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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
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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
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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,
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Most organizations hire an implementation partner. Very few know how to use one properly. ERP failures are rarely caused by partners. They’re caused by how the client organization shows up: its clarity, its alignment, its availability, and its willingness to take ownership. Here are five truths every ERP leader
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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
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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
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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
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Segregation of duties (SoD) is one of the most important internal controls in any ERP. But in D365 Finance, it’s also one of the most misunderstood — and the source of the most frequent audit findings. Here are the 10 SoD conflicts auditors always flag, why they matter, and how
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Licensing in D365 Finance isn’t intuitive. Functional boundaries, new licensing rules, and misclassified roles often cause organizations to overpay every month without realizing it. Here are five practical, real-world tips to reduce licensing costs without disrupting day-to-day operations. 1. Start by Validating the Active User List Most companies still
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One of the smartest ways to prevent delays, broken testing cycles, and go-live crises is to set up your ERP environments properly from day one. Most organizations either operate with too few (leading to collisions and rework) or too many (adding cost with no benefit). Here’s the realistic, no-nonsense
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Most CFOs assume that once a technology project starts, control naturally shifts to IT or consultants. In reality, the success of any digital transformation depends on how well Finance keeps ownership — not just of the budget, but of the vision, governance, and value delivery. 1. Where Control Is Lost In
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In every ERP implementation, one of the biggest sources of tension isn’t the technology — it’s unclear accountability. Who’s supposed to approve the solution design? Who signs off on data migration? Who leads cutover readiness? These questions often surface too late — during go-live chaos. That’s why we