Why EPM Implementations Fail

Ensuring Success In EPM

Enterprise Performance Management (EPM) systems are designed to enhance visibility, improve planning accuracy, and align strategic decision-making across an organization. Platforms like Anaplan, Oracle, Workday Adaptive, and Jedox promise these outcomes, but many implementations struggle to deliver. Missed deadlines, low user adoption, and misaligned solutions are all too common.

Understanding the reasons behind these challenges can help organizations avoid them. Below are some of the most common pitfalls that lead EPM projects off course, along with strategies to address them.

Unclear Business Objectives

Implementations often begin without a firm understanding of the business problems the system is meant to solve. When teams focus too narrowly on replacing spreadsheets or legacy systems, they lose sight of the value the new platform is supposed to create. This results in models that may function technically but fail to drive meaningful and longstanding improvements.

To be successful, an EPM project should start with a clear definition of its goals. Objectives such as reducing forecast cycle time, increasing data accuracy, or enabling better scenario analysis should guide every decision throughout the project.

Copying Old Models Instead of Improving Them

One of the most common mistakes is trying to replicate existing Excel files or legacy models exactly as they are. This approach wastes the opportunity to streamline workflows, modernize logic, and leverage the capabilities of the new system. It can also lead to overly complex builds that are difficult to maintain.

Instead of duplicating the past, teams should take a step back and evaluate how processes can be improved. Building for flexibility, scalability, and user experience often leads to simpler models and better overall outcomes.

Lack of Stakeholder Involvement

When implementations are led entirely by consulting teams without input from business users, the results can feel disconnected from the day-to-day reality of the organization. This lack of engagement can lead to low adoption, frustration, and missed opportunities for improvement and efficiency.

Involving stakeholders early and often helps create models that reflect real-time business needs. Workshops, interviews, and user acceptance testing sessions ensure that the design is grounded in practical use cases and that the end users can feel a sense of ownership.

Weak Change Management

EPM projects are not just about software. They introduce new ways of working, thinking, and collaborating. Without effective change management, even a well-built model can be met with resistance or confusion.

Change management should be woven into the project from the beginning. This includes training, communication, scope, and leadership support. Teams need to understand not just how to use the tool, but why it matters and how it supports broader organizational goals.

Poor Data Integration and Governance

Data issues are often the hidden reason behind failed implementations. If the platform is fed with inconsistent, delayed, or inaccurate data, confidence in the outputs can deteriorate quickly. Users begin to question the system, momentum stalls, and trust erodes.

To prevent this, data governance and integration planning must be a top priority. Defining ownership, setting validation rules, and building reliable data flows can help establish trust and ensure the system provides timely, accurate information.

Overambitious Scope

Trying to implement everything at once can overwhelm teams and introduce unnecessary complexity. When projects attempt to cover too many areas in a single phase, they often suffer from delays, increased costs, and diluted focus.

A more effective strategy is to start small. Launching with a well-defined scope, such as a single planning use case, allows the team to learn the platform, build credibility, and deliver value quickly. Future phases can then build on that foundation with greater confidence and clarity.

Choosing the Wrong Implementation Partner

Selecting a partner based solely on software knowledge or pricing can lead to disappointing results. A good implementation partner should understand the nuances of your business, provide strategic insight, and serve as a trusted advisor throughout the project.

The right partner challenges assumptions, helps prioritize what matters most, and brings experience from other successful implementations. Their role goes beyond configuration—they are essential to delivering a solution that meets both technical and organizational needs.

Final Thoughts

EPM implementations succeed when they are treated as strategic transformations rather than IT projects. With clear objectives, engaged stakeholders, disciplined execution, and strong change management, organizations can unlock the full value of their EPM platforms. Avoiding these common pitfalls creates a smoother path to adoption and long-term impact.