Implementing an enterprise resource planning system: What differentiates the corporations that make it from those that do not

This perceptual study was originally based on the hypothesis that the degree and type of user involvement during an Enterprise Resource Planning (ERP) implementation directly impacts both the success of the implementation, as well as the benefits that are gained from the implemented ERP system. Qualitative analysis of ERP implementations and system benefits was carried out in three businesses belonging to a company identified as HitCo. Through the course of the four years of ERP implementations, this study uncovered an evolution in the ERP implementation process, where the hypothesis instantiated at the study's onset seemed to be true. Inquiry was then redirected to explore the difference in what unfolded through HitCo's ERP implementations that contributed to their consecutive ERP implementations becoming more efficient. These differences are noted as what has occurred at HitCo that may be missing from implementation methodologies used in other companies attempting ERP enablement and failing.; An extensive look at the standard ERP implementation methodology was performed and was compared to what actually occurred within HitCo. This formed the basis for identifying the elements that HitCo changed in its implementation approach that may have contributed to its differentiated success with its ERP implementation endeavors. While these findings are presented throughout the paper as specific to a particular step or phase in the implementation process, there are five high-level themes uncovered that categorize the findings overall. These are as follows: (1) ERP is about Empowerment. Enabling employees at all levels to make better business decisions through information must remain the focus. (2) The process of becoming ERP enabled should evolve from the corporate culture; never should a corporation be stuffed into an ERP mold. (3) Corporations attempting ERP enablement must maintain realism. Avoiding over designing and over architecting are paramount in meeting deadlines. Also, deadlines must be taken seriously, even if that means cutting the ERP system functionality short. (4) Business decisions must drive the technological solutions and not vice versa. To enable this, team members must be carefully and continually matched to the nature of the task at hand. Shifts in members and/or tasks should always be expected and interpreted by the corporation as a job well-done and time to move on. (5) Corporations must take the ownership for their ERP project from the consultants as soon as possible.; Corporations taking on the ERP endeavor are never guaranteed success. However, being cognizant of these overlying themes throughout the process, as well as the more detailed recommendations throughout each step in the ERP implementation as described in this paper, could improve the odds of achieving a higher level of success.