Practical, full-length thinking on enterprise ERP delivery, operating-model governance and change — the non-technical realities that decide whether a programme lands. No product pitch; just what the best programmes get right.
The systems work; the projects still miss. The same six non-technical causes keep surfacing — and none are fixed by a better platform.
Read the article →Who owns the process, the data, the template, the money and the release? Settle it before design starts — or discover it by accident, halfway through.
Read the article → Value & adoptionOn time, on budget, no critical defects — and still no value. The adoption gap is where most ERP value quietly leaks away, after everyone goes home.
Read the article → IntegrationEvery team green, and the process still broken. Integration is an accountability, not a connection — and the gaps between workstreams are where programmes break.
Read the article → Design disciplineEvery line of custom code is a line you own, test and re-validate at every upgrade, forever. Clean core is the difference between staying current and ageing into a liability.
Read the article → Business caseMost ERP business cases are built to get funding approved, not to be measured. Value you can't describe precisely at the start, you can't prove at the end.
Read the article → BenefitsBenefits tracking breaks at cutover: the baseline lived in a legacy report you can't reproduce once the old system is off. Measure it while you still can.
Read the article → RiskThe risks that sink programmes are the ones everyone knows and no one writes down. The formal register tracks only the risks it's safe to admit.
Read the article → Autonomous enterpriseAs AI takes on more execution inside enterprise systems, the question shifts from 'can it act' to 'who verifies it acted correctly.'
Read the article → TimingVendor end-of-support dates are the vendor's deadline, not yours. Letting a maintenance calendar set the pace is how programmes rush what matters most.
Read the article → GovernanceMost programmes have plenty of governance and very little that anyone trusts. The gap is where oversight becomes theatre and the board finds out last.
Read the article → StrategyLock-in isn't one thing you negotiate at signature. It's five distinct dependencies that accumulate over years — and each is managed differently.
Read the article →New insights are added regularly. Want one on a specific theme? Tell us →
