When an organization decides to take a call on ERP implementation, it is believed that organization has grown big and operations have become unmanageable. ERP implementation is not an implementation of a software program rather it is an implementation and management of change. Statistics will have you believe that for an every successful ERP implementation there is saga of at least one failure.
ERP implementation is a “Change”. And to bring about this change, management has to be involved in decision making, conflict resolving and problem solving. Top management gains a lot through successful implementation of ERP. They can scrutinize and analyze MIRs, have the critical operations parameters on their desktops. Working level finds the entire working smooth and less time consuming. Productivity and turnover increases and organization matures and moves towards the stability and agility.
But having said all of these things, the journey to a stable implementation of ERP is seldom smooth. There are many hiccups, twists and travails which make the entire journey from an organization having distributed databases and legacy systems to a single central database, a long and arduous journey. If an organization can groom and develop their own in-house teams for transition and implementation, I would say that would be the best scenario. But there have been instances also where ERP consultants have played their roles to the hilt.
But it has been observed that when these consultants have left, those organizations have had to suffer who have not been able to align and realign their working with the ERP systems.