When Oracle acquired PeopleSoft in 2004, I thought the promise of truly integrated enterprise systems would be fulfilled. What followed instead was twenty years of point solutions plugging holes that poor ERP designs left wide open: EPM for consolidation and planning, data warehouses for reporting, specialty tools for tax, payment processing, reconciliations. Some call it progress. I'd call it complexity with better marketing.
AI is dominating the conversation right now, and for good reason. But ERP remains the digital core of every business. It's the system of record for how a company buys, holds, moves, and accounts for value. That connection matters more than most people realize: a fragmented ERP landscape, a tangled web of integrations, clunky workflows, manual workarounds—all of it caps what AI can actually deliver for internal operations. You can't build intelligent automation on a shaky foundation.
TechTarget recently asked for my perspective on how ERP and supply chain platforms protect margins under structural (not just cyclical) pressure. Two points I'd highlight:
▶️ Legacy ERP debt compounds
Many organizations took a "silver bullet" approach to ERP implementations, hoping a new system would fix what process discipline should have addressed. The result was new platforms with the same old limitations, plus a growing web of bolt-on tools that quietly erode data confidence and drive up costs.
▶️ The path forward starts with a clear-eyed assessment
Map your full system landscape before designing anything. Define a target state, then make smarter tradeoffs on customizations, point solutions, and where automation actually eliminates manual work rather than just digitizing it.
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