The Role of Local Experts (Key Users) in a Dynamics 365 Rollout: Why They Are the Foundation of Success?
Success Starts with People
In organizations implementing a Dynamics 365 rollout, attention is often focused on project timelines, data migration, system configuration, and local requirements. While these are undoubtedly important aspects of the project, they are rarely the primary determinants of success from a business perspective. The ultimate measure of success is not simply the go-live of a new solution, but the organization’s ability to operate effectively after implementation.
This is precisely why local business experts, commonly known as Key Users, play such a critical role. Throughout my project experience, I have repeatedly observed that the involvement of the right business representatives has had a greater impact on implementation success than even the most sophisticated technical solutions.
A Dynamics 365 rollout is, above all, an organizational transformation initiative. It involves changes in working methods, process standardization, the introduction of new ways of collaborating, and the alignment of local practices with global standards. Without individuals who understand both the organization’s strategic objectives and its day-to-day operations, achieving these goals becomes significantly more challenging.
Key Users as Representatives of Business Processes
One of the most important responsibilities of a Key User is representing business interests throughout the entire project lifecycle. Their value lies not only in their understanding of the system, but more importantly in their deep knowledge of the organization’s business processes.
In many projects, I encounter situations where formally documented processes differ from the activities users perform on a daily basis. Documentation often reflects the desired target model, while business reality includes additional steps, exceptions, and local requirements that have become an integral part of the organization over time.
Local experts are uniquely positioned to identify these gaps early in the project. Their knowledge enables decisions that consider not only the objectives of the global operating model but also the practical realities of local operations. Key Users often help determine how existing processes can be adapted to the new ERP system while maintaining business efficiency.
From a business perspective, this translates into:
- Reduced risk of incorrect project decisions
- Improved alignment between processes and operational realities
- Earlier identification of potential issues
- Higher quality business decisions
The involvement of Key Users allows organizations to view the project through the lens of daily operations rather than solely through system requirements.
A Critical Component of Effective Change Management
Every business transformation requires changes to established ways of working. Even the most carefully designed solution will fail to deliver its expected benefits if it is not accepted by end users.
In implementation projects, I have frequently observed that the greatest challenges do not arise from technology itself but from the organization’s ability to adapt to new processes. Employees naturally focus on how changes affect their responsibilities, productivity, and daily work.
In this context, Key Users serve as change ambassadors. They are trusted members of the organization who understand both the business objectives of the transformation and the concerns of their colleagues.
Their involvement significantly improves the organization’s ability to:
- Communicate project goals effectively
- Build user engagement
- Identify potential concerns and risks
- Support adoption of new processes
Maintain consistent communication between business and project teams
As a result, the rollout becomes a business initiative supported by the organization rather than being perceived as simply another IT project.
Reducing Operational and Business Risks
In international implementations, one of the greatest challenges is balancing global standardization with local business requirements. Excessive centralization can reduce operational effectiveness, while too many local deviations can increase maintenance costs and process complexity.
Reducing Operational and Business Risks
In international implementations, one of the greatest challenges is balancing global standardization with local business requirements. Excessive centralization can reduce operational effectiveness, while too many local deviations can increase maintenance costs and process complexity.
Key Users play a fundamental role in finding the right balance between these two approaches.
In one project I participated in, the organization planned to implement a standardized procurement process across all business entities. While the design aligned with the company’s global strategy, local business experts identified specific requirements driven by market conditions and existing operational procedures. Incorporating this feedback during the design phase helped prevent potential disruptions after go-live.
Examples like this demonstrate that Key Users act as a natural control mechanism, enabling organizations to identify risks before they develop into real business problems.
Their expertise supports not only solution design but also testing activities and assessments of organizational readiness before deployment.
Building Internal Capabilities
One of the most valuable outcomes of a successful rollout is the development of internal expertise. Organizations gain the greatest long-term value when the knowledge acquired during a project remains within the business after implementation is complete.
For this reason, the role of Key Users does not end at go-live. In fact, during stabilization and continuous improvement phases, their importance often increases.
They provide support to end users, promote best practices, and help ensure process consistency across the organization. They also become a valuable source of expertise for future initiatives involving process optimization or the implementation of additional technology solutions.
Organizations that invest in developing local experts benefit from:
- Greater operational independence
- Faster resolution of business issues
- Better utilization of implemented solutions
- Increased process maturity
- Reduced reliance on external support
From a long-term perspective, these benefits represent one of the most significant returns on investment associated with active Key User involvement.
What Does Research Say?
1. Key Users Are Critical to Knowledge Transfer
Academic research consistently highlights the role of Key Users as a central point of knowledge exchange between project teams and end users. Their competencies, motivation, and ability to share knowledge have a direct impact on ERP implementation success.
In practical terms, this means that even well-designed processes may fail to deliver expected outcomes if the organization lacks capable individuals who can effectively transfer knowledge to the broader business community.
2. User Involvement Is One of the Most Important ERP Success Factors
Research on ERP implementations repeatedly identifies several critical success factors:
- Strong executive sponsorship
- Alignment between the solution and organizational needs
- Effective user training
Active business involvement
Successful change management
Although studies do not always identify Key Users as a separate category, these individuals are typically responsible for delivering many of the activities associated with these success factors, including workshops, testing, training, communication, and organizational readiness.
3. Key Users Reduce Organizational Resistance to Change
Research in change management consistently shows that local business experts significantly improve user adoption and reduce resistance to change.
This happens because employees are generally more likely to accept changes recommended by trusted colleagues than by external consultants or centralized project teams. Key Users serve as trusted intermediaries who translate strategic objectives into practical, day-to-day business language.
Researchers may differ in how they define implementation success, but they largely agree on one point: active participation from business representatives is among the most frequently cited factors behind successful ERP projects.
Summary
From a business perspective, a Dynamics 365 rollout is not a technology project. It is a transformation initiative aimed at improving operational efficiency, standardizing processes, and supporting the organization’s strategic objectives.
Achieving these outcomes requires the active participation of people who best understand how the business operates. Local experts serve as the bridge between strategy and day-to-day operations, helping organizations make better decisions, manage change more effectively, and reduce business risks.
In my view, this is precisely why Key Users are among the most important success factors in any rollout. Technology provides the tools that enable transformation, but it is people who determine whether that transformation succeeds. Local experts create the foundation upon which the long-term value of the entire initiative is built.
Sources of studies
- Nagarajan, Kundu & Abraham (2023), A Review of the Impact of Key-Users’ Characteristics on the Success of ERP Applications. [link]
- Leyh et al. (2024), Critical Success Factors for ERP Projects Revisited. Analiza 272 publikacji naukowych dotyczących sukcesu projektów ERP. [link]
- Stone & Zhang (2021), Understanding Success Factors for ERP Implementation. [link]
- Al-Okaily et al. (2023), Mechanisms for Successful Management of ERP Systems. [link]
Agnieszka Kucharska
D365 F&O Consultant
