There's a strong case for decoupling the process flows, requirements, business analysis, scoping, current state understanding; from the implementation. Maybe even having a separate consulting firm do that work up front before going to bid on the ERP.
Many ERP implementations fail because of wrong assumptions about the business, or inflexibility of the client to modify their business process to fit the ERP. Enter expensive customizations.
These types of projects also affect peoples' jobs and that can bring up fears of being replaced that can quickly derail morale on a project. Successful projects empower the people with hands on the keyboard who know and live those processes, to own and define their future process too. When the consultants or executives are making future business process decisions without that experience, it is risky.
Many ERP implementations fail because of wrong assumptions about the business, or inflexibility of the client to modify their business process to fit the ERP. Enter expensive customizations.
These types of projects also affect peoples' jobs and that can bring up fears of being replaced that can quickly derail morale on a project. Successful projects empower the people with hands on the keyboard who know and live those processes, to own and define their future process too. When the consultants or executives are making future business process decisions without that experience, it is risky.