ERP implementation challenges often begin at the top. Here's why leadership matters more than most realise.
Leadership That's Missing in Action
Sometimes, the problem lies in a lack of leadership. Other times, it's simply a lack of interest. In some cases, the business owner or top executive is completely absent throughout the process. That does not work.
Even if owners or executives are not able to participate in every meeting or make every decision, they still need to demonstrate active involvement. Their presence — whether through periodic reviews, timely approvals or just being visibly informed — sets the tone for the entire project.
ERP implementation is not an isolated IT activity. It is a business transformation exercise that impacts every department and every process. Without consistent leadership from the top, the implementation quickly loses direction, momentum and accountability.
ERP Implementation is Expensive — Also for the Partner
What many business owners also fail to understand is that ERP implementation is a significant financial commitment for the implementation partner too. It involves deploying highly skilled professionals, often full-time, for extended periods. These professionals are well-paid and rightly so — the industry runs on expertise not volume.
Implementation partners are expected to deliver results, maintain teams, offer support and meet tight deadlines — all while managing their own operational costs. Salaries, taxes and vendor payments do not wait. When clients delay payments or treat them casually, it directly affects the partner's ability to deliver.
What's often ignored is the opportunity cost. Every resource assigned to a project is a resource that could have been working on another client or opportunity — one that might be more profitable, timely or professionally rewarding. When a project suffers from indecision, delay or financial neglect, the partner is not just absorbing the direct cost — they are also sacrificing business they could have otherwise taken.
Cash flow in the IT services industry is critical. When delays become habitual, implementation partners are forced to shift their attention to clients who respect commercial terms and pay on time. That's not neglect — it's simple survival.
Endless Discussions Don't Replace Progress
Another common issue is the tendency for some stakeholders to get trapped in repetitive, circular discussions. Instead of making decisions and moving forward, they go over the same topics repeatedly — often in different words but with no new insights.
It's as if the project team has no other responsibility than to sit endlessly in meetings. In reality, time is money, especially in ERP projects. Prolonged indecision and unnecessary debate stall progress, drain morale and inflate costs.
Clarity and decisiveness are far more valuable than constant re-analysis. At some point, discussion must give way to action.
It's Never "Just One Line of Code"
There's also a common misconception that any requested change is a "simple thing" — often dismissed as just a line of code. In reality, what appears small may require architectural changes that ripple through multiple layers of the system, often involving several teams.
ERP systems are massive, integrated platforms built on tens of millions of lines of code. Even minor-seeming changes may demand impact analysis, design revisions, development, testing and documentation — across modules and environments.
This isn't bureaucracy. It's discipline — and it exists to protect the stability and reliability of the system.
When Even the Client Doesn't Know What They Want
One of the most frustrating situations occurs when clients themselves aren't clear about what they want. Instead of providing specific requirements or goals, they say things like, "You go ahead and do something — we'll see how it looks."
This trial-and-error mindset is expensive and unproductive. ERP is not graphic design. You don't build enterprise processes by throwing guesses at the system and adjusting later.
Without clarity, every change becomes guesswork — and every revision is wasted effort. If the business doesn't know what it wants, it cannot expect the ERP partner to figure it out for them.
Mutual Commitment is the Key
For an ERP project to succeed, both parties must honour their commitments. Just as the partner must bring technical excellence, proactive support and domain expertise, the client must bring strong leadership, timely decisions, clear direction and financial discipline.
ERP is not just software. It's a partnership, a process and a promise to transform how a business runs. And like any partnership, it only works when both sides do their part.
