Jesper KehletPresident, Curogens

Kim ChristensenDirector, Cayminds

What is the main reason you see ERP implementations fail?

How can having an executive sponsor who champions the project and keeps it moving help?

A second way to sent your ERP implementation off the rails is to invest too little, right?

So what’s the best way for companies to approach their training for the new ERP system?

Is it the responsibility of your ERP partner to bring up issues that they see?

Do you see more companies using intranet and wikis or creating power users in each department? Are you seeing more of that grassroots approach to training?

I’ve also seen companies that incorporate excess customizations. How does that affect the project?

The Fourth Mistake I’ve seen companies make is hiring a consultant that’s technically sound but doesn’t have industry knowledge.

I’ve seen ERP implementations fail due to a lack of change management. In other words, you may get the system configured correctly, it’s never adopted by users.

Do you think companies are underestimating the amount of change? Are they not thinking about human nature and the ability to stonewall?

Questions?

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