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180 Systems_Do things Rights vs Do the right things (2)

Do Things Right vs. Do the Right Things

May 20, 2026 | 0 Comments | Alex Miles

Project success is still largely defined by delivery – on time, on budget, and in scope. That standard hasn’t changed, but it is no longer enough on its own. Organizations expect projects to produce measurable outcomes, not just completed work. This is where business acumen matters. It’s the ability to understand how a project connects to the broader business – financial impact, operational improvements, and strategic priorities then make decisions with that context in mind. Most project managers operate somewhere in the middle. Data shows that many have moderate business acumen, with fewer demonstrating strong capability. The difference is visible […]

180 BlogWhich ERP is suitable for your company?

Selecting the Right ERP Implementer

May 11, 2026 | 0 Comments | Michael Burns

This is a critical step in the selection process. A successful implementation depends equally on the ERP system and the implementer of that system. In some cases, you have no choice as the developer of the system also does the implementation. But for many systems, there are lots of implementers and it’s not easy to pick the right one. This applies to companies doing their own selection work, but also to consultants like 180 Systems. Some of the vendors have resources to help in finding the right implementer. Although we have lots of experience with many of the implementers, we […]

Integration Debt Doesn’t Show Up in the Model

May 5, 2026 | 0 Comments | Amanda David

Everyone talks about technical debt, but almost no one talks about integration debt. Which is interesting, because if you have been through a few deals, you have definitely paid for it. Just not when you expected to. Integration debt is what you carry into Day 1 because you did not resolve it before close. It shows up as unvalidated assumptions, dependencies that were “understood” but never fully mapped, technology decisions that got pushed, and people risks that felt just uncomfortable enough to avoid. None of it feels critical in the moment. The deal is moving, the model holds, and nobody […]

We Know How to Integrate Companies. So Why Are We Still So Bad at It?

May 4, 2026 | 0 Comments | Amanda David

I’ve been living in two worlds lately. The first is research. Clean, structured, logical. It tells me exactly what organizations should be doing in integration. The second is operators. People who’ve done 30, 50, 150+ deals. Here’s the interesting part: They agree. Start integration early they say, align leadership, build the playbooks and don’t forget to capture lessons learned. Make sure to treat integration like a capability. So naturally, you’d expect consistent success, but no. Most integrations still underdeliver. Not dramatically, just quietly. Missed synergies, slow execution, talent walking out the door. So, what’s going on? We start too late… […]

Spring Cleaning Your ERP/CRM Implementation: Declutter, Optimize, Thrive

May 4, 2026 | 0 Comments | Nelofer Dawer

Spring is in the air. Windows open, playlists on, and suddenly you’re questioning why you own three versions of the same thing. It’s the season of fresh starts, and oddly enough, your ERP/CRM implementation could use one too. If you’ve ever managed a system rollout, you know this truth: over time, even the best-planned implementations collect “stuff.” Extra fields. Duplicate workflows. Reports no one opens but everyone is afraid to delete. Before long, your shiny system starts feeling like that mysterious junk drawer in the kitchen. So, let’s grab our metaphorical rubber gloves and do some spring cleaning, project manager […]

Why ERP Projects Fail Before They Start

April 21, 2026 | 0 Comments | Alex Miles

ERP implementation issues are often caused by gaps in project planning before the project begins. No Defined Core Team A common issue is starting your implementation without a clearly defined core team. If there is no internal project manager and roles and responsibilities are not assigned, the team members responsible for delivering a successful project will be confused and frustrated early. Tasks and follow-ups will be missed and the project will be delayed with potential budget over-runs. Define your core team early! Unclear Project Expectations The level of effort required for project success from your internal team is often underestimated […]

180 Systems Can You Have Too Many Requirements

Can You Have Too Many Requirements When Selecting an ERP System?

April 20, 2026 | 0 Comments | Michael Burns

YES! It seems like some consulting companies are getting paid based on the number of requirements in their RFP. And companies doing it without consultants can access templates with thousands of requirements and think it better to include them than risk problems later. If requirements are gathered from a review of business processes, it’s easy to get bogged down in too much detail about basic requirements that any decent system will include these days. Another trap is to include requirements for each business process when a generic requirement (like attaching documents to any transaction or master file) will suffice. Our […]

Why Does Every Integration Feel Like the First One?

April 8, 2026 | 0 Comments | Amanda David

Most Deals Don’t Fail. They Decay.

April 7, 2026 | 0 Comments | Amanda David

Everyone loves to quote the stat. Depending on the source, somewhere between 50% and 90% of acquisitions fail. It’s a wide range, which usually means we’re measuring different things, but the direction is consistent enough to be uncomfortable. Roughly half of acquisitions destroy value for the acquirer, and only about 30% to 50% fully deliver the synergies that justified the deal in the first place. None of this is new. We’ve known it for decades. What I find more interesting is not the statistic itself, but the fact that it hasn’t changed despite how much smarter we’ve become at everything […]

Pre-close Influence vs Post-close Accountability

April 7, 2026 | 0 Comments | Amanda David

There’s a quiet structural flaw in how most M&A deals are done. It doesn’t show up in the model; it doesn’t sit in the risk register; and yet it’s one of the most reliable ways to lose value. The people who shape the deal are not the ones responsible for delivering it. By the time the operators arrive, the assumptions are already locked in, the commitments are already made, and the clock has already started. Take Cadbury. The narrative most people remember is emotional: a beloved brand, a hostile bidder, a defence mounted with conviction. The reality is far more […]