The Customer Success teams are a way to bring some form of control back to the vendor, helping to forge the quickest path to success.... in theory at least, as the Customer Success teams have no contractual engagement on the implementation project, other than advisor.

A high performing team - we want to work with one, lead one, and be in one. Everyone wants to be on the winning team! But is a winning team automatically a high performing team? Or in the reverse - if the team does not win, is there something wrong with the team performance?

How would the market expect the System Integrators, Managed Services Partners, or the Captive Services organisations of software vendors to adjust to the Digital Transformation?

It seemed such a great idea at the time - implementing the new business application. The benefits would be realised without question. But where are the benefits when all is done?

No matter what the indicators of failure are (either time, budget, scope, or any combination of these), or the construct of the project (Agile, Time and Material, Fixed Fee) - there are several mandatory steps and conditions to ensure any recovery is successful in getting the project back on track.

"If you fail to plan, you are planning to fail" - wise words that are attributed to both Benjamin Franklin and Winston Churchill. But the statement is incomplete - you should plan for success, but you must also plan for failure.