As we known by now, ERP programs are major investments a company makes, yet many still fall short of expectations. After go-live, daily work feels heavier, hypercare stretches into months, and business users begin to ask why the new solution seems more complicated than the old one. The problem isn’t Read more
The “definition” phase of ERP projects has become stuck in old patterns — repeating the same steps without asking whether this work still creates value. As lean thinking reminds us, much of this effort is muda – non–value-adding activity done simply because “that’s how it’s always been done.” Most ERP projects still Read more
In ERP projects and business development, one phrase comes up again and again: “We need to create value-adding solutions.” But what does value really mean? Too often, value is treated like a shiny shield – polished, glossy, and easy to display. It shows up as personal branding, media presence, or the pursuit of visibility. Yet true Read more
Large companies have built massive governance structures – not always in headcount, but mentally and structurally. Development revolves around products: SAP here, MS CRM there, with timelines dictated by IT constraints. IT often believes it can solve everything and drives multi-layered organizations full of forums and strategies. IT governance will Read more
ERP programs begin when you will — but they do not end when you please. A Machiavelli-inspired perspective helps explain why ERP programs so often disappoint. They follow recurring patterns — almost like their “DNA” — that repeatedly produce the same outcomes. Despite decades of experience, many programs stumble into Read more