PROJECT RECOVERY & RESCUE

ERP migration is a transformative process that promises efficiency, scalability, and data-driven decision-making. Yet, the greatest challenges often aren’t technical. Resistance to change can stall or even derail ERP migration projects, undermining ROI and organizational goals. Understanding the roots of this resistance and deploying proven strategies to address it is essential for a successful migration. Why Resistance to ERP Migration Occurs Resistance to ERP migration is a natural, multifaceted reaction rooted in both individual and organizational concerns. Recognizing the drivers of resistance is the first step toward building an effective change management plan. Fear of Change and Job Security: Employees are often anxious about how new technology will impact their roles. Automation and process changes can trigger fears of redundancy or the need for unfamiliar skills. As highlighted by research conducted by McKinsey, up to 45% of current tasks could be automated with existing technologies, intensifying these concerns among staff. Disruption of Established Routines: Legacy systems are deeply embedded in daily workflows. The prospect of learning new processes and abandoning familiar tools can be daunting, especially if the benefits of the new ERP aren’t clearly communicated. Lack of Involvement and Ownership: When employees feel excluded from the decision-making and design process, they may perceive the new system as being forced upon them. This lack of agency can result in disengagement and resistance. Inadequate Communication and Awareness: Poor communication breeds uncertainty. If the reasons for migration, the expected benefits, and the impact on individual roles are not transparently shared, skepticism and reluctance naturally arise. Insufficient Training and Support: ERP systems are complex, and without comprehensive training, users can feel overwhelmed and frustrated. This can lead to avoidance, workarounds, or even reverting to old processes. Usability and Integration Concerns: Employees may worry about the new system’s interface, its compatibility with existing tools, and whether it will actually make their jobs easier or harder. Data Security and Control: Particularly in industries handling sensitive information, concerns about data security, reliability, and loss of control over systems can fuel resistance to cloud-based ERP solutions. Understanding these sources of resistance enables organizations to proactively address them, paving the way for smoother transitions and higher adoption rates. Strategies to Mitigate Resistance Effectively managing resistance is about more than just technology-it’s about people. Here are expanded, actionable strategies for overcoming resistance and ensuring a successful ERP migration: Engage and Involve Employees Early Inclusion from the Start: Involve end-users in the needs assessment, vendor selection, and testing phases. This not only surfaces practical concerns early but also builds a sense of ownership and investment in the new system 9. Feedback Loops: Establish channels for employees to provide input and feedback throughout the project. This engagement helps tailor the system to real-world workflows and increases buy-in. Transparent and Ongoing Communication Clear Rationale: Communicate the “why” behind the migration, linking it to organizational goals such as improved efficiency, scalability, and competitiveness. Regular Updates: Provide frequent project updates, address rumors, and clarify timelines and expectations. Open dialogue helps dispel fears and builds trust. Two-Way Communication: Encourage questions and create forums for discussion, ensuring that concerns are heard and addressed promptly. Comprehensive Training and Support Role-Based Training: Develop tailored training programs that address the specific needs of different user groups. Use hands-on workshops, e-learning modules, and job aids to cater to various learning styles. Ongoing Support: Offer continuous support post-launch, including help desks, super-user programs, and refresher courses to reinforce learning and confidence. Early Adopter Programs: Identify and empower change champions who can mentor peers and model positive adoption behaviors. Address Job Security and Cultural Concerns Emphasize Value Creation: Highlight how the new ERP will eliminate repetitive tasks, freeing employees to focus on higher-value activities. Career Development: Offer upskilling and reskilling opportunities, positioning the migration as a chance for professional growth rather than a threat. Cultural Alignment: Foster a culture of adaptability and continuous improvement, where change is seen as an opportunity rather than a disruption. Phased and Strategic Rollouts Pilot Programs: Begin with pilot implementations in select departments to test processes, gather feedback, and make adjustments before a full-scale rollout. Iterative Improvements: Use lessons learned from pilot phases to refine training, communication, and system configuration, reducing risk and building confidence organization-wide. Leadership Advocacy and Change Champions Visible Leadership: Leaders should actively participate in training, use the new system, and share success stories to demonstrate commitment. Empower Middle Managers: Equip managers with the tools and information to support their teams, address concerns, and reinforce positive behaviors. Recognize Success: Celebrate milestones, acknowledge early adopters, and share tangible benefits realized from the migration to maintain momentum. Robust Change Management Frameworks Adopt Proven Methodologies: Implement structured change management frameworks such as Prosci’s ADKAR model, which focuses on Awareness, Desire, Knowledge, Ability, and Reinforcement 6. Stakeholder Analysis: Identify primary and secondary stakeholders, assess their concerns, and tailor engagement strategies accordingly. Continuous Measurement: Monitor adoption metrics, gather feedback, and adjust strategies as needed to ensure sustained engagement. Address Technical and Integration Concerns Integration Planning: Map out integration points with other business-critical systems early, and communicate how these will be handled to avoid surprises. User Experience: Prioritize usability in system selection and configuration. Involve end-users in interface testing to ensure the system aligns with their needs. Data Security Assurance: Work closely with IT and vendors to address data security, reliability, and control concerns, especially when moving to the cloud. The Value of an Experienced Technology Advisor Partnering with an experienced technology advisor like Net at Work can be the difference between ERP success and failure. Here’s why: Tailored Change Management: Advisors bring proven frameworks and industry best practices, ensuring that change management is embedded in every phase of the migration. Risk Mitigation: Experienced partners anticipate common pitfalls-such as data migration challenges, integration issues, and user resistance-and proactively address them. Training and Support: Advisors design and deliver comprehensive training programs, provide ongoing support, and help establish super-user networks for sustained adoption. Objective Guidance: With deep knowledge of ERP platforms and business processes, advisors help organizations make decisions that align with both technical needs and company culture. Accelerated ROI: By smoothing the human side of migration, advisors help organizations realize the benefits of their ERP investment faster and more fully. Customer Success: Ink Makes Its Mark with Help from Net at Work and Acumatica Ink, a custom manufacturing company specializing in custom apparel design and manufacturing, had faced significant hurdles over the years with outdated ERP systems. These legacy systems lacked scalability, real-time data visibility, and reliable support, making it difficult for Ink to confidently manage operations and growth. As Systems Development Director Daniel Byrum explained, “If you don’t trust your data, it’s hard to make confident decisions.” “Resistance to ERP migration is a natural, multifaceted reaction rooted in both individual and organizational concerns. Recognizing the drivers of resistance is the first step toward building an effective change management plan.” Seeking to modernize, Ink partnered with Net at Work to implement Acumatica. The decision was driven by Acumatica’s flexibility, robust reporting, and the ability to customize dashboards and workflows to fit Ink’s unique needs. The new platform allowed Ink to automate manual tasks, streamline order management, and gain the real-time insights essential for scaling their business.n> >Net at Work’s consultative approach was a key factor in the project’s success. The partnership was built on trust, responsiveness, and a shared commitment to innovation. Results achieved by Ink after their ERP migration include: Order volume increased from 300–500 orders per month to approximately 2,500 orders per month, without a significant increase in headcount. Year-over-year revenue growth of 25–30%. Enhanced data visibility and reporting for data-driven decision-making. Improved inventory control and streamlined order management. Freed staff from repetitive manual tasks, allowing greater focus on creativity and customer service. “Net at Work has been incredibly responsive,” Byrum says. “I can bring them a problem or an idea, and they’ll walk me through it, help us think it through, and guide us to the best solution. That kind of partnership is hard to come by.” Key Takeaways Resistance to ERP migration is natural and multifaceted, rooted in fear of change, job security concerns, disrupted routines, and lack of involvement. Proactive strategies—such as early engagement, transparent communication, comprehensive training, and leadership advocacy—are essential to overcoming resistance. A phased rollout, robust change management frameworks, and addressing technical concerns further smooth the transition. Working with an experienced technology advisor like Net at Work ensures that both the human and technical sides of ERP migration are managed for success. Is Your Business Ready for an ERP Migration? Net at Work combines decades of ERP implementation experience with a people-first approach to ERP migration. Let us help you turn resistance into resilience. Contact us today to assess your readiness and build a migration strategy tailored to your team.

Over the past fifty years, BGR Packaging has evolved from a small startup into a trusted powerhouse in the packaging industry. As the company grew from selling packaging tape out of a garage to establishing a strong presence in Indiana, Kentucky, and Ohio, BGR has always valued its close-knit, supportive culture. Now, with a bold new vision, BGR is on a journey to become a national packaging supplier by 2040, and its path forward involves evolving and expanding its business model, becoming a supply chain partner, and prioritizing sustainability. But this ambitious plan requires a streamlined, efficient back-office system — and that’s where the company’s collaboration with a technology partner plays a pivotal role. Rising to the Challenge with a Trusted Partner BGR has relied on Sage X3 for many years, but as their growth ambitions ramped up, so did their need for a partner who could help them make the most of this system. BGR needed to optimize Sage X3’s capabilities without sacrificing the customizations they had carefully tailored to their needs. Following a considered and careful search, BGR chose Net at Work and its Sage X3 consulting and development teams. Chris Dreyer, BGR’s Information Systems Manager, was impressed by Net at Work’s depth of knowledge and their reputation for innovation. “Net at Work brings both the big-picture perspective and attention to detail,” Dreyer shares. “Their goal is to help us get the most out of our existing system so we can keep innovating in packaging and supply chain solutions.” Tackling Complexity Head-On Over the years, BGR’s Sage X3 system had accumulated many customizations, which were critical to its operations but also added layers of complexity. As the company focused on growth, it became clear that it needed to streamline its system. Net at Work collaborated with BGR to review these customizations to reduce unnecessary complexities and increase efficiency. The long-term plan? Move closer to a “vanilla” version of Sage X3, allowing BGR to leverage new features and avoid the heavy upkeep that customizations require. “They’re not just managing our system. They’re partners in our mission. Net at Work allows us to focus on expansion and strategic goals. It’s been a night-and-day difference.”
Chris Dreyer, Information Systems Manager, BGR Rather than continually investing in on-staff developers, BGR redirected those resources toward these streamlining efforts. With Net at Work’s support, they’re optimizing their system and taking full advantage of Sage X3’s latest capabilities, achieving innovation without the overhead of extensive custom code. “It’s all about staying nimble,” Dreyer notes. “By reducing costs, we’re freeing up more resources for growth.” Building a Support System that Adds Value One of the most significant benefits of partnering with Net at Work is their structured, client-focused approach. BGR has a dedicated point of contact at Net at Work who coordinates support and services across the board, allowing Dreyer to focus on strategic projects rather than day-to-day system management. As a result, BGR’s team can concentrate on high-impact initiatives, like expanding their offerings in sustainability and supply chain analysis, while knowing their Sage X3 infrastructure is in expert hands. Dreyer emphasizes how Net at Work has allowed them to keep their focus where it matters most. “They’re not just managing our system. They’re partners in our mission,” he explains. “Net at Work allows us to focus on expansion and strategic goals. It’s been a night-and-day difference.” A Future Focused on Growth and Innovation Looking ahead, BGR is committed to scaling smartly and sustainably. They’re transitioning to platforms like Azure and Boomi, paving the way for seamless data integration and process automation. By building a solid technological foundation, BGR is preparing for national expansion while staying true to its roots as an innovative packaging leader. With Net at Work as their support system, BGR is confident in their ability to tackle the challenges ahead and capitalize on new opportunities. Download the full Net at Work success story to read more about BGR’s pathway to operational excellence.

Keeping up with rapid change in the distribution industry is no easy feat. As your business grows and customer demands evolve, you will likely grapple with challenges around expanding into new markets, managing complex supply chains, and defending your bottom line against disruptive competitors. How can you future-proof your distribution operations? The answer lies in developing a leadership pipeline and technology infrastructure that are equally forward-facing. Your company can have the most feature-packed ERP system money can buy, but without leaders who can harness its potential, you are just scratching the surface of its benefits. Conversely, building your leadership dream team and putting them at the helm of an outdated and disconnected system will stifle that potential. It’s about striking the right balance – nurturing digital-era leadership talent in lockstep with modernizing your technology ecosystem. Identifying Future Leaders for the Digital Era What defines a future-ready distribution leader? Deloitte suggests they are part of a team “with the skills that can evolve with the rapid pace of change.” This might include traits such as: Digital/tech savviness: The next generation of leaders need more than just tech literacy. They need an innate curiosity about emerging technologies and a willingness to experiment. Data-driven decision-making: With data coming in from all corners of your business, leaders must be able to extract insights and allow those insights to drive their actions. Change management capabilities: Transformative initiatives like ERP implementations require leaders who inspire teams and skillfully navigate organizational resistance. Strategic mindset: Your future leaders should have the business acumen to connect technology investments with long-term growth objectives. Assessment Methods Tailored for the Digital Age Identifying these future leaders is easier said than done. Traditional assessments may not give you a full picture of candidates’ potential impact in today’s digital landscape. It’s time to get creative: Use data-driven assessments: Analytical reasoning tests and structured interview questions can help to evaluate candidates’ decision-making ability and comfort with viewing data objectively. Explore problem-solving and innovation skills: Discuss case studies to challenge candidates’ innovative thinking and application of digital tools. Observe tech proficiency: Discuss the candidate’s knowledge of technology solutions. Experience or even curiosity can give insight into their appetite for experimenting with new technologies. There are many resources to help you define your candidate testing program, both online and through companies that assist in placement and recruitment. Upskilling Leaders with the Right Technology Framework Once you’ve assembled your leadership dream team, the real work begins – empowering them with the tools and skills to drive your distribution business into the future. Leveraging ERP for Leadership Development A modern ERP system is the ideal training ground for developing well-rounded leaders. With comprehensive data at their fingertips, your team can: Gain greater visibility into your organization’s functioning: Dynamic ERP systems break down organizational silos, allowing leaders to understand cross-functional processes and interdependencies. Make data-backed decisions: Strong reporting and analytics capabilities transform an ERP into a virtual leadership training ground for honing data-driven decision-making. Enable knowledge continuity: A modern ERP serves as a system of record, ensuring seamless knowledge transfer during leadership turnover. Building Digital Competencies An ERP implementation alone won’t magically produce tech-savvy leaders. You’ll need to invest in developing core digital competencies: Hands-on ERP training: From basic transactions to advanced reporting and workflow automation, ensure that your leaders can maximize your system’s potential. Data literacy – Equip your teams with the analytical skills to transform raw data into actionable insights. Exposure to complementary solutions: Familiarize leaders with other critical solutions like CRM (Customer Relationship Management), BI (Business Intelligence), and process automation platforms. Better still, select an ERP that can seamlessly integrate these functionalities. Fostering an Innovation Culture Aligned with Modern ERP With the right leadership pipeline and technology infrastructure, you can cultivate an innovative, future-focused mindset across your distribution organization. Empowering Data-Driven Leadership Your new ERP system can become a goldmine of insights waiting to be tapped. Encourage leaders to: Expand data access: Provide self-service reporting capabilities that empower teams to explore data independently. Experiment, learn, and refine: Encourage a culture of data-driven experimentation, where leaders test hypotheses and refine strategies based on results. Recognize data-backed wins: Celebrate and incentivize process improvements and innovations built from effective data analysis. Measuring Impact and Nurturing Digital Talent Any leadership development and technology initiative is an ongoing journey, not a one-and-done project. Regularly assess the results of your efforts: Track leadership program metrics: Monitor outcomes like retention, internal promotions, and succession planning effectiveness. Measure gains in process optimization: Quantify productivity boosts, cost savings, and customer experience uplifts resulting from your tech-driven process improvements. Evaluate innovation outcomes: Review the results of data-driven experiments and pivots – both successes and failures are learning opportunities. Invest in Continuous Professional Development Provide ongoing ERP certification paths and learning opportunities. Support obtaining credentials or degrees in data literacy certifications. Create mentorship opportunities pairing rising leaders with seasoned leaders to delegate training and ensure unwritten knowledge is passed down. The Future is What You Make It Distribution has become increasingly competitive. A powerful and dynamic ERP system coupled with a succession plan pipeline filled with forward-thinking leaders are crucial for your company’s survival. By tightly aligning your leadership development with comprehensive technology modernization, you’ll be well-equipped to capitalize on new opportunities and set your business up for success now and in the years to come.