Digitization Enthusiast and Senior IT Professional with extensive Project Management experience

As Head of Group IT/SAP, I combine strategic vision with hands-on execution to deliver IT solutions that drive operational success and business transformation. With over a decade of experience, I’ve developed a reputation for leading large-scale IT initiatives, rolling up my sleeves, and working directly on the systems and processes that support organizational efficiency.

I’ve successfully managed end-to-end IT solutions throughout my career - from innovating IT infrastructures to optimizing global operations. I pride myself on ensuring that technology aligns seamlessly with business objectives while maintaining an unwavering focus on the details that make systems work.

In previous roles, I have led multi-disciplinary teams, led complex implementations, and fostered an environment where strategic planning and operational precision coexist. My hands-on approach ensures I stay close to the technical aspects of every project, resolving challenges directly and enabling my teams to succeed.

My leadership style is defined by practical, real-world solutions underpinned by a steadfast commitment to continuous improvement. I excel in environments where adaptability, innovation, and efficiency are crucial, driving both digital transformation and day-to-day operational excellence. I am always passionate about fostering collaboration across all levels of the business, ensuring that IT serves as a cornerstone for growth and innovation.

Everyone loves “AI-powered ERP,” but nobody talks about the fact that 60% of companies don’t even clean their master data.

It’s 2026, and I don’t understand why we’re still talking about it.

As per a report by Gartner, 60–85% of data initiatives fail due to poor data quality.

Can you imagine what this can cost?

1) Direct money loss
Wrong data leads to wrong invoices, wrong taxes, duplicate payments, and hence thousands of dollars lost.

2) Wasted ERP and AI investment
AI-powered ERP systems still depend on clean data. This means you keep paying for expensive software, consultants, and AI tools to generate unreliable insights and unusable reports. 

3) Loss of trust and poor decisions
When reports are of no use, then leadership spends more time debating numbers than making decisions. 

So, to avoid this loss in your organisation, you need to work on these:

- Your tax logic
- Your vendor list
- Your data quality
- Your cost centers
- Your project codes
- Your approval flows
- Your product and service lists
- Your one full cleanup cycle before migration

If not done well now, you’ll regret it later on.

Because it’s your “data” and your “duty.”

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Martin Iten

Head of Group IT/SAP | Strategic IT Leader Delivering Practical Solutions | Enhancing Operational Efficiency

Most project managers don’t fail due to complexity; they fail because they’re afraid to say, “This timeline is impossible.”

So instead, they just nod.

They commit.
They promise.

Even when they know:

- Data isn’t ready
- The scope isn’t clear
- Decisions are still pending
- Dependencies aren’t resolved

They say yes anyway.

Reason?

Because saying NO feels risky.
Because pushing back feels political.
Because honesty sounds like incompetence in the wrong room.

So the project moves forward on a lie that everyone silently agrees to.

What happens next is predictable:

Deadlines get missed “unexpectedly.”
Blame only gets distributed carefully.
Teams burn out trying to “just” catch up.
Quality drops, rework increases, and mental fatigue happens.

And the post-mortem concludes:

“Execution failed.”

No. This is a half-truth.

“It’s Courage failed.”

Good project management isn’t about tracking tasks.

It’s about protecting reality.

The most valuable skill a PM can develop isn’t another tool or framework.

It’s the ability to say, early and clearly, i.e;

“This plan does not match the constraints.”

Because a delayed honest conversation costs days.
A delayed truth costs months.

And once the project is on fire,
Everyone suddenly agrees the timeline was unrealistic.

When it's too late.

P.S. What do you think about it?

Your company doesn’t need a new ERP. 

It takes courage to fix the processes your employees have been complaining about for five years.

Your software isn’t the problem.

But the culture you’re following is.

SAP, Oracle, Dynamics, or Microsoft's new platform, but the same problem.

Every platform has been blamed at some point.

But the real reason transformation isn’t about the tool, system, or software, but the people you’ve hired.

Your new stack of tools can’t fix the old mindset and habit.

Your culture defines whether one tool can help or harm you.

So, before you make new decisions this year, you need to stop and reflect on these:

- Do leaders lead or just talk?
- Are processes owned or avoided?
- Do teams collaborate or stay silent?
- Does the culture enable change or block it?

Because ERP projects can’t help you with outdated minds that don’t want to change.

Your data will be as it is; it’s your people who’ll use it for your organization’s growth.

P.S. What do you think is at fault ERP or the people using it?

Them 🗣️: “I don’t have time for improvement.”

If you don't have time to improve, that's your first problem.

And, all you’ve been doing since then is ignoring all the loopholes that were causing your current problem.

All the time you kept saying:

“I don’t have enough time for this.”
“I don’t have the expertise for this.”
“I don’t have my team supporting me in this.”

Then just tell me, “Why did this happen now? ”

Because, “You’re not controlling the system, but the system is controlling you.”

You might disagree with me, but Improvement is not a part “after” day-to-day business, but it’s the part “of” day-to-day business.
This would never have happened if you had:

1) Observed 
– Going where the work happens and understanding why the problem occurs.

2) Standardized 
– Set clear standards so you can spot and fix deviations.

3) Created capacity 
– Reduce waste and use existing resources better instead of adding more.

In short: 

“Improvement doesn’t take place when everything goes off track, but it takes place from the point things went on the track.”

Agree or not?

Picture Credits: CartoonStock

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