Advice & Resources, Industry Insight
ERP projects rarely fail because of the software. They struggle when the decision is treated as a system upgrade rather than a business transformation.
We speak to finance and transformation leaders every day who are either about to embark on an ERP journey or are dealing with the consequences of one that has not quite delivered. The pattern is familiar. The focus starts on features, vendors, and cost, when in reality the biggest impact comes from how well the system aligns with the business and the people delivering it.
The strongest ERP decisions are grounded in a clear understanding of how the business operates and where it is heading. Growth plans, reporting requirements, operational complexity, and future change all need to shape the direction.
It is easy to be drawn towards well-known systems or feature-heavy platforms. The better approach is to ask a simpler question. What does the business actually need this system to do, both now and in three to five years’ time?
That clarity tends to separate programmes that deliver long-term value from those that create workarounds and frustration.
One of the biggest misconceptions we see is that ERP success is driven by technology. In practice, it comes down to capability.
Strong programme sponsors who can challenge and steer. Finance leaders who understand both reporting and process. Transformation specialists who can translate between technical and operational teams. Change professionals who bring the business with them.
Without that blend, even the most suitable system can underperform.
This is where we see many organisations caught off guard. Investment goes into the platform, but hiring is reactive or delayed. By the time gaps appear, the programme is already under pressure.
Cost overruns are not unusual in ERP projects, but they are rarely unavoidable. They tend to come from unclear scope, shifting requirements, or underestimating complexity.
The programmes that stay on track have strong governance from the outset. Clear ownership, realistic budgeting, and regular checkpoints that link spend back to outcomes.
From a finance perspective, this is not just about controlling cost. It is about ensuring the investment delivers measurable business value.
When ERP is approached properly, the impact is significant.
You get consistent, reliable data across the business, giving leadership teams confidence in decision making. You reduce manual processes and duplication, freeing up finance and operational teams to focus on more strategic work. You create a platform that supports growth rather than holding it back.
Just as importantly, you give your people a system that works with them, not against them. Adoption improves, engagement follows, and the return on investment becomes far more visible.
At Broster Buchanan, we sit in the middle of these programmes every day. We support businesses in building the teams that make ERP projects work, from senior finance leadership through to transformation specialists and project resource.
What we consistently see is that the organisations who get ahead are the ones who treat talent as a core part of the strategy, not an afterthought.
If you are planning an ERP implementation, reviewing your current system, or simply want a clearer view of the talent market around ERP and finance transformation, we are always happy to share insight.
If you are about to invest in ERP, make sure you are investing in the people who will deliver it as well.
