With a major public milestone months away, this global clean-energy company needed a straight answer. Could its ERP support the business it was becoming? Rapid global growth had outrun the system, with operations spread across the United States, Europe, and Asia-Pacific under a range of accounting standards and tax jurisdictions. An open question remained over whether the constraints came from the software itself or from how the fast-growing business had come to use it. No one had a structured picture of where the ERP fell short, how serious each gap was, or which to tackle first.
BluJuniper went straight to the people who knew. We ran 22 structured interviews with C-level and senior leaders across every function and region. An organization-wide survey added 158 responses on system usage, process maturity, and satisfaction with existing automation. We sorted every finding by type, function, business impact, urgency, and priority to build a fact-based, rankable inventory. Throughout, we drew a clear line between true system limitations and unaddressed process problems.
Technology & Methods Used
Structured executive interviews, enterprise stakeholder survey, gap categorization and prioritization framework, stakeholder analysis, ERP fit assessment
About the Client
The client is a global clean-energy technology provider operating across the United States, Europe, and Asia-Pacific, whose rapid growth had outpaced the enterprise systems originally put in place to support it.
Industry
Clean Energy, Manufacturing
Outcomes at a Glance
122 Gaps Identified and Ranked
Evidence Over Anecdote for Leadership
Business Problem
- Growth Outpaced Systems: Rapid global expansion had outgrown the ERP, spanning the U.S., Europe, and Asia-Pacific under multiple accounting standards and tax jurisdictions.
- Unclear Root Cause: There was an open question over whether the constraints stemmed from the software itself or from how the fast-growing business had come to use it.
- No Structured View: No prioritized picture existed of where the ERP fell short, how severe each gap was, or which to fix first.
Solution Approach
- Executive Interviews: Conducted 22 structured interviews with C-level and senior leaders across every functional area and region.
- Organization-Wide Survey: Gathered 158 responses on usage, process maturity, and satisfaction with existing automation.
- Rankable Gap Inventory: Categorized every finding by type, functional area, business impact, urgency, and priority.
- System Versus Process Clarity: Delivered a stakeholder analysis distinguishing true system limitations from unaddressed process problems.
Value Delivered
We identified 122 distinct gaps across the ERP ecosystem, more than half of them genuine system limitations rather than process issues. In place of competing opinions about what was wrong, leadership had a prioritized, evidence-based roadmap.
That roadmap launched a follow-on PMO and a multi-phase remediation program that is still closing gaps today. One assessment became a sustained modernization program with a clear sense of direction.
Where This Fits in North*Star©
Beacon© EPM
This applies the Beacon© EPM discipline to a sprawling ERP challenge. BluJuniper made it measurable, ranking 122 gaps into a prioritized roadmap leadership could govern and act on with confidence.