Ivanna:
After the implementation, there was no good support from the developer and a year later we had to return to 1C.
Iryna:
I will talk about the biggest stress during the implementation: in one day we were disconnected from more than 10 systems and given access to only one, which was completely unprepared for work. All employees of accounting and IT had to work almost around the clock for a month, and the decrease in intensity came about a quarter later. The decision was difficult but prudent. It was a complicated company and there was no other way out but to start from scratch. Only a very professional team and the mega desire of each participant to make the impossible possible helped to “start-up” again.
Serhiy:
All the failures of ERP systems implementation are due to the lack of desire in top management to really change their often imperfect processes to industry standards and work for the result because ERP must always be implemented from top to bottom because the main customer is C-level and business owners who want see and structure all company processes.
If top management does not support and does not require subordinates to implement ERP systems, they are usually not interested in operational changes in their work and learning something new. Therefore, the implementation often loses pace and gradually vanishes, the money spent is written off and there are many explanations, far from the objective reasons, why ERP could not be implemented in each case.
Natalia:
In my practice, there was one case when the project was not launched in a 100% Ukrainian company (dairies). It was stopped at the stage of process modeling. The company was not ready for such projects. In the future, we worked with global companies that already had experience with ERP, and there all projects were carried out as planned.