Sanjay Kumar Mohindroo

When to Stop a Transformation Program Most transformation failures come from continuing too long. Learn the five board-level tests every CEO and CIO should apply before investing further. "The most difficult transformation I ever led wasn't the one that failed. It was the one I chose not to finish." The room fell silent. Months of planning had gone into the programe. Hundreds of people were involved. Significant capital had already been committed. Every dashboard showed progress. Every steering committee meeting ended with another milestone achieved. Then I recommended reducing the scope. Not because the programme was failing. Because the business had changed. That recommendation was far more controversial than cancelling an unsuccessful initiative would have been. Cancelling failure is easy to explain. Scaling back something that appears to be succeeding is much harder. Over three decades leading enterprise technology across industries and geographies, I have learnt that...

Why ERP Rollouts Fail: The Real Problem Is Sequencing Most ERP failures are not technology failures. Learn why sequencing organizational change before implementation is the key to successful ERP transformation. What a Failed ERP Rollout Taught Me About Sequencing Change Cutting Through the Hype to What Actually Matters in IT A project worth $180 million failed before the software was switched on. Not because the technology was wrong. Not because the vendor underperformed. It failed because the organization changed the systems before it changed the business. That lesson has stayed with me for nearly three decades of leading enterprise technology across industries and geographies. It is also the lesson I see organizations continue to ignore. Every few months another headline appears about an ERP implementation that runs over budget, misses deadlines, or quietly gets written off after consuming years of executive attention. The postmortem usually points to familiar culprits: poor project ...