Deep Dive: ERP Success Starts Outside IT

Olivia Carter

Good afternoon, Mark. Today, we’re digging into why so many big tech rollouts in higher ed—and honestly, in healthcare too—go sideways. And spoiler: it’s almost never just about the software.

Mark Putnam

That’s right, Olivia. We’ve seen this play out time and again. The Athens Regional electronic health record crisis is a textbook example. The hospital spent millions on a new EHR system, but because clinicians—the people actually using the system—were sidelined, the rollout led to real patient safety issues. Doctors stopped admitting new patients. The financial impact was immediate, but the deeper problem was trust. When the people closest to the work aren’t at the table, the system just doesn’t fit the reality on the ground.

Olivia Carter

Yeah, and it wasn’t just a few grumpy doctors. There was a formal letter from a dozen physicians, calling out the aggressive timeline and the lack of input. That led to the CEO and CIO both resigning. I mean, that’s a pretty dramatic fallout. But it’s not unique, right? We see this in higher ed all the time—ERP projects get framed as a technology project and then when things go wrong, everyone’s pointing fingers at the tech folks.

Mark Putnam

That's right. But the real issue is leadership structure. Here's an analogy that is spot on: it’s like building a hospital without asking the doctors where the operating rooms should go. The structure might look fine, but the workflows are broken. And when that happens, you lose trust, you lose buy-in, and you end up with a system that nobody wants to use.

Olivia Carter

And it’s not just about missing features or bugs. It’s about the culture—who gets to make decisions, who feels heard, and who’s left out. That’s what really derails these projects. I mean, as we talked about in our episode on “Sweating the Details Together,” trust and shared accountability are everything. If you don’t have that, the tech doesn’t matter.

Mark Putnam

So let’s get into our main thesis: ERPs have to be led by the business side, not just IT. These systems are the backbone of how an institution actually works—how people get paid, how budgets move, how decisions are made. If you treat it like a tech project, you’re missing the point entirely.

Olivia Carter

Right, and I love the construction analogy you use. Like, you wouldn’t build a new campus building without asking the people who are going to use it every day what they need. If faculty, student affairs, finance—they’re not defining the requirements, you end up with a building that looks great on paper but doesn’t work in practice. Same with ERP. If the people who live the processes aren’t leading, you’re just encoding the wrong stuff into the system.

Mark Putnam

And it’s not enough for stakeholders to just sign off in a committee meeting. They have to be visible, operational leaders—owning the change, advocating for it, and making the tough calls as the project unfolds. That’s what makes the difference between a system that’s adopted and one that’s resisted.

Olivia Carter

So, Mark, how do you keep those stakeholder leaders engaged over, like, a three-year implementation? I mean, it’s easy to get people excited at the kickoff, but what about two years in, when everyone’s tired and the finish line feels a million miles away?

Mark Putnam

That’s the hard part. Day-to-day advocacy is key. You need stakeholder leaders who are present, who communicate regularly, and who keep the vision alive. Best practices? Regular check-ins, visible wins, and making sure those leaders have real authority—not just a ceremonial role. If they’re not empowered and leading visibly day-to-day, the project drifts back to IT by default.

Olivia Carter

And about that visibility, too. If people see their own leaders out front, making decisions, it builds confidence every day...the project feels stakeholder led. Otherwise, it just feels like another thing IT is doing to us.

Mark Putnam

That's right, Olivia.

Olivia Carter

Let’s talk about what this looks like in real life. A recent Substack article discusses three big ERP projects—Pepperdine's Peoplesoft project, UGA's Banner implementation, and UGA's subsequent PeopleSoft project. And the outcomes really depended on who was leading.

Mark Putnam

Pepperdine is a classic case. IT had all the technical chops, but they didn’t have the influence or the insight to drive institutional change. The system worked, but the campus resisted it. Years were spent rebuilding trust because, frankly, it felt like something IT imposed on everyone else.

Olivia Carter

Then there’s the UGA Banner initiative. Stakeholders were more involved, but there was a trust gap between a key executive and the IT team. The executive wanted IT to deliver anything they wanted, no matter the cost or risk, and IT felt pushed into dangerous territory. It wasn’t until the pressure of go-live that everyone finally compromised—just barely in time.

Mark Putnam

But the subsequent UGA PeopleSoft implementation was different. The business side led the project. The former comptroller ran it day-to-day, had credibility, and could align operational leaders. The CIO was there as a partner, not the driver. That’s what made the system usable and transformative. Compared to the previous Banner implementation business leaders really stepped up, took charge, and suddenly, the whole tone was different. Previous mistrust turned into collaboration. That’s why adoption really took off.

Olivia Carter

And that’s not just a higher ed thing. Back at Athens Regional, after the crisis, clinicians and operational leaders were engaged, they helped restructure training, and established real support systems. The project got back on track because the people who actually understood the work were finally in charge.

Mark Putnam

It’s a pattern. When stakeholders lead, you get buy-in, you get real adoption, and you build trust. When IT leads alone, you get resistance and, often, failure.

Olivia Carter

So, how do you actually build a stakeholder engagement plan that works? It’s not just about inviting people to meetings. You need early involvement, regular updates, and real feedback loops. People have to feel like their voices matter from day one.

Mark Putnam

Absolutely. One of the most effective strategies I’ve seen is forming dedicated change management teams made up of stakeholder representatives. These folks advocate for their peers, surface concerns early, and help translate technical changes into real-world impact. It’s about making the change feel local, not distant.

Olivia Carter

And you’ve got to keep the momentum going. Sharing success stories from early phases, showing data-driven results—those things reinforce confidence. If people see that the system is actually making things better, they’re more likely to stay engaged.

Mark Putnam

Feedback loops are critical. Regular check-ins, open forums, and transparent communication help you catch issues before they become crises. And when you address concerns promptly, you build trust. It’s a cycle—engagement leads to better outcomes, which leads to more engagement.

Olivia Carter

It’s like what we talked about in our episode on “The Power of Silence in Negotiation”—sometimes, just listening deeply and responding honestly is what keeps people on board. Engagement isn’t a one-time thing; it’s a continuous process.

Mark Putnam

The last piece is sustaining that engagement over the long haul. Ongoing training for stakeholder leaders is essential. They need to understand the system deeply, not just at launch, but as it evolves. That sense of ownership is what keeps the project healthy.

Olivia Carter

And don’t underestimate the power of recognition. Creating a formal system to highlight the contributions of stakeholder leaders and teams—it sounds simple, but it really reinforces their importance. People want to know their work matters, especially on something as big as an ERP rollout.

Mark Putnam

Regular review sessions are also key. You need to assess what’s working, gather feedback, and adapt your strategies. Engagement isn’t static. If you’re not checking in, you risk losing momentum and support. It’s about keeping the conversation alive, making sure everyone feels invested, and being willing to adjust as you go.

Olivia Carter

So, to wrap up—ERP success really does start outside of IT. It’s about leadership, culture, and process. If you get the right people leading from the start, you’re not just building a system—you’re building trust and alignment that lasts. Mark, thanks for sharing your stories and wisdom today.

Mark Putnam

Thank you, Olivia. Always a pleasure. And thanks to everyone for listening. We’ll be back soon with more on how technology and leadership are reshaping higher ed and beyond. Take care, Olivia.

Olivia Carter

You too, Mark. Bye everyone!