IT Lifecycle Management for SaaS ERP Begins Before SaaS Migration
Enterprise Resource Planning (ERP) systems, like all technology, move through natural lifecycles. Operating systems reach end of support, databases require upgrades, and networks evolve to support modern security standards. Even when ERP moves into a SaaS (Software as a Service) model, these realities remain.
Across the ERP industry, vendors are accelerating their move toward SaaS delivery models. For providers, SaaS offers predictable recurring revenue and streamlined upgrade paths, making it a profitable and scalable business strategy. For customers, the shift introduces both opportunities and new considerations. While SaaS ERP reduces the burden of infrastructure and application management, it also requires businesses to rethink how they approach IT lifecycle management for the systems, databases, and networks that remain essential to daily operations.
ERP Isn’t the Whole Story: Managing the Full IT Lifecycle
SaaS ERP changes how applications are delivered, but it amplifies the need for technology lifecycle management. By planning for operating systems, databases, networks, and devices, businesses ensure that the ERP deployment — whether SaaS, private, or hybrid cloud — truly supports long-term goals. The key? IT experts who understand ERP software.
Businesses must continue to plan for:
Operating Systems → Windows 10, for example, reaches end of support in October 2025.
Vendor Roadmaps → Infor SX.e customers are being guided toward CloudSuite SaaS.
Databases, Networks, and Devices → Reporting tools, endpoints, scanners, and integrations still require lifecycle oversight.
Lifecycle management keeps every piece of your IT environment working in sync, no matter where your ERP lives. With strategic IT lifecycle management, systems stay secure, aligned, and ready — whether your ERP runs in a SaaS, private, or hybrid cloud environment.
SaaS ERP and the Shared Responsibility Model
SaaS ERP shifts responsibility for cloud hosting and upgrades to the vendor, which can simplify some aspects of system management but doesn’t remove the need for broader IT oversight.
While the vendor manages the ERP platform, adjacent systems remain under the organization’s ownership and care. Organizations remain responsible for their security, performance, and lifecycle.
Adjacent systems not covered by the ERP vendor include:
Integrations with third-party or legacy applications
Understanding the shared responsibility intrinsic to SaaS is key to successful cloud ERP adoption. This is true for Epicor’s move to the Kinetic Browser UX, and it’s true for the Infor push toward CloudSuite SaaS — both bold reminders for IT teams that lifecycle management always extends beyond the ERP application itself.
ERP vendors will continue to evolve their platforms, and deadlines like these highlight how quickly roadmaps can change. But while the application layer may shift from classic clients to browsers or from on-premise to SaaS, the surrounding IT environment remains in your hands. Operating systems still need upgrades, databases still require tuning, networks still demand monitoring, and endpoints still call for lifecycle planning. Recognizing this balance between vendor responsibility and organizational responsibility is what allows IT teams to maintain stability, security, and compliance through every stage of ERP adoption.
FAQs on SaaS ERP and IT Lifecycle Management
Q: If we move to SaaS ERP, do we still need IT support?
A: Yes. SaaS ERP vendors manage the ERP application and its hosting infrastructure, which reduces some of the burden on internal IT teams. However, businesses are still responsible for managing adjacent systems such as endpoints, networks, integrations, and security policies, ensuring that the broader IT environment remains secure, compliant, and aligned with business needs.
Q: Does moving to SaaS ERP eliminate the need for private or hybrid cloud?
A: Not necessarily. Many organizations adopt hybrid cloud ERP strategies, where core ERP functions run in SaaS while supporting systems — such as reporting databases, integrations, or legacy applications — remain in a private cloud ERP hosting environment. This approach allows businesses to balance vendor-delivered simplicity with the control, compliance, and flexibility of private infrastructure.
Q: How does SaaS ERP impact operating system upgrades?
A: SaaS ERP doesn’t remove the need for OS lifecycle planning. For example, Windows 10 will reach end of support in October 2025, meaning endpoint upgrades must still be scheduled.
Q: What’s the difference between SaaS ERP and private cloud ERP?
A: SaaS ERP is vendor-managed, subscription-based, and standardized. Private cloud ERP is hosted in a dedicated environment, offering more control over customization, integrations, and compliance requirements.
Q: When does hybrid cloud make sense?
A: Hybrid cloud works well when an organization wants SaaS ERP for its core functions but still needs private hosting for databases, integrations, or legacy systems that require special handling.
Q: Why is lifecycle management so important in SaaS ERP?
A: Because IT environments are interconnected. Even if ERP is SaaS, the surrounding systems — operating systems, networks, databases, and devices — still require ongoing upgrades, planning, and support to keep the business secure and efficient.
The Long-Term View: ERP and IT Lifecycle Strategy
SaaS ERP changes how applications are delivered, but it doesn’t replace the need for ERP lifecycle management. Even with a vendor-managed environment, businesses must plan proactively for operating system upgrades like the Windows 10 end of support in 2025, prepare for ERP interface changes such as the Epicor Kinetic Browser UX migration, and evaluate vendor strategies like the Infor SX.e to CloudSuite transition.
True IT lifecycle management extends beyond the ERP platform to include databases, reporting tools, networks, endpoints, and compliance requirements under frameworks such as HIPAA, NIST, and CMMC. Whether your systems run in SaaS ERP, private cloud ERP hosting, or hybrid cloud ERP environments, lifecycle planning is what keeps technology secure, compliant, and aligned with long-term business goals.
Ready to Take the Next Step?
Turn technology sunsets into opportunities. Request your free strategy session today and build a clear roadmap for ERP, operating systems, databases, and networks that keeps your business secure, compliant, and ready for the future of work. Whether you’re planning for the Windows 10 end of support in 2025, preparing for the Epicor Kinetic Browser UX migration, or evaluating SaaS vs. on-premise ERP management, lifecycle awareness and roadmapping ensures your systems stay aligned with your long-term goals.
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Customers frequently reach out to us looking to transform their organizations by radically reconceptualizing how they utilize their ERP system. It is not uncommon that a poorly configured ERP system can become a significant impediment to business excellence, beleaguering business processes and muddying the information that would otherwise form the basis of decision-making.
As such, remediating an ERP system can be a fundamental step in transforming the related organization. That said, many customers come to us seeking to understand just how this process operates: how does a consultancy like The Estes Group work with a customer to improve their ERP system? Our answer is not especially surprising — a successful business transformation begins with a successful business process review (BPR).
A BPR is a comprehensive review of an organization and its ERP application, to understand the relationship between them and how the ERP system in question might be modified to the betterment of the organization. But the BPR itself occurs in stages, so let’s better understand the stages of a business process review.
Onsite Review
This is the first stage of a business transformation effort, and is an area-by-area assessment of the organization and the ERP-related elements that might be within the scope of the overall transformation effort. It consists of the following activities:
Clarify business priorities and goals that form the backbone of the assessment. For instance, an organization might be trying to understand whether to reconfigure or reimplement the current ERP system to better serve the needs of the organization, or even to understand whether the system in question is the right system for the organization.
Review ERP-related business processes by department — understanding each department’s perspective is critical for understanding the movement of data across the system. Identify and document issues, gaps, process problems, performance issues, data issues, or any related ERP challenges.
Review ERP data setup — data is fundamental to a successful implementation, and the core master files (items, customers, suppliers) need to be properly set up to support successful transactions.
Review ERP system configuration — the base configuration of the ERP system, which can manifest itself at the level of the company and site or even among various setup tables, can significantly alter how the system behaves. Understanding which decisions have been made is critical to understanding the behavior of the system itself.
This assessment is normally conducted onsite, as it tends to be most thorough when conducted in that manner. The consultant involved is documenting findings and making assessments at the time of the review. On the heels of the onsite review, the consultant normally performs any additional follow-up, be it in the form of data review, process follow-up questions, or remote meetings.
Document Findings
Coming out of the business process review, comprehensive documentation would occur as related to the areas covered, including the following:
Functional areas covered and the characteristics of each.
Gaps/issues identified within areas and between areas, and across the system as a whole.
Recommendations to address gaps/issues where applicable.
Determine Key Next Steps
Based on the business priorities, next steps would be identified and recommendations made. Should the organization clean up the existing environment and correct the existing data structures and business processes to better align with the organization’s intent, or should the organization reimplement a new environment to avoid the challenges of the current state? Or are there simply some tweaks to the existing system to be made, in the form of business logic or reporting?
Preliminary Review
At this point, the BPR would be reviewed with the customer. Considerations of the benefits and drawbacks of each approach would be defined and reviewed, and priorities and scope would be identified, which would be used to construct the project plan and budget. It is always helpful at this stage to clarify expectations, to make sure that goals are aligned and to avoid any downstream confusion when the final deliverables are reviewed.
Identify the Scope
Scope definition would serve to answer the following questions:
Which gaps or issues are most significant, and thus should be fundamental to subsequent planning efforts?
Which key areas would need to be addressed in order to achieve the goals identified above?
Which data files (master files and transactional files) are most in need of review?
Which business processes need to be adjusted?
How much prototyping is required to make the necessary decisions regarding data setup and process definitions?
How do we ensure that data entry is better managed in the future?
How do we ensure that preferred business processes are consistently performed in the future?
Develop the Project Plan
Based on the decisions made in the preliminary review, and the related project plan, determine the project budget that answers the question: what does the cost of the ensuing project look like? A budget may similarly have multiple versions based on the degree of customer involvement:
High customer/user involvement
Low customer/user involvement
Final Review
Once the plan and budget have been constructed, a final review will be conducted with the customer. Fine-tuning of the project plan and budget can occur to align with customer perspectives.
Proposal Development
As an output of the final review, a proposal for project execution will be constructed, using all of the information developed at this point. Assuming agreement on and signature of the proposal, the implementation project will commence.
As you can see, a systematic and staged approach to a business process review can set the stage for a systematic and staged approach to transforming your ERP system — to transform your business.
Your ERP Transformation Begins with a BPR
An ERP process review matters because it reveals how well your system is supporting — or hindering — your business. Over time, ERP setups drift away from best practices as organizations grow, users improvise, or data quality slips. This creates inefficiencies, workarounds, and reporting blind spots that quietly slow down the business. Your ERP journey doesn’t have to be complex. A review with EstesGroup’s expert consultants gives you clarity, direction, and confidence in every next step. Whether you’re reconfiguring, reimplementing, or simply fine-tuning your system, the right insights can transform challenges into opportunities.
By stepping back to evaluate processes, data structures, and configurations, an ERP process review uncovers where gaps exist and what changes will deliver the greatest impact. It turns vague frustrations into concrete improvement opportunities, aligns system performance with business goals, and provides a roadmap for smarter decision-making. In short, it ensures that your ERP isn’t just running, but running in a way that drives measurable business value.
Curious how a BPR could reshape your business? Let’s start the conversation.
Before any major ERP decision, clarity comes first. That’s why we offer a free first-step assessment with our industry experts. In this consultation, we’ll review your current ERP environment, discuss your business priorities, and identify where process gaps or system challenges may be holding you back. Think of it as a guided starting point — no obligation, just actionable insight to help you decide whether a full BPR or another path makes the most sense for your organization. And as your needs grow, EstesGroup’s expert ERP and IT teams can also support you with flexible cloud options and EstesCare Support Services to keep your systems secure, scalable, and supported long-term.
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It’s a natural human tendency to put off unpleasant tasks like mowing the yard, taking out the trash, or addressing the deadline to move entirely from Epicor’s Classic user interface to their new browser-based Kinetic framework.
Entirely understandable, the attachment to years’ worth of carefully tailoring the ERP environment to your company’s needs is hard to give up. Just when you’ve gotten it “just right,” you’re being reset back to level 1, like a video game that suddenly loses all the lives you’ve built with great effort and ingenuity.
But like a lot of things in life, change doesn’t have to be bad. For one, it gives us a chance to reevaluate the choices we’ve made in the past.
That process you installed ten years ago—is it still meeting your needs? Could it be ditched or improved? Is there a better way?
And some of the modifications done to your system might have been tortured into the old user interface in ways that weren’t optimal, but were a way you COULD get what you wanted. And that code was often s-l-o-w.
Since the latter days of ERP10, Epicor has been introducing new tools like the REST API and Epicor Functions that give us better ways to interact with Epicor Business Objects and better places to put heavy-lifting development on the server side where it belongs.
And all your old work isn’t lost. BPMs still work the same way. Dashboards, and even some screen customizations, can be converted with some tweaking. Yes, all that C# code will disappear, but you can convert most all of its functionality to better forms in the new customization layers and functions.
The secret weapon in this fight?
prep·a·ra·tion – the action or process of making ready or being made ready for use or consideration
The time to begin the journey is likely not a month before the deadline, for several reasons.
The learning curve for transitioning from old to new can be steep. Although many of the concepts are the same or similar between the two environments, they can be expressed in very different ways.
Before starting to convert a Classic application’s customization that has very much complexity, you’ll likely want to document what the old one does and how it does it, complete with data accessed, UD fields added, C# script processes, and so on. Many Epicor ERP installations are not well documented, and this is a good excuse to do a good thing.
Evaluating the old processes and decisions about whether to promote them or instigate some redesign will take a while.
And then, the actual conversion work can be a slow slog if you have a lot of it to do.
All this might seem insurmountable, if not merely daunting. But there’s still time—the first deadline is still over a year away at this writing.
Gather your resources. Identify your team. Get support from management. Make a plan—and realize it might evolve. And as if eating an elephant, take one bite at a time.
Epicor has good documentation for their Application Studio environment via the Help information accessed from the Kinetic menu. Going to Insights will help, as will joining online user groups like www.epiusers.help.
As always, we’re here you help when you need it. The EstesGroup ERP and IT teams will extend assistance in whatever form you need, a jumpstart, specific application conversions, or project management.
Just give us a shout when you need us.
What does Epicor 2026.1 mean for your business?
EstesGroup is a leading Epicor ERP consultancy that blends elite Epicor Kinetic expertise with cutting-edge technology, AI, and cloud services. There are a bundle of technical challenges to work through and decisions to make when uplifting any custom elements of your Epicor Classic UI to Kinetic. Get your questions about Epicor 2026.1 answered now by our ERP experts. Don’t miss out on insights gained in our “Uplifting Epicor Classic UI to Kinetic” webinar with industry experts.
Uplift Epicor Classic UI to Kinetic Guide Request
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EstesGroup and NAW: A Powerful Partnership for Distribution Success
The National Association of Wholesale Distributors (NAW) has been a cornerstone of the multi-trillion dollar wholesale distribution industry since 1946. Let’s explore NAW’s role, offerings, membership benefits, and key events that drive wholesale success. EstesGroup provides full services and solutions to the distribution industry for business consulting, enterprise resource planning (ERP), technology, and cloud solutions.
While the National Association of Wholesale Distributors (NAW) provides invaluable industry advocacy, networking, and educational resources, EstesGroup complements these efforts by offering cutting-edge technological solutions tailored for the distribution sector. This synergy creates a comprehensive support system for wholesale distributors looking to thrive in today’s competitive marketplace.
What EstesGroup Brings to NAW Events
EstesGroup’s full suite of world-class ERP, IT, and cloud solutions addresses the unique technological needs of distributors. Their offerings include:
ERP Solutions: EstesGroup specializes in implementing and supporting enterprise resource planning systems designed specifically for distributors. These ERP solutions streamline operations, enhance inventory management, and improve overall business efficiency.
IT Services: With a deep understanding of the distribution industry, EstesGroup provides managed IT services that ensure your technology infrastructure supports your business goals. From network security to help desk support, they keep your operations running smoothly.
Cloud Solutions: EstesGroup’s cloud services enable distributors to leverage the power of cloud computing for improved scalability, accessibility, and data security. This allows businesses to focus on growth while EstesGroup manages the technical details.
By combining NAW’s industry insights and advocacy with EstesGroup’s technological expertise, distributors gain a competitive edge. NAW members can leverage EstesGroup’s solutions to implement the best practices and strategies learned through NAW’s educational programs and events. Meanwhile, EstesGroup’s understanding of NAW’s initiatives ensures their technology solutions align with industry trends and regulations.
This powerful combination of industry knowledge and technological capability positions wholesale distributors for success in an increasingly digital marketplace. Whether you’re looking to optimize your supply chain, enhance your customer relationship management, or modernize your entire IT infrastructure, the partnership of NAW’s industry leadership and EstesGroup’s technical prowess provides a solid foundation for growth and innovation in the distribution sector.
What is NAW?
NAW represents diverse sectors within the wholesale distribution industry, serving businesses of all sizes. The organization is committed to do the following and more:
Creating policies that strengthen the industry
Providing resources for contemporary market challenges
Promoting success for all member businesses
EstesGroup Supports NAW’s Core Mission
Advocacy
Represents wholesale distributors at federal and state levels
Lobbies for beneficial legislative and policy changes
Acts as the industry’s voice for a better business environment
Education
Offers resources to enhance members’ knowledge and skills
Provides publications and online webinars
Keeps members informed about industry best practices and technologies
Networking
Facilitates member events for industry connections
Fosters community and collaboration
Promotes valuable partnerships and insights
Membership Benefits
Industry representation through advocacy efforts
Access to valuable research and reports
Educational resources for professional development
Networking opportunities within the industry
Discounted services and products from strategic partners
Key NAW Events
SHIFT 2024
Date: September 11-13, 2024
Location: Denver, Colorado
Features: Networking and business insights from industry leaders
NAW Executive Summit 2025
Date: January 27-29, 2025
Location: Grand Hyatt, Washington, D.C.
Features: Learning, networking, and social events
NAW is an essential resource for wholesale distribution businesses, offering advocacy, education, and networking opportunities. Through its events and services, NAW promotes community, collaboration, and sustainable growth in the industry.
The National Association of Wholesale Distributors (NAW) Events in 2024 and 2025: Your Competitive Edge
Visit EstesGroup at NAW events, where our team of experts will be offering complimentary consultations tailored to your distribution company’s needs. Whether you’re looking to optimize your Prophet 21 implementation, explore cloud solutions, or discuss IT strategies, our specialists are ready to provide insights and guidance at no cost. Take advantage of this exclusive opportunity to do the following and more:
Gain personalized advice from EstesGroup’s distribution technology experts
Explore cutting-edge solutions to enhance your operations
Business Process Re-engineering (BPR) or Business Process Review (also BPR) have evolved into a crucial strategy for companies navigating the rapidly changing digital landscape. If you’ve been in your industry for even a short time, you’ve likely encountered both terms and recognize the growing importance in driving innovation and maintaining competitive, especially in regard to new AI technologies.
Business Process Re-engineering and Business Process Review, both conveniently abbreviated as BPR, are two sides of the same coin in the realm of organizational improvement. While they share the goal of enhancing business operations, their approaches and outcomes differ significantly. A Business Process Review is like a health check-up for your company, diagnosing issues and suggesting minor tweaks to existing processes. It’s the corporate equivalent of adjusting your diet and exercise routine.
On the other hand, Business Process Re-engineering is more akin to radical reconstructive surgery, completely reimagining and rebuilding processes from the ground up. It’s not just about losing a few pounds; it’s about getting an entirely new body. Both BPRs aim to boost efficiency and effectiveness, but while a Review might suggest switching from manual to digital record-keeping, Re-engineering could propose scrapping the entire department and replacing it with an AI-driven system. In essence, these BPR twins are united in their quest for improvement but diverge in their level of ambition and disruption.
Modern businesses and ERP solutions are intricate ecosystems of processes designed to optimize quality, efficiency, and profitability. However, in today’s fast-paced environment, these processes require constant evolution. To stay ahead, companies must embrace continuous transformation, leveraging cutting-edge technologies and methodologies.
Regular, comprehensive reviews of your business processes are no longer optional—they’re essential for survival and growth. This may involve:
Harnessing the power of big data and advanced analytics
Integrating AI and machine learning into decision-making processes
Reimagining customer engagement through personalized, AI-driven experiences
Adopting blockchain for enhanced security and transparency
Exploring the potential of augmented and virtual reality in various business functions
Legacy systems that once formed the backbone of operations may now be holding you back. It’s time to consider next-generation solutions built on cloud-native architectures and powered by AI.
Enter the New Era of ERP in an Era of AI
Enterprise Resource Planning (ERP) has undergone a radical transformation. Today’s ERP solutions are intelligent, interconnected platforms that serve as the central nervous system of your organization.
A state-of-the-art ERP system should do all of the following and more:
Leverage AI for predictive analytics and autonomous decision-making
Offer seamless integration with IoT devices for real-time data collection
Provide advanced cybersecurity measures to protect against evolving threats
Enable hyper-personalization in customer interactions
Facilitate sustainable and ethical business practices
Support remote and hybrid work models with robust collaboration tools
Offer immersive data visualization for enhanced insights
The best part? These advanced ERP solutions are designed for the mobile-first world, allowing secure access and management from any device, anywhere on the planet.
If this sounds like the future your business needs, it’s time to speak with an EstesGroup AI + ERP consultant. Imagine your business processes reimagined by AI – EstesGroup can turn that vision into reality, transforming your operations from outdated to cutting-edge through strategic BPR (Business Process Review or Business Process Re-Engineering project), leaving your competitors wondering how you leaped so far ahead so fast.
At EstesGroup, we specialize in propelling businesses into the future. As leading implementers of cutting-edge ERP solutions, we excel in BPR for the AI age. Our team identifies the processes holding your business back and tailors ERP solutions that unlock your company’s full potential in this new digital era.
Reimagine Your Business for the AI Era with BPR for ERP Expertise
As we stand on the cusp of 2025, the dual forces of Business Process Re-engineering and Business Process Review are more critical than ever in navigating the AI-driven future. Whether you’re looking for incremental improvements or radical transformations, these BPR approaches offer powerful tools to optimize your operations for the challenges ahead. At EstesGroup, we understand that every business’s journey is unique. We’re here to guide you through whichever BPR path best suits your needs, leveraging cutting-edge AI technologies and our deep industry expertise.
By embracing these forward-thinking strategies, your organization can not only adapt to the rapidly evolving business landscape but thrive in it. Don’t let your processes become relics of the past—partner with us to reimagine your business for the AI era and position yourself at the forefront of innovation. The future is here, and with the right BPR approach, you’ll be ready to seize every opportunity it brings. Take the first step towards future-proofing your business. Connect with us today and discover how we can transform your operations for the challenges and opportunities of 2025 and beyond.
Eric Kimberling and the team at Third Stage Consulting serve as thought leaders in the digital transformation community, helping customers through software selection, change management, system implementation, and the integration of technology and business. Their “Transformation Ground Control” podcast series engages the larger business and technology communities to address various topics related to business strategy and digital transformation. Recently, I was able to sit down with Eric and discuss a topic that had become quite important to me in the field of ERP implementation — ERP culture.
What is ERP culture?
In our discussion, I defined “ERP Culture” as the set of attributes or characteristics of the company’s overall business culture that support or inhibit the successful implementation of an ERP system. Over the course of an hour, we covered several of these attributes and how they apply to a given implementation.
This topic formed organically enough — I had recently worked with two companies that had gone live on an ERP system within a similar timeframe. The two companies had a number of striking similarities:
The two companies were of similar size.
Both companies were privately-owned, family businesses, headquartered in the same state.
The firms both worked in roughly-analogous market environments, providing products of comparable complexity.
Both companies were coming from antiquated, 40-year-old business systems.
They were implementing the same ERP system and using the same system integrator.
The companies had similar project budgets and similar core team contributions.
The two companies had so many similarities, and yet one implementation was a ringing success and the other was a frustrating mess. In trying to perform forensics to understand just why one implementation was successful and the other a failure, I began to wonder whether the differences between the two projects were due to the significant differences in the cultural makeup of the two companies.
Having once worked in the area of Lean Six Sigma, the idea of “Lean Culture” had been well documented — the notion that a successful implementation of Lean methodologies was highly contingent on the culture of the organization. I tend to think that the same applies to the ERP community: that the success of an ERP implementation rests heavily on the cultural foundation of the implementing organization. That said, what are the elements that comprise the company’s cultural foundation?
ERP Culture & Digital Transformation
Clarity of Focus
Successful companies are constantly separating wheat from chaff — separating key initiatives from tertiary activities. They tend to be good at taking initiatives to their successful conclusion. They are good at avoiding distractions. In the words of Jack Welsh, they “pick a direction and implement like hell.” And when and ERP project occurs, they becomes the primary focus of the organization, and other initiatives get put on hold. Unsuccessful companies tend to be distracted by shiny objects and this distractibility infects their implementation projects.
Attention to Detail
Successful companies are process-oriented — they understand the importance of specific activities and are not prone to “skipping steps.” At times they are methodical to a fault. This is especially the case when you compare them to “cowboy companies” — companies that play it “fast and loose” in their daily business lives. In the execution of an ERP system, these tendencies quickly become evident, especially when implementing ERP functionality such as labor time entry and inventory management. Successful companies take great pride in the cleanliness of the data involved in these processes. Less successful companies tend to let their data devolve into chaos. And you can never successfully implement ERP from a foundation of chaotic data.
Preparation
Initiatives such as an ERP implementation are not unfamiliar to successful companies, as such companies tend to plan out initiatives before they do them. They understand the value of a plan and its execution. Unsuccessful companies operate like a headless chicken — lots of activity, but very little direction. The value of such a tendency is self-evident: companies that don’t plan to get to a certain point rarely get there.
Empowerment
The term “empowerment” generally elicits eye rolls in the manufacturing community, as it sounds like something you’d hear in a mandatory diversity training seminar. If I were to give the term a more rigorous operational definition, I would describe it as the tendency to clearly define individuals’ areas of responsibility, making them accountable for clear outcomes in those areas, and providing them the resources and autonomy to achieve those outcomes. Unsuccessful companies tend to have a domineering management style, where a few “alpha dogs” fight over decisions, while the rest of the organization resembles an army of chronically depressed lemmings. A fundamental tenant of implementing Lean is the ability for teams to define the processes in their areas of responsibility. Such is the same in an ERP system, where configuration decisions can greatly impact process performance. Such a monumental task requires a team of individuals that have the responsibility, accountability, and support to see it though.
Proactivity
By nature, successful companies are proactive — they are perpetually looking to understand how the chess game plays out. The tendency to look ahead imbues the sometimes tedious steps of an ERP project with a degree of value that is easy to neglect. Such companies tend to be quick to solicit and receive feedback. Proactive cultures also tend to be quick to have honest conversations of the state of a project, when things are not going as planned. Such candor is not a mere complaining — it is the willingness to be accountable for uncomfortable circumstances. The opposite of these tendencies is passivity. In a passive organization, individuals might have trepidation or concerns about a given issue, but lack the proactive tendencies to get ahead of these concerns and bring them to the surface
Sense of Ownership
Ownership is the flipside of empowerment. Highly-empowered employees tend to develop a strong sense of ownership. They are not looking to have things done for them — they’re looking to understand the intended outcomes of a given task and take ownership of them. These are the best kinds of team members to have on an ERP project, as they are self-motivated and are constantly looking to move the ball forward. It’s a question of push vs pull: I’ve had project managers on projects where the team had a lack of ownership, describe the initiative as “pulling teeth” — they were perpetually having to drag the team along. This is generally an indication of ownership issues.
Cross-Functionality
Companies vary considerably in the degree to which they encourage their employees to understand the overall company processes, outside of their individual silos. Successful companies tend to have a greater degree of cross-functionality then their unsuccessful counterparts. They recognize the value of understanding an organization from front to back. As a result, their team members are not content to just understand their own small areas of the map — they want to know the whole thing. One of the great outcomes of an ERP project is the level of cross-functionality that it affords.
Cultural Tendencies & ERP Success
An early mentor of mine once told me that an implementation is equal parts technical and cultural, and if you neglect the cultural, you’ll never achieve the technical endpoint that you desire. My life in ERP has proven this maxim time and again. ERP projects are never easy. But if a company lacks some basic cultural tendencies to support a successful implementation, they will find themselves struggling to achieve their lofty goals.
