ERP implementations have a reputation for being expensive, disruptive, and slow to show returns. From a CFO’s perspective, they are often viewed as a necessary cost of doing business rather than a driver of growth. But done right, ERP rollouts can deliver transparency, efficiency, and scale that transform the finance function and the wider enterprise. The key lies in managing them as business investments with measurable financial outcomes — not just IT projects.

Where to Start: Define the Business Case
Every ERP program should begin with a clear financial narrative. What problems are being solved? Faster close cycles? Real-time visibility into margin drivers? Better control of cash flow? Without these metrics, ERP risks becoming a technology spend with no line of sight to ROI. Framing the project in terms of working capital, efficiency gains, or revenue protection ensures alignment with broader business goals.

The Hidden Costs to Watch For
Scope creep, data quality issues, and misaligned stakeholders quietly eat away at project returns. A CFO must demand early assessments of data integrity, clear ownership of reporting, and disciplined governance. Otherwise, costs escalate and timelines slip, often with little accountability. Treat ERP not as an IT expense but as an investment that requires risk-adjusted oversight, the same as any capital project.

Measuring Value Along the Way
ERP benefits should be delivered in phases, with each milestone tied to financial KPIs. Early wins — such as improving procurement controls, accelerating reconciliations, or reducing manual effort in reporting — prove the investment’s value before the final go-live. These interim gains also help sustain executive buy-in and reduce the perception of ERP as a 'black hole' of spend.

Change Management is a Financial Issue
It’s tempting to leave change management to HR or IT, but from the CFO’s chair, poor adoption shows up as wasted spend. Productivity dips, workarounds, and shadow systems create hidden costs that undermine ROI. A robust change management plan — with clear training, communication, and visible sponsorship — protects the investment and ensures the system is actually used to its potential.

Linking ERP to the P&L
ERP success is not measured by technical go-live. It’s measured by the degree to which it drives financial and operational improvements: lower inventory carrying costs, faster close, reduced errors, improved vendor compliance, or tighter spend visibility. As a CFO, insisting on post-implementation tracking ensures the program delivers ongoing returns rather than fading into the background as a sunk cost.

Where Human Experience Matters
AI can generate a list of ERP risks and watch-outs, but it cannot navigate the financial and cultural realities of a complex enterprise. Real-world experience is required to make the tough trade-offs, manage executive agendas, and balance compliance with agility. These are the inflection points where programs succeed or fail. That’s where human experience matters — and where a CFO’s oversight can turn ERP from a cost center into a true growth enabler.