Finish the move you started
The new system went live, or half live. The old one is still running because nobody trusts the new numbers, and finance reconciles both every month.
The partner says it is a training problem. The team says it is a system problem. Usually it is both, and nobody owns the gap between them.
What keeps a stalled move stalled
Two versions of every number
With two systems running, the business picks whichever number suits the meeting, and neither system becomes the record.
Workarounds become the process
Each workaround makes the old system harder to switch off, until switching it off feels riskier than keeping both.
Change requests nobody reads together
Scope moves one request at a time, each reasonable on its own, and nobody checks the total against the business case the board approved.
An argument about whose fault it is
The relationship with the implementation partner turns into a dispute, and the work that would finish the move stops while it runs.
How we get it finished
- 1
Stop and baseline: an independent view of the real status and what it will cost to finish.
- 2
Decide whether to finish, re-scope, change partner or stop, with the test for each written down.
- 3
Agree in writing what has to be true before the old system is switched off.
- 4
Run the finish on your side, holding the partner to the plan and the business case.
- 5
Switch off the old system on a date, with a rollback position.
If the project is still running and you want someone on your side before it stalls, that is implementation oversight.
Start with a free working session
A free 45-minute working session, and you leave with a one-page plan of the move, whoever runs it. If you want us to run it, week 1 turns that page into the full move plan and checks the strategy behind it.
Get your move planIncluded if you go ahead. If you stop after week 1, you pay a fixed fee, agreed in writing before it starts, and you keep the plan.