Get a troubled ERP, WMS or transformation project back under control
Not every implementation goes to plan. Deadlines move, scope grows, integrations fail, data becomes uncertain and confidence between the business and its delivery partners begins to break down.
Linkforge runs structured recovery engagements for organisations with projects that have stalled, gone live badly or stopped delivering the result the business expected.
We begin with an independent assessment of the current position. We identify what is working, what is recoverable, what is creating risk and what must change. We then create a practical recovery plan and remain available to help lead and deliver it.
The objective is not merely to produce another report. It is to protect the investment already made and move the organisation toward a stable, supportable result.
Typical recovery situations
- Business Central implementation recovery.
- ERP and WMS integration failure.
- Warehouse go-live stabilisation.
- Incomplete or unreliable data migration.
- Cloud migration recovery.
- Modernisation or upgrade recovery.
- Security and compliance gaps exposed during a project.
- Underperforming live systems.
- Vendor and stakeholder deadlock.
- Projects with weak scope, testing, governance or ownership.
- Businesses that need an independent plan before deciding whether to continue, replace or restart.
Recovery approach
1. Establish the facts
Review the business outcome, scope, architecture, systems, customisations, integrations, data, testing, governance, commercial position and operating impact.
2. Identify root causes
Separate symptoms from causes. Determine what is recoverable, what is creating ongoing risk, which decisions are blocked and which assumptions are no longer valid.
3. Create the recovery roadmap
Define practical priorities, decision points, responsibilities, milestones, risks and dependencies.
4. Stabilise critical operations
Address immediate operational, data, integration, security or support risks.
5. Lead the recovery
Coordinate the business, internal teams, vendors and specialists. Adjust the plan as facts emerge rather than defending an outdated implementation plan.
6. Leave the organisation stronger
Complete knowledge transfer, documentation, support arrangements and operating improvements so that the business does not return to the same position.