Natural selection is a force always ready for action.

In 1809, Charles Darwin was born at the house known as The Mount. Fifty years later, the famous British naturalist published his most important work, known as On the Origin of Species, where he presented his Theory of Evolution.

The book recounts Darwin’s experiences during his expedition aboard the HMS Beagle, later enriched with research and experiments. Its publication caused a real shock in the society of the time, but (with necessary modifications) it remains the foundation of modern biology.

Today, Darwin Day, when scientific institutions around the world pay tribute to the pioneer of scientific literature, we reflect on the content of his main work by applying it to our own field: the world of business.

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Just as in personal life, change is the only constant professionally. In a world of continuous evolution, constant changes, and fierce competition, change is not an option. The market forces companies to remain alert—to pivot, seek new opportunities, improve processes, and, in short, move to maintain competitiveness.

One of the most significant changes a company can undertake to stay competitive is the implementation of a new ERP system. A new management system has such an impact and requires so much effort that it can affect every employee in the company. A project of this magnitude must carefully manage change to prevent it from becoming a mere expense.

When approaching an ERP project, we must consider the main barriers to its implementation or use within the organization. These can be grouped into three fundamental categories:

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1) Fear of Technology

Even today, when technology is everywhere, fear of technology is still visible. This is common among veteran employees who have long worked with the previous system or who do not understand the need to change something that, from their perspective, “works.”

Natural selection works only through the preservation and accumulation of small inherited modifications, all beneficial when retained.

This fear can be greatly reduced by choosing an ERP that is easy to use, with a well-designed user experience and similar to other tools they already handle comfortably, such as spreadsheets. Microsoft Dynamics NAV is a clear example of this.

Demonstrating how the product allows them to “do more with less” in their routine tasks can also be helpful.

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2) Resistance to Increased Demands

ERP implementation is usually extra work: reviewing processes, explaining to the implementer how things are done and what is needed, etc. Additionally, even when carefully managed, there may be temporary disruptions or minor operational errors. If the new ERP also involves greater oversight of tasks to boost productivity, some employees may resist adopting it.

I have called this the preservation of individually favorable differences and variations and the elimination of harmful ones—natural selection, or survival of the fittest.

A common need for companies seeking to improve their management system is changing inefficient processes and eliminating low-value work. Users must understand how the ERP will help them by removing tedious tasks or improving key process performance.

Distributing workload among different key users and end users is also a best practice that prevents employees from “burning out” during the process.

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3) Internal Tensions

During the decision phase, frictions can arise between departments and colleagues. If not addressed, this can create dissatisfaction, leading some individuals to try to sabotage the process. Additionally, although less common, there is sometimes concern that the new ERP may eliminate jobs, which can cause part of the company to resist the improvement.

From the rapid progression in which all organic beings tend to increase, a struggle for existence inevitably results.

Obviously, it is not always possible to involve the entire organization in decision-making. What can and should be done is to consider all departments and communicate transparently about the process: what it entails, why it is initiated, what is needed, and what is intended to be achieved.

Above all, the golden rule is to prioritize the general interest of the company over individual interests or departmental rivalries.

Knowing that change is inevitable, the best approach is to focus all our energy on facilitating it and building a better reality rather than trying to fight it.