ERP Decision Readiness Assessment

Make an ERP decision you can defend, before you spend millions or disrupt operations

After a single, facilitated executive working session, you will get a clear recommendation:

Replace, upgrade, defer, or pursue an alternative path, backed by a documented rationale that your CFO and board will expect.

Best for: mid-market organizations that feel real ERP strain and want to avoid a costly false start.

What you get

Decision-grade outputs you can use immediately:

  • A single recommendation: replace, upgrade, defer, or alternative, with a clear rationale.

  • Executive alignment on outcomes, priorities, and trade-offs.

  • Scope boundaries to prevent scope creep: what is in, what is out, and non-negotiables.

  • A finance-ready value case: benefits, drivers, assumptions, and confidence level.

  • Key risks and constraints: busy season, year-end close, resourcing, and disruption tolerance.

  • A next-step plan with decision gates so momentum is controlled and not chaotic.

Delivered as: one board-ready decision brief that consolidates recommendations, rationale, boundaries, risks, and the plan forward.

When this is the right move

This assessment is a fit if any of the following are true:

  • Leaders disagree on what “success” means.

  • “Support is ending” is the loudest reason to act, but the business value remains unclear.

  • IT, Finance, and Operations describe different problems and propose different solutions.

  • Vendor demos or requirements are underway before outcomes and boundaries are set.

  • The scope is already expanding, and no one can clearly say what is in or out.

If you recognize two or more of these, your risk of an expensive false start is high.

What happens in the session

A structured executive discussion focused on decision-critical topics:

  1. Current ERP reality: what is broken, what is tolerable, and what still works.

  2. Business goals (3–5 years): what must change to achieve them.

  3. What the ERP is truly blocking: and what is not an ERP problem.

  4. Success definition: measurable outcomes and acceptable trade-offs.

  5. Boundaries: what is in, what is out, and what is non-negotiable.

  6. Timing: why now, what happens if you wait, and what “good timing” looks like.

  7. Risks and constraints: busy season, year-end, resourcing, and operational tolerance.

The goal is not to start the selection. The goal is to decide what should happen next, and why.

Who should be in the room

This approach only works with decision-makers who own outcomes and trade-offs. Plan on:

CEO/President, CFO, COO/Operations, CIO/IT, and the executive owners of the goals driving the initiative.

If those people cannot attend, the output will be opinionated and not decision-grade.

Deliverables

You receive a concise written assessment that documents:

  • The agreed outcomes and boundaries.

  • The decision and rationale.

  • Risks, constraints, and mitigation options.

  • The recommended path forward with decision gates.

Designed for internal alignment, budget discussions, and board-level scrutiny.

What happens next

After the assessment, you will choose one of three paths:

  • Proceed: receive a selection roadmap and a scoped proposal for the ERP replacement program.

  • Upgrade or alternate approach: receive recommended next steps and decision gates.

  • Defer: receive a watch list of triggers and a timing plan so you can revisit with less risk.

Investment

  • Prepaid tiered fixed fee, based on your annual revenue.

  • If you proceed with an ERP selection project, 60% of the assessment fee is credited to your first invoice. The remaining 40% reflects decision-grade analysis and board-ready documentation that stands on its own, regardless of the next decision you make

FAQ

How long does it take?

1–2 hour executive working session. Written decision brief delivered in 1–2 weeks.

What if the answer is “don’t replace ERP”?

That is a win. It prevents a costly initiative that was not justified, and you leave with a trigger-based plan to revisit at the right time.

What do you need to prepare?

Executive participation and candid input. No heavy pre-work. Just a list of your strategic goals and the business value created by achieving them. For example, "Break into market X. In 5 years, we anticipate earning $X million annually.

Ready for a clear call?

If you need a decision you can defend before starting ERP selection, schedule an ERP Decision Readiness Assessment.