If you’re a CFO in a mid-sized business, chances are you’ve sat through more than one ERP pitch. And if those experiences are anything like the ones many organisations describe, the pattern is familiar: big promises, complex slides, hefty price tags and a plan that raises more questions than it answers.
Across the ERP market, the same issues surface time and again. Projects don’t usually fail because the technology is wrong; they fail because the fundamentals aren’t in place. Weak alignment between the ERP system and business strategy, shifting objectives, limited executive sponsorship and insufficient change support are common culprits. Add poor data migration or rushed user training and it’s easy to see how projects unravel quickly.
What’s striking is just how widespread these challenges are. Some research suggests ERP failure rates may sit as high as 60-70 percent, often because projects lacked the right planning, sponsorship or governance from the outset.
That’s why a true ERP partner does more than implement software. The right partner helps businesses avoid these pitfalls altogether, taking ownership of delivery and success, not just system configuration. They align the ERP platform to long-term goals, lock down scope and ensure people are supported through change, not left behind by it.
In any ERP conversation, that perspective should come before feature lists. The focus should be on whether the partner can help the project land successfully – not just whether the technology looks impressive on paper.
Look for Clarity, Not Jargon
An ERP system touches every part of the finance function, so clarity is essential. Yet clarity is often the first casualty in ERP pitches, replaced by acronyms like BYD, FICO, ECC and ETL before product names even enter the conversation.
This “dialect” is common across enterprise software. While not intentionally confusing, it often leaves stakeholders decoding terminology instead of understanding outcomes.
ERP systems are complex by nature, but a good partner should translate that complexity into clear, practical business value. By the end of a pitch, you should understand what the system will do for your organisation, how much it will cost, what’s involved in getting live and, crucially, how it will change day-to-day operations.
Beware of Open-Ended Pricing
One of the biggest concerns for CFOs is budget overrun, and it’s a valid one. ERP projects have a long-standing reputation for expanding once delivery begins.
Clear scoping and fixed pricing upfront remove much of that risk. If a vendor can’t provide a defined cost for a clearly agreed scope, caution is advised. Transparency early on is often the strongest indicator of how a project will be managed later.
Focus on Fit, Not Flash
It’s easy to be distracted by impressive features that don’t materially benefit your business. A better approach is to assess how well the ERP solution fits both current needs and future ambitions.
Key questions to ask include:
- Does this solution provide a foundation that will still be fit for purpose in five years’ time?
- Will it simplify processes and remove bottlenecks, or introduce workarounds and manual steps?
- Does it offer a genuine, scalable AI capability or surface-level functionality?
- Is the AI strategy focused on smarter decisions, faster processes and meaningful automation?
If the answers aren’t clear and confident, it may not be the right fit.
Ask About the Journey, Not Just the Go-Live
ERP implementation is not the finish line; it’s the beginning of a long-term relationship. Businesses need confidence that their partner will still be there as they grow, add capabilities or respond to unexpected change.
The strongest partnerships are those where success is shared. The partner doesn’t disappear after go-live but continues to guide, support and optimise as the business evolves.
Be Clear on Outcomes: The Risks Are Real, but So Are the Rewards
ERP projects do carry risk, but when delivered well, the rewards are significant and measurable.
Done right, organisations typically see impact in five key areas:
- Lower Costs
Reduced administrative overhead, fewer manual processes, better inventory control and less reliance on third-party systems.
- Improved Customer Experience
Faster fulfilment, more accurate service and a complete view of the customer across teams.
- More Effective Teams
Silos break down as data flows seamlessly across finance, operations and procurement, supported by automation.
- Sharper Decision-Making
Real-time data, clearer KPIs and better forecasting enable more confident planning and faster responses.
- Scalability for Growth
Modern ERP systems flex as businesses expand into new markets, services or acquisitions – without holding them back.
A good ERP system doesn’t just support today’s operations; it enables long-term growth, competitiveness and adaptability.
Trust What You See in the Room
Finally, consider the people delivering the pitch. Are they listening or simply presenting? Do they understand your business model, or are they trying to fit you into theirs?
Experience matters. Teams that have delivered ERP projects – not just sold them – ask better questions and anticipate challenges before they arise. If something feels off, it’s usually worth paying attention to that instinct.
Final Thought
ERP projects don’t have to be daunting, but they do require trust, transparency and the right fit. Choosing an ERP solution is also choosing a partner – one that will help guide the finance function into the future.
At Codestone, the belief is simple: ERP projects should feel straightforward. Clear scoping, fixed pricing and aligned expectations from day one set the foundation for success.
If this approach resonates, it may be worth exploring what a different kind of ERP conversation could look like.
