A 2-Minute Executive Reality Check
Has the Board authorized a "Standard-First" mandate (90/10 Rule) with final authority given to Global Process Owners?
View Evidence Required for PassAre your "A-Players" 100% dedicated to the project with fully funded backfills for their daily roles?
View Evidence Required for PassHas the organization stopped or deferred all other non-critical projects to ensure this ERP is the singular focus?
View Evidence Required for PassIs there a binding "72-Hour Ladder" resolution protocol for design and international conflicts?
View Evidence Required for PassIs there an active Data Scrubber initiative and a dashboard tracking behavioral user engagement?
View Evidence Required for PassAre ROI metrics (DSO, Margin, Turn) measured at baseline and tied to regional leadership incentives?
View Evidence Required for PassIf an organization scores in the Moderate (21–40) or High (41+) risk zones, proceeding is a gamble. The actions in the ERP Project: Risk Remediation & Turnaround Plan are designed to move the needle back toward "Green" by shifting the organizational structure from passive participation to active ownership.
Success depends on structural discipline, not technical effort.
Scoring Points: Each of the six categories is scored on a scale of 0 to 10 points based on selection:
Weights:
Risk Index:
Formula: Risk Score = 100 - (Weighted Success Points)
Standard-First Mandate (90/10 Rule): Commitment to use 90% out-of-the-box software; 10% reserved for legal/strategic needs only.
Global Process Owner: An executive with absolute authority over a global process, ensuring consistency across regions.
A-Players: Indispensable staff with systems thinking, informal influence, and the grit to handle transformation stress.
Strategic Priority (The "Stop-Doing" List): The proactive deferral of non-essential projects to protect organizational bandwidth and ensure the ERP has requisite attention.
Double-Hatting: Requiring project leads to maintain their "day jobs" while on the project. Critically dangerous: this leads to burnout and shallow design decisions.
Ladders: Time-bound escalation paths ensuring no decision takes longer than 72 hours.
DSO (Days Sales Outstanding): Financial metric representing the time taken to collect cash post-sale.
Value Office: A dedicated team ensuring the business extracts the promised ROI after go-live.