Team collaboration in an ERP environment - Top 10 Strategies To Build Consensus Among ERP Teams.

Top 10 Strategies To Build Consensus Among ERP Teams

If you can build the consensus as part of your ERP projects, your ERP implementation will likely be successful. Building consensus is always the first challenge. Since ERP implementations involve various teams and stakeholders, the challenges associated with it are multifaceted if everybody is not on the same page. What consensus does not usually represent is when decision-making in the organization is very centralized and is not spread across the departments.

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If a broad consensus does not exist among the leadership team, the management team, and even the process owners, it can make the ERP project fall apart if the controller walks out of it in the middle of the project. It can be a nightmare. Therefore, in this blog, we will explore the top 10 strategies to build consensus among ERP teams. 

Top 10 Strategies To Build Consensus Among ERP Teams

1. Establishing Clear Goals and Objectives

The ERP implementation process should always begin with setting crystal-clear objectives and goals. Keeping the goals straightforward and comprehensive cannot be stressed enough. For example, if your existing ERP system is outdated and you wish to upgrade to the latest technology, this simple and high-level goal can be the guiding light for the entire team. These goals act as a foundation upon which the strategies and actions are built, ensuring that everyone is moving in the same direction.

A balanced approach, in this case, always works to establish clear goals and objectives. Simply asking team members, “What do you want to do?” might lead to uncertainty and vague responses. Therefore,  providing a framework or structure for these goals, and then seeking input and feedback from team members, can be highly effective. By offering guidelines and allowing team members to have their say within a defined framework, you strike a balance between giving them a sense of involvement and providing a structured direction.

2. Leadership Commitment and Engagement

Effective ERP implementation requires leadership that leads by example. When leaders are actively engaged and committed to the project, their enthusiasm becomes contagious. Their involvement sets the tone for the entire team, demonstrating the importance of the ERP project. In essence, they act as cheerleaders, rallying the troops and showing that they believe in the project’s potential. Leadership commitment is essential not only to encourage the team but also to convey the message that this ERP implementation is a top priority for the organization. When team members see that leaders are dedicated, they are more likely to follow suit, building consensus around the project’s significance.

3. Effective Communication and Transparency

Open and transparent communication is the lifeblood of any successful ERP project. Clear communication channels ensure team members are on the same page and aware of project developments. Transparency fosters trust, as team members feel informed and included in the decision-making process. It also helps in addressing concerns early, preventing any misalignments or misunderstandings from derailing the project.

Effective communication generally includes regular team meetings, progress updates, and a willingness to listen to team members’ feedback and concerns. Moreover, providing straightforward answers to questions and being candid about potential challenges and roadblocks will further enhance the team’s understanding and willingness to support the project.

4. Inclusive Team Collaboration

ERP implementations often involve various teams and departments within an organization. To build consensus, it’s essential to foster inclusive team collaboration. This means breaking down silos and encouraging different functional teams to work together. By involving all relevant departments, you can ensure that no critical perspectives or needs are overlooked. Cross-functional collaboration also instills a sense of ownership within the team as they collectively contribute to shaping the ERP system.

In practice, you can create interdisciplinary teams that consist of members from different departments who work together to understand and address the unique requirements of their respective functions. This approach encourages a collaborative spirit and ensures that all voices are heard. When everyone has a say in how the ERP system will work for their department, it paves the way for stronger consensus and alignment across the organization.


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5. Identifying and Addressing Stakeholder Concerns

ERP implementations can be a source of uncertainty and apprehension for many stakeholders. It’s crucial to identify and address their concerns proactively. The hesitation to embrace change is a common issue, and it’s vital to understand these concerns. Open dialogue is the key to resolving these doubts and gaining consensus.

Stakeholder concerns can vary widely, from fears of job displacement to worries about workflow disruption. A crucial step is to engage with stakeholders directly, listen to their worries, and provide clear and honest responses. When their concerns are acknowledged and addressed, it can go a long way in building their trust and consensus in the ERP project. In addition to formal channels, informal conversations and feedback mechanisms should be established, ensuring that no issue remains unaddressed. By recognizing and dealing with these concerns, the ERP team can create a supportive environment that facilitates consensus-building.

6. Early User Involvement

End-users are the backbone of any ERP system. Their involvement should start from the project’s inception. It’s common for teams to claim that they understand the ERP system’s implications and are ready for implementation, but the actual testing reveals otherwise. To avoid such situations, engage end-users from the beginning.

Incorporating end-users in the initial stages allows them to take ownership of the project. Their hands-on insights are invaluable for tailoring the ERP system to meet their specific needs. Additionally, early involvement helps prevent surprises during testing and rollout, as issues are identified and resolved beforehand. When end-users have a say in shaping the system that will impact their daily work, they are more likely to embrace it enthusiastically.


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7. Training and Skill Development

An ERP system is only as effective as the team using it. Providing comprehensive training and skill development programs is crucial for team members to navigate the system with confidence. Training should be an ongoing process, adapting to the evolving needs of the team and the ERP system itself.

Training ensures that team members are not only capable of using the ERP system but are also proficient in doing so. Proper training results in a smoother transition during system adoption and reduces the likelihood of errors or inefficiencies. Additionally, ongoing skill development keeps the team updated on new features and functionalities, maximizing the system’s potential and ensuring long-term consensus.

8. Change Management

Change is a natural part of any ERP implementation. Effective change management involves guiding teams through this transition period. The lack of change management can lead to confusion and resistance, which can hinder consensus.

A structured change management approach helps the team adapt to new processes and procedures with minimal disruption. It includes communicating the reasons for the changes, addressing concerns, and involving team members in the change process. Successful change management not only aids in building consensus but also streamlines the ERP implementation journey.

9. Recognizing And Addressing Red Flags

The ability to recognize early warning signs of resistance or misalignment within the ERP team is critical. The failure to identify and address red flags can lead to project delays and increased costs.

These red flags may include resistance to change, disputes over system functionalities, or a lack of engagement during team meetings. The key is to remain vigilant and address these issues promptly. Whether it’s by offering additional support, clarifying project goals, or revisiting training sessions, early intervention is crucial for maintaining consensus and ensuring a successful ERP implementation.

10. Building Consensus With Executives

While building consensus among team members is essential, it’s equally crucial to gain the support and alignment of executives. Some executives may not fully comprehend the operational intricacies of ERP implementations. Therefore, strategies are needed to ensure that executives are well-informed and engaged in the project.

Building consensus with executives involves providing them with a clear understanding of the project’s objectives, benefits, and potential challenges. It also entails keeping them actively involved in decision-making and ensuring that their expectations align with the project’s realities. When executives and team members share a common understanding and commitment to the ERP project, consensus is more likely to be achieved.


In conclusion, building consensus among ERP teams is a multifaceted process that involves clear objectives, strong leadership, transparent communication, and inclusive collaboration. Identifying and addressing stakeholder concerns, early user involvement, and comprehensive training are essential components of this journey. Effective change management and the ability to recognize red flags ensure that consensus is maintained throughout the project.

Building consensus with executives adds another layer of alignment. By implementing these strategies, ERP teams can navigate the challenges and complexities of ERP projects while achieving successful outcomes. Consensus within the team paves the way for a seamless ERP implementation and empowers organizations to leverage their systems effectively.


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