At a time when many companies are embarking on enterprise resource planning (ERP) implementations, despite the belief among CEOs that approximately two-thirds of such systems are said to be failures, Texas Instruments' (TI) multi-stakeholder ERP system offers many lessons for future adopters. A constancy of vision, providing visibility of the ERP system to external constituents via Web linkages, and standardization of internal processes and important information technology systems to support market needs, were the foundation for the success of this implementation. In this paper, we detail the management of this implementation from a process-oriented perspective. The lessons learned from this effort help to support and further the academic and practitioner literature especially in the area of large-scale information systems management. © 2003 Elsevier Ltd. All rights reserved.