In the last part In our series on selecting ERP software for a company, we looked at how providers present suitable systems. The customer's employees sit opposite the presenter. And everyone has something to say on the subject. Advising, influencing and/or decisive. You have to keep an eye on both: the influencers and the decision-makers.
The Influencers
In such a process, EVERYONE sitting at the table is at least an influencer. And each of these people has their very own motivations, prerequisites and goals: A little typification:
- The anxious one
New software and/or even new processes promise danger or even loss of control. At least what concerns your own area should remain untouched. Ultimately, nothing should change. - The comfortable one
Everything may change that does not involve additional learning effort. But any burdens at any stage are out of the question. Ultimately, nothing should change. - The progressive
It's all rubbish as it is. While you're at it, everything really should be modernised. After all, you pay for all those great functions! So they should also be used! Ultimately, everything should change. - The responsible
The future the future project manager. He/she suspects trouble if all risks are not scrutinised down to the last detail. Only that which is 100% certain in the result may change. - The Faith Warrior
He has principles - no, beliefs. Certain processes only work this way and no other. Certain technologies are out of the discussion or even evil, others are always good. Entire providers are rigorously excluded (SAP is a favourite target here). What is allowed to change and how is actually clear from the outset. - The Strategist
He has his personal interests firmly in view. This change gives him a greater share in the process and therefore more power. The other function weakens his influence through automation. He can change what benefits him. - The buddy
He decided on a provider early on. Great guy who Advisor! From now on, everything will be waved through. If he changes that, it must be good! - The know-it-all
He always knew (afterwards). But nobody asks him. - The careless one
He assumes that it will work the way he wants it to. When it doesn't, he is indignant: You have to assume that! - The hurry
He has the schedule in mind as the decisive factor. He is in a hurry and rushes past many an important point. - The overloaded
The ERP introduction promises to relieve his department in particular, because this is the bottleneck that finally needs to be eliminated. He has to run the most input...and he is overloaded anyway. - The Motivated
It's not that rare. Now everything will be better! He/she is ready to give everything, including overtime!
TIP
All of the influencers mentioned not only have their traditional role, but also their justification.
Used and interpreted correctly, they provide important input.
ONLY: One should know his Pappenheimer!
The authoritative decision-maker
The relevant decision-maker(s) will only come to the Presentation to the table of the selection project: the executive floor. They often have their own agenda (see: The reason). Always bearing in mind that resistance from the workforce could jeopardise such a project, they have so far held back. Or they simply had something else to do - and now this!
The boss has to realise that, of all things, the chapter that was important to him has hardly been dealt with, if at all. Well, how was the provider supposed to know that, there was no hierarchy in the many requirements.
If in doubt, this must be made up for and (of course!) the schedule must be adjusted.
There should also be decisions that have already been made that have nothing to do with the whole procedure beforehand. The infamous golf course decision that a powerful person (boss or senior employee) now "only" has to sell internally.
Of course, sooner or later the employees smell a rat, but just as naturally hold back so that they can say later (too late) in the canteen that of course it was clear that it wouldn't work.
TIP
The introduction of ERP software is always a management project!
There is no reason for either restraint or risky behaviour.
Stay on the ball right from the start!
more on the subject:
ERP selection - if it were that easy / Part 1
ERP selection - if it were that easy / Part 2
ERP selection - if it were that easy / Part 3
ERP selection - if it were that easy / Part 4
ERP selection - if it were that easy / Part 5
