
Why Governance and Steering Committees Define ERP Success
Why Governance and Steering Committees Define ERP Success
When organizations embark on an ERP journey, the focus often falls heavily on technology: modules, integrations, and process automation. Yet time and again, the true differentiator between projects that succeed and those that derail comes down to one word: governance.
When organizations embark on an ERP journey, the focus often falls heavily on technology: modules, integrations, and process automation. Yet time and again, the true differentiator between projects that succeed and those that derail comes down to one word: governance.
The Role of Governance in ERP
The Role of Governance in ERP
ERP implementations are not just IT projects — they are enterprise-wide transformations. Good governance ensures:
- Clarity of purpose: A well-defined vision of what the ERP should achieve.
- Alignment: Business and IT leaders working toward common outcomes.
- Accountability: Decisions tracked, risks owned, and issues resolved transparently.
Governance provides the framework for decisions, oversight, and escalation, ensuring that no critical issue slips through the cracks.
ERP implementations are not just IT projects — they are enterprise-wide transformations. Good governance ensures:
- Clarity of purpose: A well-defined vision of what the ERP should achieve.
- Alignment: Business and IT leaders working toward common outcomes.
- Accountability: Decisions tracked, risks owned, and issues resolved transparently.
Governance provides the framework for decisions, oversight, and escalation, ensuring that no critical issue slips through the cracks.
The Steering Committee as the Anchor
The Steering Committee as the Anchor
At the centre of governance sits the Steering Committee (SteerComm). Its role is not to manage day-to-day activities, but to provide direction, unblock obstacles, and make trade-off decisions when timelines, budgets, and scope collide. A strong SteerComm enables:
- Timely decisions on scope and resource allocation.
- Prioritization of risks and issues, escalating only what matters.
- Clear communication between executives and project teams.
Without this leadership body, ERP projects risk drifting without accountability.
At the centre of governance sits the Steering Committee (SteerComm). Its role is not to manage day-to-day activities, but to provide direction, unblock obstacles, and make trade-off decisions when timelines, budgets, and scope collide. A strong SteerComm enables:
- Timely decisions on scope and resource allocation.
- Prioritization of risks and issues, escalating only what matters.
- Clear communication between executives and project teams.
Without this leadership body, ERP projects risk drifting without accountability.
What Good ERP Governance Looks Like
What Good ERP Governance Looks Like
Effective governance combines structure, cadence, and transparency.
- Structure: Clear roles for executives, the steering committee, project management office, and delivery teams.
- Cadence: A rhythm of daily, weekly, monthly, and bi-monthly reviews ensures both operational issues and strategic decisions are addressed at the right level.
- Transparency: Open reporting on quality, scope, risks, and issues fosters trust and enables proactive interventions.
At Affinity, we don’t just manage technology – we ensure the entire program is anchored to your business transformation goals.
We work alongside licensing and implementation partners, but our focus is different:
- Keeping leadership, IT, and operations aligned from day one.
- Driving change management that connects people and culture to business outcomes.
- Embedding project management discipline—timelines, accountability, and measurable results.
Affinity brings more than technical expertise – we bring the strategic oversight to connect every milestone, from system configuration to boardroom objectives. Because SAP is ultimately not just a system implementation -it’s a people implementation. If your people aren’t aligned and engaged, the technology won’t deliver.
Why It Matters
Why It Matters
ERP failures are rarely about the software itself. They come from misaligned expectations, delayed decisions, or unmanaged risks. Governance — anchored by a strong Steering Committee — prevents these pitfalls.
In short: ERP governance is not bureaucracy. It is the guardrail that ensures transformation delivers business value, not just technology change.
ERP failures are rarely about the software itself. They come from misaligned expectations, delayed decisions, or unmanaged risks. Governance — anchored by a strong Steering Committee — prevents these pitfalls.
In short: ERP governance is not bureaucracy. It is the guardrail that ensures transformation delivers business value, not just technology change.
When organizations embark on an ERP journey, the focus often falls heavily on technology: modules, integrations, and process automation. Yet time and again, the true differentiator between projects that succeed and those that derail comes down to one word: governance.
When organizations embark on an ERP journey, the focus often falls heavily on technology: modules, integrations, and process automation. Yet time and again, the true differentiator between projects that succeed and those that derail comes down to one word: governance.
The Role of Governance in ERP
The Role of Governance in ERP
ERP implementations are not just IT projects — they are enterprise-wide transformations. Good governance ensures:
- Clarity of purpose: A well-defined vision of what the ERP should achieve.
- Alignment: Business and IT leaders working toward common outcomes.
- Accountability: Decisions tracked, risks owned, and issues resolved transparently.
Governance provides the framework for decisions, oversight, and escalation, ensuring that no critical issue slips through the cracks.
ERP implementations are not just IT projects — they are enterprise-wide transformations. Good governance ensures:
- Clarity of purpose: A well-defined vision of what the ERP should achieve.
- Alignment: Business and IT leaders working toward common outcomes.
- Accountability: Decisions tracked, risks owned, and issues resolved transparently.
Governance provides the framework for decisions, oversight, and escalation, ensuring that no critical issue slips through the cracks.
The Steering Committee as the Anchor
The Steering Committee as the Anchor
At the centre of governance sits the Steering Committee (SteerComm). Its role is not to manage day-to-day activities, but to provide direction, unblock obstacles, and make trade-off decisions when timelines, budgets, and scope collide. A strong SteerComm enables:
- Timely decisions on scope and resource allocation.
- Prioritization of risks and issues, escalating only what matters.
- Clear communication between executives and project teams.
Without this leadership body, ERP projects risk drifting without accountability.
At the centre of governance sits the Steering Committee (SteerComm). Its role is not to manage day-to-day activities, but to provide direction, unblock obstacles, and make trade-off decisions when timelines, budgets, and scope collide. A strong SteerComm enables:
- Timely decisions on scope and resource allocation.
- Prioritization of risks and issues, escalating only what matters.
- Clear communication between executives and project teams.
Without this leadership body, ERP projects risk drifting without accountability.
What Good ERP Governance Looks Like
What Good ERP Governance Looks Like
Effective governance combines structure, cadence, and transparency.
- Structure: Clear roles for executives, the steering committee, project management office, and delivery teams.
- Cadence: A rhythm of daily, weekly, monthly, and bi-monthly reviews ensures both operational issues and strategic decisions are addressed at the right level.
- Transparency: Open reporting on quality, scope, risks, and issues fosters trust and enables proactive interventions.
At Affinity, we don’t just manage technology – we ensure the entire program is anchored to your business transformation goals.
We work alongside licensing and implementation partners, but our focus is different:
- Keeping leadership, IT, and operations aligned from day one.
- Driving change management that connects people and culture to business outcomes.
- Embedding project management discipline—timelines, accountability, and measurable results.
Affinity brings more than technical expertise – we bring the strategic oversight to connect every milestone, from system configuration to boardroom objectives. Because SAP is ultimately not just a system implementation -it’s a people implementation. If your people aren’t aligned and engaged, the technology won’t deliver.
Why It Matters
Why It Matters
ERP failures are rarely about the software itself. They come from misaligned expectations, delayed decisions, or unmanaged risks. Governance — anchored by a strong Steering Committee — prevents these pitfalls.
In short: ERP governance is not bureaucracy. It is the guardrail that ensures transformation delivers business value, not just technology change.
ERP failures are rarely about the software itself. They come from misaligned expectations, delayed decisions, or unmanaged risks. Governance — anchored by a strong Steering Committee — prevents these pitfalls.
In short: ERP governance is not bureaucracy. It is the guardrail that ensures transformation delivers business value, not just technology change.
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October 6, 2025
October 6, 2025