How do you get senior leadership to commit to ERP change?

1 Understand their goals and pain points

Before you approach senior leaders with your ERP change proposal, you need to understand their goals and pain points. What are they trying to achieve in terms of business performance, customer satisfaction, or competitive advantage? What are the current challenges or frustrations they face with the existing system or processes? How does your ERP change align with their strategic vision and priorities? By showing them how your ERP change can help them solve their problems and reach their objectives, you can demonstrate the value and urgency of your project and gain their interest and attention.

2 Communicate the benefits and risks

Once you have established the relevance and importance of your ERP change, you need to communicate the benefits and risks of the project. How will your ERP change improve efficiency, productivity, quality, or profitability? How will it reduce errors, waste, or duplication? How will it enhance collaboration, innovation, or customer service? How will it support compliance, security, or sustainability? You need to quantify and illustrate these benefits with clear and compelling data, examples, or testimonials. At the same time, you need to acknowledge and address the potential risks of your ERP change, such as cost overruns, delays, disruptions, or resistance. How will you mitigate and manage these risks? How will you ensure a smooth and successful transition? You need to provide realistic and transparent information and expectations about your ERP change and show that you have a solid plan and contingency measures in place.

3 Involve them in the decision-making and planning

Another way to get senior leadership to commit to ERP change is to involve them in the decision-making and planning process. By giving them a voice and a stake in your project, you can increase their buy-in and ownership of the change. You can ask them for their input, feedback, or approval on key aspects of your ERP change, such as the scope, budget, timeline, or vendor selection. You can also invite them to participate in the steering committee, the project team, or the change champions network. By involving them in your project, you can leverage their expertise, influence, or resources, as well as foster trust, collaboration, and accountability.

4 Provide regular updates and reports

Another strategy to get senior leadership to commit to ERP change is to provide regular updates and reports on your project progress and performance. By keeping them informed and engaged, you can maintain their interest and support, as well as address any issues or concerns that may arise along the way. You can use various methods and channels to communicate with them, such as meetings, emails, newsletters, dashboards, or presentations. You can also use different formats and styles to suit their preferences and needs, such as graphs, charts, tables, or stories. You should focus on highlighting the achievements, milestones, or benefits of your ERP change, as well as the challenges, risks, or lessons learned. You should also solicit their feedback, suggestions, or questions and show that you value their opinions and insights.

5 Celebrate and recognize their contributions

Finally, you can get senior leadership to commit to ERP change by celebrating and recognizing their contributions to your project. By acknowledging and appreciating their efforts and achievements, you can boost their morale, motivation, and loyalty, as well as reinforce the positive outcomes and impacts of your ERP change. You can use various ways to celebrate and recognize them, such as awards, certificates, gifts, or public announcements. You can also share their stories, testimonials, or best practices with other stakeholders or audiences. By celebrating and recognizing them, you can also encourage them to continue supporting and promoting your ERP change and inspire others to follow their example.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?