Insights
Practical writing for the people accountable for delivery — on why programmes drift, why reporting stays green, and what an independent read actually changes.
The majority of S/4HANA programmes miss their targets on time, budget or quality. The evidence points to a governance gap rather than technical complexity — and five public failures show what that gap costs.
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Two decades of complex programmes, and the same ten patterns repeat — from business cases nobody revisits to governance that reports rather than decides.
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Stopping a programme that has already consumed serious investment is the hardest call a technology leader makes. The failure is rarely the wrong choice — it is the right choice made six months too late.
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You already have a steering committee, a PMO and a risk register. The case for assurance on top rests on one structural fact: governance is part of the system it oversees.
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Your integrator is a commercial partner whose incentives are not yours. Challenging them without damaging the relationship is easier through an independent third party.
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Technology spend has become material capital investment, not an operational line item. That changes what finance can reasonably take on trust.
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The root causes of programme failure are well documented. The harder question is why they persist anyway — and what leaders can actually do about them.
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Someone usually saw it coming. The signals were there; they just weren't reaching the right people in time.
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Delivery risk builds gradually, not overnight. Five signals that suggest your reporting has stopped telling you what you need to know.
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ERP programmes keep consuming resource and reporting progress long after the warning signs appear. There is a window in which an honest view still changes the outcome.
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This isn't a question about the integrity of the people writing the reports. It's about the structural limits of how delivery information is gathered, filtered and presented.
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The value is usually intuitive to the CIO. The harder conversation is with the CFO — which is why the case starts with the cost of the problem, not the price of the engagement.
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A term used loosely across the industry. What delivery assurance actually means in practice, how it differs from governance and audit, and when it earns its place.
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Fifteen minutes, no obligation and no sales pitch — a straight conversation about whether an independent view would tell you something your reporting isn't.
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