10 tips for changing accounting or ERP systems in 2026

1 – Agree why you need the change

Directors may feel they have outgrown their current system, that reporting is too slow, or that the business is relying on manual workarounds and spreadsheets. Common triggers also include poor integration between apps, limited automation, weak real-time visibility, cyber or access-control concerns, and the need for software that supports digital tax reporting. A change in ERP system affects finance, operations, sales, procurement, production and management information, so all views should be considered. Agree as a team what the existing limitations are, the business impact they are having and the outcomes the new system must deliver.

2 – Prepare a detailed specification

Once you have decided that change is required, take the opportunity to pool ideas from across the business. A period of consultation at a detailed level will help create a clear specification. This should be a stand-alone document that sets out the must-haves, needs and wants for each area of the business, including procurement, production, finance, sales, stock, reporting and administration. Also, document integration requirements, data migration needs, user permissions, audit trails, cyber security expectations, AI or automation use cases, mobile access, reporting dashboards and any sector-specific compliance requirements.

3 – Futureproof

Consider where the business is now, where it is likely to be in three to five years and what the expected lifespan of the new system might be. This will affect cost, but if your must-haves are likely to change quickly, a more scalable product could be worth the investment now. Look beyond today’s process pain points and consider whether the platform can support growth, multi-entity or multi-currency reporting, international expansion, open APIs, automation, AI-enabled analytics, e-invoicing, Making Tax Digital requirements and future regulatory change.

4 – Agree internal resources for the project

A system change needs a strong internal project owner to work with the software provider. This person should be the conduit for scoping, timings, decisions and deliverables. With several people in the business making requests, it is too difficult to capture and prioritise everything unless there is one central owner and one live project document. Consider a small steering group covering finance, operations, IT/cyber security and data, with named process owners who can test the system properly and make timely decisions.

5 – Try a number of 10 tips for changing Accounting suppliers

If you have a specification document, you can put the project out to tender with a number of potential suppliers. Brand loyalty may be misplaced, as newer versions can bear little resemblance to your existing system. It is worth considering incumbent providers, but do not exclude newer cloud, industry-specific or modular offerings. Ask suppliers to demonstrate your own processes and reporting requirements, not just standard screens. Speak to customers and suppliers in your industry, take up references and understand each provider’s implementation methodology, support model, cyber credentials, data ownership terms and integration track record.

6 – Do not underestimate how much time this will absorb

You may be looking at one of the largest one-off investments in the business, but that does not mean the service provider will do everything for you. To meet their commitments, they will need information, data, decisions and testing from you in agreed timeframes. If these are not provided, the whole project schedule can be affected, which can be expensive in both time and money. Build in enough time for data cleansing, user acceptance testing, training, parallel running, change management and post-go-live support. The project should be treated as a business transformation exercise, not just an IT installation.

7 – Agree the scoping document and costs

Once the system provider has put together a detailed scope, this needs to be reviewed carefully to make sure you are getting exactly what you thought you were. This could be a long document, but it should not be skimmed. We have seen clients suffer when there has not been a clear, signed-off scope agreed with the system provider and the project has not gone to plan.

This is also the point at which costs have to be agreed. The total cost is usually more than the core software subscription. It may include implementation consultancy, bespoke development, integrations, data migration, testing, training, report writing, cyber/security configuration, ongoing support, additional users and potential third-party apps. Clarify whether any additional hardware, connectivity, licences or middleware are required, and understand how pricing may change as transaction volumes, users or modules increase.

8 – Agree milestones for payment

We recommend that payment instalments follow a clear breakdown of the scope into smaller deliverables. Sit down with the system provider throughout the process and agree where each deliverable has been met. This should be signed off by both parties and then trigger an invoice. Milestones should not just be based on time elapsed. They should be linked to tangible outputs such as configuration completed, data migration tested, integrations working, user acceptance testing signed off, training delivered and go-live readiness confirmed.

9 – Agree initial support

Having support when your new system goes live is crucial. Do not cut costs in this area. Work with the system provider to agree enhanced support around go-live, whether that is on-site, remote or a hybrid model. Make sure key users know how to raise issues, how urgent issues will be triaged and what response times apply. Disruption can have a real short-term impact, so paying for additional support in the first few days and weeks is often worth it. Also agree a rollback or contingency plan, especially where the system is critical to trading, stock control, payroll or customer service.

10 – Ongoing optimisation and maintenance

The project does not end at go-live. Once the new system is operating, you should agree an ongoing support and optimisation package. This should include helpdesk support, report writing, regular system updates, security patches, user access reviews, refresher training and periodic reviews of whether the system is delivering the expected benefits. Modern cloud systems change regularly, so assign ownership for keeping processes, permissions, integrations and reporting up to date. The aim is not just to install software, but to keep improving the quality of information and insight available to the business.