Accounting Software Is Only 20% of the Problem

By TED ROSE, ROSE FINANCIAL SOLUTIONS

Why ERP and Accounting Systems Fail After Go-Live

When companies invest in a new ERP or accounting system, they expect clarity, speed, and better decision-making.

What they often get instead is frustration.

Missed deadlines. Inconsistent reports. Manual workarounds. And a lingering question from leadership:

“Why aren’t we seeing the value we were promised?”

The uncomfortable truth: ERP and accounting software is only about 20% of the equation.

The remaining 80% comes down to people, process, organization, data—and how well they adapt as the business scales.

The Assumption That Breaks Most ERP Implementations

ERP and accounting software implementations are built on an assumption that is rarely true:

That your internal team has the skills, capacity, and structure to operate, maintain, and continuously evolve the system.

During implementation:

• Consultants design workflows
• Data is migrated
• Dashboards are configured
• Go-live is declared a success

Then the consultants leave. And your people inherit the system.

The Hidden Costs No One Budgets For

Most companies significantly underestimate what happens after go-live.

Not licensing costs—but operating costs.

Including:

• Ongoing process ownership
• Data governance and controls
• Automation monitoring and tuning
• Reporting and analytics design
• The skill depth required to run the system well

These are not temporary needs. They are capabilities—and most organizations were never designed to sustain them on their own.

Why ERP Value Breaks Down Over Time

This is where most implementations quietly fail.

Common realities include:

• Strong accountants ≠ strong system operators
• ERP requires operational rigor, not just accounting knowledge
• Process discipline erodes without reinforcement
• Enhancements stall as the business evolves
• Reporting remains backward-looking instead of decision-ready

The ERP doesn’t fail. The financial operating model around it does.

The Role of an Agility Layer

Leading organizations are changing how they think about ERP. Instead of forcing ERP to do everything—or replacing it entirely—they let ERP do what it does best: Remain the system of record. Then they introduce an Agility Layer around it.

An Agility Layer:

• Supports transaction execution and related workflows
• Orchestrates automation across systems
• Enables flexible business intelligence and reporting
• Provides the data warehousing required for insight—not just compliance
• Allows processes to evolve without destabilizing core ERP

This preserves ERP stability while adding the adaptability growing companies need.

ROSE: Finance as a Service Built for Scale

This is where ROSE comes in. ROSE is a leading provider of Finance as a Service (FaaS)—designed to help companies scale their financial infrastructure without breaking what already works. At the center of ROSE’s model is Easby—an Agility Layer that enhances the value of a company’s existing ERP.

Easby:

• Sits above your current ERP
• Improves execution, automation, and insight
• Strengthens data structure and governance
• Supports change management across people and processes
• Allows progress without forcing a rip-and-replace ERP decision

Your ERP stays the backbone. Easby makes it smarter.

Preparing for Growth—With or Without an ERP Upgrade

Many companies rush into ERP upgrades before they’re ready. ROSE takes a different approach. By combining experienced financial operators with Easby’s Agility Layer, ROSE helps organizations:

• Build process discipline before adding complexity
• Upskill teams while improving outcomes
• Create clean, decision-ready data
• Establish clear ownership and accountability
• Prepare the organization for an ERP upgrade—if and when it’s truly needed

This ensures the company has access to the people, process, technology, organization, and data required to grow—regardless of ERP timing.

What Actually Creates ERP Value

ERP delivers value when it is supported by a modern financial operating model—not just software.

High-performing companies combine:

• ERP as the system of record
• An Agility Layer for execution, intelligence, and evolution
• Finance as a Service to provide scale and expertise
• Continuous improvement—not one-time implementations
• A data strategy aligned to decision-making

This is how finance becomes a growth enabler—not a bottleneck.

The Real Timing of ERP ROI

Most companies believe ERP value is realized at go-live.

In reality:

ERP value is unlocked after go-live—not at it.

And it accelerates when agility, capability, and expertise surround the system.

Final Thought (and a Question)

If your ERP isn’t delivering what you expected, the problem may not be the software.

It may be that your organization needs an Agility Layer—and the operating capability to support it.

Question for leaders: What would change if your ERP stayed the same—but your financial infrastructure finally caught up to your growth?

That’s the transformation ROSE was built to deliver. Discover how at https://www.rosefinancial.com/

Ted Rose

President, CEO, and Founder

In 1994 Ted Rose founded Rose Financial Solutions (ROSE), the Premier U.S. Based Finance and Accounting Outsourcing Firm. In 2010, the Blackbook of Outsourcing named ROSE the #1 FAO firm in the world based on client satisfaction. As the president and CEO of ROSE, he provides executives with financial clarity. Ted has also acted as the CFO for a number of growth companies and assisted with various rounds of financing and M&A transactions.