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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
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For years, ERP projects were framed as a choice between two opposing camps: Waterfall vs. Agile. On one side, the rigor and predictability of Waterfall — stage gates, formal approvals, clear deliverables. On the other, the flexibility of Agile — iterative releases, sprints, and early feedback. Today, most ERP projects, especially large-scale
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Introduction — Why Security Role Design Is a Governance Issue Many organizations treat ERP security as a technical step done late in the project. In reality, security design reflects organizational accountability — it defines who can act, who can approve, and who is accountable for what. A poorly structured model leads to
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In most ERP programs, the words governance and management are used interchangeably — yet they mean very different things. Confusing the two often leads to unclear roles, slow decisions, and frustration between business and IT teams. Understanding the distinction is key to building a structure that supports decision-making, accountability, and long-term
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Too often, ERP implementations are still treated as technical projects. The software works, the integrations run, and the go-live checklist is ticked off — yet users struggle to adopt it, processes remain inconsistent, and the system fails to deliver strategic value. The root cause is rarely technology. It’s governance. When
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ERP implementations are among the most ambitious initiatives an organization can undertake. They promise streamlined processes, better data, and improved decision-making — but too often, they go over budget, fall behind schedule, or fail to deliver value. The truth is: ERP projects rarely fail because of technology alone. They fail because
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Microsoft introduced a new User Security Governance (USG) feature starting with version 10.0.43 (preview). While the technical setup is owned by IT, its true impact is on governance, compliance, and cost control. Here are 10 key points to understand from a business perspective — for CFOs, project managers, and
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Security is more than “who can click what.” These ten decisions prevent audit pain, workflow failures, and licensing surprises. 1) Optimize licensing (right-size by usage, not by title) Design roles with the lowest-cost license that still covers the required actions. Separate workflow approvers/readers from daily transaction users: * Approvers / reviewers