Nervescape

Integration & applications

ERP

Fit-gap assessment, process mapping and implementation readiness.

Capability in business terms

Why this capability matters

An ERP implementation cannot settle an unresolved business process. Ownership and exceptions get decided before configuration, or they get decided badly during it.

What we typically scope

Fit-gap assessment, process mapping, vendor selection support, implementation readiness, programme assurance.

How we approach the work

Decisions first, configuration second, and both written down.

Work we take on

Example engagement — illustrative. Typical scopes of work, not named client case studies.

Selecting a platform without a rigged race

Why it happens
Three vendors are demonstrating to a leadership team with no agreed evaluation criteria.
How we work it
Document current and target processes, build scenario-based scripts every vendor runs identically, score against weighted criteria agreed in advance, cost five-year TCO including implementation and run.
What you end up with
A scored comparison on your own scenarios and a five-year cost model, with the decision rationale recorded.

A programme in trouble

Why it happens
A live implementation is behind schedule and the status reporting has stopped being informative.
How we work it
Review scope against the original case, test completion claims against artefacts, assess data readiness and testing coverage, interview workstream leads separately, quantify the true remaining effort.
What you end up with
An independent status assessment with evidence, and recovery options costed against the alternative of continuing.

Fit-gap that does not become a customisation list

Why it happens
Every gap is being logged as a required customisation and the build estimate is spiralling.
How we work it
Test each gap against whether a regulation, contract or genuine differentiator requires it; propose process change where it does not; cost each remaining customisation including lifetime maintenance and upgrade impact.
What you end up with
A shorter customisation list where each survivor has a written justification and a lifetime cost attached.

Process ownership before configuration

Why it happens
Configuration decisions are being escalated because no one owns the cross-functional processes.
How we work it
Map end-to-end processes across functions, identify the decision points and the disputes, name an owner per process with the authority to decide, establish a decision log with dates.
What you end up with
A named owner per end-to-end process and a decision log that keeps configuration moving.

Post-go-live stabilisation

Why it happens
The system is live, the integrator has demobilised, and the business is running on workarounds.
How we work it
Catalogue every workaround with its cost and cause, classify as defect, training gap, missing configuration or genuine process change, remediate by category, close the rest formally.
What you end up with
A workaround register resolved by category, with what remains documented as accepted process rather than quiet debt.

Related business solutions

Management visibilityReports take too long to prepare, and exceptions stay hidden…Workflow automationTeams chase approvals and repeat the same manual steps acros…ERP and system integrationERP, CRM and spreadsheets disagree, so finance and operation…

Ways to engage

By the hourA specialist, for the time you need.By the sprintA defined outcome. A defined finish.By the squadA team you can get to know.Managed operationsA system with someone accountable.

How we approach the work

Understand the estate

Map dependencies, constraints, decision owners and the current operating model.

Make the decision explicit

Record options, risks, costs and acceptance criteria before implementation.

Make the handover usable

Document changes, operating instructions and the remaining risks.

Delivery is subject to specialist fit and availability.

Start with clarity.

What would make your business easier to run?

Tell us the operational challenge. We will discuss whether a short conversation, a scoped assessment or a delivery engagement is the right next step.

Discuss your business challenge