Here's how you can smoothly hand over your responsibilities in ERP before retiring.

La documentación es uno de los pilares básicos a tener en cuenta. Para que parte principal de los conocimientos que tenemos se puedan aprovechar por los compa?eros que tengan que mantener el ERP, es necesario que quede bien documentado todo. Es recomendable guardar videos explicativos a modo resumen de dónde se encuentra todo. Es mas práctico un video explicativo que documentos escritos de cientos de páginas. Dependiendo las responsabilidades que se tengan en el ERP más funcionales de uso o de configuración o de temas más de integraciones o técnicos, la documentación será diferente o requerirá más información..

When I handed over my SAP responsibilities, I chose a successor who not only understood the technical aspects but also had a deep grasp of the business processes it supports. We spent months in hands-on training, where they shadowed me and gradually took on more tasks independently. For instance, I guided them through complex tasks like financial reporting and supply chain management, ensuring they were confident and competent. This comprehensive training approach ensured they were well-prepared to manage the system autonomously, guaranteeing continuity and success. Investing in your successor's development is essential for sustained ERP effectiveness and organizational stability.

Dependiendo del rol que se tenga con el ERP si las responsabilidades son amplias, se necesitaran varios meses de trabajo conjunto. Lo ideal es que la persona que reciba las capacitaciones para sucedernos pueda aprender e ir cogiendo dichas responsabilidades, mientras seguimos en nuestro puesto a forma de ir trasladándole las responsabilidades y ayudándole en el uso de las mismas.

Your professional network is a treasure trove of resources and knowledge. When I transitioned from my ERP role, I made sure to introduce my successor to key contacts, including our SAP consultants, IT support team, and primary vendors. For example, during a joint meeting with our main software vendor, I facilitated an introduction and explained our ongoing projects and challenges. This ensured my successor had a solid support system and could tap into these resources for advice and problem-solving. Sharing your network not only helps your successor address issues more effectively but also provides them with a broader understanding of the ERP ecosystem, setting them up for success.

Tener una red de contactos bien documentada, categorizada es lo que permitirá no sólo usarla de la forma mas eficiente sino también poder compartirla al sucesor para aprovecharla desde el primer momento que la reciba. (Informaciones principales como, empresa, departamento, comentarios breves sobre que gestiones nos realizan, teléfono, correo electrónico...

Sí tiene equipo de trabajo o trabaja con diferentes áreas deberá tener reuniones de seguimiento para coordinar los trabajos y situación. En caso de ayuda bien podrá ser con los equipos o bien con el trabajador saliente o incluso podría ser apoyos relacionados con el socio tecnológico que les de soporte en el ERP.

When I transitioned out of my ERP role, I established regular check-in meetings and set up a helpdesk ticketing system for tracking issues. For example, I scheduled weekly check-ins where my successor could discuss any problems and seek guidance. We also implemented a ticketing system to ensure no issue went unresolved. I assured them that seeking help is a sign of diligence, not weakness. This approach provided a safety net and encouraged continuous learning, helping my successor grow confidently into their new role while maintaining system stability.

Crear un roadmap que se pueda ir adaptando a la situación real. Tener objetivos claros que a la vez se puedan actualizar y adaptar a las metas del sucesor y de la empresa de cara a estar alineados.

Finally, take the time to reflect on your career and the insights you've gained while managing the ERP system. When I was transitioning out of my ERP role at a manufacturing firm, I shared my experiences during a lunch meeting with my successor. I discussed how we navigated a major system upgrade and the importance of aligning the ERP with business goals. I emphasized the need for continuous learning and adaptation. This personal touch, combined with practical advice, empowered my successor to navigate the complexities of the role and continue evolving the system to meet future needs, ensuring long-term success and innovation.