A sequence, not a wish list
What moves in the next four quarters, what waits, and the capacity required from your own people.
Orient
ERP Strategy & Roadmap
Most ERP trouble starts before a vendor is invited in. We spend six fixed weeks on the operating truth — where margin leaks, where people keep side systems, and which promises the business has already made. The roadmap is a decision, not a slide.
What changes
Value with an owner
Each outcome has a number, a baseline, and a name. If it cannot be measured, it does not lead the program.
Permission to wait
A written case for the work you will not do. Restraint is part of the deliverable.
Method
How the engagement runs
- 01
Operating interviews
Finance, operations, and the people who close the month or ship the order. We listen for workarounds.
- 02
Evidence, not anecdotes
A short diagnostic of cycle time, close, inventory, project margin, or the metric that actually matters.
- 03
Options with consequences
Stay, selective rebuild, or replacement — scored against risk, value, and the talent you have.
- 04
The roadmap
A sequenced plan, a funding shape, and the governance that will keep the scope from swelling.
What you receive
- Operating diagnosis
- Value case with baselines
- Sequenced roadmap and funding shape
- Executive decision record
- Risk register the sponsor signs
When to call
- The room does not agree on why the ERP should change.
- A program is already funded and you want an independent view before the next year is spent.
- The system is live and the benefits never arrived.
Related work
Lark & Pine
A 400-person firm stopped discovering project margin after the work was over.
Read the engagementOther practices
Consultation
Bring us the number that is wrong.
A partner will spend forty-five minutes on it. If we are not the right firm, we will say so before anyone writes a proposal.