Before You Sign That ERP Contract, Ask Where Your Vendor Sits on This Ladder Every person and every team your ERP program depends on sits somewhere on a four-rung ladder. Most executives never ask where. They find out at go-live, when it's too expensive to do anything...
You are Funding Problems!
Yes, you are funding problems! There's a version of busy that feels productive but isn't going anywhere. You're spending time. You're spending money. Your team is working hard. Meetings are happening, fixes are being applied, progress is being reported. And yet,...
Change Resistance: You are Solving the Wrong Problem
You are Solving the Wrong Problem You've approved the budget. You've hired the consultants. You've commissioned the change management strategy — the stakeholder analysis, the communication plan, the training schedule, the engagement workshops. And somewhere in the...
The Problem is not the ERP. It’s the Blindness.
The Problem is not the ERP. It's the Blindness. Most problems have simple solutions. Health: eat less, move more, rest. Money: earn more, spend less, invest. Family: listen more, say less, change yourself before you try to change anyone else. We know this. We have...
You are Spending Energy on the Wrong Problem
You are Spending Energy on the Wrong Problem Most organisations chasing growth are working the wrong side of the equation. They hire business development people. They attend networking events. They build relationships with decision-makers, impress them at the right...
The Assumption That Quietly Kills ERP Programs
You would never appoint your IT Manager to run a civil construction project. They're technically capable. They understand contracts. They can read a schedule. But the moment you picture them on site — managing subcontractors, reading soil reports, making structural...
You Are Winning and Losing at the Same Time
You Are Winning and Losing at the Same Time The Titanic had a full passenger manifest and a smooth crossing — right up until it didn't. Blackberry had market dominance and loyal enterprise customers — right up until it didn't. Nokia had scale, brand, and distribution...
Seeing Failure Clearly
Seeing Failure Clearly Medicine figured this out a long time ago. You don't wait until a patient collapses to run diagnostics. You build systems — regular check-ups, blood panels, imaging — specifically designed to catch what isn't visible yet. The whole premise is...
