The traditional motives for “doing ERP” are all about improving operational efficiency, cost reductions, and establishing a standard way of working. However, this can create tension when the business executives who need to decide on the resource allocation are focused entirely on the growth opportunities provided by digital business. ERP projects (and the CIOs that drive them) struggle to avoid seeming irrelevant in the minds of the executives who consider ERP to be more hygiene than value. Yet ironically, the only way to succeed with ERP is by creating strong management support.