When should a CIO at a growing organization think about adopting an enterprise ERP solution?

2.6k views2 Upvotes7 Comments

CIO in Software, 1,001 - 5,000 employees
It depends on when it’s become big enough to manage disconnected processes in one off system/tool.
CIO in Consumer Goods, 10,001+ employees
When the benefits of a comprehensive tool with rigorous processes and built in integration addresses shortcomings of the existing model, especially pertaining to data integrity and lack of automation.  
CIO in Education, 2 - 10 employees
When the current process or model feels insufficient and you feel that a better solution (enterprise ERP) would be the right solution to implement based on the limitations and drawbacks you face with the existing model that would get solved by this.
CIO in Finance (non-banking), 1,001 - 5,000 employees
Even ERP solutions come in sizes these days. I don’t believe a CIO should chase and ERP solution but define the clear problem they are trying to solve with one. Think like a business person and write yourself a business case and see if you personally would even fund one. There are so many things a CIO could invest in so thinking like a business person matters before an ERP deployment sucks you in for a few years.
CIO in IT Services, 51 - 200 employees
Consider your company's operational demands. ERP software should ideally be adopted before your organization can no longer operate effectively or efficiently without the need for a single organization-wide system.

Consider beginning your software transformation on a lesser scale if you are a corporate or big organisation. This might allow you to assess the efficacy of the system and make any required improvements. In order to save time and money, it is preferable to resolve potential difficulties before implementing them on a broader scale.

ERP Implementation should be rolled out as soon as all workers are able to engage completely and are well-informed about process modifications.
CTO in Software, 11 - 50 employees
Whenever they have 5x the budget they thought was needed to adopt it. When the organization has enough buy-in to commit actually using the planned functionality rather than keeping their known-working internal processes.
COO in Education, 11 - 50 employees
When a business looks for technologically based solutions to help its digital transformation projects in order to reduce operational bottlenecks, the company expects the following from new technology.

1. Make sure IT adds value to the company.

2. Control IT risks and avoid circumstances that could result in vendor lock-in

3. Make sure the IT integration is seamless.

In this case, the company's CIO offers the solution by implementing an enterprise resource planning (ERP) system as a foundation for the company's digital transformation.

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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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