ERP: why best practices are not automatic

In conversations around ERP projects, one promise is made time and again: alignment with so-called “industry best practices”. On paper, this idea is compelling. It suggests fast transformation, simplified processes and immediate gains in operational efficiency.

However, in practice, this promise often runs into far greater complexity. Simply implementing an ERP system is not enough to ensure that best practices are adopted. Believing otherwise risks deploying a powerful tool without making any meaningful change on the ground.

Contents:

An ERP system alone will not change practices
Best practices are not universal
Standard settings are not enough
Compliance does not guarantee proper usage
Without adoption, there is no real improvement

1. An ERP system alone will not change practices

Most ERP systems are sold with so-called “standard” modules and processes. These are based on the most common flows observed across a wide range of organisations. But standards are not, in themselves, best practices. They are usually generic, designed for flexibility and to fit a broad range of use cases.

In other words, an ERP provides structure but does not enforce anything. The company remains responsible for how it models its flows, configures business rules or sequences its approval steps. Best practices are not built-in by default. They must be chosen, tailored and supported.

2. Best practices are not universal

It is tempting to believe that there is a single, proven method for managing purchasing, stock or supplier follow-ups. In reality, best practices are rarely one-size-fits-all. What works well for a small manufacturing firm may not apply in a multi-site public sector organisation.

Each organisation has its own internal culture, regulatory environment, operational constraints and level of digital maturity. A best practice only works if it fits within a coherent business reality.
ERP systems offer standard templates and building blocks. But they do not take into account the company’s strategy, history or specific goals.

3. Standard settings are not enough

In some projects, tight deadlines or technical constraints lead teams to “accept the default settings”. This can save time in the short term but only delays the hard questions.
How should a purchase request be validated? Who is responsible for entering analytical allocations? How frequently should projects be closed?

A well-configured ERP only adds value when decisions have been clearly made beforehand. That requires cross-functional work, clarity on responsibilities and prioritisation of use cases.
Without this phase of reflection, the ERP system simply reproduces existing silos, or even reinforces them.

4. Compliance does not guarantee proper usage

One of the major paradoxes seen in ERP projects is that a system can be technically compliant with the defined processes while being poorly used, bypassed or ignored by end users.
This happens when rules are too complex, poorly understood or out of sync with operational reality.

The organisation may believe everything is under control: data is available, workflows are approved, modules are activated. But on the ground, processes remain manual, disconnected or handled outside the system.
So best practice is not just about system configuration. It requires full, conscious and lasting adoption.

5. Without adoption, there is no real improvement

At the heart of this misconception is a fundamental oversight: it is not the tools that apply best practices, but the people using them.
It is the users who choose to enter data correctly, follow the workflows or respect the rules. And they are also the ones who, due to habit, pressure or lack of clarity, take shortcuts.

Even the best ERP cannot ensure business alignment if users do not understand the goals, see the added value or receive adequate support.
An ERP’s effectiveness depends less on its technical capabilities than on the organisation’s ability to evolve its human, cultural and managerial practices.

Conclusion

Believing that an ERP system can automatically apply industry best practices is misleading. An ERP is a powerful tool, but it does not transform the business on its own.
It does not contain the right methods by default. Those must be defined, implemented and, above all, used by the teams.
An ERP project is not just an IT project. It is an organisational one, requiring clear decisions, shared rules and real user support.
It is this human dimension that determines whether the ERP brings real value.

👉 To go further on this topic, discover 6 tips and tricks to make ERP process harmonisation easier