The system is rarely the problem. The process around it is.
How to sequence systems work so the operation changes first and the software second.
Large IT projects run on average 45% over budget and 7% over time, and deliver 56% less value than predicted. That is from a McKinsey and University of Oxford study of more than 5,400 projects. The number has not moved much in a decade.
The reason is rarely the software. It is sequencing. Companies select a platform before they have decided what the operation should do, then spend the implementation reconciling the two.
We sequence the work the other way. First the operating decisions: which process steps stay, which go, who owns each. Then the data model those decisions require. Only then the system, scoped to what the operation needs on day one. The result is a smaller build, a shorter timeline and a system the business can explain.
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