ERP implementations are complex endeavours that reshape processes, culture and systems. UK organisations that have succeeded share common themes – and so do projects that faltered. Drawing on insights from project veterans and reports on pitfalls, this blog distils lessons for project managers and IT leaders embarking on IFS implementations.

Treat it as business change, not just IT

A major reason implementations fail is treating them as technology projects rather than business transformations. ERP affects finance, HR, operations and customer service. Gtech UK ifs consultancy warns that if the business sees the project as “an IT project happening over there,” it will hit a wall when decisions about finance, HR and production processes need to be made. Leadership must drive change management, ensuring that process owners are involved from the start and that end‑users understand the “why” behind new workflows.

Promote honest communication

Another pitfall is presenting overly positive views to senior management. Project sponsors often rely on updates from the project manager, which can mask underlying issues. According to the same Gtech piece, rose‑coloured reporting is an early warning sign that trust is low and problems are being hidden. Establish channels for candid feedback and create a culture where reporting risks is encouraged, not punished.

Clarify roles and responsibilities

Confusion over who is responsible for what can derail an implementation. Clear definitions of workstream leads, decision rights and escalation paths are critical. When responsibilities are ambiguous, decisions get delayed and accountability fades.

Make decisions promptly

Allowing business decisions to pile up is another common issue. Delayed decisions create downstream delays and rework. Implement stage‑gate reviews where the programme board – including business representatives – reviews progress and makes required decisions. Keep the decision backlog clear.

Balance time, scope and quality

Focusing solely on time, scope and cost can lead to quality compromises. Testing gaps and reluctance to pause and fix issues are red flags. Build time for testing, remediation and user training into the schedule. A slightly longer project that delivers robust quality is far better than a rushed one that incurs technical debt.

Success factors

Successful IFS projects share several traits:

•  Strong change management. Educate and involve users early. Provide training that matches roles and processes. Address concerns and create champions.

•  Executive sponsorship. Senior leaders must champion the project, make decisions promptly and reinforce the importance of participation.

•  Experienced partners. Combine vendor expertise with independent consultants who bring cross‑industry insights and focus on business outcomes.

• Comprehensive testing and data preparation. Allocate time and resources to cleanse data and test integrations thoroughly.

• Post‑go‑live support. Plan for hypercare, user support and incremental improvements rather than assuming the job is done.

Sorcha Systems’ role

Sorcha Systems has helped rescue projects that veered off course and guided greenfield implementations. Our approach emphasises change management, stakeholder engagement and transparent reporting. We work collaboratively with IFS and your internal team to ensure roles are clear, decisions are timely and quality is paramount.

Avoid common pitfalls and learn from those who’ve been there. Connect with Sorcha Systems to discuss how our independent consultants can help your IFS implementation succeed.