Enterprise Resource Planning – Implementation Issues Organisations often fail in ERP-system implementation. Two key success factors are often neglected: 1. Clear agreement of what is being invested in – cost and delivered features. 2. The user must find value in the installed system.

Enterprise Resource Planning – University Case  No unified vision that involved stakeholders.  Part of a large organisational change project.  Sold to employees as a cost saving initiative  Selected based upon discounted price.

Enterprise Resource Planning – University Case  Became too big to dump.  The vendor, key users (the faculties) and the IT department had a relatively minor role.  Senior managers dominated the strategic visioning and contracting stage.  Consultants dominated the planning and adaptation stage.

Enterprise Resource Planning – PT Telkom (Indonesian) Case  Decision made by senior management supported by other stakeholders.  Consensus – based upon a shared vision – of the need for adoption.  Good cooperation between consultants, key users, and IT department employees.

Enterprise Resource Planning – PT Telkom (Indonesian) Case  There was a high willingness to use the system following implementation.  It was clear that the organisation performance, discipline and transparency were improved.

Enterprise Resource Planning – So …  Must consider organisational and cultural setting.  Must have trust between stakeholders.  Must have policy that fits the cultural setting.  Must question – are consultants acting as “honest brokers”? Where does their loyalty lie?