Perhaps because of past habits, the top management is usually not interested in taking a stake when it comes to finalizing an ERP. The problem is that ERP is still viewed as “yet another software” item being brought in to solve business problems. While that point of view is not wrong, it also doesn’t present the correct picture. The impact of ERP on an organization’s workflow is tremendous, which means the involvement of everyone is a must. So if you’ve been tasked with completing the implementation, how do you make sure the top management buys the idea of participating in the process?
Here are some tips:
Experience might tell you there is an uphill task ahead, but there is no need to despair. With the right planning and execution you can rope in all the stakeholders and make the implementation a success.