The final phase of ERP implementation is known as the Stabilise phase. It begins after the system goes live and the Hypercare period wraps up, typically lasting for around three months. The goal of this phase is to ensure that the ERP system—and the changes it...

Change the environment: Our environment influences us in countless ways—though we don’t always notice it. With a change in environment, people can form addictions, recover from them, transform their lives, and even shift their sense of right and wrong. Culture,...

Change management is like helping people cross a bridge—it’s not about dragging them across, but walking alongside them. To do that well, we must first understand exactly where they are—emotionally, in terms of knowledge, and in their level of motivation. Once we...

My rational mind looks for win-win scenarios—situations where everyone benefits from a given transaction. But in reality, win-win only works when the people involved are rational. And unfortunately, rational thinkers are becoming a rare breed. To truly move people to...

The organisational issues we often discuss—like toxic culture, silos, legacy systems, and rigid structures—aren’t unsolvable. But on the surface, we find ourselves frustrated, wondering why executives don’t seem to get it. Real transformation—improving customer...

It’s easy to analyse a system—whether an organisation, structure, or process—from the outside and identify areas for improvement. These recommendations might be based on logic, experience, or data, and on paper, they may seem like clear wins. But in reality,...

I often catch myself thinking negatively about others and making judgments, forgetting that we are all different. Unconsciously, I start comparing others to myself, as if I am the benchmark for some universal human assessment matrix. It’s astonishing how often I fall...