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Finding the right partner who can support you

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In-house capability to deliver

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Delayed go-live and out of control budget

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A despondent and unsettled workforce

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New requirements you didn’t factor in

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Watch Our Videos For Top ERP Tips

  • Top Tip #1 Adopt And Not Adapt

    Bespoking an ERP system can be problematic. Don't try to replicate exactly what you already have.

  • Top Tip #2 It's a Marathon and Not a Sprint

    ERP Systems can take years to implement. Make sure you are planning to build awareness and knowledge of your new ERP system incrementally from the outset.

  • Top Tip #3 Change From Within

    When implementing a new ERP System change needs to be led from within. When the project finishes the business will have to live with the new system

  • Top Tip #4 Love Your Data

    Don’t underestimate the importance of data. The success of an ERP implementation will rely on data integrity. Bad data in means bad data out.

  • Top Tip #5 A Day In The Life

    You can't just test a new ERP system in isolation and expect the business to operate smoothly on day one. ERP systems drive value through fully integrating - for example purchasing, warehouse, sales, logistics, and finance. So with that in mind, create integrated testing scenarios that stitch together departmental processes.

  • Top Tip #6 Your Super Users Need to Stay Super

    Implementing an ERP System doesn't finish at Go-Live. Having a long-term product management approach that continues to utilise the knowledge and experience of the Super Users is critical to maintaining business engagement, delivering an effective pipeline of future change.

Our insights

  • 9 biggest challenges to implementing an ERP system

  • How to Plan Effective Communications for an ERP Implementation

  • Why Isn’t My ERP Implementation Going To Plan?

  • Are You Getting the Most From Your ERP solution?

  • Keeping Dreaded Scope Creep At Bay During an ERP Implementation

Nine Feet Tall were a great asset to our team. Their ability to quickly understand what we needed was invaluable.

Helen Sharpless Operations Director, Laing O'Rourke

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