Go-live is exciting. But it’s what happens afterward that determines whether an ERP project succeeds.
Almost every ERP implementation includes training, but the problem is that many organizations stop there.
Employees attend classes. Quick-reference guides are distributed. Everyone signs off that they’ve completed training. On paper, the project looks ready.
Then go-live arrives.
A few weeks later, spreadsheets quietly reappear. Someone says, “I’ll enter it into the ERP later.”
A department keeps its own tracking file because “it’s easier.”
Before long, the new system is competing with the old way of working.
That’s not a training problem. It’s an ERP user adoption problem.
After more than 200 ERP implementations, I’ve seen that people are much more likely to embrace change when they feel they’ve had a voice in it.
Technology can be installed in a weekend.
Buy-in takes much longer.
As someone who’s coached youth baseball for years, that reminds me of introducing a new drill. I can explain it, demonstrate it, and have every player repeat it in practice. But until they understand why it matters and trust that it will help them during a game, they usually fall back on old habits.
Over the years, I’ve found ERP projects aren’t much different. People rarely change the way they work just because they’ve been shown how.
Throughout this series, I’ve argued that ERP success is about more than software. In the first article, I discussed why choosing the right solution is only the beginning. In the second, I explained why organizations should optimize their business processes before implementation.
Whether you’re evaluating Microsoft Dynamics 365 Business Central or another ERP platform, technology may provide the tools, but people determine whether those tools ever become part of the way they work. Even with the right software and the right processes, one question still determines the outcome:
Will people embrace it enough to make it part of how they work every day?
What’s the difference between ERP training and ERP adoption?
One of the biggest misconceptions I come across is the idea that training and ERP user adoption are the same thing. They’re related, but they’re far from interchangeable.
Training teaches employees how to navigate the system, complete transactions, and follow new procedures.
ERP user adoption happens when those same employees consistently choose the ERP system over spreadsheets, scribbled notes, or other workarounds because they trust it enough to rely on it every day.
It’s an important distinction. Time and again, I’ve watched project teams deliver excellent training, only to discover weeks later that employees had returned to familiar tools, like reaching for that old, worn-out pair of hiking boots because they’re comfortable.
The issue wasn’t that people didn’t know how to use the software. They simply hadn’t changed the way they worked.
Successful adoption requires more than knowledge transfer. It requires confidence, ownership, and a clear understanding of why the new process is better than the old one.
I’ve found this to be true throughout my career, and it aligns with Prosci’s research on ERP change management, which emphasizes that lasting adoption comes from combining effective training with thoughtful change management and employee engagement.
Why do employees resist ERP systems even after training?
The answer usually isn’t that employees dislike technology. More often, ERP user resistance begins when people don’t understand how the new system will make their jobs easier.
Imagine arriving at work one Monday morning and learning that a process you’ve relied on for years is changing. Even if the new approach is better, your first instinct is probably to compare it to what you already know.
That’s human nature. Most people aren’t resisting the ERP system—they’re trying to get through their day as efficiently as possible.
Companies that struggle most with ERP user adoption often introduce change to employees instead of building change with them. When users help review workflows, test processes, or provide feedback early, they develop a sense of ownership. That ownership builds confidence and leads to adoption.
Clear communication matters just as much. When leaders consistently explain why the project matters, how success will be measured, and what’s expected after rollout, uncertainty begins to fade.
People are much more willing to embrace change when they understand not only what’s changing, but why it’s worth changing.
How do you get employees to actually adopt a new ERP system?
When people ask me how to improve ERP user adoption, my answer always starts in the same place. The most effective ERP adoption strategies don’t begin in the training room. They begin months earlier, when employees first become part of the conversation.
The people who perform the work every day often have valuable insights into where workflows succeed, where they break down, and what practical improvements will make the greatest difference.
Inviting them to participate early not only improves the implementation, it also builds trust in the solution long before it’s rolled out.
From there, leaders need to communicate consistently—not just what’s changing, but why it matters and how it benefits both the business and the people doing the work. Those conversations shouldn’t end after training or even after go-live.
Just as confidence develops through repetition on the baseball field, it develops through everyday use of an ERP system. ERP user adoption isn’t measured by training completion. It happens when employees naturally rely on the ERP system during everyday work without thinking about returning to old habits.
What happens when ERP adoption is low after go-live?
Low ERP user adoption rarely announces itself with a major system failure. Instead, it usually appears through small decisions that gradually become everyday habits.
The weeks and months after implementation are often where long-term success is determined, making ongoing support just as important as the implementation itself.
- Someone exports inventory to a spreadsheet before every production run because they don’t fully trust the ERP numbers.
- A winery keeps tracking barrel inventory outside the ERP “until we’re sure it’s accurate.”
- A sales team keeps its own customer list just to be safe.
None of those decisions seem significant on their own, but together they gradually erode the visibility and consistency the ERP system was designed to provide.
Over time, those small workarounds create much bigger problems. Data becomes inconsistent, reporting loses accuracy, and employees spend more time reconciling information than making decisions.
The technology hasn’t fallen short of expectations… the business simply hasn’t reached the level of ERP user adoption needed to realize its full value.
That’s one of the biggest reasons why ERP adoption fails to deliver the expected return on investment. Without ongoing post go-live support, employees are far more likely to return to familiar habits, making it difficult for the ERP system to become the trusted source for decision-making.
How much effort should go into change management vs. training in ERP projects?
If I had to choose where to invest additional time and effort, I’d focus on change management in ERP implementation. Training teaches people how to use the system, but leadership, communication, and reinforcement determine whether they continue using it once the system is live.
McKinsey has consistently found that successful transformations depend on engaged leadership, clear communication, and active employee involvement throughout the change process.
Those same principles apply to ERP projects because the technology itself is only one part of the investment.
One thing I’ve learned:
Training teaches people which buttons to click. ERP user adoption happens when they stop looking for the old way of doing things.
Throughout this series, I’ve shared why ERP success is about more than software. The right technology gives your business the tools it needs. Well-designed processes create consistency. But ERP user adoption is what turns both into lasting business value.
When businesses focus on communication, leadership, and employee involvement alongside technology, adoption becomes more than a successful go-live. It becomes the way work gets done.
If you missed the earlier articles from this series, be sure to check them out:
- ERP Implementation Success Factors Beyond Software
- ERP Process Optimization Before ERP Implementation
And as you think about your own ERP journey, don’t just ask whether the software is ready. Ask whether your people are ready, too. That’s the question that ultimately determines whether an ERP investment delivers the value you expect.
If you’d like to talk about Microsoft Dynamics 365 Business Central or ways to strengthen ERP user adoption in your business, let’s have a conversation.
About Mike Stallmann
Meet Mike Stallmann, Director of Product and Business Development, Co-founder at Oztera, and the original “Chief Geek Juggler.” With decades of ERP innovation under his belt and over 200 successful deployments, Mike’s involvement with business technology is extensive.
From wineries to agriculture and beyond, Mike and Oztera specialize in solving complex, industry-specific challenges. If you’re looking to leverage technology for growth and efficiency, our experience is your secret weapon.
For insights and actionable advice, connect with Mike on LinkedIn and discover what tech-driven business transformation looks like.