One of the more difficult concepts for many clients to grasp is that Infor’s ERP system is intended to be a fully integrated enterprise wide system. This means that all back-office functions (i.e. Human Resources/Payroll, Financials, and Supply Chain) are automated and integrated as one efficiently functioning unit. If you are a client and reading this, you are probably thinking, “Wouldn’t that be nice?!” 
 
So, where is the disconnect?  Is it that the software company doesn’t do an adequate job of explaining the robustness of Infor’s system up-front, or is it that the client is just used to operating in a siloed manner and has a difficult time making the adaptations required to optimize their experience? Likely, it’s a combination of both and more. There is typically plenty of blame to go around… What may have been discussed early on, is long forgotten when the blame game kicks in. This occurs when projects get long on timelines and short of budgetary dollars. 
 
Another common occurrence is that if an organization is IT centric, they tend to err towards IT type solutions, which in turn mitigates the intent and power of the system. ERP systems are business-oriented tools that need to be viewed as such. If you opt for more of a technical approach, you will invariably counter the goal of having an enterprise wide system. 
 
The organizational goal should be steeled around reengineering processes that are not only dated, but don’t fit with the software tools that you just spent a lot of money on. Don’t make the classic mistake of trying to retrofit the system into what you’ve always done.
 
Of course, every client is unique, but I caution you not to get too enamored with that uniqueness. Instead, hire seasoned business consultants who are experts in the Infor applications and best practices. They can help guide your organization towards successfully garnering the intended cross-department automation and efficiency you were seeking when you purchased the system. The last thing you want is departments inadvertently sabotaging one another by lack of interconnectivity. 
 
Communication is key. The organization’s leaders need to insist on departments having regular meetings as part of the transition to the new system. This commitment needs to be consistent, open, and candid. Every department needs to have a voice and be on the same page, because the endeavor affects everyone. Otherwise, you have a litany of gotchas as you near the end of the project which can negatively affect buy-in and morale. Of course, there will always be things that slip between the cracks, but effective communication can dramatically mitigate the impact.