The challenges of standardizing business processes in ERP projects: between promise, complexity and adoption
In a constantly changing economic world, companies are seeking to improve efficiency, streamline their operations, and manage their business with precision. With this in mind, ERP (Enterprise Resource Planning) systems are emerging as pillars of digital transformation. These systems centralize data, standardize processes, and better align business lines with the company's strategic objectives.
But behind this laudable ambition lie much more nuanced realities. Standardizing business processes via an ERP is not a given. This raises fundamental questions: How far should standardization go? What should be done about specific business requirements? How should resistance to change be managed? And above all, how can we ensure that users truly take ownership of the tool to derive its full value?
This article deciphers the real challenges of standardization in ERP projects and shows how a user-centered approach, equipped with digital adoption , can transform difficulties into lasting opportunities.
1. The promise of the standard: attractive on paper, delicate to implement
Process standardization is often touted as one of the major benefits of an ERP project. By aligning with the best practices offered by vendors like SAP, Oracle, and Microsoft, the organization hopes to:
- Reduce customization costs,
- Accelerate system deployment,
- Facilitate maintenance and upgrades,
- Harmonize practices across the group.
The idea is simple: by adopting a common framework, different departments, sites or subsidiaries can collaborate more effectively, share data seamlessly and avoid functional silos.
But this theoretical framework quickly comes up against the realities on the ground.
2. Business complexity: an obstacle to pure standardization
Every company has a unique history, culture, business, and processes. What works in one industry or country doesn't necessarily apply elsewhere. This is especially true for international groups, where practices vary depending on markets, local regulations, or internal habits.
In this context, imposing rigid standardization can be counterproductive . Here are some common examples:
- A logistics department wants to maintain a proven inventory management model at a specific site.
- A sales team has developed a differentiating sales process that does not fit into the model proposed by the ERP.
- An HR department has contractual obligations specific to its sector which require adaptation of standard workflows.
The challenge is therefore to find the right balance between standard and specificity . Too much customization weighs down the system and increases risks. Too much rigidity, and operational performance suffers.
3. The strategic dilemma: what value for each deviation?
In modern ERP projects, transformation leaders are increasingly asking this key question: "What is the business value of this exception to the standard?"
This reasoning helps avoid the abuses where each service requires customization "because we've always done it that way." It invites a dialogue between IT and business , where we objectively evaluate the expected gains, the impacts on governance and the long-term costs.
Standardization then becomes a reasoned strategic choice , and not a dogmatic rule.
4. User experience: the often underestimated variable
If we focus only on processes and technology, we forget the human factor , which is nevertheless decisive in the success of an ERP project.
The reality is that the best ERP in the world is worthless if it isn't adopted . And adoption isn't something you decree: it's something you build, step by step, with the right tools, clear communication, effective training, and close support.
Here are the main points of attention:
- Users are often lost when faced with the functional complexity of an ERP.
- They struggle to understand the new standardized processes.
- They fear making mistakes, which hinders their commitment.
- In the absence of support, they develop parallel solutions (Excel files, unofficial procedures, etc.).
This is where digital adoption plays a fundamental role.
5. K-NOW, K-STUDIO, K-VALUE: an integrated user-centric approach
Knowmore offers a concrete response to these challenges thanks to a trio of complementary solutions, designed to strengthen adoption and assimilation ERPs in a complex environment.
▶ K-NOW: the no-code digital adoption platform
K-NOW integrates directly into ERP applications (SAP, Oracle, Dynamics, etc.) to provide real-time contextual help. Through interactive guides , personalized tips , and targeted notifications , each user is supported in their tasks, according to their role and level of proficiency.
For example :
- An HR employee receives a step-by-step guide to launching an annual review campaign.
- A logistics manager has access to contextualized help to manage stock shortages.
- A management controller is informed of the new budget entry rules via an integrated notification.
The result: users are up and running faster, make fewer mistakes, and are more engaged with the change.
▶ K-STUDIO: train in a realistic and risk-free environment
ERP systems are often complex to understand for both newcomers and experienced employees. With K-STUDIO, teams can train in a simulated environment , faithful to the real system, without fear of impacting the data.
The advantages:
- Immersive training, without scheduling constraints or access to technical environments.
- Business scenarios adapted to real cases encountered in the company.
- Immediate feedback and opportunity to learn from mistakes.
This allows for a gradual increase in skills , much more effective than traditional “one-shot” training.
▶ K-VALUE: measure adoption, drive engagement
Finally, K-VALUE allows ERP project managers, product owners, and IT departments to objectively measure digital adoption . Thanks to intelligent dashboards, they can:
- View the usage rate of the different features.
- Identify profiles or departments in difficulty.
- Measure the impact of training and change management actions.
- Adjust adoption paths in an agile manner.
6. Practical recommendations for successful standardization in an ERP project
To take full advantage of standardization while avoiding its pitfalls, here are some best practices based on customer feedback:
- Involve users from the framing stage
Listen to their needs, identify irritants, and co-construct processes. Buy-in comes from participation. - Define clear governance of deviations from the standard
Set up a body (deviation committee) to decide on the basis of objective criteria: business gain, ROI, technical complexity. - Prepare for adoption from the design phase
Integrate digital adoption into your project roadmap. It's not a "nice to have," it's a key success factor. - Train continuously and in the workflow
Favor a “just-in-time” approach with integrated tools rather than off-site learning. - Driving adoption as a strategic KPI
Set up an adoption cockpit and monitor changes in usage to adjust your deployment strategy.
Conclusion: Towards agile and human-centered standardization
The standardization of business processes in an ERP project should not be seen as a constraint, but as an opportunity. An opportunity to simplify, structure, and align. But for this transformation to be accepted, it must be supported , explainable , and above all useful for those who use it on a daily basis .
The challenge is not only technological: it is human, operational, strategic. And this is where Knowmore positions itself, not as a simple solution provider, but as a partner in your digital transformation .
📩 Want to discuss it? Contact our experts to discuss your ERP challenges and digital adoption projects.