Thinking Beyond Technology.

Most failures are decided in scoping, not delivery. When requirements are collected before the operating problem is understood, the build inherits the confusion.

Selecting an ERP commits an organisation to a way of working. The evaluation should therefore examine process ownership before feature lists.

Custom is justified when operational differentiation lives in the process itself. Everywhere else, configuration is the cheaper form of control.

Fragmentation rarely appears as a line item. It shows up as reconciliation time, delayed decisions and a management layer employed to move information.