implementation-governance-en
Most ERP projects don’t fail suddenly They fail quietly. Milestones remain “on track”. Testing progresses. Status reports stay green. And then — often within a few months — deadlines slip, costs escalate, and leadership suddenly asks how this happened. In most cases, the warning signs were already there. They just weren’
implementation-governance-en
If you’re sponsoring an ERP program, you’ve likely seen this moment. A detailed estimate lands on the table. The numbers look precise. The rationale sounds confident. And yet, something feels off. Not because the team lacks experience — but because ERP estimates are often built on assumptions that stay
implementation-governance-en
If you’re sponsoring an ERP program, this feeling may be familiar. Steering committee meetings are full. Slides are polished. Updates are confident. Yet you leave the room with a lingering doubt: Are we really in control — or just tracking activity? That doubt is rarely about effort or competence. It’
implementation-governance-en
If you’re sponsoring an ERP program, this feeling might be familiar. You sit in steering committees listening to confident updates, dense slides, and technical explanations. Everything sounds under control — yet something feels off. The language is heavy with IT jargon. Risks feel smoothed over. Open issues sound “managed,” but
implementation-governance-en
The Real Problem Is Not Failure — It’s Underestimation Most Dynamics 365 Finance implementations don’t fail dramatically. They go live. Transactions post. Users log in. Reports exist. And yet, a few months later, the same patterns emerge: * Finance teams still rely heavily on Excel. * Users describe the system as
English
Most ERP business cases focus heavily on implementation costs. Licenses. Integrators. Data migration. Training. Go-live. Then the system goes live — and leadership assumes the hard part is over. In reality, this is where the real cost of running an ERP begins. Not because the system is poorly designed, but because
implementation-governance-en
ERP transformation is one of those initiatives that becomes heavy very quickly. Not because of the system. Not because people are incapable. But because, early on, the project starts to feel harder than expected. Key users become anxious. Meetings multiply. The mood shifts. People start saying things like “this is
finance-en
A fast, predictable month-end close is one of the strongest indicators of a mature Finance function. Yet many organizations still struggle with sequencing, intercompany coordination, and late-period surprises — even with a robust ERP like Dynamics 365 Finance. Here are five practical ways to use D365 Finance to run a faster,
English
Most organizations hire an implementation partner. Very few know how to use one properly. ERP failures are rarely caused by partners. They are caused by how the organization shows up to the project. They’re caused by how the client organization shows up: its clarity, its alignment, its availability, and
English
Every ERP project depends on the people who know the business best — key users. They validate processes, test scenarios, document exceptions, support data migration, and eventually carry the system into day-to-day operations. Yet despite their importance, their reality is often misunderstood by project teams. Here are five truths that, when
English
ERP implementations don’t fail because of technology. They fail because governance is weak, decision rights are unclear, and teams drift in parallel without realizing it. Strong governance is what turns a complex ERP program into a predictable, manageable system. This guide covers the structures, routines, and accountability mechanisms that
security-en
Workflows are at the core of governance in Dynamics 365 Finance. They determine who approves what, how exceptions are handled, how financial control is applied, and how operational bottlenecks are avoided. Yet most organizations implement them poorly — unclear notifications, too many approval levels, unnecessary exceptions, incomplete conditions, approvers missing the