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Embracing OCM and Avoiding the “Perfect ERP” Trap

Writer's picture: evanschwartz2evanschwartz2

Updated: Jan 23



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Vision is better than Perfect!  Perfect is a single point in time.
Vision is better than Perfect! Perfect is a single point in time.

Preparing Your Organization Enterprise Resource Planning (ERP) implementations are notorious for sparking excitement and anxiety in equal measure. On the one hand, there’s the promise of an integrated system that will supercharge processes and drive growth. On the other hand, there’s the fear of disruption, massive changes in familiar workflows, and difficulties aligning a new system to a well-established organizational culture.

In my work as COO at AMCS and in my book People, Places, & Things: A Framework for a Pain-Free ERP Implementation, I’ve seen how easily organizations can get bogged down chasing “the perfect system.” Too often, the fundamental goals of an ERP project—streamlined business processes, accurate accounting, and high-value customer experiences—get lost in endless debates over less critical items like reducing a few clicks on a screen. Meanwhile, vital initiatives in organizational change management (OCM) languish, leaving teams unprepared for the sweeping changes that come with a new ERP.

The truth? Perfection doesn’t exist. An ERP system should align with your culture and requirements but will also require your culture and processes to flex in return. Getting everyone on board requires clearly focusing on the project’s flagship vision statement—the one or two domains of non-negotiable outcomes you must get right. From there, embracing incremental value, partnering closely with your vendor, and addressing OCM head-on will pay dividends as you shape your ERP to meet business needs not just today but a year or two down the line when demands have evolved yet again.

Below are some actionable steps to start managing organizational change proactively and avoid the trap of chasing an ever-elusive “perfect” ERP solution.


Actionable Steps to Jump-Start Your OCM Journey

  1. Define (and Constantly Revisit) the Flagship Vision Statement

    • Identify Non-Negotiables: Pinpoint the two or three project objectives that are critical to success. For instance, your ERP must maintain auditable financial records and deliver an exceptional customer experience if customer-facing portals are in scope. You should work this out with your vendor during the sales cycle (Before you Buy) so you know exactly what the key deliverables are.

    • Communicate Relentlessly: Ensure these objectives are repeated in every relevant meeting, printed on project materials, and woven into all training sessions. This constant reminder keeps teams aligned on why the project is happening.

    • Align All Decisions: Before approving configuration changes or new workflows, ask: “Does this directly support our flagship goals?” If not, deprioritize or discard it. This helps cut through noise, whether it takes two or five clicks.

  2. Invest in Organizational Readiness

    • Conduct a Culture & Change Readiness Assessment: Proactively gauge how ready your organization is to handle change. If the results show gaps in leadership support or employee buy-in, tackle these first.

    • Bring in OCM Experts Early: If your team has limited OCM experience, hire or contract professionals who specialize in leading large-scale transformation. These experts can build a structured plan for training, communication, feedback loops, and stakeholder management.

    • Personalized Training & Communication: Different user groups have different needs. Tailor communications for executives, middle managers, frontline employees, and technical teams to ensure everyone understands the “what,” the “why,” and the “how” behind the ERP rollout.

  3. Embrace Incremental Value Delivery

    • Start with High-Impact Processes: Instead of rolling out the system region by region, begin with specific functions or processes that offer substantial business value. Showcasing early wins boosts organizational confidence.

    • Adopt a Phased Iteration Mindset: View the ERP as an evolving platform rather than a fixed piece of software under glass—plan for iterative releases that continuously refine functionality and keep pace with changing business needs.

    • Collaborate Closely with Your Vendor: Remember, you’re not just purchasing software—you’re effectively partnering with the vendor. Work with them to configure and fine-tune the ERP over time, leveraging their roadmap and expertise.

  4. Manage Expectation and Resistance

    • Set Realistic Timelines and Milestones: Unrealistic deadlines can lead to rushed rollouts that exacerbate user frustration—space out key milestones for adequate testing, feedback, and adoption support.

    • Create Clear Feedback Channels: Encourage employees to share their concerns, experiences, and suggestions. Address issues openly and quickly to reinforce trust in the process.

    • Celebrate Adaptation Success: Recognize teams and individuals who adapt quickly and contribute to positive changes. Public kudos can help shift attitudes and reduce resistance to the new system.

  5. Measure, Monitor, and Adjust

    • Define Success Metrics: Set quantifiable goals, whether for cost savings, reduction in manual work, or improved customer satisfaction scores.

    • Use Data to Drive Continuous Improvement: Regularly review progress against these metrics. Where you see lagging adoption or suboptimal results, revisit processes, training, or system configurations to keep improving.

    • Look Ahead: The business environment changes rapidly. Remain vigilant about upcoming organizational shifts—acquisitions, new product lines, or workforce changes—and proactively plan how your ERP will handle them.


Summing it up

Implementing a new ERP is more than a technical undertaking; it’s a cultural shift. Focusing on a clear, concise flagship vision statement and acknowledging that “perfection” is neither possible nor necessary will set your project on a path of realistic success. By committing to incremental value delivery, creating a structured approach to organizational change, and forging a robust partnership with your vendor, you secure the foundations for a system that can evolve and grow with your organization’s needs.


Remember, the greatest threat to a large-scale ERP rollout is an organization’s unwillingness or inability to change. Addressing OCM from the start will reduce friction and lay the groundwork for sustained growth and innovation. After all, the ERP you install today must continue to serve you a year from now—and well into the future.


Don’t chase the rainbow of perfection; build a system and culture ready to thrive in constant evolution. Welcome to today's software revolution!

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