The Hidden Saboteurs of ERP Projects: Who They Are and How to Handle Them
Insights from real-world ERP rollouts and lessons learned from Tuhund implementations
ERP implementations are among the most ambitious and transformative projects an organisation can undertake. They promise integration, transparency and efficiency—but they also threaten the status quo. And wherever change disrupts comfort, resistance is inevitable.
In almost every ERP rollout, there exists a small but powerful group of stakeholders who, knowingly or unknowingly, work against the success of the project. These are not always obvious villains; in fact, many hold respectable titles and deep institutional knowledge. Yet their behaviour poses one of the greatest risks to ERP success.
In this article, we explore who these hidden saboteurs are, why they resist and what project leaders can do to mitigate their influence—drawing from real-world ERP implementation experience, particularly with Tuhund.
Who Are the Hidden Saboteurs in ERP Projects?
ERP systems impact the entire organisation—from top-floor strategy to shop-floor operations. That’s precisely why resistance can come from any level.
1. Department Heads Guarding Their Turf
ERP systems centralise processes and reduce informal power structures. Department heads who once controlled data flow or approvals may fear losing influence.
2. Champions of Legacy Systems
Often long-serving employees who helped build or customise the previous system. For them, ERP is not just a technical change—it’s personal.
3. IT Personnel Feeling Threatened
Paradoxically, some IT teams resist ERP, especially when the new system is cloud-based or externally managed. The fear of becoming redundant or less critical can fuel obstruction.
4. Informal Influencers and Power Brokers
These are not always in leadership roles but are trusted voices within teams. Their scepticism even in whispers can erode confidence across the organisation.
5. External Consultants with Conflicting Interests
Past vendors or consultants whose influence wanes under the new system may subtly undermine it to keep their relevance or contracts.
6. Frontline Users with Low Tech Confidence
Employees on the ground—sales reps, inventory staff and operators—often fear that ERP will expose their mistakes or make their jobs more complicated.
Real-World Observation: From Opponents to Advocates
At Tuhund, we’ve seen this story play out repeatedly: senior executives who initially resisted the system tooth and nail—arguing, blocking, delaying—later became some of our strongest advocates.
Over time, as they began to understand the system and experience its value, the fear faded. In many cases, they not only embraced Tuhund but insisted on implementing it again when they moved to new companies or even started their own ventures.
This transition from resistance to advocacy is one of the clearest indicators that objections are often rooted not in logic, but in fear of change, fear of exposure or simple unfamiliarity.
A Curious Pattern: Resistance from Smaller CAs
Another consistent trend we’ve noticed is related to Chartered Accountants. When a customer's CA is established or possesses a high degree of expertise, ERP implementation usually proceeds with minimal friction. These professionals understand the value of system-driven processes and financial discipline.
However, resistance tends to increase significantly when the CA is less experienced or operates in a more informal, traditional manner. In such cases, objections often stem from misconceptions about how ERP “takes away control” or imposes unwanted structure.
Understanding this pattern allows project teams to better prepare for objections, offer targeted education and approach implementation with empathy and clarity.
How Do They Sabotage ERP Projects?
Not all sabotage is overt. In fact, the most dangerous kind is quiet, persistent and plausibly deniable.
- Delaying data finalisation (product codes, ledgers, master tables)
- Missing training sessions or refusing to participate in UAT
- Introducing endless “special cases” to derail standardisation
- Insisting on outdated reports or processes
- Spreading doubt by misrepresenting system capabilities
- Demanding unreasonable customisations that increase cost and complexity
Why Do They Resist?
At the heart of resistance lies fear and self-preservation. Understanding these motivations is key to managing them.
| Motivation | Common Expression |
|---|---|
| Fear of transparency | “The ERP doesn’t understand our process.” |
| Job security concerns | “We’ve always done this manually.” |
| Loss of control | “We need our own version of this report.” |
| Change fatigue | “This is just another failed IT project.” |
| Political turf wars | “This wasn’t our idea and it won’t work.” |
How to Handle ERP Saboteurs (Without Creating More)
Dealing with resistant stakeholders requires strategy, not confrontation. Here are some ERP-specific methods that help neutralise resistance:
- Identify Power Beyond Titles – Go beyond the org chart. Find out who influences opinions and controls processes informally.
- Appoint Departmental Champions – Assign functional leaders who co-own the project. Their endorsement carries more weight than mandates.
- Tailor the Messaging – Speak the language of each function: finance (compliance), sales (speed), operations (efficiency).
- Showcase Quick Wins – Pilot in low-resistance areas. Highlight time saved or process improvements early.
- Co-create Solutions with the Critics – Involving saboteurs in design often turns them into supporters.
- Set Boundaries Around Shadow Systems – Disallow parallel spreadsheets and legacy tools during rollout.
- Document Everything – Maintain a clear record of all decisions, delays and escalations.
- Focus on Emotional Readiness – Use scenario-based training to build confidence and reduce fear.
Final Word: ERP Is a Mirror, Not Just a System
ERP implementations don't just change the way organisations work. They reveal how things have really been working all along. That mirror can be uncomfortable for those used to operating in silos, secrecy or manual control.
The good news? Many of those who initially resist most strongly end up becoming the ERP’s greatest advocates—once they see the value and let go of unfounded fears.
And that's the true mark of a successful implementation: not just a working system, but a changed mindset.
