Advice & Resources, Andy's Monthly Blogs, Industry Insight
ERP selection is often positioned as a technology choice. In reality, it is one of the most important business decisions you will make, not just for your systems, but for the people you need to deliver it successfully.
Get it right, and your ERP becomes a platform for growth, better decision-making, and operational control. Get it wrong, and it can quietly hold the business back for years, limiting agility and creating friction across teams.
From what we see in the market, the difference rarely comes down to the software alone. It is the thinking around it, and the talent supporting it, that ultimately defines success.
A common mistake businesses make is treating ERP selection as a functional exercise. Requirements are gathered, features are compared, and cost becomes a key driver.
On paper, it feels logical. In practice, it can be short-sighted.
This approach tends to anchor decisions around current challenges rather than future ambition. For organisations planning growth, whether through expansion, acquisitions, or increased complexity, this can quickly become a limitation.
The better approach is to flip the thinking. Start with where the business is going, not where it is today, and choose an ERP that supports that journey.
A well-chosen ERP should do more than improve processes. It should enable scale.
That might mean supporting multi-entity structures, handling international operations, or integrating newly acquired businesses. The system needs to flex as the organisation evolves, not restrict it.
However, even the best ERP platform will fall short without the right people in place to implement and embed it properly. This is where many projects start to lose momentum.
ERP programmes are complex, high-pressure, and highly visible. They demand strong leadership, clear direction, and experienced delivery.
We regularly see businesses underestimate the level of expertise required. Roles like Programme Director, Transformation Lead, and specialist functional consultants are not just nice to have. They are critical to keeping the project on track and aligned with business objectives.
Increasingly, organisations are turning to interim talent to fill these gaps. It allows them to bring in proven expertise quickly, maintain momentum, and challenge internal thinking when needed.
From a recruitment perspective, this shift is significant. It is no longer about hiring for the long term alone. It is about building the right capability at the right time to deliver a specific outcome.
Modern ERP systems promise better visibility and real-time insights. But technology on its own does not create value.
It takes the right people to interpret that data, connect it to commercial outcomes, and use it to drive decisions. This blend of technical understanding and business acumen is where the real advantage sits.
Organisations that recognise this early tend to get far more from their ERP investment.
The most successful ERP programmes we see are the ones where technology and talent are considered together from day one.
It is not just about choosing the right system. It is about asking whether you have the right people to deliver it, and if not, how quickly you can bring that capability in.
At Broster Buchanan, we work closely with businesses navigating ERP selection and transformation. Whether it is securing experienced interim leaders, building project teams, or advising on the talent required to support your chosen platform, we help ensure your ERP delivers what it was intended to.
If you are currently reviewing your ERP strategy or planning a new implementation, it is worth having a conversation early. The right people, brought in at the right time, can be the difference between a system that works and one that genuinely transforms your business
Get in touch today to discuss how we can support
Read our latest Case Study on how we supported a global healthcare client in securing urgent senior transformation hires across the UK, Spain and Portugal, bringing in high calibre D365 and programme leadership to stabilise delivery and get critical projects back on track.
