A Client Question
A client didn’t feel prepared to launch into an ERP system upgrade as they had just bought the business and had invested significant funds into the transition; however, this client was also starting to worry about scalability and the risk associated with old technology. After all, this old technology was directly supporting their day-to-day business and customer experience. Although the CEO was reluctant, he agreed to an assessment of his ERP system and readiness.
In their case, they needed to upgrade to modernize their technology infrastructure and gain additional functionality that is required to support their business growth and meet current standards. However, we found a way to make small key improvements to their ancient system to support enough progress to ‘buy time’ for the teams to gain an understanding of process disciplines required to support a successful upgrade. It also gave them time to educate the workforce.
During the next year, significant efforts were made to roll out process improvements and system functionality to standardize functions such as pricing and raw material ordering. About a year into the process, we “hit a wall” in terms of the ERP capabilities with critical functionality considered a “must” in supporting the business. Thus, we were prepared to make a quick selection of an ERP system and partner, and we eventually gained corporate alignment to pursue the upgrade to support continued growth and profitability.
Food For Thought
We have been asked to look at ERP systems clients thought they should throw out that were perfectly fine and scalable, just poorly implemented, and we have not been asked to look at ERP systems on their last leg where we had to make a strong case to executives to even look at the topic. And whether a new system was needed or not, the organization might not be prepared. Determining whether there is time to prepare or whether you should follow a rapid preparation route can be tricky. There are typically risks on both sides, whether you move too slow or too fast. Take time to assess what makes sense in your case. Be careful of ‘shark’ salespeople as there are tons in this field, and it is quite confusing so that even well-intentioned executives and salespeople can mislead organizations. If you are interested in running your situation by us, contact us.