Frame an ERP implementation with concrete urgency that mobilizes leaders without creating panic.
The move: turn urgency into evidence people recognize. ERP programs often start with a vague promise: simplify operations, modernize the platform, create one source of truth. Those statements are directionally true, but they do not create enough energy to make managers free up super users, challenge local workarounds, or make hard scope decisions. Kotter's urgency step works because it focuses attention on a real business condition. For ERP, that condition should be specific enough that a leader can repeat it without sounding scripted. The best version has three parts. First, name the current cost in time, money, risk, or customer…
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