This is interesting enough, I guess:
“While much attention has been given to ensuring the technical requirements for the project are delivered, the project team should also adequately plan for business transformation aspects of the implementation,” he wrote. “This includes the management of structural and process changes arising from the project, the delivery of adequate training around the new system and processes to end users, and ensuring appropriate support arrangements are in place.”
But I actually believe EPR implementations such as this have given “business transformation” a bad name.
An ERP implementation is a large and significant piece of work. I’d also agree that there are many aspects of an ERP implementation beyond the “technical requirements”. However, that doesn’t not make it a “business transformation”.
Typically, what is called “business transformation” for an ERP implementation is standardisation of business process (which is good) and compensation for failings in the product being implemented by changing business processes and then calling it “transformation” (not so good).
When I mention this I sometimes get told I “don’t get” ERP implementations. But by the time the ERP implementation is finished people usually understand what I mean……