Why is your project not finishing on time? Every executive who's sponsored a major project knows the moment. The steering committee pack has been green for three months. Then, somewhere around month four, the date quietly moves. Then it moves again. By the time the...

Knowledge Is Power: Why Executives Must Understand Software Implementation Before They Can Lead It As clients, we carry the ultimate responsibility for managing our software vendors. Yet most of us walk into implementation projects not knowing what it actually takes...

Beyond Automation: Why More Solution Options Beat More Software The trap For any given problem, there are usually dozens of viable responses. But executives tend to assume the solution must come from whatever source is standing in front of them. If the person in the...

Why Is It So Hard to Deliver a Successful ERP Project? If you're a project sponsor, you've probably asked this question at least once: "We hired good people, bought good software, so why is this ERP project still struggling?" Here's the honest answer: ERP projects are...

You Trained the Tradesperson. You Never Trained the System User. A tradesperson cannot pick up a tool on day one and start using it at will. They are trained on it. Assessed on it. Reassessed on a cycle, to confirm the skill hasn't decayed. Certified against a...

The Four Levels Every Project Sponsor Is Actually Responsible For Most sponsors think the job is to approve the business case, then watch the RAG status until go-live. That's Level 1. It's also the smallest part of the job. I've sat on both sides of enough ERP...

You're Building Well-Trained Robots. You Meant to Build a Team. Most executives think they're developing their people. What they're actually doing, in a lot of cases, is training them. There's a difference, and it's the difference between character and tactics....