At the beginning of a tech project, especially something as big as an ERP implementation, the usual move is to start gathering requirements. Everyone makes a list of what they want the new system to do. That list gets handed to the implementation partner, and the expectation is that the end result will match how the business works.
But that’s not quite how it plays out.
If you’re building something from scratch, a detailed set of requirements makes sense. But most businesses aren’t building their own ERP. They’re choosing an off-the-shelf platform like Microsoft Dynamics 365 or Oracle, and configuring it to fit. That’s a very different task.
The platform is already built. Your job is to figure out how your business can make the most of it, without turning it into something it was never meant to be.
Get to know the system before you customise it
Every platform comes with standard processes already baked in. The more of these you can stick to, the faster the project will move and the easier it’ll be to support long term.
That’s why it helps to start by walking through how the system works out of the box. Explore the workflows, check what’s possible without needing to change too much, and then ask how your business processes could flex to fit. Customisation should always be a last resort.
Start with how your business actually runs
This means knowing your business processes and where the value comes from. Which parts of the business give you an edge, and which ones just need to run smoothly? When the core platform can support your high-impact processes in a standard way, you’ve made a good choice. If not, it might be worth adding a smaller system alongside it rather than bending the main platform into something it’s not.
Don’t start with a blank sheet of paper
A common trap is asking teams to list what they need the system to do. You’ll end up with long wish lists and a lot of opinions. Instead, show people how the system is designed to work, and talk through what that means for their role or team. This gives you much more useful insight into where the real friction lies.
From there, it becomes easier to spot what’s a genuine business need and what’s a habit that no longer serves the company well.
Think about what change will mean for your people
When you ask people to work differently, you have to support them through that shift. It’s one thing to tweak a process on paper. It’s another to help teams unlearn the old way of doing things and feel confident with the new one.
This is where change planning comes in. You don’t need a 200-page strategy. But you do need to be clear about what’s changing, who it affects, and how you’ll help them through it.
Lay the right groundwork
At BR One, we’ve helped a lot of businesses get started on their ERP journey. The ones that set themselves up well didn’t begin with lists and documents. They began with questions. They wanted to know how their chosen platform really worked They were honest about where they could adapt and where they couldn’t. And they were willing to shape the business around the system when it made sense to do so.
If you’re about to start a tech project, hold off on collecting requirements. First, get clear on how your business works today and how that needs to change. That’s what sets you up for a platform that fits without the frustration.