The Symptoms Are Not the ProblemEvery transformation program has a list.Toxic culture. Messy systems. People who won't change. Manual processes holding everything back. Departments that can't talk to each other.The list gets long. It gets documented. It gets put into...
The Budget Number Is Not What You Think It Is Most executives treat a project budget like a fixed truth. An amount of money required to deliver a defined outcome. The vendor quotes it. The board approves it. The program is measured against it. That framing is costing...
Problem Vs Requirement - do you know the difference? When you visit a doctor, he asks for symptoms of your problem. He then writes a prescription to solve your problem. Note that he does not ask about your needs or requirements. Note the difference between Problem Vs...
The Trap of Doing Everything Ourselves Most organisations do not fail because they have no goals. They fail because they treat goals as if they automatically create capacity. An executive team may agree that something is important: improve reporting, fix broken...
The Question Your Vendor Will Never Ask You Most technology programs begin with the wrong assumption. Here's how to find out if yours has. Before a single contract is signed, before a vendor is selected, before a project team is formed — there is one question that...
You Have a Choice — and Most Sponsors Don't Know It Let me be honest with you. Not corporate-honest, where everything is framed as an opportunity. Actually honest. You became an ERP project sponsor because someone decided you were senior enough, influential enough,...
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...
ERP Project Updates Look Good. The Program Isn’t. Most ERP Steering Committees leave meetings feeling reassured.Status is “Green”. Risks are “managed”. Milestones are “on track”. That sense of control is often the first signal something is wrong. Because by the time...