If you're one of the many finance or operations leaders who’ve relied on Microsoft Dynamics GP (Great Plains) for years, you've probably heard the news: GP is being retired. Not overnight, but for good. Microsoft will stop releasing product enhancements, regulatory updates, and mainstream technical support by December 31, 2029. From there, the only lifeline will be security updates, until those end, too, on April 30, 2031.
For anyone juggling daily AP workflows, managing month-end close, or overseeing intercompany consolidations in GP, this marks a big shift. But here’s the thing, it’s not just a software sunset. It’s an opportunity to reevaluate how your systems support your business and rethink the processes that have been “just fine” for too long. It’s a chance to move from workaround to upgrade.
And the clock is already ticking.
When software companies announce a sunset, it often feels far away. 2029 may seem like plenty of runway, but if you're managing a complex tech stack or multi-entity business, it's closer than it feels.
The real impact of GP’s retirement starts long before support actually ends:
In short: the system you’ve trusted for years won’t evolve with your business, and that’s a problem for teams that need to move faster, get more accurate visibility, or reduce risk.
If you’re already seeing longer close cycles, reconciliation taking days instead of hours, or AP teams juggling manual approvals and outdated vendor data, GP’s age might already be costing you. Finance leaders feel the strain. From limitations around reporting and audit readiness to clunky workarounds that require extra headcount just to stay on track.
When something we rely on is going away, the natural instinct is to find a replacement and move on. But this is bigger than a plug-and-play software swap.
This is your chance to step back and ask: What do we actually want from our ERP going forward? And how can we use this moment to build a smarter, more connected process for the next decade, not just the next quarter?
Here’s what often happens: companies outgrow GP but hang on because it still “works.” Instead of making a clean break, they build around it by layering on bolt-ons, spreadsheets, and manual workarounds just to keep things moving. Some even end up running multiple ERPs across different business units; one legacy system here, another cloud solution there, all cobbled together by necessity, not strategy.
The result is a complex and costly environment that’s difficult to scale and even harder to defend when building a business case for change. By clearly mapping that fragmentation, teams can bring up pain points, quantify inefficiencies, and align faster around the need to move forward.
With GP sunsetting, those fragmented setups are coming into sharper focus.
If your organization is using GP alongside other systems, especially custom or industry-specific tools, this is the moment to consolidate. Multiple ERPs mean more overhead, more integration headaches, and more risk. Plus, they make visibility harder at the exact moment your business needs faster answers and cleaner data.
Managing multiple ERPs creates stress for IT during implementation and daily friction for finance teams and CFOs dealing with overlapping systems that don’t talk to each other. That means manual reconciliations, duplicate vendor records, siloed reporting, and redundant workflows that slow everyone down.
Consolidating your ERPs doesn’t just simplify your systems, it transforms how finance operates. Imagine having:
When you’re not constantly bouncing between systems, or worse, reconciling data from different platforms, your team can focus on higher-value work. And leadership gets insights they can actually act on.
It’s not just about saving money (though you likely will). It’s about setting up a foundation for scale.
With GP on the way out, evaluating your next ERP is inevitable. This is your opportunity to make a smarter, more strategic choice. For some teams, staying within the same software family might seem like the easiest move. Familiarity with the interface, existing integrations, and user comfort can make certain options feel like a natural next step. But ease of transition doesn’t always equal long-term value.
The truth is, what comes next depends on your size, complexity, and industry-specific needs. Some organizations prioritize deep customization or advanced manufacturing capabilities. Others need better multi-entity support, more robust financial controls, or stronger third-party integrations.
This is your opportunity to evaluate what your team really needs and not just what feels familiar. A few questions worth asking:
The answers to those questions should guide your ERP strategy, not brand loyalty, vendor familiarity, or what worked five years ago.
Even if you know GP needs to go, change doesn’t happen in a vacuum. One of the biggest challenges isn’t tech, it’s alignment.
Controllers want clean books. AP teams want less manual entry. CFOs want better visibility and control. IT wants security and simplicity. And executives want ROI.
Getting buy-in means speaking each group’s language and showing how a new ERP addresses the problems they care about. That starts by identifying where your current systems fall short, whether it’s delays, duplicated data, manual workarounds, or limited reporting. If you can clearly connect those pain points to business impact, you're already halfway to a strong internal case.
Start early. Bring stakeholders into the process before you pick a solution, and you’ll spend less time justifying the decision later. Use that time to align on goals, build a shared vision of success, and sketch out what a successful transition could look like, from cost savings and process improvements to long-term scalability.
If your organization has multiple ERPs in place, those conversations may also uncover competing priorities. That’s okay. Better to address them early rather than during implementation, when misalignment becomes much more expensive.
Yes, the GP deadline is still a few years out, but starting early gives you room to think ahead, avoid surprises, and make smarter decisions. The earlier you begin, the more flexibility you have to avoid rushed rollouts and build a solution that actually supports how your teams work.
Think about what goes into a thoughtful migration:
And here’s something many teams overlook: planning your ERP migration is also the ideal time to think bigger. The right people are already at the table reviewing workflows, addressing pain points, and rethinking systems. It’s an ideal moment to look beyond your ERP and consider what else could be improved or automated while everything’s in motion. Taking a more holistic approach now can make the implementation not only smoother but, in some cases, even faster.
Rushed projects often lead to poor adoption, limited ROI, and systems that look new but behave like the old ones. Starting early gives you the space to build with intention and create something better across the board.
We’ve worked with a lot of finance and operations teams navigating ERP transitions, including teams moving off GP. The path forward can feel overwhelming at first, especially if you’re dealing with legacy customizations or pressure to consolidate systems.
But the right partner can make all the difference.
At onPhase, we help teams step back, evaluate what’s working, and build a practical path forward. Whether you’re still using GP exclusively or managing multiple disconnected systems, we’re here to help you think through what’s next and support you every step of the way.
Because this isn’t just about replacing GP. It’s about setting your team up to thrive beyond it.
Want to talk through your options or see what’s possible? Connect with one of our automation experts today.