A direct letter to the C-Suite executive who greenlit an ERP implementation they now regret — and who feels too deep in to turn back. You approved it. You signed the business case, shook hands with the vendor, and stood in front of your board and declared it...
The Hidden Cost of “Doing ERP In-House”: When Saving Fees Increases Total Spend 1. The Decision That Feels Prudent It is common to see organisations choose to run ERP programs largely in-house. The logic is straightforward: “We understand our business best” “We have...
Your ERP Project Looks Fine. That’s the Risk. 1. The uncomfortable truth most executives don’t see Across local government and enterprise programs, ERP projects rarely fail suddenly. They drift into failure quietly. Status reports stay green.Steering Committees stay...
ERP Blind Spots: When Every Stakeholder Plays a Different Game 1. The underlying pattern ERP programs rarely fail because people are careless. They underperform because: Each stakeholder is doing their job well Each is optimising for their own success But no one is...
So, why do we experience blind spots? 1. The assumption most people make We tend to believe blind spots happen because people miss things. We assume: If we had more information If people paid more attention If the team communicated better …then the problem would...
ERP Governance Looks Fine on Paper. So Why Does It Still Fail? Steering Committees are in place.Reports are being produced.Decisions are being recorded. From the outside, governance appears structured and controlled. Yet inside the program: Issues surface late...
It is common to see this pattern—across councils, organisations, and programs It is common to see executives invest heavily in ERP initiatives with the expectation that clarity, control, and performance will follow. The program is approved.The system is...