The situation
A systems integrator asked me to investigate a failing ERP programme. Its client had threatened litigation. The investigation was intended to inform potential expert witness support. The working relationship had deteriorated and the parties were struggling to agree a way forward.
What I found
The supplier wanted the technology built and working correctly so it could close the contract. The client needed the business and financial outcomes the programme was meant to deliver. Their definitions of success differed: a functioning technical solution would not meet the client’s business needs.
What I did
I worked with both parties to explain the gap and define what successful delivery needed to achieve for each of them. We reset expectations and adapted the delivery plan to meet those needs.
The result
The change was delivered. I later supported the supplier in winning the client’s next tender.
Limits of this account
This account establishes the change delivered and subsequent tender support. It does not quantify savings, establish a standard recovery process or promise the same result elsewhere.
A question for your decision
If a programme delivers exactly what is currently specified, will the business achieve the outcome it needs?
Related work and questions
The Challenge · How do we stress-test a business strategy before committing funding?
The Diagnostic · Why do the same governance or delivery problems keep recurring?
The Intervention · How do we establish whether a failing transformation programme can be recovered?