ERP Strategy & Implementation
Contact our teamERP is both a significant investment and a critical opportunity to transform how health systems operate.
Realizing its full value requires organizations to look beyond technology implementation and make deliberate choices about processes, operating models, and the outcomes they want to achieve.
Chartis helps health systems define their ERP strategy and transformation ambition, select and implement the right platform, and build the organizational readiness needed to improve performance across finance, supply chain, and human capital management.
Designing ERP transformation for value from the start
The decisions made before and during ERP implementation shape the value organizations can realize long after go-live. Health systems need a clear transformation strategy that defines desired business outcomes, aligns leaders around the future operating model, and carries those priorities through platform selection, design, implementation, and post-go live.
Chartis brings more than 25 years of healthcare ERP experience across finance, supply chain, and human capital management. We help health systems make the strategic, operational, and technology decisions that position ERP investments for long-term value and provide independent guidance through implementation to keep the transformation aligned with its intended outcomes.
Our work has earned a 95.6 KLAS client satisfaction rating and recognition as the 2026 Overall Best in KLAS IT Services Firm.
- ERP strategy and selection. We help leaders define their transformation goal and business case, establish target outcomes, evaluate vendors objectively, and select the ERP platform and implementation approach best aligned with enterprise priorities. Our vendor-agnostic approach includes experience with leading ERP platforms such as Workday, Oracle, and Infor, as well as emerging ERP capabilities from Epic.
- Change management and organizational readiness. We help organizations redesign business processes and operating models, align leaders around the future state, and build the organizational readiness needed to drive adoption and sustain performance.
- Implementation advisory. We provide independent guidance and oversight throughout implementation, helping organizations maintain alignment between strategic objectives, business requirements, scope, and execution while navigating complex decisions and managing risk. In one regional health system engagement, an on-time ERP and EHR implementation avoided more than $2 million in implementation overruns.
- Integration planning. We develop an integration strategy that connects ERP with the broader technology ecosystem, supports future-state business processes, and creates a flexible foundation for evolving enterprise needs.
Successful ERP transformations are shaped long before go-live. The organizations that realize the greatest value align leaders early around the outcomes they want to achieve and use that vision to guide decisions about processes, operating models, and technology throughout the transformation. ”
Frequently asked questions
How should health systems prepare for an ERP transformation?
ERP preparation should begin with business planning, not technology investment. Before selecting a platform or beginning implementation, clarify what the organization needs to achieve, where current processes and capabilities fall short, and how the future operating model should work. Establishing governance, decision rights, and leadership alignment early also makes the organizational changes ahead much easier to navigate.
What should health systems consider when selecting an ERP platform?
Functionality and cost matter, but they are only part of the decision. The stronger question is how well each platform supports the health system’s enterprise strategy, future-state processes, integration needs, and operating model. Leaders should also consider the implementation approach and how the platform fits into the organization’s long-term technology roadmap.
How should health systems define the right level of ERP transformation?
Not every process requires the same degree of change. Health systems should determine where standardization, redesign, automation, and new operating models can create meaningful value, and where existing processes should be preserved. Making those choices early helps establish a clear transformation ambition and guides design and implementation decisions.
How can health systems reduce risk during ERP implementation?
Health systems can reduce ERP implementation risk by establishing clear governance, maintaining disciplined scope and decision-making, aligning business and technology leaders, actively managing dependencies and integrations, and measuring progress against intended business outcomes, not just technical milestones and go-live dates.
EHR meets ERP: A regional health system integrates platforms and data via a conjoined integration
These enterprise implementations required considerable design decisions, interdependency planning, and operational change. They went live on time, and clinical and financial data now flows seamlessly.
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