. It is an exciting time for football fans like me. The first week of games was full of hard-fought matchups, thrilling come-from-behind victories and many unexpected twists and turns. Not only is football fun to watch, but it also can teach us a thing or…Details
We’ve all heard the horror stories of enterprise transformations gone wrong. You know the drill: companies filing lawsuits, massive organizational issues along with other massive challenges, but we rarely discuss the common pitfalls and how to avoid them. There are five primary ways that enterprise software initiative can hurt your organization. The good news is…Details
“It’s hard to keep up with the technology these days.” I can guarantee you have heard that phrase in the last many years. Technology is ever-evolving and with the multitude of technology options available in the enterprise software market today, there comes an even greater plethora of potential strategies to consider. Unfortunately, many organizations struggle…Details
Life as an ERP expert witness has its pros and cons. While it’s discouraging to see the magnitude of failure that many organizations face when trying to implement new enterprise software, there are plenty of lessons learned from ERP failure that help project team members avoid the same mistakes in the future. Our ERP expert…Details
No software implementation is easy. Even the most routine upgrades to back-office systems create more headaches and challenges than most CIOs and executives realize – at least not until they’ve been through a few of them on their own. Digital transformations are even more difficult and challenging. According to Panorama’s 2016 ERP Report and other…Details
When organizations embark on any enterprise software initiative, they need to ask one question: is this a relatively simple ERP implementation, or is it a broader digital transformation? It may sound like an unimportant, subtle difference in nomenclature, but the answer to this question has significant implications. The way the initiative is planned, the way…Details
When most companies contact us for help, they immediately assume that their current systems are the root cause of many of the operational pains that they are feeling. Processes are inefficient, employees hate the current systems, data is a mess and there is no way to scale for continued growth in the future. So, they…Details
Last week, my blog addressed why we are reaching the end of ERP systems as we know it. The reason for this statement – which may be news for some – is that there are simply too many enterprise technology options beyond traditional, “big ERP” systems to myopically assume that this one technology is going…Details