“Had Gandy been involved from the beginning, he would have made sure that the company first considered its long-term business needs and selected an ERP product that met these objectives.”
“Typically you’re moving from a system you’ve outgrown, to a system that can scale and provide more immediate feedback,” he said. “There need to be very clear cut goals, because you need to think of this as being the last system you’ll ever need.”
Two quotes from an interesting article that really highlight the need to do a careful analysis before considering a disruption in your company’s operations with hopes of a better future.
First identify your objectives, second make sure the proposed solution will meet those objectives. Of course the objectives have to be realistic and you need to ensure that all levels of your organization appreciate the effort it will take to achieve those results and have buy-in. They do not have to like change, few do, but they need to accept change. If not, you will have many opportunities for failure.
As the article points out, the solution has to be a good fit as well. A new system does need to be scalable and be able to adapt as your business evolves. It is unlikely that you will never change systems. A typical solution lasts five years before an analysis is needed to make sure you are still on track, but I agree that you should look at the solution as if it is your last.
Interestingly, it may be “your” last solution, if the fit is not right. The company will always find a new solution, if they are still in business. They may just do it without you.