Common causes of ERP implementation challenges: What to watch out for before you invest

ERP implementation challenges can derail your ambitions. The solution is to prevent them from happening in the first place. 

Even the biggest organisations have been challenged by ERP implementation issues. Hersheys, Lidl, Birmingham City Council, Haribo, Target Canada, Revlon – these are just a few high-profile names to have hit difficulties when adopting new business technologies.  

For an SME, without that enterprise-level budget of those organisations, it’s vital to set off on the right path – but how do you know where to start? When it comes to investing in new business technology, whether it’s an enterprise resource planning tool (ERP) such as Sage 200 or SAP Business One, or financial systems software such as Sage Intacct, there’s no shortage of options, opinions, or potential pitfalls.  

It’s easy to get caught up in the promise of transformation and using new business technology to support your growth journey, but without the right strategy, implementation plan and support, even the best technology can underdeliver. 

At Thinc, we’ve supported countless businesses through this journey. We know what works and what doesn’t, so we’ve developed this guide to share some of the most common technological pitfalls and how to avoid them.  

Here’s our guide to the causes of ERP implementation problems and how to avoid them. 

Setting unrealistic objectives 

Modern business systems are highly configurable and packed with features, but such flexibility can become a trap. It’s tempting to chase every possible capability, only to lose sight of what really matters.  

With any new business technology adoption, we always advise starting off by mapping out your business objectives. You need to make sure that you set focused, measureable goals that tire directly to two things: your current challenges and how your business adds value. Here’s what we advise you consider when setting realistic objectives: 

• Define SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives at both the organisational and departmental levels. 

• Prioritise outcomes based on risk, reward and urgency – especially in areas like finance, operations and customer experience. 

• Map each objective to a technical requirement, so every feature has a purpose. 

• Be realistic about your timelines. True transformation doesn’t happen overnight. 

By aligning technology with your biggest business drivers, you’ll be in a far better position to deliver long-term value. And just remember, ERPs aren’t just feature rich; they’re also highly flexible. This means you can always add and customise your solution for the capabilities you need the most. We could recommend every bell and whistle, but it’s better to focus on the solutions which will meet your most important objectives. 

Skipping scenario planning 

Technology projects rarely go 100% to plan. Not that that’s a bad thing, it’s part of the implementation of new business technology – you just have to make sure that you’re planning for any potential delays, data migration issues and user resistance. Without contingency planning, these hiccups can derail an otherwise solid project. Here’s what to do to avoid planning to chance: 

• Run a risk assessment covering common issues like data loss, system downtime, and user adoption. 

• Build contingency plans for each major risk, including backup data strategies and extra training. 

• Test new systems in a controlled environment – preferably with different user scenarios and business cases. 

• Allow time in your project plan for troubleshooting and iteration. 

The businesses that handle tech transitions best are those that plan not just for the best-case scenario, but the most likely case. 

Following poor advice 

With dozens of platforms, tools and vendors to choose from, many businesses fall into the trap of following biased or surface-level advice. Technology investments are too important to be guided by guesswork, so you’ll need to choose your sources carefully. Here’s what you need to know when it comes to seeking advice for new business technology rollout: 

• Speak with trusted peers who have implemented similar systems. 

• Ask for industry-specific case studies and real-world testimonials from vendors. 

• Compare platforms side by side. Don’t just rely on features, but also consider limitations, costs, and vendor support. 

• Be wary of “agnostic” advice if it lacks practical implementation experience. 

At Thinc, we’re honest about where we specialise. We won’t recommend a solution unless we know we can deliver it, and we’ll always guide you to what’s right for your business, even if that’s not with us. 

Shifting requirements 

Initial requirements are rarely final but letting scope-creep take hold can add cost, extend timelines and result in a system no one really asked for. You’ll need to make sure that those initial requirements are set in stone during the planning stage, with the implementation period avoiding any last-minute surprises. Here’s how to avoid the popular moving target trap: 

• Involve key stakeholders early in a structured discovery phase. 

• Run detailed workshops to gather requirements across teams, not just top-down. 

• Rank each requirement by business priority, linking it back to your core objectives. 

• Finalise requirements in line with a clearly communicated timeline, then stick to it. 

Flexibility is important, but uncontrolled change during a project can be more damaging than no change at all. 

Underestimating the impact of deploying new business technology 

Something addressed during the planning phase is how new business technology isn’t just a software change – it’s a shift in how people work. Ignoring that fact is one of the biggest reasons digital transformation projects fall flat. You need to ensure you’re putting people at the heart of your plan, considering how it will impact their ways of working and what benefits it will bring. Here’s how you put your people first when planning: 

• Map out how the system will affect each department, not just your IT team. 

• Use a RACI matrix to identify responsible stakeholders, including a project sponsor who can drive buy-in. 

• Communicate early and often – employees should know what’s changing, why, and how it will benefit them. 

• Invest in training, onboarding and post-launch support. The sooner users are comfortable, the faster you’ll see value. 

Technology succeeds when people use it with confidence and having their buy-in early fuels that.  

Choosing the wrong partner 

Even the best system will fall short in the hands of the wrong implementation partner. The right partner doesn’t just configure systems – they challenge assumptions, manage change, and keep you focused on outcomes. Here’s what to consider when browsing vendors to select the right partner: 

• A partner who listens first and sells second. 

• Clear methodology and realistic timelines based on experience. 

• Strong sector understanding – especially if your industry has specific compliance or operational needs. 

• Willingness to say no to features or changes that don’t add value. 

At Thinc, we take pride in being long-term partners – not one-off implementers. We’ll work closely with you to make sure your investment performs today and scales with you tomorrow. But don’t just take our word for it, here’s what one of our customers had to say about our collaboration with them on a recent project: 

“The support we receive continues to be excellent. The support team (at Thinc) remains responsive and effective, resolving queries quickly and helping us navigate any issues with confidence.” – Matthew Urch, Service Account Manager, Grundfos

Amplify your business and avoid ERP implementation challenges

Technology should solve problems, not create new ones. By taking a strategic, people-focused approach to new systems, you can avoid these common pitfalls and create a future-ready tech foundation for your business. 

At Thinc, we’re more than just a technology supplier. We truly care about your business, its ambitions and its people, with our attention to detail when it comes to technology projects reflecting that. We want to make sure that you have the right tech stack for your business, preparing you for growth through the Amplify Framework. 

Our consultative framework is built on three key principles: Connect, Collaborate, and Amplify. We take the time to learn how your business really works, tailor technology around your unique needs, and stay by your side as you grow. With impartial advice, strategic insight, and ongoing support, we empower your people to thrive – unlocking potential at every step.  

To find out more about how Thinc can amplify your business, or to request a copy of our complete ERP Buyer’s Guide, get in touch today.