Avoiding the ERP hangover
Going live with a new ERP (enterprise resource planning) system is a major milestone, but the real challenge is what happens after the implementation team leaves and the project roadmap disappears. In his CIO article, Michael Bertha, a partner at Metis Strategy, describes this period as the “ERP hangover.” After years of structured implementation work, governance meetings and outside support, organizations can struggle to maintain momentum and continue improving the system once the project officially ends. Bertha highlights three things companies can do to avoid losing the value of their ERP investment.
First, build continuous improvement into the operating model. Instead of treating ERP as a finished project, organizations should assign people to own individual capabilities and maintain roadmaps that evolve with changing business needs.
Second, rethink the workforce. Modern cloud ERP systems and AI can take on more routine, transactional work. Companies should evaluate which skills they will need going forward and consider where employees can be reskilled for higher-value work involving integration, coordination and AI-driven workflows.
Third, recognize that ERP work happens at two speeds. Major implementations are milestone-driven projects, while improving and managing the platform is ongoing. Companies need clear processes for deciding which work belongs in each category and how capabilities move from implementation into continuous improvement.
Bertha’s larger point is that organizations shouldn’t wait until go-live to figure out what comes next. The best time to plan for the life of the ERP after implementation is while the implementation is still underway.
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