Why do so many ERP and Dynamics 365 programmes go wrong, even when the technology is sound?

In this episode of The Catch Up Podcast, host Phillip Blackmore sits down with experienced D365 Programme Director Mark Edwards to unpack what really makes or breaks complex transformation. Mark traces his journey from manufacturing engineering and production management into ERP, consulting and programme leadership, showing how hands‑on operations experience shaped his approach to delivery and change.

Drawing on decades of work across manufacturing, supply chain, chemicals, retail, rental, charities and more, Mark explains why vague contracts, missold projects and over‑reliance on partners leave clients exposed. He argues that too many organisations only bring in a programme manager after supplier selection, when much of the risk is already locked in. His perspective lands against a backdrop where industry research suggests that a majority of ERP programmes still fail to meet their original objectives, largely due to organisational rather than technical issues.

From defining a clear vision and target operating model to insisting on “out of the box” first and investing seriously in change management, this conversation offers a practical playbook for leaders planning their next transformation.

• (00:00) - Welcome to The Catch Up Podcast
• (02:17) - Early Career in Manufacturing Engineering at GEC
• (05:55) - First ERP Project and Discovering MFG Pro
• (07:20) - Seeing ERP From User, Vendor and Consultant Perspectives
• (11:18) - Defining Vision and Objectives Before Choosing a System
• (19:08) - Why Clients Must Own the Programme, Not the Partner
• (24:48) - Treating ERP as Business Change, Not an IT Project
• (28:02) - Out of the Box Only and the Risks of Customisation
• (31:16) - Change Management as a Shared Leadership Responsibility
• (35:01) - Data Quality, Cutover and Continuous Improvement
• (37:12) - Tough Projects, Bad News Early and Programme Integrity
• (44:28) - Key Advice for Leaders Starting a D365 or ERP Journey

Mark Edwards: Mark Edwards is a seasoned D365 Programme Director with a career that spans manufacturing engineering, production management, ERP consulting and large‑scale programme leadership. Starting in manufacturing engineering with GEC, he moved through roles in production management and supply chain before leading his first ERP workstream on a mid‑market system. He went on to join ERP vendor QAD as a manufacturing consultant, later moving into pre‑sales, marketing and running a consulting practice back to profitability through value‑based selling. Since then, Mark has delivered and overseen ERP and Dynamics programmes from multiple perspectives: as a vendor, as a management consultant, and as a client‑side programme leader. His experience covers manufacturing, supply chain, retail, rental, third‑sector charities and chemicals, with a consistent focus on clear vision, honest communication, realistic contracts and rigorous change management.

Episode Insights:

• Successful ERP and D365 programmes start with a clear, business‑led vision and target operating model, not with software features or vendor demos.
• Vague contracts and scopes of work create downstream conflict; precise deliverables and roles protect both client and partner.
• Clients must own the programme: partners bring solution expertise, but only the client can supply true process ownership and decision‑making.
• “Out of the box” should be the default; unnecessary customisation quickly multiplies risk, cost and long‑term complexity.
• Change management is a shared leadership responsibility, not a single person’s job, and must start well before go‑live.

Action Points:

1. Define a business‑led vision before talking to vendors: Bring your senior team together to answer why you are changing systems and what success looks like in business terms, not technology terms. Capture the key objectives, from risk reduction to productivity and customer service, and use them as the non‑negotiable brief for any vendor conversations.
2. Tighten contracts and scopes of work: Review existing or draft contracts to check how clearly outcomes, responsibilities and deliverables are defined. Challenge vague language around scope, roles and assumptions, and insist on documentation that spells out who does what, by when, and to what standard.
3. Build a client‑side programme spine: Identify and appoint internal process owners and workstream leads across planning, procurement, operations, finance and other core areas. Make them accountable for defining processes, signing off designs and owning change, rather than leaving all decisions to the implementation partner.
4. Apply the “out of the box” test to customisation: For every requested change to standard D365 or ERP behaviour, ask whether the same business outcome could be achieved using the default process. Treat customisation as an exception that requires a clear business case, not as the default response to “we’ve always done it this way”.
5. Make change management a line‑management duty: Position change management as a core responsibility for functional heads, not just the change manager or project team. Equip leaders with simple tools such as stakeholder maps, communications plans and early exposure to the new system so they can reassure their teams and sponsor adoption from the start.

The Catch Up Podcast brings you candid conversations with industry leaders, consultants, and change-makers from the Microsoft Dynamics and tech ecosystem. Hosted by Phillip Blackmore, Sales Director at Catch Resource Management, each episode dives into the real stories behind business transformation, career pivots, and scaling success. Expect thoughtful interviews, practical insights, and honest reflections.

Brought to you by Catch Resource Management, a leading UK recruitment specialist for Microsoft Dynamics and ERP talent, this podcast is your inside track to the people shaping the future of enterprise technology. Tune in for new episodes and stay ahead of the curve.

The Catch Up Podcast is produced by Story Ninety-Four in Oxford, UK.