Here is an open letter from the CEO to Directors. If the content resonates, use it for your messaging to your Directors and Executives:
Subject: ERP Program – Executive Expectations and Responsibilities
Dear Directors,
As we prepare to commence our ERP program, I want to be clear on one point: this is not a technology initiative. It is an organisational capability that will define how we operate going forward.
The ERP system will become our system of record—providing visibility across finances, assets, workforce, and service performance. Decisions will increasingly rely on data from the system, not spreadsheets or manual reporting. The purpose is to improve accountability, transparency, and efficiency across the organisation.
This program represents a transformation in how we work. It will change how departments operate, require redesign of business processes, and necessitate the discontinuation of some existing practices. This is not owned by IT alone. It is owned by the organisation, and leadership sits with the executive.
Each of you is accountable for ensuring ERP works within your directorate. This includes defining how your processes should operate, ensuring data integrity, supporting staff adoption, and using the system to manage your operations. Success will depend on your active engagement, not delegation to project teams.
You should expect increased process discipline, stronger financial and procurement controls, improved visibility of commitments and performance, greater transparency of operational data, and reduced reliance on manual workarounds. Our objective is consistent and reliable information across the organisation.
The governance model will be clear:
- I will act as Executive Sponsor
- The Director Corporate Services will lead platform implementation
- You will own business process and operational outcomes
- A Steering Committee will oversee progress and key decisions
Your participation is required. This includes nominating subject matter experts, attending design workshops, reviewing and approving future processes, supporting testing and implementation, and leading change within your teams.
We will consider this program successful when financial and operational information is reliable, assets and capital programs are accurately tracked, performance is measurable, decisions are data-driven, and reporting is consistent and defensible. At that point, you should be able to run your departments using the system.
This is a shared leadership responsibility. ERP will only succeed if the executive team leads it collectively and ensures adoption across the organisation.
ERP is the infrastructure that will allow us to see reality clearly, govern resources properly, and deliver services effectively. Its success will depend on executive leadership, not technology delivery.
Regards,
CEO
Reference: ERP Control Tower
