ERP implementation projects are complex beasts. Most businesses plan meticulously for technical requirements and spend months debating budgets and timelines. Still, despite their best intentions, delays and frustrations happen.
You might be thinking that these issues stem from the tech itself or an underperforming IT team, but the reality is often very different. The risks that derail most ERP implementations are hidden in plain sight. They’re embedded in the way people and processes interact across the business.
If you’re leading or are involved in an ERP project, understanding these risks before they become full-blown crises can save months of frustration and rising costs.
Why most ERP projects stumble
The biggest threats to ERP success are often invisible until they become obvious (which isn’t very helpful). Projects stumble when assumptions go untested, responsibilities remain unclear, or communication between teams breaks down. Even small differences in how a process is followed or a report is generated can snowball into bigger problems.
Often, risks come from the human side rather than the technical. Teams may opt for taking shortcuts or creating local fixes that feel practical in the moment but introduce inconsistencies later. When these issues accumulate, the project immediately loses momentum and confidence in the system wanes.
It’s important to realise that identifying these risks early isn’t about micromanaging or catching people out, but about recognising where processes and behaviours might unintentionally clash, and taking practical steps to prevent them from disrupting progress.
Hidden risk 1: Misaligned expectations
A big overlooked risk in most ERP implementations is misaligned expectations. From day one, stakeholders may have different ideas about what the system will deliver, how long it will take, and how workflows will change.
If these expectations aren’t addressed early, confusion will spread. Leadership may assume that training has covered certain areas, while teams are left uncertain about what is expected of them. Even minuscule gaps in understanding can spiral into something bigger.
Mitigating this risk requires careful planning and early engagement. Gathering stakeholders from across the business and agreeing on deliverables helps everyone start on the same page.
Hidden risk 2: Unclear roles and responsibilities
ERP projects involve multiple departments, each with its own priorities. Without clearly defined roles:
- Tasks can be overlooked or duplicated unnecessarily
- Decisions are delayed because no one knows who has the authority to approve them
- Accountability becomes diluted
- Teams may become disengaged, assuming someone else is responsible
A simple, but often neglected step, is to map out all responsibilities. It’s a lot of work, but very worth it. Workshops and collaborative planning sessions can then help embed this clarity in a way that lasts beyond go-live.
Hidden risk 3: Overlooking process standardisation
When each team uses the new system differently, data inconsistencies and reporting conflicts appear. Often, these issues are misattributed to the tech when, in fact, they are symptoms of inconsistent processes.
Aligning workflows across departments and agreeing on how data should be entered helps prevent confusion and reduces the need for workarounds that erode system reliability.
Hidden risk 4: Training gaps and lack of adoption
Even the most user-friendly ERP system will fail to deliver value if people do not know how to use it effectively. Training that is too generic, too brief, or delivered at the wrong stage can leave teams unsure of what to do.
The risk here is subtle but serious. If employees revert to old systems or manual processes, the ERP fails to deliver its promised benefits. Identifying different user groups and tailoring training to their roles, in addition to providing ongoing support, creates confidence and improves engagement.
Hidden risk 5: Communication breakdowns
ERP projects often rely on multiple streams of communication. Emails, meetings and word-of-mouth messages all convey important updates and decisions. But when communication is inconsistent or unclear, teams will operate with partial or outdated information.
The solution here is to establish clear communication protocols and maintain transparency at every stage. Sharing the rationale behind changes and providing accessible channels for questions builds alignment and reduces risk.
Hidden risk 6: Ignoring organisational readiness
Every business has a unique culture, and change affects people differently. Some teams are quick to adapt, while others may struggle with new ways of working. ERP projects that do not assess organisational readiness risk leave dangerous gaps in adoption.
Early assessment of readiness (including surveys, workshops, and interviews) helps identify where support is needed. It also highlights potential blockers, such as resource constraints or gaps in understanding.
Hidden risk 7: Lack of ongoing review and adaptation
ERP projects are far from static. As systems go live, new processes emerge, and unexpected issues arise. Projects fail when organisations treat implementations as a one-off event rather than an ongoing process.
Regular reviews and post-go-live check-ins allow teams to spot gaps early and course-correct quickly. This is a proactive approach to risk, rather than reactive firefighting.
How change management prevents these risks
All of the above mentioned risks have one thing in common. They arise where people, processes, and systems intersect. Addressing them effectively requires a human-centred approach that blends planning and training with ongoing support.
Structured change management is the glue that holds complex ERP transformations together. It creates a framework where risk is identified early, decisions are informed and teams are confident in the way they work. ERP transformations are complex, but they don’t have to be chaotic. Understanding where hidden risks lie and addressing them before they spiral, ensures projects deliver the results they were designed to achieve.