Without core users, no project. The influence of core users on the effect of ERP implementation can be great, at least if sufficient time is made available within the organization to devote to the project. In practice, we regularly see that it is difficult for core users to free up enough time for the project, which means that opportunities to improve processes are sometimes missed and that is a shame. They are usually the "experts" within the company (busy) and have a lot of knowledge and experience that can be of great influence in the optimization of business processes. Yet we see that companies miss opportunities here, usually due to busyness.
Core user is not a temporary role
A core user is an (enduring) representative of some of one's own business processes and they have a leading role within an ERP implementation. They represent during (and after) the project some of the processes in which one is involved. The core users help determine how the business processes are accommodated in the ERP software. They help think about changes and improvements in the processes. In short, these people have a lot of influence on the success of the software implementation and the continuous optimization after going live. Because the live-go is only 1 moment during the life cycle of an ERP package, it is very important to select these employees carefully. There are a number of characteristics that make your employees suitable for the role of core user during the project and process owner after live.
Understanding business processes
Core users must be able to define/see through the business processes (application independent) and put them on paper. Naturally for the processes in which they themselves work, but above all they must be able to look at the other business processes with a broader view. They understand that horizontal processes (e.g. the procurement process) affect various other disciplines/core users (e.g. Finance/Warehouse/etc) and together are able to assess what the best way of working is or should be for the entire organization.
Decisive
New ERP software brings more functional capabilities, changes in practices and innovation (e.g., Cloud/O365). Existing ways of working are modified to work more efficiently, save costs and operate more profitably. Core users must make important decisions regarding the business processes and not be afraid to cut corners. Within a project, the speed with which decisions are made particularly determines the overall project turnaround time.
Fear of the unknown/willingness to change
Core users must be open to changes and innovations. Sticking to the current business processes (read: possibilities and impossibilities of the existing software) and guarding them with all your might reduces the chances of actual optimization as a result of the transition to new ERP software. By helping to think how things can be improved and being open to other ways of working, the core user contributes to a smooth adoption of the new system, but perhaps even more importantly, it creates more involvement and responsibility, during the project but also for the important period afterwards.
Positive attitude/corporate culture
A core user is energetic and flexible. He/She knows how to convince the other users of the potential added value of the new ERP software in a positive and enthusiastic way. He/she knows how to turn resistance in his/her own department regarding the change into an opportunity and thereby creates enthusiasm to make work easier and more enjoyable in the future. By consciously managing this as an organization before, during and after the project, this open mindset is further stimulated among your employees and involvement is further increased. So this also offers an opportunity within an ERP implementation to start working on this corporate culture change. And an important opportunity, because without continued involvement of core users, no successful project and no change. Potential remains if the input of the core user is not optimally utilized. High time to start making time for this, even if they are (now) busy!
Alex Bouwmeester is Project Manager Europe at Dysel and accompanies the customer from start to finish in the implementation.
