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 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
English
In every ERP implementation I’ve worked on, resistance always shows up. It may look different from one company to another — hesitation, pushback, passive disengagement, or endless exceptions — but it’s always present. Each time, I find myself asking the same question: “Why are these people resisting?” Users rarely share
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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