ERP Unlocked: Rethinking How to De-risk and Accelerate ERP Transformation

The misplaced myth: software as the villain 

It’s easy to cast software as the primary risk in ERP projects. Cloud platforms can feel complex and unfamiliar, and early conversations often centre on functionality and integration. But over the last decade, the reality has shifted: the technology is mature, cloud platforms are resilient, and vendors provide extensive baseline capabilities. 

The bigger, persistent risks are organisational: inconsistent processes across regions, unclear decision-making, and insufficient focus on adoption. When those human and governance issues aren’t addressed, programmes slow, costs balloon, and benefits are delayed, regardless of how capable the software is. 

Start with outcomes, not features 

The most useful conversations start with the business outcomes you need from day one: faster month-end close, reliable statutory reporting across jurisdictions, tighter controls over procure-to-pay, or more accurate cashflow forecasting. When you define success in those terms, technical choices, including which modules to implement first, become clearer. 

A useful rule of thumb: target the 80% of finance processes that are common across most organisations and reserve tailored effort for the genuine exceptions. That lets you deliver a working, valuable solution faster while keeping the flexibility to address strategic differences. 

Acceleration is deliberate, not accidental 

There’s a common perception that a faster project equals a rushed project. But acceleration can be engineered: by starting from pre-configured, industry-aligned process models; using proven accelerators for data and integrations; and applying a stage-gated delivery approach that makes decisions transparent and auditable. 

A stage-gated methodology, with clearly defined Inception, Elaboration, Construction and Transition phases, reduces rework. It surfaces difficult decisions earlier and keeps scope aligned to value. The result isn’t a “cut-down” ERP: it’s a controlled path to full capability delivered more quickly. 

Treat change and adoption as core deliverables 

Too often change management is an afterthought. In successful programmes, it’s a primary workstream. That means early stakeholder mapping, tailored communications, role-based training and concrete adoption metrics — not generic slide decks. 

When users are engaged early and the project team invests time in real-world process workshops, adoption follows. The downstream benefits are immediate: fewer workaround processes, an enthused workforcehigher data quality, and faster realisation of efficiencies. 

Practical lessons from real programmes 

Recent multi-country rollouts show what’s possible when the above principles are applied. Core finance and procurement capability, implemented using an outcome-first approach, accelerators and strong governance, can go live across multiple entities in a condensed timeframe. The common success factors are straightforward: aligned leadership, tight scope control, and relentless focus on end-user readiness. 

What this means for finance leaders today 

• If you’re considering an ERP move, the headline advice is simple: 

• Define the business outcomes that matter most and let them drive scope. 

• Use proven baselines and accelerators to avoid re-inventing common processes. 

• Put governance and staged decision-making in place so progress is visible and predictable. 

• Invest in adoption from day one; it’s the difference between a new system and a new way of working. 

ERP programmes won’t ever be trivial. But they don’t have to be traumatic. Reframing risk away from “will the system work?” to “will the organisation change?” flips the problem into one you can manage and shortens the path to value. 

 

If you’d like to hear the full conversation, including concrete examples and a short case discussion from a recent multi-country rollout, you can watch the on-demand recording of ERP Unlocked here.