Crisis

ERP/CRM implementation

Corporate coworking provider owned by a private equity firm

5 instead of 12

Implementation in 5 instead of 12 months; partial go-live P2P/O2C/H2R

Scalable

Scalability established, headcount growth avoided

Fixed

Weaknesses from the IT assessment addressed

Starting point

Manual core processes, heavy double workload for administrative staff, backlog of supplier invoices.

IT responsibility spread across the leadership team; weaknesses in admin rights, encryption, mail archiving, 2FA and GDPR.

Go-live demanded in 5 instead of 12 months.

IT status quo in a three-stage survey, weighted findings list
Process models as the tender basis, target architecture CRM/ERP
Dynamics 365 tender; implementation partner selected; contract with managed service, SLA and penalties
Agile, sprint-based approach on standard processes
Organisational development (22 interviews); IT expanded from 3+1 to 7+1; post-mortem to the investor

Decisive turning point: Dynamics 365 tender and contract with managed service, SLA and penalties; go-live in 5 instead of 12 months.

Day 30Ability to act and decide
Situation, risks and decision papers are on the table; the first decisions have been taken.
Day 60Stabilisation and alignment
Operations are stable, governance and reporting are running, the target picture is agreed.
Day 90Ability to transform
Organisation, plan and budget carry the implementation; it runs in phases with accepted outcomes.