The RFP’s have gone out, the demos have been made, and the negotiations finished. Your company is excited about the ERP software selection that’s finally been made. The ink is not yet dry on the contract you’ve just signed with your new ERP provider when the buzz about the system hits your shop floor. Everyone’s wondering if the new system will function better than the old one, is easier to operate, and, most importantly, will it last.
Then, the software consultants show up and installation begins—so far, so good. Software is deployed, data converted, and all seems well as the process starts. Along the way, though, implementation hits a couple of bumps, things slow a bit. “No problem,” explain the consultants, “There are always a couple of things at the beginning of every implementation.” This is true, but in your instance the problems seem to exponentially increase, not decrease. To make matters worse, no one knows who the company leader is, who is the champion of this implementation process.
You are now witnessing the twilight zone of a bad implementation. (more…)