Executive Alignment: Dead Before Delivery Begins
The program has not started yet. The governance failure has. In almost every large ERP program that encounters significant executive-level difficulty during delivery, the conditions that produced that difficulty were present before the systems integrator was appointed. Sometimes before the business case was written. The program did not create the misalignment. It revealed it. The […]
The Disruptive Stakeholder
The risk register names risks. It almost never names the person who creates them. Large ERP programs operate within organizational hierarchies in which authority, influence, and commercial relationships do not always align with formal governance structures. The person who can do the most damage to program outcomes is often not the person who appears most […]
Executive Alignment Is Not Permanent
The governance structure assumes the people who agreed to it are still there. Often they are not. Most organizations treat executive alignment as something achieved once. The business case is approved. The sponsor is appointed. The steering committee is formed. The program proceeds. The assumption is that the alignment established at the beginning will hold […]