Using a Big Stick

Overall, Montgomery says the biggest challenge in implementing the ERP, workflow and business intelligence offerings did not involve the technology, but people. He got most employees on board by informing them of the company's business situation and detailing the benefits that could be achieved by using the software and its workflow features. He explained that unless Davis became more efficient, the company's survival—and, in turn, their jobs—were at risk.

That worked for the majority of employees, but as in many businesses that have been around for close to 75 years, some will resist change. He didn't like using the big stick, i.e., threatening to fire employees or shutting down e-mail accounts, but was prepared to use it.

"To make an implementation of this nature work, you really need buy-in from the top down," he says. "If you're going to implement a decision you've invested heavily in, you've got to be prepared to follow through."