Case Study
Beyond the deadline
Rescuing an ERP implementation with a clear reset
The Problem
A global mining services company was racing toward an ERP go-live in four months, yet a newly appointed executive team couldn’t get a clear read on project status.
Was success within reach, or was failure inevitable?
Misaligned teams, unresolved design gaps, and growing risks made it clear: pushing ahead blindly wasn’t an option. The organisation needed a rapid, structured review to separate fact from fiction and chart a path forward.
Our Approach
We launched a four-day discovery review to provide an independent, external perspective on the project's readiness.
The findings were clear: the current go-live target was unrealistic. Instead of a last-minute scramble, we recommended a strategic reset to address fundamental issues and create a credible path to success.
The Solution
A deliberate reset, not just a delay
Through an in-depth review, we guided the executive team in taking bold but necessary action: pausing the project to redefine scope, reset governance, and strengthen execution capability.
Our key recommendations included:
Prioritising value: Focus on delivering the most critical functionality first to drive early benefits
Bridging the design gap: Aligning the solution to business needs by resolving fundamental design issues
Strengthening the team: Upgrading internal capabilities and bolstering implementation partner expertise
Enhancing governance: Establishing a new Steering Committee and Design Governance Group to drive accountability
Re-baselining delivery: Resetting project timelines and resources to create a more realistic and resilient path to completion
Problem Solved
From uncertainty to confidence
By actively engaging the executive team and key stakeholders in co-creating the project reset roadmap, we ensured collective ownership of the way forward. The Board approved the revised plan with confidence, knowing it was based on hard facts and a strategic approach, not wishful thinking.
A failing project does not need to be scrapped, but it does need to be reset with clear priorities, stronger governance, and a delivery plan that aligns to reality. A structured intervention at the right time can turn an impending failure into a strategic success.
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