The Manifesto: Why This Blog Exists
Something is fundamentally broken in the way organizations approach enterprise system implementations.
Not the technology. The technology has matured significantly. The approach hasn’t.
Too many programs fail — not because of software limitations, but because of flawed assumptions, weak governance, and a culture where no one challenges the plan until it is too late.
This blog exists because that cycle needs to end.
What We Believe
ERP is not an IT initiative.
ERP is a business transformation enabled by technology. When it is treated as a technology project, the outcome is predictable — and it is rarely good.
Architecture decisions are business decisions.
They define how an organization will operate for the next decade. These decisions deserve executive attention — not a final slide in a design workshop.
“Best practice” is overused — and often misleading.
There is no universal best practice. There is context: industry, regulation, operating model, and organizational maturity. A credible advisor knows when a pattern applies — and when it does not. A poor one applies it anyway.
No market should be served with recycled methodologies.
Organizations operate in different regulatory, cultural, and economic realities. Applying a framework designed for one market to another without real adaptation is not advisory work. It is negligence.
AI will reshape enterprise applications — but not in the way it is being marketed.
The real impact will not come from surface-level automation. It will come from rethinking how systems are built, documented, tested, and understood at scale.
Honest scoping protects investments.
If a program requires 24 months, it should be scoped for 24 months. If the operating model cannot support the target architecture, that should be raised before the contract is signed — not during user acceptance testing.
The most expensive engagement is the one built on assumptions no one was willing to challenge.
System integrators must deliver capability, not capacity.
The industry loses credibility when senior experts are proposed but junior teams are staffed. When margin is recovered through change requests instead of earned through delivery.
There is a more sustainable model. It starts with transparency and accountability.
Who This Is For
- Program directors navigating complex implementations and seeking clarity on what is going wrong — and why.
- Consulting leaders building practices with a real point of view and commitment to delivery excellence.
- Practitioners ready to move beyond functional configuration into solution design and strategic advisory.
- Executives preparing to authorize major technology investments and looking for the questions their teams may not be asking.
What to Expect
No positioning. No vendor narratives.
Only substantive perspectives on implementation strategy, enterprise architecture, AI adoption, and lessons that surface only through direct experience on complex programs.
This is the manifesto. The work starts now.