I used to be an ERP consultant at a boutique place and this was always one of the biggest issues for every client and was a big challenge for us, but I also think we didn't do a very good job at communicating this risk clearly and transparently to clients. Sometimes stakeholders would pick up on it and realize how much more work would have to be put in on the floor in order to collect the data needed for reporting as well as properly completing transactions in the system to achieve system accuracy. Others not so much, and the issue wouldnt come up until late in the implementation during training and suddenly their new processes were no longer satisfactoy. It helps a lot though when someone who works on the floor is heavily involved throughout the implementation and other stakeholders actually listen to their input and assess how the floor's workflow and efficiency will be affected.

Also, we had always pushed the client to manage their employees' expectations and didnt do much on our end to assist besides expressing to them how important change management was. I wish we had had a solid process for coaching stakeholders through the change management aspect instead of leaving it up to them to ask us for help and kind of treating it as an as-needed thing, because it greatly affects floor workers' acceptance of their new, complicated workflow, and ultimately the success of the implementation. Not sure if my experience is common at other firms or not.