ERP implementation failures are painful — especially when you’ve invested time, money, and internal trust into the process. We often meet clients who come to us after a frustrating experience with a previous Odoo partner. The story is all too common: delayed timelines, poor communication, a system that doesn’t match the business, or even worse — a system that never goes live.
If you're one of those clients switching partners, the good news is: a failed first attempt can be your most powerful lesson. But only if you take the right steps now.
In this article, we’ll walk you through the key pitfalls that lead to partner failure — and what to do differently this time.
Pause: Was the Partner the Only Problem?
Before jumping in with a new partner, be honest with yourself: Were there internal issues that contributed to the failure too?
Sometimes, poor internal ownership, lack of clear decision-makers, or unrealistic expectations can derail even the best partner.
What to do?
- Identify if you have the right internal project champion with the time and authority to make decisions.
- Align key stakeholders early so they speak with one voice — no mixed signals.
- Set realistic budgets, timelines, and responsibilities on both sides.
Cleaning up internal gaps now will make your new partner relationship much more successful.
1. Clarity Before Code: Get the Scope Right
Most failures start with assumptions — not bad intentions.
Before signing with a new partner, insist on a detailed functional scope. Many clients move forward based on high-level promises like “we’ll automate your sales” or “you’ll get real-time reporting.” That’s not enough.
What to do:
- Request a discovery phase (yes, even if you feel like you’ve already done this).
- Define success in measurable terms: What processes must be live by when?
- Be clear about what's in scope, out of scope, and optional.
2. Choose a Partner That’s a Fit — Not Just a Vendor
Switching partners without changing the selection mindset is the fastest path to failure again.
Some partners are great at coding but poor at understanding your business model. Others are responsive at first, but disappear once the contract is signed. You don’t just need technical skill — you need ownership, accountability, and advisory mindset.
What to do:
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Ask how they manage post-go-live support — not just implementation.
- Check client references in your same industry or size.
3. Avoid the “Build Everything” Trap
If your previous partner customized everything, your next partner needs to simplify.
Odoo is powerful because of its standard modules. Over-customization creates fragile systems that break with every update and become impossible to support.
What to do:
- Stick to native Odoo as much as possible in Phase 1.
- Use customization only when it’s tied to clear business value or legal compliance.
- Ask your new partner how they ensure upgrade compatibility.
4. Insist on a Project Management Process
"We’ll figure it out as we go" is not a plan.
You need clear milestones, deliverables, and responsibilities on both sides. Agile is fine, but agile without structure is just chaos with a nice name.
What to do:
- Use project management tools with visibility (Odoo Projects, ClickUp, Jira, etc.).
- Ensure you get regular demo sessions and sign-offs.
- Assign an internal champion from your side to act as the project driver.
5. Manage the Change — Not Just the System
Your new system won’t succeed if your people don’t buy in.
After a failed attempt, your team’s trust may be low. Resistance is normal — but you can’t ignore it.
Successful Odoo projects require a clear change management plan to prepare, support, and enable your users.
What to do:
- Communicate early and clearly why the new project will be different.
- Involve key users in testing and feedback.
- Provide training tailored to each role.
- Celebrate early wins and adoption milestones.
6. Invest in Training — Not Just Setup
The system may work perfectly, but it’s useless if your team doesn't use it.
One of the top reasons for failure is poor user adoption. Your second partner must treat enablement as a core part of the project.
What to do:
- Include role-based training sessions in the project timeline.
- Ask for SOP documentation and post-go-live support plans.
- Run a pilot phase or soft launch before full go-live.
7. Watch for Red Flags Early
Your first partner probably showed signs — you just didn’t know how to read them.
Avoid getting locked into a long-term commitment without a way out. If the new partner shows lack of ownership, constant delays, or vague answers — pause and reassess fast.
What to do:
- Start with a small milestone before signing full implementation.
- Set expectations for communication, escalation, and delivery format in writing.
- Remember: changing course early is cheaper than recovering later.