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Twenty-five years ago, almost to the day, I was the picture of pure excitement. It was my 15th birthday, and I was standing in line at the DMV, ready to get my driver’s permit. After years of studying car magazines, playing with Matchbox cars, and perfecting my laps around the house in my Cozy Coupe, I was convinced I was ready.
I couldn’t wait to slide behind the wheel of the family’s 1998 Saturn SL2, pop in my Discman-to-tape-deck converter, and blast Led Zeppelin. Best of all, in my fantasy world, the state of Illinois and my parents would recognize my extensive “training” and let me skip driver’s ed entirely. Unfortunately, despite my best efforts—including a PowerPoint presentation decked out in dazzling WordArt—there was no getting around the most critical part of learning to drive: actual training.
We’ve all heard them. Maybe we’ve even said them:
This kind of thinking is short-sighted and, frankly, a disaster waiting to happen. Training isn’t just a checkbox—it’s an opportunity to ensure a successful implementation. Skimping on it is like skipping driver’s ed and expecting no one to crash
The last thing management or a VAR wants on go-live day is a room full of people standing around in a panic. Training helps users get familiar with the system, understand processes, and recognize why certain decisions and features were implemented.
Most users are skeptical of any system upgrade. “Everything was working fine before—why do we need this?” Training is the time to turn skepticism into excitement by showing users how the new system will actually make their lives easier.
System upgrades often feel like marching orders from the C-suite, which can create resistance. But training turns the transition into a shared effort. When employees feel involved, the upgrade becomes a team-building opportunity instead of a source of frustration.
A well-trained team reduces the burden on both management and the VAR. When multiple employees understand the system, they become in-house resources, making troubleshooting and ongoing training much easier.
Hands-on training gives decision-makers direct access to the people who actually use the system. These frontline users often catch potential issues, risks, and areas for improvement—something that, of course, was totally covered in the pre-project surveys and documentation. (Right?).
There’s no one-size-fits-all method for training because corporate cultures vary. What works for a small industrial manufacturer won’t necessarily work for a multinational chemical company.
That said, the most effective strategy I’ve seen (outside of the training method I once tried to sell before the state of Illinois shut me down) is getting on the floor with the users:
If a user figures out a process on their own or explains a workflow correctly, celebrate it. That kind of enthusiasm spreads, and before you know it, the whole organization is engaged.
A well-managed, comprehensive training program will make or break a system implementation. When users are empowered and the “because management said so” barrier is removed, companies build stronger systems, foster collaboration, and turn employees into system experts.
Plus, leadership and the implementation partner gain a more proactive, informed workforce, making go-live far smoother.
So don’t just toss the keys to your team and act surprised when someone crashes through a chain-link fence. Train them first.
Matthew Newcomb is an experienced and certified Microsoft Dynamics AX & 365 Supply Chain Functional Consultant, specializes in Advanced Warehousing and Production, who’s been navigating the twists and turns of ERP implementations long enough to know that training makes all the difference. As a functional solution architect, business analyst, and project wrangler, he helps companies get the most out of their Microsoft Dynamics solutions—without the headaches. When not untangling digital roadmaps, you might find Matt getting the Led out.
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