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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
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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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Best practices exist for a reason — they provide structure, reduce risk, and offer a starting point for complex ERP programs. But when they’re treated as absolute rules, they stop helping and start hurting. Real implementations — especially on Dynamics 365 Finance — are messy, human, iterative, and driven by trade-offs that
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A few years ago, I was part of a sales team preparing to pitch Dynamics 365 Finance to a potential customer. We were polishing the demo environment, aligning talking points, and getting ready to showcase functionality. Then the sales director walked in, looked at us, and said something that changed
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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
ERP implementation
An ERP rollout is often compared to a marathon, not a sprint. Many beginners think once the system is “installed,” the project is done. In reality, ERP implementation is a structured journey with multiple phases — and each one requires attention not just to technology, but also to people and processes.
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When people first log into Dynamics 365 Finance & Operations (now split into Finance and Supply Chain Management), they often get lost. The system looks huge, with hundreds of menus, modules, and terms like legal entities, business units, dimensions, and master data flying around. This post breaks down the core
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Introduction Dynamics 365 Finance offers powerful intercompany capabilities that can significantly reduce manual work and errors across legal entities. Features such as automatic journal entries, intercompany purchase orders, invoices, and even payment journals can streamline processes, improve traceability, and ensure better correspondence between entities. But before enabling intercompany transactions, it’
ERP Governance
Most ERP projects don’t fail because of technology. They fail because governance is treated as a formality rather than an operating system. Roles exist on paper. Escalations are unclear. Decisions drift. Accountability softens. From hands-on experience in large-scale ERP and Dynamics 365 transformations, weak governance is one of the
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Production deployments are high-stakes moments in any ERP project. A single misstep can lead to downtime, data inconsistencies, or loss of business confidence. The goal isn’t just to move code and configuration into production — it’s to do so smoothly, safely, and with full business alignment. Below are proven
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A well-designed chart of accounts (COA) is one of the foundations of a strong finance system. Yet it’s also one of the areas where organizations often make mistakes during an ERP implementation. A poorly structured COA can create unnecessary complexity, make reconciliations painful, and slow down reporting. Here are