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@SwiftOnSecurity ERP deployments are viewed as a strategic business transformation. From the outside and in hindsight, they look like a Benny Hill skit. There is a real desire and expectation to adopt the “best practices” embodied in the chosen ERP, because the leadership damn well knows 1/
@SwiftOnSecurity What happens if they concede to customization. But slowly as processes are boarded into the ERP, the seams start to unravel. “We can’t live with the way Oracle makes us recognize revenue” and “we can’t close our books in the order it requires”, and so on. 2/
@SwiftOnSecurity It becomes death by a thousand cuts. And once you relent on one aspect of customization, damn sales VPs kick open the door the rest of the way. And suddenly you have 2 bus loads of consultants and you’re throwing good money after bad. 3/
@SwiftOnSecurity The fundamental problem is, as I mentioned, senior leaders believe they have processes that uniquely differentiate the business from competitors. And they are senior leaders because they are influential and charismatic. 4/
@SwiftOnSecurity Many companies bring in a CIO or COO to lead them through the “transformation”, but in reality, I think it would need to be a CEO or Chairperson to drive the required discipline. 5/5
