Initech Solutions

The ERP implementation and support ecosystem is plagued by systemic flaws that empower third-party system implementers (SIs) to exploit organizations through various deceptive and nefarious processes. This ecosystem is built on a foundation where integrity, transparency, and collaboration are conspicuously absent. Instead, the relationship between the SI and the client is often dictated by ambiguous language in statements of work, such as "SI owns the implementation." This phrase grants the SI near-complete control over critical decisions regarding hardware and software, sidelining the client organization’s input and expertise, while exposing the client to enormous risk. Under the guise of this authority, SIs frequently prioritize their own convenience and profit over the long-term success of the implementation. Decisions about technology stacks, integration methods, and customization ...

As we continue to study the patterns of human and organizational behavior, we stumble upon the common recurrence of the divorced father who is financially stable yet finds the simplest way to support his children is often to simply write the child support check. This act, while fulfilling a legal obligation, can become a substitute for the more demanding and meaningful emotional support and relationship-building his children need and desire. This approach allows him to feel he is doing his part without the messy, time-consuming involvement that true parenting requires. Over time, as predicted, the lack of genuine emotional connection leads to a distant relationship with his children, a gap that becomes more apparent and painful as the years go by. Outsourcing and Offshoring: The Corporate Child Support Check Similarly, in the professional realm, managers, especially the inexperienced preselected [1]...

In my years actually working in retail and on to managing my own consulting firm, I've observed a practice that is ubiquitous and seemingly effective: placing high-margin items in strategic locations within the store. These locations, such as end caps and high traffic areas, are carefully chosen to catch the eye of shoppers, enticing them to make impulse purchases. The idea is simple: the more visible the product, the more likely it is to be bought. This practice can indeed boost sales and increase profits, but it also relies on a somewhat manipulative tactic—capitalizing on the customer's spur-of-the-moment decisions. Interestingly, I see a similar scenario playing out in the corporate world, particularly in the realm of technology and software development. Vendors selling low-code and no-code solutions target naive, often inexperienced managers who are responsible for delivering softwar...

The phenomenon of top performers in IT frequently finding themselves caught up in layoffs is perplexing and disheartening. One might assume that the very individuals who drive innovation and maintain critical systems would be the last to face the axe. However, several factors contribute to this seemingly paradoxical situation, with corporate greed and financial considerations often at the forefront. One primary reason top IT performers are laid off is their higher salaries. As these individuals progress in their careers, their compensation naturally increases, reflecting their experience, expertise, and the value they bring to the organization. However, during economic downturns or periods of financial scrutiny, organizations often look for ways to cut costs quickly. High salaries become an easy target in these scenarios, with the mistaken belief that replacing experienced professionals with less...

One of the most persistent complaints from upper management involved in software development is the perennial question: "Why does it take so long to get anything done?" This query often echoes through boardrooms and strategy sessions, embodying the frustration of executives who see projects dragging on far longer than expected. The roots of this issue are complex and multifaceted, tied to the modern-day mindset where software developers have been relegated to mere commodities rather than strategic assets. This approach has led to significant misunderstandings and inefficiencies that stymie progress and breed dissatisfaction. The belief that software solutions can be simply purchased and then heavily customized has unfortunately proliferated to becoming a corporate pandemic. This mindset overlooks the inherent limitations and strengths of such solutions, leading to projects that are twis...