Lessons from Over 1,000 ERP Implementations

Written By: Eric Kimberling
Date: April 28, 2018

Over the last 20 years, I have had the good fortune of being involved with over 1,000 different ERP implementations. My role varied from being a project manager, program manager, expert witness, executive steering committee member, organizational change lead, business process lead, project recovery consultant, third party oversight consultant, and a host of other roles.

More recently, I’ve moved from being deeply involved in less projects to being more broadly involved in more projects. For example, I’ve been on the executive steering committees over 100 ERP implementations just during the last two years alone. This broad and deep experience has given me a unique perspective in a number of different roles.

During this variety of implementation experience, I’ve come to the realization that there are a number of common patters among projects that are successful – as well as those that fail. It’s interesting to see how similar successes are and how similar the failures are as well. Success and failure isn’t due to luck, but rather due to solid planning, execution, and use of proven best practices.

Some of the most common best practices and lessons include:

  • Failure can be avoided
  • Have a clear digital strategy to start
  • Let your business drive technology
  • Be realistic
  • Implementation is more important than software selection
  • Recognize that there are no silver bullets
  • Take your time and control the project tempo

Watch the video below to hear more context and hear my analysis of each of these seven points:

YouTube player

In addition, I published a white paper outlining the 20 best practices for a successful ERP implementation or digital transformation. This guide is a must read for any CIO, project manager, or project team member about to embark on this type of journey.

Eric Kimberling
Eric is known globally as a thought leader in the ERP consulting space. He has helped hundreds of high-profile enterprises worldwide with their technology initiatives, including Nucor Steel, Fisher and Paykel Healthcare, Kodak, Coors, Boeing, and Duke Energy. He has helped manage ERP implementations and reengineer global supply chains across the world.
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