By Rob Andrews inspired by several of our clients’ recent experiences
Implementing big, shiny new systems like ERP (Enterprise Resource Planning), CRM (Customer Relationship Management), or powerhouse platforms like D365 and SAP can feel like you’re about to unlock the secret sauce for running your business more efficiently. It sounds simple: swap out the old system, plug in the new one, and watch everything magically work better, right?
Well, if only it were that easy. Even the biggest, most sophisticated companies have been brought to their knees by system implementations that didn’t go according to Hoyle. These things can take an organization from “we’re about to take over the world” to “we don’t know how to send an invoice anymore” in record time.
Truth is, implementing new systems requires a level of careful planning that most organizations underestimate. It’s not just about clicking “install” and going about your business. We’re talking about an intricate dance between technology, processes, and—here’s the real kicker—people. Without the right approach, these implementations can turn into a full-fledged disaster, with disruption spreading across the organization faster than a viral cat meme. So, let’s talk about why careful planning is the make-or-break factor when rolling out new systems, and how to avoid turning your business into a cautionary tale.
Why Systems Implementations Go South
- Underestimating Complexity: One of the most common mistakes companies make is thinking that they’re just upgrading to a fancier version of Microsoft Word. ERPs, CRMs, and all their cousins are way more complicated. We’re talking about systems that touch everything—finance, supply chain, HR, sales, and more. So when you don’t appreciate the layers of complexity involved, you end up rushing through critical decisions or skipping important steps. And suddenly, it’s not just a software change—it’s your business grinding to a halt because someone didn’t realize the new system would throw off your entire payroll process.
- The IT-Business Disconnect: Let’s be honest, sometimes IT and business departments speak two different languages. IT folks might be laser-focused on the technical requirements, while business leaders are focused on outcomes like customer experience and operational efficiency. If these two groups aren’t aligned, you can end up with a system that’s perfectly functional but completely useless for the real users. It’s like buying a Ferrari but never getting out of second gear—sure, it’s impressive, but it’s not helping you get anywhere faster.
- Change Management? What’s That? Ah, change management. The thing everyone talks about, but no one wants to deal with. The reality is that people hate change—especially when it means learning a new system that they didn't ask for. You can have the best software in the world, but if your employees aren’t on board or properly trained, they’ll find every way to work around it. Trust me, they’ll use sticky notes and carrier pigeons before they fully embrace that new CRM. If you’re not managing the human side of the transition, prepare for some serious resistance (and maybe a mutiny).
- Unrealistic Timelines: This one’s a classic. Companies get excited about their shiny new system and decide it needs to be implemented yesterday. Cue the unrealistic deadlines, the cutting of corners, and the skipping of critical steps like testing (which we’ll get to in a minute). But here’s the thing: fast-tracking these projects can lead to chaos. Instead of having a smooth rollout, you end up with bugs, errors, and people asking, “Wait, why is our customer database showing 18-month-old data?”
- Data Migration Woes: Speaking of data, if you think moving from your old system to the new one is as simple as hitting “export” and “import,” I’ve got some bad news. Data migration is often the Achilles' heel of system implementations. You’ve got legacy data that may be outdated, incomplete, or in a format your new system just doesn’t like. One small mistake in data mapping, and suddenly your entire product catalog is jumbled, or worse, customer information is misplaced. This is not a great look when you're trying to impress your stakeholders.
Planning for Success: What to Do Instead
- Conduct a Real Needs Assessment: Before you even think about picking a new system, take a step back and figure out what you need. And no, I don’t mean what looks good on a PowerPoint slide. Bring in stakeholders from across the company—finance, operations, HR, marketing—and make sure everyone’s needs are on the table. Also, think about scalability. Sure, this system might work for your current size, but what about in five years when you’ve tripled in size? Plan for that now, or you’ll be doing this all over again way sooner than you’d like.
- Build a Detailed Project Plan: Once you’ve figured out what you need, it’s time to map out how you’re going to get there. And I’m talking detailed—like “who’s responsible for each tiny part of the project” detailed. You’ll want clear milestones, a realistic timeline (remember what we said about deadlines?), and a budget that includes contingencies. Because, let’s face it, something will go wrong, and when it does, you’ll want to be prepared rather than scrambling for solutions on the fly.
- Align IT and Business from Day One: The key here is communication. IT needs to understand the business outcomes, and business leaders need to understand the technical requirements. Hold regular alignment meetings and get everyone on the same page from the start. If this turns into an “us vs. them” situation, you’ll be on the fast track to a disjointed system that no one’s happy with. It’s like trying to build a house with two architects who have never met—you’re going to end up with some weird rooms and missing walls.
- Take Change Management Seriously: Change management isn’t just a buzzword. It’s the glue that holds this whole process together. Start communicating early and often about the benefits of the new system and how it’s going to make everyone’s life easier (even if they’re skeptical). Offer training sessions, be patient with the inevitable learning curve, and have a support system in place for after-go-live. Basically, you want to make sure your employees feel like they’re getting a first-class ticket to a better way of working, not being dragged onto a mystery train they didn’t ask for.
- Test Like Your Business Depends on It: Testing isn’t something to rush through. Before you go live, make sure the system works the way it’s supposed to. Do unit tests, integration tests, and user acceptance tests until you’re sure everything is functioning smoothly. You’d rather find out about issues in a controlled testing environment than when your CFO calls because payroll didn’t run. Trust me on that one.
- Plan for Post-Go-Live Support: Don’t think you’re done just because the system is live. This is the start of the next phase, which includes troubleshooting, user feedback, and ongoing support. Make sure you have resources in place to help employees adjust and fix any bugs that pop up after go-live. A well-supported transition keeps the project momentum going, so you don’t lose that initial excitement once reality sets in.
At the end of the day, system implementations are a big deal. If you plan carefully, manage expectations, and stay focused on both the technology and the people, you’ll set yourself up for success. But rush through it, underestimate the complexity, or ignore the human element, and you could be looking at a very expensive lesson in how not to implement a system. It’s not rocket science, but it does require some good old-fashioned planning, communication, and patience. Get that right, and your new ERP or CRM might just become the game-changer you were hoping for.
And if all else fails, there are always sticky notes.
I hope this has given you some food for thought. If you’re struggling with any of these issues in your organization, let’s talk. We’ve helped many organizations through major change resulting in peak performance cultures, and we’d love to help you do the same.
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