As a controller, an ERP implementation could be the best—or worst—experience you have to deal with. When it’s good, it’s good—better data, easier workloads, and more control over the day-to-day operations.
But… When it’s bad, it’s really bad. These end up being operation-crippling bad. Sometimes, they even end up being lawsuit-generating bad. That said, though you may not be the one who gets fired over an ERP failure, you need to be in the room, because after all, it’s going to affect your life more than most employees.
The Difference between Knowing How Sausage is Made and Buying the Right One
It’s very easy for the discussions between your IT staff and purchasers to begin sounding like white noise. After all, this isn’t your forte and as the saying goes, “no one wants to see how the sausage is made.”
That said, even if you’ve never seen how sausage is made, you still need to know the difference between pepperoni, bratwurst, and a hot dog.
Same goes for your role in an ERP decision. You know how your department and people work. You represent them and can help get them the necessary ingredient.
9 Questions to Ask Your Potential ERP Partner
This means you need to ask the right questions. In their latest whitepaper, ERP Software Blog discussed some of the critical questions that decision makers seem to forget asking when speaking with their potential ERP implementation partner. Though the report goes into much greater detail on why each question is so important, you can still gauge whether a partner is right by asking the following:
- What makes your implementation process successful?
- How can our company contribute to project success?
- What is your approach to change management and training?
- How will we define and measure success?
- How will you assign people to our project?
- What makes your firm more qualified than the competitor?
- How do you handle customizations?
- How often do you go over budget on implementations?
- How does the size of your organization influence your services?
Understanding Technology: Part of being a Well-Rounded Controller
Success is based on breadth and depth. Becoming a well-rounded finance professional requires you to hold your own in a conversation. You don’t have to become an IT expert to have a basic knowledge of technology. Becoming a great controller requires you to move from an I-shaped (deep expertise in one area) to a T-shaped skillset.
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