Sounds like some complex changes coming in your organisation.
I have worked with a few organisations moving financial systems. A lot of really detailed work is required to ensure it is smooth.Ensure you complete a thorough Impact Assessment to review the key areas where you need to discuss process change, knowledge and skills required to support staff and the technical detail.Think through the 'as is' and 'to be' for staff, what they are doing now and the new way. What processes and data will reside in each system. At times the data move from new to old systems can work well but what about the people who are moving their daily activities from one system to the next. Some of the features in the new can change their role and processes. So consider the gap.Obviously learning is key - if staff require new skills and to move quickly to using the new system.Think about how much learning there will be, and how long. Slice it up - long detailed learning for those roles that will use the system the most compared to reduced time for staff that will use less features.To really run innovative learning, use a few different design principles like having it be in the flow of work, shorter sharper modules, on-demand where possible so people can learn when best suits them. Combine some on -demand with then in person demo and question time.
Hope some of helps with considering other aspects outside of the integration itself.
Would love to hear more from @Kimberly Joyce and @Josh Weinberg as you get further along in your integrations and implementations, especially if you take different approaches (on-prem vs hosted). We're probably still a couple of years away, but we'll likely be considering upgrading to Business Central from Dynamics NAV 2013.@Megan Strant and @Josh Weinberg I wonder if it's worth framing a system change as a positive that drives out current data or process changes that might be unwanted? My organization will be implementing a new CRM starting in the fall and this is a big topic of conversation. Those iterative conversations can be a slog, but building some positivity into the conversation can go a long way towards keeping people excited. We're also probably still a couple of years away from upgrading our ERP, but we're starting to think about a potential coding structure that is more streamlined. I'm already starting to shop these ideas around internally so that when the time comes to evaluate and implement a new system, we'll have a clearer idea of what we don't like from our current setup.
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