If you are still running Microsoft Dynamics GP, I want to have an honest conversation with you. Not a scary one, but an honest one. Because there are some important dates on the horizon that you really do need to know about, and the best time to start planning is right now, before theRead more
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Let me paint a picture that might sound familiar. Your finance system has been in place for ten, maybe fifteen years. It was a solid choice when you put it in. Your team knows it inside and out. It handles the core financial operations just fine. But somewhere along the way, things started gettingRead more
ERP projects rarely fail because of technology. They fail because of people. Culture is the risk that never appears on a project plan, yet it often has more influence on outcomes than timelines, budgets, or system features. When ERP implementations introduce real change, resistance often shows up long before go-live. If it goes unmanaged,Read more
ERP projects rely heavily on subject matter experts. From an HR and finance perspective, these are often the same individuals who carry the most institutional knowledge and the greatest operational responsibility. The challenge is that ERP implementations place sustained additional demands on SMEs at the same time the business still needs to perform. ThisRead more
Double Hatting During ERP Transformation: The Hidden Cost to Your Business Most ERP and finance transformations do not fail because the technology is wrong. They fail because responsibility spreads too thin and ownership becomes unclear. Double-hatting during an ERP transformation is one of the most common ways this happens. One of the mostRead more
AP Automation Starts With Process After years of working alongside finance teams, I have noticed something consistent about Accounts Payable. Most AP teams are not broken. Most people are doing their jobs well. The real issue is how much of the work remains manual. Invoices arrive in too many formats. Approvals depend onRead more
ERP problems do not come from heavy governance. They come from weak governance. When governance is unclear, ERP systems become harder to manage over time. Changes slow down. Decisions stall. Confidence in the system fades. The technology still works, but the business stops trusting it. That breakdown does not happen overnight. It happens asRead more
ERP project failure is not a technology problem. Most ERP projects stall because politics replace decisions, power dynamics stay unspoken, and vetoes exist without accountability. The system usually works. What gets in the way is everything around it. ERP is where organizational power becomes visible ERP systems sit at the center of the organization.Read more
On paper, ERP ownership looks clear. In practice, it is not. When ERP challenges surface, the technology is not the problem. Systems continue to operate as designed. What changes over time is how decisions are owned, reviewed, and carried forward. This breakdown does not happen all at once. It happens through reasonable choices madeRead more
One of the things I notice more now than I used to is how many reasonable ERP decisions quietly turn into ERP debt. They are usually made with good intent: Hesitation to change. Reports that need explanation. Unclear ownership. Upgrades feeling heavier. It might be a report that works well enough, a workaround thatRead more
