The platform goes live on a date everyone knows. The operating model changes over a period nobody scheduled, resourced, or put on the plan. When a board approves an ERP or CRM investment, the document in front of it describes software: modules, licences, an implementation partner, a go-live date, a business case with a payback… Continue reading The half that is not software.
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Why Most ERP Programmes Fail Before They Begin
The governance decisions made in the first 90 days determine outcomes more than any technology choice. Twelve months into an ERP programme, the RAG status is amber — it has been amber for three months — and nobody is quite sure who is authorised to turn it red. The programme director spends forty percent of… Continue reading Why Most ERP Programmes Fail Before They Begin
Buying CRM and ERP: what the RFP should actually ask.
In CRM as in ERP, every serious vendor will answer yes to almost every line in your requirement matrix. The questions that separate them are somewhere else entirely. A CRM or ERP tender usually arrives as a spreadsheet. Three hundred requirement lines, a column for each vendor, and a scoring key running from zero to… Continue reading Buying CRM and ERP: what the RFP should actually ask.
AI in ERP and CRM Implementation: What changes, and what does not
The cost of producing programme material has fallen sharply. The cost of getting the decisions wrong has not moved at all. An ERP and CRM programme produces an extraordinary volume of material. Process descriptions, requirement specifications, fit-gap analyses, configuration documentation, interface designs, migration mappings, test cases, training material, weekly status reporting. For as long as… Continue reading AI in ERP and CRM Implementation: What changes, and what does not