ERP Breaking Down? A Structured Recovery Strategy

Whitepaper

What You’ll Learn

Why ERP breakdowns at Nike, Hershey, and National Grid cost hundreds of millions, and the structured rescue approach that stops the same from happening to yours.

THE PROBLEM

Why ERP Projects Break Down After Go-Live, Not Before

Gartner found out that 72% of organizations struggle with change management during ERP projects. Not during planning. After go-live, when the damage is already compounding. Teams revert to spreadsheets, KPIs tank, and what started as a controlled project quietly becomes a liability nobody wants to own.

THE BLIND SPOT

What the Budget Report Never Shows Until It Is Too Late

Lost productivity, damaged reputation, compliance penalties, and staff attrition all follow a stalled ERP. None of them are shown on the implementation invoice. That is not an oversight. It is the reason most ERP recovery conversations start two years too late.

THE MODEL

How DCG's SPEAR Framework Turns a Breakdown into a Plan

DCG's SPEAR framework runs across five stages. Not five equal steps but five harder questions in sequence, each one only honest once the stage before it is settled. Before any fix is deployed, the SPEED scorecard tells you whether the team is actually ready or just ready to say they are.

THE NEXT STEP

One Assessment Every Struggling ERP Team Should Run First

Before you fix the system, benchmark it. DCG's SPEED scorecard diagnoses project drift and readiness gaps before any change is made. Frankly, the score alone tends to show exactly where the money went, and it is rarely a surprise to anyone who was paying attention.

Who Should Read This Whitepaper?

If you are accountable for an ERP that went live but stopped delivering, this whitepaper gives you the diagnosis, the framework, and the business case to act.

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CFOs and Finance Leaders who need to connect a stalled ERP investment to a defensible recovery plan with visible ROI milestones before the next board review
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Project Managers stuck in the firefighting loop, responding to broken integrations and reporting failures one patch at a time with no roadmap in sight
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Directors and VPs whose operations teams are back on spreadsheets, running workarounds the ERP was supposed to replace six months ago
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CIOs and Technology Executives at the point where scope creep, UAT blowups, and shadow IT have made the original implementation timeline unrecognizable
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Every leadership team member who has watched a six-figure ERP investment stall out and needs a structured path forward, not another vendor promise

Will Donovan

Will Donovan is an Operations Strategy and ERP Consultant with DCG. He is a former Supply Chain/Logistics Product Director for global logistics and operations systems deployed by US Marine Corps, US Navy, US Air Force, and Shell Oil. Will has deep experience in analytics, ERP, WMS, TMS, and digital strategy for US Military, oil & gas, retail distribution, and manufacturing in Asia, Europe, Middle East, and America.

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