Change Management: Winning Employee Buy-In for a New ERP System
Here's a number worth sitting with: organizations typically spend about 92% of their ERP implementation budget on technical activities — software, infrastructure, configuration, data — and just 8% on change management, the work of actually getting people to understand, accept, and correctly use the new system.
ORACLE FUSION CLOUD ERP FOR GROWING BUSINESSES
Change Management: Winning Employee Buy-In for a New ERP System
The software is the easy 92% of the budget. It's not the hard 100% of the outcome.
Here's a number worth sitting with: organizations typically spend about 92% of their ERP implementation budget on technical activities — software, infrastructure, configuration, data — and just 8% on change management, the work of actually getting people to understand, accept, and correctly use the new system. And yet Prosci's research, one of the more established bodies of work on organizational change, finds that human factors matter roughly six times more than technical factors in determining whether an ERP implementation actually delivers its promised benefits.
Put those two facts side by side, and the mismatch is stark. Companies are pouring the overwhelming majority of their budget into the part of the project that matters least for whether the investment pays off, and treating the part that matters most as an afterthought.
Why "the software works" isn't the same as "the project succeeded"
It's entirely possible for an ERP implementation to be a technical success and a business failure at the same time. The system goes live on schedule, the data migrated correctly, the integrations function as designed — and six months later, half the sales team is still keeping a shadow spreadsheet because they never really trusted or learned the new CRM module, a chunk of the
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