The biggest digital challenge in fashion? It’s not the technology, but the implementation
Fashion companies investing in new software sometimes face an unexpected challenge after going live: the system works, but the organisation isn’t quite ready. User adoption and process guidance are just as important as the technology itself. FashionUnited discussed this topic with Eric van der Craats, Sales Manager at TCOG Netherlands, and Laurens Van Hemeldonck, Sales Manager at TCOG Belgium.
Not an IT project, but a business transformation
Implementing an ERP system or another IT solution requires time, attention and investment. But anyone who thinks the job is done once the technology is in place may be in for a surprise. “Setting up the system is often just a small part of an implementation,” says Van Hemeldonck. “The biggest challenge is helping users adapt to a new way of working.” It may sound straightforward, but in practice, this is often where companies struggle.
Businesses still too often approach an ERP implementation as an IT project: the IT department takes care of it, and everyone else simply carries on as usual. “But it affects every business process and every department,” explains Van der Craats. “Everyone will need to work differently. And if you don’t provide sufficient guidance throughout that transition, people won’t make full use of the system. Even the best software won’t deliver value if that happens.”
Leaving people out can hold back change
A common mistake is involving management and key users early in the project, while employees on the shop floor only hear about the changes once training sessions have already been scheduled. “The accountant, warehouse employee or cashier is the person who will use the system every day, yet they sometimes only find out what’s changing after all the important decisions have already been made,” says Van Hemeldonck.
“As a result, the people who need to work with the system the most may end up resisting the change. There simply hasn’t been enough buy-in. If someone has been doing something a certain way for thirty years, they’ll want to continue doing it that way in the new system. And if that’s not possible, frustration builds. Before long, the new business solution gets the blame.”
The solution is to involve employees earlier, communicate sooner and explain the reasons behind the change well in advance, rather than waiting until the system is ready to go live. After all, a new ERP solution can change not only how people work, but also who is responsible for particular tasks. Responsibilities may shift, processes may become simpler and existing roles may evolve. These changes also require clear communication and guidance.
Optimise processes, don’t Just copy them
That’s why TCOG makes raising awareness an important part of every implementation project. “Make sure people don’t just learn how to use the new system, but also understand why processes are changing. If the new system helps them and they recognise its value, they’ll be much more likely to embrace it,” says Van der Craats. “Their work becomes easier or faster, giving them more time to focus on other things. That’s where the real value of a new solution lies.”
A successful implementation therefore also requires effective change management. TCOG can provide advice and support throughout this process, but the company itself has an essential role to play: involving employees at the right time, explaining the changes and building support across the organisation. This is how a new solution becomes a genuine part of everyday operations.
Data as the foundation, including for AI
A well-implemented ERP system offers another major advantage: it brings together data that was previously scattered across separate systems. Think of accounting managed in one application, logistics in another, and no reliable overview of the business as a whole.
“During an ERP implementation, we integrate all these processes into one system,” explains Van der Craats. “When supply chain and finance are connected, you gain a clearer picture of where processes don’t align, where errors occur and where costs and margins are under pressure. This allows you to make more informed adjustments and prevent the same mistakes from happening again.”
Thanks to these insights, one TCOG customer discovered that shipping and return costs for marketplace orders from Italy, fulfilled from the Netherlands, were too high. This led the company to choose a local fulfilment partner in Italy. “That level of data quality is also the foundation for AI,” says Van Hemeldonck. “AI isn’t a magic solution that automatically takes care of everything. It will help reduce workloads, but the foundations need to be right first.”
Technology isn’t the bottleneck
The fashion industry is particularly demanding when it comes to digitalisation. Managing collections, seasons, sizes, colours, pre-orders and replenishment involves numerous interconnected processes that all need to work seamlessly together. “Yet technology itself is rarely the limiting factor,” says Van der Craats. “From a technological perspective, everything is already available. The real challenge is ensuring that people and processes evolve alongside the technology. When everyone is on board, you can truly unlock its potential.”
Van Hemeldonck adds: “The companies that are most successful in their digital transformation aren’t necessarily those with the most advanced technology. They’re the ones that are best at bringing technology, processes and people together.”
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