Introduction

Implementing a new enterprise resource planning (ERP) system in a small or medium-sized business (SMB) is a major turning point for the entire organization. In Quebec and elsewhere, many SMBs undertake this type of digital transformation to improve their productivity, efficiency, and competitiveness. A modern ERP such as Odoo, a modular open-source solution covering accounting, sales, operations, HR, and more, promises to eliminate silos and centralize processes. However, the success of such a project does not depend solely on technology: it relies above all on how change is managed within the organization.

The statistics on ERP projects are telling: approximately 70% of implementation projects fail to fully achieve their objectives. It is generally not the technology that falls short, but rather the human and organizational factors. Resistance to change, lack of support, workarounds through unofficial solutions (shadow IT), or poorly adapted processes can compromise success. Conversely, with the right strategies, an SMB can turn the implementation of Odoo (or similar software) into a performance driver rather than a headache.

In this article, through the concrete example of an ERP like Odoo, we explore the best approaches to improve the software implementation process in SMBs. The discussion is intended to be educational, clear, and accessible, aimed at non-technical managers, to equip them to lead change successfully. We will cover the following topics:

• How to motivate the software transition in your SMB and gain everyone’s buy-in.
• How to act as a positive agent of change in the face of your teams’ natural resistance.
• How to prevent shadow IT during and after deployment.
• How to effectively manage the hypercare period (intensive post-implementation support).
• The strategic role of super-users by department or across the entire organization.
• Software customization choices to make according to industry best practices.

Each section offers practical advice, illustrated by field experience, to help you avoid common pitfalls and foster lasting adoption of the new system. The ultimate goal: for your Odoo ERP to become a performance engine for your SMB, not a source of frustration.

Let’s move on without delay to the strategies that will help you lead this change successfully.

Motivating the Transition to a New ERP in Your SMB

Before even deploying software like Odoo, you need to create positive momentum around the project. Motivating the transition means explaining the why behind the change and ensuring it makes sense for the entire organization. Without shared motivation, the project risks being perceived as yet another constraint imposed on employees. Here is how to lay the groundwork for a motivated and successful transition:

1. Communicate a clear vision and tangible benefits. Management must first clearly define and communicate the project’s purpose. For example: “We are implementing Odoo to eliminate double entry, speed up order processing, and get a real-time overview of our operations.” Link the change to the SMB’s strategic objectives (growth, customer satisfaction, quality improvement, etc.) so that everyone understands what the organization stands to gain. Emphasize the tangible benefits for teams: automated reports that save time, reduced data entry errors, better collaboration between departments, etc. A benefits-focused communication strategy gives meaning to the project and helps rally the troops.

2. Get leadership and managers on board as the first ambassadors. Active executive support is a critical success factor. The SMB’s leader must be the driving force behind the change and lead by example. In practice, this means communicating enthusiasm for the project, personally explaining why this software is important for the organization’s future, and participating in major milestones (launch, training sessions, follow-ups). Likewise, middle managers must be brought on board early and relay the vision to their teams. If your executives and team leads are convinced and championing the project, they will be able to reassure employees, address their concerns, and celebrate progress. This top-down dynamic creates a climate conducive to buy-in.

3. Involve employees in the process from the start. Nothing is more demotivating for users than having a tool “dropped from above” imposed without consultation. Instead, seek to involve your employees as early as possible. Conduct workshops to gather pain points with current systems, improvement ideas, and each department’s specific needs. Involving future users in this way has a dual advantage: you identify the real functional priorities and give employees the feeling of being stakeholders in the change. They will understand that the decision to implement an ERP addresses their concrete problems (scattered data, slow processes, lack of visibility, etc.) and is not just a passing trend. As an Odoo integrator advises, analyze your current processes and identify inefficiencies before rushing into technology. This collaborative preparation avoids choosing an inadequate solution and strengthens buy-in, because everyone feels heard and valued.

4. Tailor the message to the audience. A leader will communicate differently to their peers on the executive committee, their managers, and their operational employees. To motivate everyone, you need to tailor your message. For example: for senior leadership, highlight the expected ROI and the ability to support growth; for managers, emphasize the new management tools and easier access to information; for frontline teams, show how the ERP will simplify their daily work (less paperwork, one system instead of five, etc.). By personalizing communication this way, you speak to what matters to each group, which strengthens their motivation to support the project. Throughout the program, maintain regular and transparent communication on progress, next steps, and remind everyone of successes achieved (see the concept of “quick wins” below). Good communication prevents misunderstandings and keeps all employees engaged in the transition.

5. Build enthusiasm with early wins (quick wins). Nothing motivates more than a quick victory. If possible, identify improvements that the new ERP can deliver very early in the project and that will be visible to users. For example, automating a monthly financial report that took days to prepare, or digitizing a tedious step in the sales process. Implement these priority features first and publicly celebrate the results achieved (time saved, fewer errors, happier customers, etc.). These quick wins show everyone that the change effort is paying off, fuelling a virtuous cycle of buy-in. Previously skeptical employees may become more enthusiastic when they see firsthand what the software delivers. Be sure to give credit for these successes to the teams that made them happen, reinforcing collective pride and ownership of the project.

In short, motivating the software transition comes down to giving meaning to the change, involving the right people, and maintaining a positive narrative focused on the benefits. In a Quebec SMB, where resources are limited and the corporate culture is often family-oriented, it is all the more important to attend to the human dimension. A well-motivated transition from the start creates fertile ground for tackling the next step, which is often the most delicate: managing resistance to change.

Acting as a Positive Agent in the Face of Resistance to Change

Change, whether technological or organizational, almost always triggers resistance. It is normal for some employees to worry, have doubts, or prefer their old habits.

To make the Odoo implementation a success, leaders and project managers must act as true positive change agents, capable of anticipating and easing this resistance. Here are several approaches to achieve this:

1. Understand the sources of resistance to better address them. The first step is to recognize that employee resistance is not ill will, but often the expression of legitimate fears. According to Professor Rosabeth Moss Kanter, there are many universal reasons why people resist change: fear of losing control, uncertainty about the unknown, feeling presented with a fait accompli, feeling incompetent in the face of new methods, etc. Put yourself in your employees’ shoes: new software can feel like “walking blindfolded along the edge of a cliff,” or even call into question long-held skills. By clearly identifying these concerns, you will be better equipped to develop appropriate responses instead of brushing aside objections.

2. Listen actively and encourage the expression of concerns. Adopt an attitude of listening and empathy toward your teams during the transition. Organize information sessions, roundtables, or forums where everyone can ask questions and express their fears. Receive this feedback without judgment. For example, if an employee says: “I’m worried I won’t know how to use the new system,” avoid responding abruptly with “Don’t worry, it’ll be easy.” Instead, thank them for their honesty and detail how the organization plans to train and support them (see next point). Simply feeling heard already reduces some of the anxiety. Be transparent about upcoming changes: which Odoo features will replace which legacy tool, what the impact on each person’s role will be, etc. This transparency prevents the fertile ground for unfounded rumours that fuel resistance. Finally, continue soliciting feedback throughout the project, for example through short anonymous surveys, to take the pulse of acceptance and quickly detect any resurgence of concern.

3. Train, support, and recognize to ease fears. Very often, resistance comes from the fear of not being able to use the new software or of losing the expertise built up on the legacy system. To counter this, there is no secret: you must invest heavily in user training and support. Plan a progressive and practical training program, tailored to different user profiles. Ideally, combine several approaches: in-person or video conference training sessions on real-world scenarios, video tutorials available at all times, illustrated step-by-step guides, and the appointment of “user coaches” or internal reference people (see the section on super-users). Make sure every employee has the opportunity to practise on Odoo in a test environment before the big switchover, so they can get comfortable with the tool at their own pace. This learning period builds self-confidence and reduces the fear of making mistakes.

At the same time, publicly recognize the learning effort put in by your teams. Highlight employees who are training, proposing improvements, or helping their colleagues. Why not establish a small ritual, for example a special mention at team meetings for the “change champions” of the week? This shows that management sees and appreciates the commitment, which boosts motivation to overcome initial difficulties.

4. Free up time and resources for the change. A major change is added on top of daily work, which can generate stress and rejection if nothing is adapted. It is crucial to plan for resources to facilitate the transition. For example, during critical phases (training, go-live), temporarily lighten certain workloads or hire contract support so employees can focus on learning the new system with peace of mind. If possible, dedicate a small team full-time to the project during implementation, so they are not torn between their regular role and the ERP project. As a change management adage goes, “in the middle of the ford, any project can look like a failure,” given how common unexpected issues and overloads are. To prevent demoralization, recognize the time and effort investment from your employees: why not provide meals during intensive training, or grant a half-day off once the go-live is behind you, as thanks for the work accomplished? These concrete gestures demonstrate that you understand the effort being asked and that you support your people, which encourages everyone to persevere rather than resist.

5. Build a coalition of “change ambassadors.” Every organization has naturally positive and influential individuals among their colleagues. Identify these people and formally involve them in the project as internal change ambassadors. This could be a respected team lead, an experienced employee nearing retirement but eager to learn, or a young colleague very comfortable with technology. Give them an active role: participating in Odoo pilot tests, reporting concerns from the field, proposing ideas to facilitate adoption. Because they are on the front lines, these ambassadors can defuse many informal resistances: a concern expressed at the coffee machine can be heard and clarified immediately by a well-informed ambassador, rather than spreading. Moreover, their enthusiasm is often contagious. However, be sure to support them: provide additional in-depth training and involve them in the change management strategy. They must feel valued in this role. Ultimately, this positive coalition serves as a relay to amplify the change message and drive peer buy-in, which is often more effective than “official” directives from management.

By applying these principles — listening, training, targeted communication, and ambassador support — you will act as a constructive change agent. This does not mean everyone will embrace the new software without a hitch, but you will significantly reduce resistance. You will transform an attitude of “We don’t want it” into “Let’s try it, we’re being supported every step of the way.” In such an open climate, it will be easier to manage another risk that threatens many implementations: shadow IT, i.e., circumventing the system through uncontrolled parallel solutions.

Preventing Shadow IT During and After Implementation

Despite all your communication and training efforts, a new solution can be circumvented by users through what is known as shadow IT. Shadow IT refers to the use, by employees or departments, of software or tools not approved by the organization to carry out their work.

In the context of an ERP implementation, this typically takes the form of employees who continue to maintain Excel files alongside Odoo, who use a personal cloud service to share data when the ERP offers an integrated solution, or who secretly persist with an old system. This phenomenon is common (some studies estimate that 80% of employees use shadow IT in any given organization) and can seriously compromise the success of your project.

Why should you avoid shadow IT? On one hand because it destroys the expected benefits of the ERP — if half the data remains scattered in disconnected files, you lose the single source of truth and the efficiency you were aiming for. On the other hand, shadow IT poses security and compliance risks: unofficial solutions are not necessarily secured or backed up, and data can end up outside the organization’s control. Finally, it can signal a rejection of the new system by users, which in the long run could lead to the outright abandonment of the ERP if nothing is done.

So how do you prevent and limit shadow IT during the Odoo implementation and in the months that follow?

1. Offer a comprehensive system tailored to needs so users are not tempted to look elsewhere. The first rule is almost obvious: the better your new ERP covers user needs, the fewer reasons they will have to seek alternative solutions. Therefore, during the project design phase, make sure to cover the essential features each team needs in Odoo. If, for example, your sales team was accustomed to a small CRM tool to track their prospects and Odoo’s Sales module replaces it, verify that you have properly configured and customized this module to meet their key use cases. If a feature is missing, consider either adding it via an official complementary module, or developing it (in moderation — see the section on customization), but do not let a functional gap push the team to secretly keep their old tool.

Likewise, leverage Odoo’s modularity to avoid unmanaged third-party tools: Odoo offers applications covering many areas (project management, invoicing, inventory, etc.). By bringing these needs together on the same integrated platform, you reduce the reflex to use an external application “because it does something the ERP doesn’t.” The core idea of an ERP is precisely to provide a common set of tools for the entire organization, which naturally reduces shadow IT. For example, rather than allowing each department to independently subscribe to various isolated SaaS applications, offer them the corresponding modules in Odoo, or approved extensions connected to Odoo. This requires an upfront effort to properly inventory needs and address them as much as possible within the scope of the new system.

2. Establish clear rules and cut off old pathways once the transition is complete. It is important to establish an internal policy regarding IT tools during and after deployment. Communicate clearly that, for example, “as of June 1, time tracking will be done in Odoo and no longer in Excel,” or “all new customer contact lists must be created in the ERP and not on a personal Google Sheet.” These directives must be accompanied by the gradual deactivation of legacy systems: if you keep the old software accessible “just in case,” many users will likely revert to it out of convenience. Therefore, plan for the decommissioning or read-only lockdown of replaced applications after a short overlap period, if any. For example, if Odoo replaces an old accounting system, archive the historical data but close off active access to force use of the new one. Similarly, discourage the use of local files by setting up custom data exports or reports directly in Odoo or through its interface to meet specific needs. If employees see they can get their information from the ERP, they will be less inclined to maintain a parallel spreadsheet “just to be safe.”

3. Monitor and measure adoption to detect residual shadow IT. During the first months following go-live, watch for signs of workarounds. Talk to super-users and managers so they can flag behaviours such as: “So-and-so is still placing customer orders on the old paper form” or “the marketing department is still using a Trello board on the side even though we have the Project module.” You can also leverage tracking tools: Odoo itself can provide logs or usage indicators (e.g., number of quotes entered in the ERP vs. actual sales). If a team is only using 50% of the planned features and organizing differently for the rest, there is probably shadow IT at work. Rather than imposing penalties, use this data to provide support: meet with the affected team, understand why they are neglecting a part of the ERP. Is it a performance issue, a usability problem, incomplete training, or a missing feature? Resolve the problem through additional training, configuration adjustments, or better communication about the feature’s existence, in order to bring that activity back into the official fold. Also show that you are closely monitoring adoption: for example, publish a small internal dashboard each month showing the usage rate of key modules, to encourage healthy competition between departments and recognize those who are playing by the rules.

4. Create a climate of trust rather than punitive control. While fighting shadow IT is important, be careful not to fall into a purely repressive approach that could alienate users. Rather than threatening penalties, it is better to emphasize trust and accountability. Explain to employees that “if you use unapproved tools, it can jeopardize data security and distort our processes, so we are counting on your professionalism to avoid this.” Offer channels so that, if an employee truly finds that a need is not covered by the ERP, they can flag it and propose an alternative that will be evaluated by IT. This way, instead of installing software on the sly, they will know that by speaking openly about their problem they will be heard. Many organizations set up a kind of “approved application catalogue”: if an employee needs a third-party tool (for example graphic design software), they can request it and IT will review it. This collaborative oversight avoids frustrating the most resourceful employees while maintaining governance. Finally, lead by example at the top: executives and managers must show that they themselves use the new ERP for their needs (dashboards, request approvals, etc.), and that they are not maintaining parallel systems. If leadership follows the rules, it legitimizes asking the same of everyone.

5. Highlight the simplicity and security offered by the ERP. Regularly remind your teams of the advantages of using the official tool rather than shadow solutions. For example: “By using Odoo to share your files instead of your personal Dropbox account, you ensure that all data remains secure and accessible even if you are away.” Or: “Thanks to Odoo, there’s no longer any need to copy data from one place to another, which eliminates many errors — that’s not the case if everyone maintains their own file on the side.” This approach helps employees see the value in abandoning their old habits. On the technical side, the ERP can often be configured to make users’ lives easier and make shadow IT less appealing. For example, Odoo allows you to create custom dashboards for each user — offer everyone their key indicators right when they open the software, which will replace their homemade Excel file far more effectively. Similarly, use Odoo’s notifications and integrations to streamline workflows (email notifications, mobile access, etc.), so that employees have no desire to use other external tools. By making the ERP experience as pleasant and useful as possible, you reduce the temptation to look elsewhere.

In summary, preventing shadow IT comes down to maximizing adoption of your ERP and filling the gaps that could encourage parallel solutions. It is proactive work during implementation (covering needs well, involving users, shutting down the old system) and reactive work after go-live (monitoring, adjusting, reminding of the rules). With these safeguards, your Odoo system will truly become the single central system for the organization, without double or triple external manipulations. This lays the foundation for sound operations, provided you properly support the critical period right after going live, often called hypercare.

Effectively Managing the Post-Implementation Support Period (Hypercare)

The moment of go-live – i.e., the actual launch of the Odoo ERP in the production environment for all users – is not the end of the project. On the contrary, it marks the beginning of a delicate phase, often called the hypercare period or post-launch stabilization.

Hypercare is defined as a period of intensive, hands-on support immediately after a major change, during which the organization remains extremely vigilant to ensure the transition goes smoothly and that users are not left on their own. It is during these first few weeks that the risks of discouragement, errors, or slowdowns are highest if support is not up to par.

Effectively managing hypercare is therefore strategic for anchoring the change. Here is how to orchestrate this crucial period:

1. Plan hypercare from the project phase. Hypercare cannot be improvised on go-live day; it must be anticipated. In your project plan, explicitly include a post-implementation phase with dedicated resources, estimated duration, and support modalities. For example, decide that for the first two weeks after going live, you will have two additional Odoo experts on site (or on dedicated remote support), or that the integrator will remain engaged in daily assistance for one month. Make sure this cost is budgeted. Too many organizations let up after deployment, thinking everything is done, when in fact it is after launch that users need the most help. Make it an official project milestone with exit criteria (for example: “hypercare ends when the volume of support tickets drops to a normal level for one week”). Communicate about this plan before go-live: users need to know “Don’t worry, we will have an enhanced support team in place for the first while — you won’t be on your own with the ERP.”

2. Set up ultra-responsive multi-channel support. During hypercare, it is vital to resolve issues quickly to avoid any paralysis or lasting frustration. Set up several easily accessible support channels: an internal phone hotline where functional or technical experts answer questions live, an email address or chat channel (internal instant messaging) for less urgent requests, and ideally a physical presence on the ground if your teams are on-site (e.g., one or two project team members walking through the offices to troubleshoot in real time, or staying available in a “war room”). This visible presence is enormously reassuring to users: they know exactly who to turn to at the slightest doubt. Set responsiveness targets, such as: any question or critical incident must be addressed within 15 minutes during hypercare. It is better to “over-react” at the beginning and gradually scale back support, than the other way around. Also remember to prioritize issues: first deal with blocking problems that prevent a department from working (e.g., “we can’t validate purchase invoices”), then major adaptation difficulties, and finally more cosmetic optimization requests. This management approach allows you to get through the tough spots without interrupting business.

3. Document and share solutions continuously. During hypercare, many “small” problems or questions will come up: how do you do a particular operation in Odoo? Why is a certain field locked? How do you export a certain list? Rather than answering the same question individually ten times, take advantage of this period to build a shared knowledge base. For example, create an internal FAQ specific to the new ERP, updated daily with frequently encountered questions and their solutions. Make quick guides or annotated screenshots available to resolve recurring issues. You can distribute these micro-tutorials by email to all users: “Tip of the day: how to generate your first inventory report in Odoo.” This has two beneficial effects: it relieves the support load (users may try to figure things out via the FAQ before calling) and it builds autonomy among employees on the new system. This documentation will serve well beyond hypercare, particularly for onboarding new employees or as collective institutional memory. If you have identified super-users by department (see next section), involve them in this process: they can write practical guides for their department, in their own business jargon, which will resonate better with their colleagues.

4. Ensure a smooth transition to regular support. Hypercare, by nature, is temporary. It is therefore important to plan for the handover of support to regular channels once the situation has stabilized. This means training your internal support team (IT or helpdesk) on the issues encountered during hypercare, and possibly formalizing the handover with the integrator: often, a support contract (Application Maintenance Agreement) can take over for ongoing maintenance. During hypercare, ensure that as much know-how as possible is transferred from the project team (or external consultants) to the permanent support team. For example, organize daily debriefing sessions where solutions found during the day are explained to internal support members. Also keep a record of critical issues resolved (in the form of tickets) for future reference. A good practice is to define a “stability threshold”: for example, after 4 weeks, if no more blocking questions arise and users generally feel comfortable, then you can close the hypercare phase. Communicate about this phase ending to clarify that support will then return to normal mode (for example via the regular ticketing tool), while reassuring that normal does not mean absent, just less intensive. This formalization prevents an abrupt drop-off: the team knows that support remains available, even if it is no longer “all you can eat” as in the first few days.

5. Gather feedback and sustain improvements. Take advantage of the end of hypercare to step back and reflect on the transition. Solicit feedback from users: what worked well? What issues still persist? What suggestions do they have to further improve daily use of Odoo? For example, you could conduct an anonymous internal survey where employees rate their satisfaction with the tool and the support received, and describe one challenge and one positive takeaway. Analyze this feedback with the project team and management. This will allow you to develop a post-hypercare action plan: perhaps identifying additional training needs on a poorly mastered module, or planning the development of a small additional feature requested by several people (being careful, however, to avoid falling back into uncontrolled development — follow the customization best practices discussed later). In any case, show that the organization continues to listen and improve the ERP even after its launch. This maintains a spirit of continuous improvement and prevents users from feeling abandoned with a frozen system. Finally, remember to officially congratulate and thank all teams for their efforts during the transition: a message from the CEO at the end of hypercare, highlighting successes (e.g., “1,000 orders successfully processed in Odoo this month”) and thanking everyone for their adaptability, helps close this phase on a positive note and anchor the change for the long term.

In summary, a well-managed hypercare period acts as a shock absorber: it absorbs the inevitable bumps of the launch and prevents initial problems from turning into wholesale rejection of the system. For an SMB, this represents an investment (time, sometimes some additional support costs), but it is the price to pay to sustain adoption. Remember that after hypercare, the baton will largely be passed to your internal super-users and the regular support structure. And that is precisely who we will discuss next: super-users.

The Strategic Role of Super-Users in the Organization

Among the human success factors for an ERP project, the use of super-users (sometimes called key users, champions, or digital ambassadors) ranks highly. Who are they?

Essentially, they are employees from different departments who play a reference role both during the project and after deployment.

They combine strong knowledge of their business domain with a keen interest (or even expertise) in the new tool. Their influence is invaluable for facilitating adoption and serving as a bridge between end users and the project team.

Here is why and how to build and get the most out of a network of Odoo super-users within your SMB:

Identify your super-users from the start of the project. Ideally, super-users should be involved very early in the implementation. When forming the project team, identify one or two people in each department who could take on this role. Selection criteria include: a solid understanding of the department’s current processes, credibility among their colleagues (informal leadership), a positive attitude toward change and technology, and of course sufficient availability to participate in the project. For example, in operations, the warehouse manager who masters every logistics step and is curious about new methods would make an excellent candidate. In accounting, perhaps a rigorous and motivated administrative assistant eager to learn a new tool. Do not impose this role on someone who is reluctant — it could be counterproductive. A willing mid-level employee is better than an uninterested senior executive. Involving super-users from the start is crucial because their contribution can steer the project in the right direction: they participate in needs analysis, configuration decisions, and testing, which ensures the final solution will be aligned with ground-level reality.

Train them and make them ERP experts. Super-users become, in a sense, the internal “product champions.” It is therefore appropriate to train them more intensively than the rest of the users. For example, offer them in-depth training on all the Odoo modules within their scope, including advanced features. Involve them in system testing (user acceptance testing phases) so they gain hands-on experience early. Some may even pursue official training (Odoo certifications, etc.) if the budget allows. The goal is that by the end of the project, each super-user is completely comfortable with the software, knows the main tips and tricks, and can solve basic problems. During hypercare, pair them with support: a well-trained super-user from the purchasing department, for example, can answer their purchasing colleagues’ questions without involving IT for every detail (“Here’s how to create a purchase order in Odoo.”). This internal knowledge transfer is highly strategic, because once the external consultants leave, it is the super-users who will preserve the know-how. Make sure, however, that they know where to escalate more complex issues (to internal IT or the integrator) — they are not there to solve everything, but to provide an advanced first level of support.

Make super-users communication and support relays. The super-user has a daily support role for their colleagues. Before go-live, they can help prepare their teammates: for example, by co-leading with the project team a presentation of the ERP tailored to the department’s business, or by designing specific training scenarios. Their business language is an asset for translating changes in a way that resonates with users. After deployment, they often become the local point of contact: team members will naturally turn to them first with questions or doubts (“Can you help me figure out how to record this customer payment in Odoo?”). This proximity has two benefits: it relieves the central support team (since many small questions are handled informally by the super-user) and it puts employees more at ease when asking for help (it is sometimes less intimidating to ask a colleague than to contact the IT department). Encouraging this does not mean overloading the super-user indefinitely – which is why this role must be recognized (see next point). Moreover, super-users can serve as an escalation channel: if they notice that several colleagues are running into the same difficulty or expressing the same need for improvement, they will escalate the information to the IT team or project managers. They have one foot in each world, which makes them essential for continuously adjusting the system to real needs.

Recognize and value their strategic role. Being a super-user requires time, energy, and a certain degree of leadership. It is therefore critical that the organization explicitly recognizes this role as strategic and rewarding. Where possible, provide official recognition: for example, mention this role in their job description, or include it in their annual objectives so it is taken into account in performance reviews. You can also consider symbolic perks: attending a user conference, joining a professional network of Odoo key users, etc. The goal is for these employees to feel entrusted with a meaningful mission rather than punished with “extra work.” On the management side, include them in project governance bodies: invite them to relevant steering committees, seek their input on decisions (they represent the voice of the field). This consideration strengthens their engagement. Finally, celebrate their contributions: for example, during the implementation review, emphasize that “super-users were a key success factor for the project” and thank them by name. This level of recognition motivates those involved and may inspire others to take on similar roles in future projects.

Foster the super-user community. If you have several (ideally one or two per key department), make sure to have them work as a network rather than in silos. Organize periodic meetings between super-users from different departments so they can share experiences, exchange tips, and coordinate their practices. For example, the sales super-user and the operations super-user could collaborate to refine the order preparation workflow in the ERP. These regular meetings (say monthly for the first six months, then quarterly) create an internal community around Odoo. You can also set up a dedicated communication channel (a chat room where only super-users and IT discuss advanced topics, temporary workarounds, etc.). This community dynamic helps maintain a high level of expertise over time and harmonize methods across departments. Moreover, super-users support each other: if one is absent, another can help their department remotely if needed. This is an additional safety net for the organization.

In short, super-users act as relay pilots in each department, before, during, and after the software implementation. Their presence drastically reduces the risks of misunderstanding, rejection, or post-deployment inefficiency. For an SMB, investing in these roles is highly worthwhile: it avoids constantly having to rely on external resources for basic support, and it fosters organic ownership of the ERP by the teams. Thanks to them, the system takes root in daily practices and continues to evolve based on feedback. Naturally, for them to be effective, the system itself must remain reasonably aligned with needs and easy to maintain. This brings us to the final key aspect: software customization choices.

Software Customization: Which Approaches Based on Best Practices?

An ERP like Odoo is characterized by its flexibility: out of the box, it offers many configurable applications, and it is possible to add modules, or even develop specific customizations to meet the organization’s particular needs. However, the temptation to over-customize software can become a trap.

Best practices in software implementation generally advise finding the right balance between configuring the system and adapting your processes to the tool’s standards, rather than systematically custom-coding every request.

In this section, we will examine how to make informed decisions about customizing Odoo, in order to get the most out of the software without compromising simplicity or scalability.

1. Start by leveraging standard features. Odoo has a rich selection of “ready-to-use” modules covering the majority of an SMB’s needs (sales, CRM, invoicing, inventory, HR, website, etc.). Before considering any customization, make sure you have thoroughly explored the standard. Very often, expressed needs are covered natively or through configuration. For example, rather than developing a custom field to categorize your VIP clients, see if the existing tag or segmentation feature is sufficient. Each standard module has configuration options that can be enabled (for example, enabling multi-warehouse management, or choosing the inventory valuation method). Sometimes, simply configuring the system correctly is enough to meet your expectations. A classic pitfall is writing an ultra-detailed requirements document listing hundreds of specific requirements, and asking the ERP to do exactly all of that. In reality, it is often beneficial to simplify your processes by adopting the practices built into the software rather than bending the software every which way to reproduce your old habits. Keep in mind that ERPs incorporate best practices (the fruit of thousands of companies’ experience) — leveraging these standard processes can make your SMB more efficient. So, explore what Odoo can do without code before thinking about development.

2. Only add customizations where they bring high added value or are essential. There will probably be cases where the standard is not enough. Perhaps you have a differentiating process that gives you a competitive advantage, or a particular regulatory obligation, or a local Quebec market need that the software does not handle out of the box. These elements can justify customization. The best practice is to prioritize your needs: identify the few critical features that would truly be missed if left out. For example, you might decide: “We will develop a custom module to manage our royalty calculations, because this is specific to our business model”; on the other hand, “We will not customize the order entry screen just to make it look identical to the old system.” Ask yourself about the ROI of each customization: what concrete benefit does it bring compared to using the standard feature as is? If the gain is minimal (e.g., saving 2 seconds per operation but at the cost of 3 weeks of development), let it go. If, however, the customization avoids having to resort to an external system or performing heavy manual calculations, then consider it. This requires a rigorous cost-benefit analysis. Do not hesitate to challenge customization requests during workshops: is it an absolute need or a nice-to-have? Often, users initially ask for “the same thing as the old system,” but through discussion you can show them how the new standard approach meets the need differently. This scope management prevents the escalation of requirements that leads to an expensive, hard-to-maintain bespoke ERP.

3. Prefer lightweight and scalable customizations. Once you have validated that a customization is necessary, try to choose the simplest and most modular solution possible. Ideally, favour the use of no-code or low-code customization tools provided by Odoo, such as Odoo Studio. For example, Odoo Studio allows you to create an additional field or a custom report with simple drag-and-drop, without writing code, which is easier to maintain during software updates. If specific development is unavoidable, isolate it as an independent add-on module, rather than modifying the standard core. Since Odoo is open-source, it can be tempting to modify the base code directly, but this will make future migrations very complex. It is better to create a custom module that sits on top. Adopt an agile and iterative approach: develop the customization in question, quickly test it with key users, make sure it meets the need and does not create new ones. Additionally, clearly document everything that is customized (which module, which version, which feature). The goal is to be able to disconnect or adapt these additions more easily when the time comes, for example during an annual Odoo version upgrade. Also stay informed about ERP developments: it is not uncommon for a feature that was missing in the standard to appear in a later version. If you have over-customized, you may struggle to return to the improved standard later, whereas with lightweight customizations, you can choose to drop them if the base product offers something better.

4. Use the ERP project to rethink and simplify processes (rather than coding them as-is). Implementing an ERP is an opportunity for re-engineering your work methods. Rather than considering your existing processes as untouchable and asking the software to conform to them, adopt the following principle: “Is it possible to improve how we do things by aligning with the ERP’s standard workflow?” For example, suppose that until now your order approval process involves 4 manual signatures and double entry in 2 systems – Odoo offers a paperless workflow with 1 electronic approval. Take advantage of this to simplify the process internally (reduce the number of approvals, go fully electronic) instead of customizing Odoo to recreate 4 signature steps as before. This approach, admittedly, requires change and change management (perhaps convincing the finance department that one approval instead of two is sufficient thanks to the ERP’s automatic controls). But in the end, you gain a more efficient organization and a simpler standard system to maintain. Ask yourself for each business requirement: “Why do we do it this way? Can we do it differently with the ERP? Is it really necessary?” Very often, you will discover that some customization requests stem from obsolete legacy processes that could be abandoned or streamlined. By adopting the philosophy of “simplify, standardize, automate,” your ERP project will deliver a truly positive transformation, instead of casting sometimes outdated practices in the stone of custom code.

5. Avoid over-customization to preserve scalability and support. A key piece of advice from ERP experts is: “Don’t adapt the ERP 100% to your business — instead, adapt your business 90% to the ERP.” This underscores the importance of avoiding over-customization. Too many customizations make the system complex to test, evolve, and maintain. For example, each Odoo upgrade (which releases a new major version every year) could require reworking all custom code, generating high costs and risks. Some SMBs end up trapped on an old version because their customizations prevent easy migration. To avoid this scenario, follow the KISS rule (Keep It Simple, Stupid!): if an adaptation is not absolutely necessary, abstain. Use the standard tools as much as possible, even if it means a small change in habits on the user side — it is often less costly to manage human change than to code a software exception everywhere. Remember that every specific code you add today is technical debt for tomorrow. Also, the more customizations there are, the more likely you are to introduce bugs or inconsistencies that are difficult to diagnose. By staying close to the standard, you benefit from the testing and stability of a solution used by thousands of other companies. Moreover, support (whether from the Odoo community or the vendor if you have a contract) will be able to help you more easily with standard features than with homegrown code they are unfamiliar with. Thus, limiting customization also means limiting hidden costs in the long run.

6. Capitalize on the Odoo ecosystem and existing modules. Another best practice specific to Odoo: leverage its ecosystem. Being open-source and very popular, Odoo benefits from thousands of complementary modules developed by the community or partners, available through the Odoo App Store or open-source repositories. Before developing your own customization, check whether a module already exists that meets your need. For example, do you need more advanced email marketing functionality? A third-party module may already exist for that. Using a proven module (after testing it) can save you time and make the solution more reliable. However, pay attention to the quality and compatibility of these third-party modules — choose reputable sources and verify that they are compatible with your version of Odoo. Also, maintain a list of your additional modules so you can update them when new versions are released. In short, don’t reinvent the wheel if the community has already done it. This ties into the idea of keeping an open mind and collaborating with the broader ecosystem rather than customizing everything in isolation.

In summary, customizing intelligently an ERP like Odoo means finding the right balance: adapting the tool where it is truly necessary for business value, but accepting alignment with the standard where possible, even if it means evolving your internal processes. Best practices encourage restraint in specific development, in order to maintain a stable, scalable system that is well understood by its users.

For an SMB, this approach is even more crucial because maintenance resources are limited. A slightly adjusted Odoo that is well adopted and maintainable is better than a “bespoke” Odoo that nobody fully understands and that becomes impossible to evolve (the infamous frozen ERP projects that never really pay off). Your super-users will also be more comfortable learning and teaching a coherent system rather than a collection of specific hacks. And remember: every customization must serve a genuine business necessity, not a personal preference.

Conclusion

Implementing an ERP like Odoo in an SMB is an ambitious project that impacts the entire organization. To make it a success, the project must be approached not as a simple software deployment, but as a comprehensive transformation requiring leadership, communication, and adaptation. In summary, let us remember the key pillars of a well-managed implementation:

• Give meaning and motivate the change: clearly explain why the organization is investing in this new tool, what benefits to expect, and how it fits into the overall vision. A motivated software transition is half won, because everyone understands what they stand to gain and gets positively involved.
• Support the change on a human level: anticipate natural resistance, actively listen to concerns, and put in place a solid training and communication plan. By acting as positive change agents — listening, educating, and encouraging — leaders and project managers create a climate of trust that facilitates adoption.
• Channel and prevent shadow IT: an ERP will only spread its wings if all information flows through it. Prevent unofficial workarounds by covering needs well, establishing clear rules, and supporting your teams so they have neither the desire nor the need to turn to uncontrolled tools. A single, shared system is an asset for productivity and security.
• Provide intensive launch support (hypercare): the first weeks after deployment are critical for establishing new habits. Ensure support is present and responsive, show that the organization is all hands on deck to help every user. Successful hypercare allows you to get over the change hump without breakage, and transition to steady-state operations having corrected the last stumbling blocks.
• Leverage super-users: by identifying and training reference people in each team, you create a powerful internal network to disseminate knowledge, support colleagues, and escalate needs. These digital champions embody the change on a daily basis and multiply the effectiveness of support. Investing in your internal talent is one of the best decisions for sustaining the project.
• Customize sparingly: finally, keep in mind that the ERP is a tool in service of your processes, but it can also be a lever for improving those processes. Do not try to reproduce all your old ways of working identically in the new software. Simplify your methods when relevant, and only add specific developments knowingly, for essential needs. An ERP close to the standard is a more stable ERP, easier to maintain, and one that will fully benefit from future upgrades.

By applying these strategies, an SMB, whether in Quebec or elsewhere, puts all the odds in its favour to succeed in its implementation project and reap the rewards in the long term. Odoo, with its accessibility and flexibility, is an excellent candidate for supporting the growth of small organizations, provided it is intelligently introduced into the corporate culture.

Ultimately, technology only creates value if people embrace it and actually use it. Change management is therefore the heart of success. Motivate, train, support, listen, adjust... these verbs are just as important as configure, test, deploy. By finding this balance between the human and the technical, your SMB can score the goal: not just installing a new system, but above all transforming its ways of working to gain efficiency and agility. This is the full power of a well-implemented ERP: it becomes a unifying tool that positively evolves the organization, rather than just another software program.

With a mobilized team, engaged leaders, supported users, and wisely deployed software, your SMB will have reached an important milestone in its digital transformation, ready to gain a competitive advantage in the years to come.

In conclusion, the success of such a transition rests on a comprehensive approach: it is a business project before it is an IT project. By relying on the strategies described — from initial motivation to hypercare support, through change management and the role of super-users — you put all the cards in your favour for the Odoo implementation to be a lasting success and a growth driver for your organization.

Sources and Bibliography

• Roy, Claude (2025). ERP Transformation: 4 Mistakes That Lead 70% of SMBs to Failure. Blog Force5force5.caforce5.ca.
• Hargos (s.d.). ERP Adoption in SMBs: Usage, Hypercare and Quick Wins. Guide published on the Hargos bloghargos.frhargos.fr.
• KASIA (s.d.). Optimizing Your ERP with Odoo: Tips for SMBs. Article from the Kasia.mg blogkasia.mgkasia.mg.
• Ynov’iT Services (s.d.). Key Steps to a Successful Odoo Project. Practical guide by an Odoo integratorynovit-services.comynovit-services.com.
• IBM – Think Blog (s.d.). What Is Shadow IT? (Definition of Shadow IT and associated statistics)ibm.comibm.com.
• Kanter, Rosabeth M. (2012). Ten Reasons People Resist Change. Harvard Business Review, September 2012ynaija.comynaija.com.
• Richter, Frank-J. & Sinha, Gunjan (2020). Why Do Your Employees Resist New Tech? Harvard Business Review, August 2020.
• Kotter, John P. (1996). Leading Change. Harvard Business School Press (foundational work on organizational change management).
• Hiatt, Jeff (2006). ADKAR: A Model for Change in Business, Government and our Community. Prosci Learning Center Publications (change management model focused on individual buy-in).