When organizations launch a digital transformation or ERP initiative, most leaders assume the “real experts” are the software vendors, system integrators, or outside consultants they bring in to guide the effort.
And while those players can certainly provide technical depth, the single most important factor in your project’s success is the strength of your internal team. Without it, even the best consultants will struggle to deliver lasting results.
Let’s break down why.
Ownership Over Outsourcing
Think of it like installing air conditioning in your house. You might hire an HVAC technician to set it up, but you still want to know how to turn it on and off without calling in outside help every time.
Digital transformation works the same way. If your people don’t own the new system and processes, you’re stuck relying on outsiders long after the project ends. Ownership ensures your organization—not the vendor—controls your future.
Fit Over Flash
ERP and transformation projects are stressful. You need people you trust in the trenches—people who know your business, your culture, and your pain points.
It’s not about hiring the flashiest resume; it’s about finding those who will fit into your culture, listen to concerns, and work through challenges with the team. Cultural fit trumps technical flash every time.
Why Contractors ≠ Integrator Resources
Many CIOs wonder: If I can get contractors through my vendor or system integrator, why bother building my own team?
Here’s the difference:
- System integrator staff are often split across multiple clients, slotted in wherever availability allows. Their allegiance is ultimately to the integrator.
- Independent contractors embedded on your team work for you. They’re aligned to your goals, invested in your success, and focused solely on maximizing the value of your investment.
That alignment makes all the difference in day-to-day execution.
The Unicorn Trap
One of the most common mistakes we see is overreliance on “unicorns.” Organizations want one person who can cover every possible skill set—functional, technical, change management, analytics, project management, and more.
The reality? Unicorns are rare, and betting your project on finding one is risky.
Instead, focus on building a balanced team with complementary strengths. You don’t need one all-star; you need a roster of capable players who together can cover the field.
The Most Critical Roles to Fill
While every role has importance, certain internal functions consistently prove to be make-or-break for ERP projects:
- Internal Project Manager – someone who represents your organization, not the vendor, and ensures decisions are made in your best interest.
- Change Management Lead – to prepare people, manage resistance, and embed adoption into daily work.
- Business Process Owners – leaders from finance, supply chain, HR, and other functions who have real authority to define requirements and make decisions.
Without these roles filled internally, you risk turning the project over to outsiders who may not understand—or prioritize—your long-term strategy.
Questions to Consider
As you build your internal team, ask yourself:
- Do we have true ownership, or are we outsourcing decision-making to vendors?
- Are we prioritizing cultural fit over flashy credentials?
- Are our contractors embedded with us, or split between multiple clients?
- Have we avoided the “unicorn trap” by building a team with complementary strengths?
- Do we have the right internal leaders in project management, change management, and process ownership?
Final Thought
ERP vendors and consultants can help guide your digital transformation, but they can’t replace your internal team. Your people will live with the system long after the consultants leave. Building the right team—fit, ownership, and balance—will determine whether your transformation becomes a lasting success or just another expensive project.
👉 Want to dive deeper into how to structure your ERP project team? Download our 2025 Digital Transformation Report or join us at Stratosphere 2025 for real-world lessons from transformation leaders.
