Using OCM to Hold Users Accountable for ERP Data Reliability

ERP data issues continue to surface across industries. In fact, we’re seeing a consistent pattern in our project recovery engagements: organizations invest heavily in technology and data controls, yet data accuracy continues to erode over time. 

Executives often attribute the problem to system limitations or integration complexity. However, in many cases, the root cause sits elsewhere: ERP data accuracy often reflects organizational behavior and how employees view data ownership and accountability. 

Organizational change management (OCM) provides a structured way to influence user behavior, turning data standards into shared expectations rather than optional guidelines. Today, we’re exploring how to use OCM to hold users accountable for ERP data, ensuring they follow new data standards and governance.

Why ERP Data Accuracy Is Often a User Behavior Problem

ERP systems can enforce rules, validations, and workflows with precision. Yet inaccurate master data, incomplete transactions, and inconsistent definitions may continue to surface. 

This gap frequently signals an adoption problem rather than a system shortfall. For example:

• When users treat data entry as a low-value administrative task, accuracy declines.
• When managers prioritize speed over discipline, shortcuts become normalized. 
• When ownership for data accuracy remains unclear, users assume someone else will fix errors downstream.

Over time, these behaviors compound, creating systemic data quality issues. 

So, how do you hold users accountable for ERP data? 

The answer is organizational change management. Developing an ERP change management plan helps organizations reframe data accuracy as part of job performance, while aligning data responsibilities with role expectations and performance metrics.

Using OCM to Make Data Standards Stick

Developing a comprehensive OCM strategy introduces additional structure, repetition, and leadership alignment to data initiatives. This means:

• Performance discussions include data quality indicators alongside operational metrics. 
• Leadership reinforces roles and data standards through consistent messaging tied to operational outcomes.
• ERP training connects data standards to real-world job responsibilities and downstream business impact.

This approach holds users accountable for ERP data without resorting to punitive controls.

For example:

• A food and beverage company might design training programs that go beyond system navigation, explaining how inaccurate production and inventory data affects shelf availability and traceability. At the same time, the company might employ communication strategies that reinforce these messages consistently, communicating ERP data governance in plain language.
• A city government might assign super users within finance, public works, and permitting departments to model data discipline during daily operations. These individuals would answer user questions while demonstrating how accurate data supports budgeting transparency, service delivery, and audit readiness. 

Struggling projects that integrate OCM into data governance can achieve measurable shifts in data accuracy and user trust in data. The ERP solution regains credibility as a single source of truth and user adoption of new data standards increases.

Client Story

When an oil & gas company transitioned to a new ERP system, it faced significant implementation challenges, including resistance to change. 

Panorama was engaged to provide implementation oversight and assess key areas such as the change management program, implementation plan, data conversion plan, and training strategy. 

In addition to advising the client on how to address the full range of issues we diagnosed, our ERP consultants helped the company proactively lead change management on-site.

Within less than a year, the company increased system data accuracy from below 50% to more than 95%. This improvement occurred alongside stronger standard process compliance and operational cost savings.

Data Governance Fails Without Communication

Data governance programs frequently emphasize policies, councils, and ownership models. While these elements matter, they struggle to gain traction without targeted communication. 

Executives frequently ask our organizational change management consultants how to communicate ERP data governance in ways that resonate beyond steering committees. We often recommend translating governance into role-specific expectations and answering questions, such as: 

• What decisions does this data support?
• Who depends on it?
• What happens when accuracy slips?

Ultimately, ensuring users follow ERP data standards requires change leaders to link data accuracy to business outcomes that matter to users, such as: 

• Operational predictability
• Customer satisfaction
• Financial visibility
• Reduced rework/manual corrections
• Faster, more reliable decision-making

When users understand how clean data improves their daily work, they are more likely to adopt new data governance standards.

Learn More About ERP Data Accountability

Technology enables data accuracy, yet behavior sustains it. Leaders should use OCM to embed data accountability into role design, performance management, and leadership messaging.

Panorama’s independent ERP consultants can help you use organizational change management to drive the behavior change necessary for long-term data reliability. Contact us to get started.