An ERP investment can transform how a business operates or become another expensive technology project that struggles to deliver its promised value. For CIOs, the challenge is therefore not simply finding an ERP with the right features. It is finding a platform that aligns technology with business strategy, supports the way people actually work, and continues to create value as the organization evolves.

This is particularly important in construction and engineering, where projects, partners, resources, costs, and regulations create layers of operational complexity. IFS research found that more than half of construction and engineering companies are seekinga new ERP, with 63% of those expecting to select one within one to two years.

So, what should CIOs consider before making the investment?

Start With the Business, Not the Software

Before comparing vendors,define what the business needs to achieve. Is the organization planning to enter new markets, expand into new regions, develop new revenue streams, or take on larger projects?

These ambitions should shape ERP requirements from the beginning. A platform may need to support multiple currencies and languages, integrate with partners, and provide the flexibility to add capabilities as the business changes.

The question is not simply “What can this ERP do?” but “Where does our business need to go, and can this ERP take us there?”

Look Beyond the Finance Department

ERP selection should reflect the entire organization rather than a single function. CIOs should work with stakeholders across finance, operations, sales, customer service, risk, compliance, HR, and other business areas to define what the future operating model should look like.

The goal is to create a connected environment where processes and information work together instead of adding another layer to an already fragmented technology landscape.

Build the ROI Case Before Signing the Contract

Technology for technology’s sake rarely creates sustainable value. ROI can be undermined by fragmented applications, manual integrations, disconnected data, and processes that prevent teams from making informed decisions.

A strong business case should therefore connect the ERP investment to measurable outcomes such as improved project control, resource optimization, reduced delays, stronger procurement, better compliance, and more efficient financial processes.

Test the Platform’s Ability to Evolve

The ERP selected today should not become tomorrow’s limitation. Construction and engineering organizations increasingly need to work alongside technologies such as AI, BIM, robotics, drones, laser scanning, modular construction, and 3D printing.

An open and composable architecture can make it easier to integrate existing applications and introduce new capabilities without rebuilding the entire technology environment.

Remember That Adoption Is Part of ROI

Even the right ERP cannot deliver value if employees do not use it effectively. CIOs need to champion the change, communicate why it matters, identify internal enablers and obstacles, and provide ongoing training.

User-friendly interfaces, phased rollouts, and focused user acceptance testing can also help organizations improve adoption and refine the experience before wider deployment.

Measure Value After Go-Live

ERP selection should not be the finish line. CIOs need clear measures for tracking whether the investment is producing the expected business outcomes.

The right ERP should be viewed as a long-term business platform, not a one-time technology purchase. As business priorities change, the solution should continue to support innovation, process improvement, and new opportunities.

The real ERP question for CIOs is not simply what the system costs. It is how much value it can continue to create.