Webinar Replay:Believe: What Ted Lasso Can Teach Us About ERP

What can Ted Lasso teach municipalities about implementing an Enterprise Resource Planning (ERP) system? According to Ben Perry, quite a bit about the leadership, trust and teamwork needed to make change succeed.

In Perry Group’s recent webinar, Ben explored why ERP initiatives should begin with a vision for better municipal operations. Replacing aging software may trigger a project, but the value comes from what the organization achieves: faster processes, more reliable information and better ways of working.

Give employees a reason to believe

Employees need to understand why the change matters and how it will improve their work. A system reaching end of life explains the urgency. It does little to inspire people facing months of workshops, testing and training.

Ben encouraged municipal leaders to define clear business outcomes before procurement begins. These could include faster invoice processing, shorter budgeting cycles, improved hiring workflows or easier access to financial information.

Those outcomes should guide decisions throughout the initiative. Leaders must communicate them consistently and remain accountable for delivering them.

Get curious before changing processes

Drawing on Ted Lasso’s approach to leadership, Ben emphasized the importance of curiosity.

Before replacing an existing process, understand why it works that way. An awkward workaround might reflect an outdated practice. It could also address a legitimate operational or regulatory requirement.

Listening to finance, HR, operations, IT, managers, unions and frontline employees helps teams make that distinction. It also produces stronger procurement requirements, grounded in the municipality’s actual needs.

Support the people doing the work

ERP transformation requires active business leadership. Senior executives need to make decisions, resolve issues, protect resources and champion the change throughout the project.

Ben also stressed the importance of assigning capable employees to the implementation team and giving them time to contribute. Adding project responsibilities to an already full workload puts both daily operations and implementation at risk.

Backfill, communications, training, super-user development and ongoing support help employees prepare for new responsibilities and processes.

Listen to concerns and build trust

Resistance can reveal something the project team needs to know.

Employees may question an initiative because they lack information, face competing priorities or see a requirement others have missed. Ben encouraged leaders to investigate those concerns and address the barriers behind them.

Honest communication matters, particularly when answers remain uncertain. Explaining what is known, what is still being decided and how employees will receive support helps maintain confidence.

Combine teamwork with accountability

Successful ERP delivery depends on coordination among municipal leaders, staff, IT teams, vendors and implementation partners.

Clear governance establishes who makes decisions, manages scope and budget, and resolves issues. Procurement should also give municipalities fair opportunities to assess how prospective partners communicate, listen and collaborate.

When problems arise, Ben recommended addressing them directly through documented commitments, contracts and agreed deliverables. Respectful, factual conversations help teams resolve issues and keep moving.

Keep improving after go-live

Ben used Ted Lasso’s “Be a Goldfish” lesson to encourage teams to recover from setbacks, apply what they learn and maintain momentum. Celebrating milestones also gives employees visible evidence of progress during a lengthy implementation.

That work continues after launch. Municipalities need ongoing ownership, funding, governance and a roadmap for improvement. They must also check whether the system is delivering the business outcomes promised at the beginning.

The webinar’s central message was clear: belief grows when leaders back their vision with resources, honest communication and action. Those commitments help municipalities turn an ERP investment into lasting organizational improvement.