Rethinking ERP Implementation: The Transformation-as-a-Service Model
The traditional approach to ERP implementations is broken. Projects run over budget, timelines extend indefinitely, and organizations find themselves paying premium rates for work that could be done more efficiently. It’s time for a fundamental shift in how we think about enterprise software implementation.
The Core Problem: Misaligned Resources and Outdated Models
The 40-hour work week model is a relic of the industrial age. In today’s remote-first world, we’re paying for 40 hours of availability but getting perhaps 30 hours of actual productive output—and that’s generous. The real productive sweet spot? Four to six hours per day of focused, high-quality work.
This isn’t about working less; it’s about working smarter. When you align resource allocation with actual productive capacity, you get better outcomes at lower costs.
Core Principles for 21st Century ERP Success
1. Transform, Don’t Design
The ERP package you’ve purchased is already a designed solution. Your implementation team’s job isn’t to redesign it or create artistic masterpieces of customization. Their role is to transform your existing business inputs into the new system’s framework.
The moment you allow functional consultants to start designing custom solutions is the moment your project begins its descent into chaos and cost overruns.
2. Navigation is 75% of User Readiness
Once users master navigation in the new system, they’re approximately three-quarters of the way to full competency. Yet this fundamental aspect of training is frequently overlooked in favor of overly complex process documentation.
3. “This Is How We Do” Becomes “This Is How We Used To Do”
You’re not moving old processes wholesale into a new system. You’re transforming business operations to align with modern best practices embedded in your ERP solution.
The Transformation-as-a-Service (TaaS) Model
Think of your implementation like this: Your old system is full of “tokens”—key inputs like your chart of accounts, organizational structure, approval hierarchies, inventory lists, and process flows. These tokens need to be gathered, structured, and transformed into your new ERP package.
The Tokenization Process
Before the project officially starts, gather everything:
- Legal organization structure
- Chart of accounts and values
- Payment methods and terms
- Inventory item listings
- Organizational charts and departments
- Payroll components
- Bank account details
- Approval authority matrices
- Process flow diagrams
The critical insight: This information already exists. Don’t waste expensive consultant time extracting what clients can provide upfront.
Two-Tier Resource Strategy
Implementation Services (Medium to Low Cost)
This is your execution engine—primarily outsourced, non-client-facing specialists who handle:
- Token gathering and documentation
- System configuration based on tokens
- Approval workflow construction
- Report building
- Test script creation
- Data conversion
- Integration development
- Security setup
These are skilled professionals who don’t need to be on-site or work 40-hour weeks. They need to be excellent at specific tasks for specific hours.
Transformation SMEs (High Cost)
Your subject matter experts should be:
- Supporting token review and mapping
- Resolving in-scope gaps
- Serving as engagement contacts
- Moderating conference room pilots and testing
Critical principle: Minimize SME hours ruthlessly. Never have expensive experts doing work that implementation services can handle.
Winning Strategies for Modern Implementation
1. Tokenize Like There’s No Tomorrow
Comprehensive upfront data gathering prevents expensive mid-project chaos. Incomplete tokenization guarantees project failure.
2. Kill the 40-Hour Model
Right-size every role. Match skills to tasks precisely. Stop paying for idle time.
3. Build a Global Employment Network
The wage arbitrage opportunity is massive when you hire skilled professionals worldwide. Start building these networks now.
4. Eliminate Chaos Creators
“Picassos”—consultants who want to create artistic custom solutions—are time thieves. They burn budget creating complexity outside your scope. Identify and remove them immediately.
5. Hire Fast, Fire Faster
In a right-sized, task-focused model, you need agility in team composition.
6. Minimize High-Priced “Pradas”
Subject matter experts charging premium rates will destroy project profitability if given free rein. Keep them focused on high-value activities only.
The Remote Work Revolution
Remote work isn’t just about working from home—it’s about accessing global talent, eliminating commutes and office overhead, and tapping into professionals who want to work 5, 10, 15, 20, or 30 hours per week.
These part-time professionals can be incredibly productive. A talented developer or functional specialist working 20 focused hours per week often outperforms someone grinding through 40 distracted hours in an office.
The Reality Check
Most organizations are already doing elements of this approach—they just haven’t systematized it or fully embraced the remote work implications. The resistance comes primarily from those clinging to industrial-age management models.
But the competitive pressure is real. Organizations that adopt these methodologies will deliver faster, cheaper implementations with better outcomes. Those that resist will find themselves outpaced by more agile competitors.
Conclusion
Fixed-price, fixed-scope, fixed-schedule ERP implementations aren’t just possible—they’re the natural outcome of applying modern workforce strategies to a traditionally bloated process.
The transformation isn’t in your ERP system. The transformation is in how you approach implementation itself.
What’s your experience with ERP implementations?
Below is a live example of an Engagement Schedule for a Fixed Price, Fixed Scope, Fixed Schedule ERP Engagement
Direct Link https://view.monday.com/embed/1327985265-3ef54b6c4b681fd6e308a09f8e494b93?r=euc1
