The Human Element of ERP: Preparing Your Team for a Successful ERP Adoption

Technology is only half the battle. While a new ERP system like Business Central offers immense potential for efficiency and growth, its true value is unlocked by the people who use it every day. The most common reason for project failure isn't technical, but a lack of user adoption. By focusing on your team from the very beginning, you can turn a complex transition into a success story.

Phase 1: Building the Foundation Before Implementation

A successful adoption begins long before the first line of code is written. It's about establishing trust and a shared vision with your team.

• Communicate the "Why." Don't just tell your team you're getting a new system; explain the reason behind the change. Empower everyone on your team, especially those in hands-on roles like AP/AR and warehousing, by clearly communicating how the new system will improve their day-to-day work and the company's success. A clear vision fosters buy-in and reduces resistance.

• Empower Them Through Input. Your team knows the existing workflows better than anyone. Actively seek their feedback on the current system's daily challenges. By ensuring their most significant pain points are addressed in the new solution, they will see the implementation as a valuable improvement to their work, not an inconvenience.

  
  

  

  Navigating Change: Employee Sentiment Before & After Go-Live

• Establish a Dedicated Change Management Team. Even for small implementations, having a core team responsible for change management is crucial. This team, comprised of key stakeholders from different departments, can act as liaisons between the project team and end-users, ensuring clear communication and addressing concerns in real time. They can also help champion the new system and encourage adoption.

  
  

Phase 2: Empowering the Team During Implementation

Once the project is underway, active participation and dedicated support are key. This is where you transform passive participants into system champions.

• Respect What's Already Working. The goal is to improve processes, not change them for the sake of it. While the new system will introduce new efficiencies, be mindful of existing processes that are already working perfectly. Work with the team to identify areas for improvement and avoid making unnecessary changes that could complicate their lives and create frustration.

• Prioritize Extensive Testing. Testing is a non-negotiable phase, and every team member should be an active participant. Provide them with realistic test scripts to simulate their day-to-day operations. This hands-on practice builds confidence and helps them identify issues early, making the go-live smoother.

• Ensure Inclusive and Relevant Training. Training should not be a one-size-fits-all event. While it can be beneficial for a small team to attend all sessions to understand the system's inherent workings, you should also offer targeted training for each role. This builds confidence and competence across the board, making the team more self-sufficient.

• Manage Workloads and Schedule Dedicated Time. It is easy for teams to become overwhelmed when trying to learn a new system on top of their regular duties. Manage their workload and provide dedicated time away from day-to-day responsibilities for training and testing. Consider scheduling 1-2 hour group sessions where departments can collectively perform end-to-end testing, fostering collaboration and shared learning.

• Celebrate Small Wins. The ERP implementation process can be long and challenging. To maintain momentum and motivation, it's vital to celebrate progress and small victories along the way. This could be anything from successfully completing the first round of testing to a team member mastering a new workflow. Recognizing these achievements keeps morale high and reminds everyone of the progress being made.

  
  

Phase 3: Solidifying Success After Go-Live

The work doesn't stop when you flip the switch. The weeks immediately following go-live are critical for a successful, long-term adoption.

The Productivity Curve: A Phased Look at ERP Adoption

• Prepare for a "Dip" in Productivity. After go-live, there will almost certainly be a temporary dip in productivity as people adjust to the new system. This is a normal part of the learning curve and should be anticipated and communicated to leadership. Setting realistic expectations beforehand can prevent frustration and allow the team to feel supported rather than pressured during this transitional period.

• Provide Extensive Post-Go-Live Support. The first month after launch is often the most challenging. Make sure your team has a clear and reliable support channel for at least one full month, or until they have successfully completed their first month-end activities. This immediate support instills confidence and ensures early issues are resolved quickly, preventing a negative perception of the new system from taking hold.

• Create a Feedback Loop. The end of a project isn't the end of improvement. Establish a system for ongoing feedback where users can report issues, suggest improvements, and ask questions. This can be as simple as a shared document or as formal as a ticketing system. This continuous feedback loop ensures the system evolves with the business and keeps users engaged long after go-live.

  
  

Conclusion

Ultimately, a successful ERP implementation is a people-first project. By focusing on communication, empathy, and continuous support, you empower your team to not just adapt to a new system but to truly embrace it. When your team feels prepared, heard, and supported, they will become the greatest champions of the new technology, driving long-term success and a genuine return on your investment.