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Yesterday, we outlined two types of ERP consulting firms to avoid. Today, we’ll cover three more archetypes that could spell trouble.

Every firm has a unique way of positioning its service offerings. It’s important to uncover the story behind the marketing hype to discover which consulting firms can best deliver the services your organization needs.

Run Away From These Consulting Firms

When it comes to service offerings, here are three perilous archetypes you may find in the ERP consulting market:

1.  The firm that specializes in small to mid-sized businesses. Is staying in the SMB category one of the benefits your company wants to realize from a new or upgraded ERP system? Probably not. So why partner with a firm that only has SMB-focused services? An ERP system should give an organization the ability to compete on a global scale, increase revenue and benefit from the same advantages as their larger counterparts. A consulting firm that is rooted in the small-business mentality likely doesn’t have the global understanding to take your organization to the next level. This is especially true if your organization is considering digital transformation as opposed to a traditional ERP implementation.

2.  The firm that wants you to focus on the individual biographies of its employees rather than its toolset or methodology. The bigger consulting firms tend to attract very impressive candidates. After all, they pay well, offer a lot of perks and tend to specialize in “marquis” implementations that look great on a resumé. Where they fail is training these consulting superstars on the organization’s implementation methodology or organizational change management toolset. Consider this: can a firm that makes the lion’s share of its money outsourcing its consulting truly control the quality of its services? If you want to know the answer, look up the major ERP lawsuits of the last decade, and read what the big consulting firms’ former clients had to say in the court documentation. Eye-opening, to say the least.

3.  The firm that can’t strike a balance between independence and innovation. The key, as with so much in business, is striking a balance between the two. Preferred partners of ERP vendors naturally have to depend on those vendors to steer any innovation in their implementation offerings. On the other hand, independent providers have all the leeway in the world to create their own methodologies and frameworks for success. However, they often don’t take advantage of this, and fall back on the same, staid toolsets that have been floating around the industry for years.

As a leader in the field, it is part of Panorama’s value proposition to share our understanding of the industry with as many organizations as possible. We hope that every organization achieves ERP success by findings the consulting team that’s the best fit for their organizational goals.

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