The last few months have been joyful. I have had a chance to mingle with a number of innovators as I wrote my book. Many are focused on the Grand Challenges the word faces – environmental, engineering etc. It is so exciting to see them focused on the big, honking, hairy problems we face.
In contrast, one of the darkest moments in my career came a few years ago when I was visiting the chief executive of a well-known institution. They were about to start an ERP project but he might as well have been a man headed for the gallows. Head hung low – all he could talk about how much of an overrun he needed to prepare his organization for. And his project had not even started. I felt sick – never felt so un-proud of my chosen profession. I could not give him much hope that his pessimism was unjustified. Even after the experience of hundreds of thousands of ERP and other enterprise projects, they fail at alarmingly high rates.
Why do we continue to accept this industry blight, smart as we are as an industry? And worse, why do we blame “stupid customers” for these failures? Or why do smart people like my friend Mike Krigsman continue to talk about “everybody’s to blame”? Shared blame without root cause analysis is no blame…
(Read this and other articles @ Deal Architect)