Abstract
Enterprise Resource Planning (ERP) systems have dominated the large-scale business implementation landscape for over a decade. To that end, this research paper addresses some common misconceptions and planning difficulties encountered when such a system must eventually meet head-on with corporate values, culture and strategic initiatives. Although an ERP system is quite useful in integrating business processes within a common information technology platform, it does not provide much help in linking organisational strategic planning initiatives and objective measurement to the integrated processes that are implied by the software.
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