This article examines how the experience gained from two Knowledge Transfer Partnership projects in the UK can usefully benefit companies faced with similar challenges in a developing world context. Specifically, it addresses the issues faced by manufacturing SMEs intent on replacement of their information systems with one integrated software suite – an Enterprise Resource Planning package. After exploring relevant literature, the article focusses on how the key change elements of process, technology and people can feature in assessing the readiness of such companies for the major upheaval involved in these major change projects. Through further analysis of the projects, it is concluded that the three change components must be kept in balance when implementing these major software suites, both in developed and developing world contexts.
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