娇色导航

When ERP transformation programs fail, the headlines always seem to spotlight the same usual suspects: budget overruns, missed go-lives, change resistance, or software incompatibilities. But it’s the underinvested missteps at phase 0 that are overlooked or skipped entirely where most organizations stumble.

After supporting over a thousand ERP programs across industries, we repeatedly hear statements like the SI will handle it, we’ll figure it out as we go, or we can’t afford to do a Phase 0. These soundbite decisions might feel like smart shortcuts in the moment, but they often lead down a path riddled with misaligned expectations, weak governance structures, uncontrolled scope, and a reactive posture to emerging risks. And ironically, the companies who believe they can’t afford Phase 0 are typically the ones who can least afford the consequences of skipping ERP Phase 0 planning.

When problems begin before kickoff

Most troubled programs don’t suddenly derail mid-implementation; they were headed off-course from the beginning. This is due to a lot of factors including that there was no cohesive vision or decision-making framework established, stakeholders weren’t aligned on scope, and key business process challenges weren’t documented. That’s why ERP Phase 0 planning isn’t a luxury, it’s a strategic imperative.

In one case, a client jumped straight into RFPs without defining their program scope. SI proposals came back wildly inconsistent. As a result, the client had no clear baseline, scope assumptions varied drastically, and the selection process dragged on for months. Eventually, the client had to defer cost transparency until after a prolonged discover phase, missing out on the leverage of a competitive process.

What phase 0 is and isn’t

Phase 0 isn’t a redundant planning cycle or paperwork exercise. It’s the stage where you establish a shared transformation vision and goals, define measurable KPIs for business and IT alignment, build your governance and decision-making framework, outline key objectives, and document implementation scope in a way that can anchor your RFP process.

Think of it as a pre-design blueprint for the most expensive and business-critical construction project you’ll ever run. So when you skip this phase, you’re effectively starting your project on unstable footing, which can lead to constant change orders, internal friction, and spiraling costs.

The hidden cost of skipping phase 0

Let’s look at what’s really at stake:

Now ask if your organization can really afford that.

Start phase 0 before you think you’re ready

You don’t need your SI onboarded to start ERP Phase 0 planning. In fact, Phase 0 should precede implementation partner selection so you can shape a competitive RFP with clear assumptions, enable apples-to-apples vendor comparisons, preserve leverage during commercial negotiations, and build stakeholder confidence with tangible outcomes.

Phase 0 is where the best programs begin. And more importantly, it’s where bad programs can still be prevented.

Don’t let planning be your blind spot

You shouldn’t start a multi-million-dollar implementation program without solid Phase 0 planning in the same way as you wouldn’t build a house without blueprints. Done right, Phase 0 empowers your team with clarity, strengthens your vendor posture, and creates a foundation for sustainable success. Done wrong, or not done at all, it creates invisible risks that may not surface until you’re deep into delivery.

If you’re about to embark on your implementation journey and want to avoid the mistakes others have made, now is the time to invest in planning with purpose.