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Why Philosophy May Be the Most Underrated Degree in Technology
The number of successful technology companies founded by people who studied Philosophy, is truly fascinating.
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Implementation realities and myths, Integration and architecture, Programme leadership and decision-makingThe Difference Between SAP Testing and Business Validation
At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had…
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Implementation realities and myths, Integration and architecture, Programme leadership and decision-makingHow to Know If Your Enterprise System Will Hold
At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had…
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Implementation realities and myths, Integration and architecture, Programme leadership and decision-makingWhat “End-to-End” Actually Means in Business Terms
At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had…
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Governance, audits, and controls, Industry contrasts and trade-offs, Programme leadership and decision-makingWhy Complex Systems Need Independent Validation
At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had…
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Implementation realities and myths, Integration and architecture, Programme leadership and decision-makingWhy “Hypercare Will Fix It” Is a Business Risk
At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had…
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Implementation realities and myths, Integration and architecture, Programme leadership and decision-makingThe Cost of Discovering Failure After Go-Live
At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had…
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When Finance Cannot Close, It Is Not a Finance Problem
At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had…
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Data, reporting, and trust, Governance, audits, and controls, Programme leadership and decision-makingThe Board’s Blind Spot in ERP Programs
At a pharmaceutical manufacturer with multi-country operations (names and details modified), the ERP transformation had…
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Data, reporting, and trust, Implementation realities and myths, Programme leadership and decision-makingWhat a CEO Is Actually Signing Off at Go-Live
At an automotive components manufacturer (names and operational specifics have been altered to protect identities),…
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Implementation realities and myths, Integration and architecture, Programme leadership and decision-makingIf It Works in One Module, It Can Still Fail the Business
In most SAP programmes, success within a module creates confidence. Finance reconciles correctly, procurement cycles…
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Implementation realities and myths, Integration and architecture, Programme leadership and decision-makingWhere Enterprise Systems Actually Break
In most SAP programmes, stability is inferred from module-level success. Finance reconciles, supply chain transactions…
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Governance, audits, and controls, Implementation realities and myths, Programme leadership and decision-makingWhy Steering Committees See What They Are Shown
Steering committees are designed to provide oversight, direction, and control over SAP programmes. They review…
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Governance, audits, and controls, Implementation realities and myths, Programme leadership and decision-makingSAP Programs and the Echo Chamber Problem
In many SAP programmes, alignment appears early and persists through execution. Programme teams, implementation partners,…
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Governance, audits, and controls, Implementation realities and myths, Programme leadership and decision-makingWhy Your Implementation Partner Cannot See the Whole System
Implementation partners are deeply embedded in SAP programmes. They design processes, configure systems, execute testing,…
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Governance, audits, and controls, Implementation realities and myths, Programme leadership and decision-makingWhy Fixing Issues During UAT Does Not Reduce Risk
In most SAP programmes, User Acceptance Testing is seen as the final opportunity to identify…
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Governance, audits, and controls, Implementation realities and myths, Programme leadership and decision-makingThe Email Thread That Signals Deeper Structural Risk
In most SAP programmes, risk does not announce itself through formal escalation. It appears in…
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Data, reporting, and trust, Implementation realities and myths, Programme leadership and decision-makingThe First Time Finance and Operations Disagree
In most SAP programmes, alignment between finance and operations is assumed once integration points are…
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Governance, audits, and controls, Implementation realities and myths, Programme leadership and decision-makingWhy Happy-Path Testing Fails Real Operations
In most SAP programmes, testing is designed around predictability. Scenarios are defined, inputs are controlled,…
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Implementation realities and myths, Integration and architecture, Programme leadership and decision-makingWhen One SAP Error Becomes a Business Problem
In most SAP environments, errors are treated as isolated system events. A transaction fails, an…
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Governance, audits, and controls, Implementation realities and myths, Programme leadership and decision-makingThe Difference Between SAP Completion and Business Readiness
In most SAP programmes, completion is defined with clarity. Configuration is finished, testing cycles are…
