How to Use the Latest New Digital Transformation Terms!

Executive Summary

  • Digital transformation is ramping up the bridge and has caused its own digital transformations requiring a whole new set of super open minded terminology.
  • This is not some “Deepak Chopra-ish” fanciful wordplay, but serious terminology enhancements that all implementers and OTs should be aware of.

Introduction to the New Digital Transformation Terms

The term digital transformation has been with us for a few years, with digital transformations appearing left and right. However, there are special conditions have now arisen on projects that require further elaboration through terminological discussions. You will learn about these new and groundbreaking digital transformation terminologies in this article.

What is the Right Terminology for Digital Transformations that Fail?

The problem with the term digital transformation is that while we switched out the word “implementation” for digital transformation, it was quickly determined that nothing changed on projects. This lead cynicism to run rampant. Depression occasionally set in, with some of those in software implementation going so far as to wonder (out loud sometimes) if it was merely wordplay.

What did change is that many marketing departments had to use the “find – replace” command in their word processing systems to bring their documents up to snuff.

Within a short period, a revolution occurred in the IT industry, and there were no longer any software implementations.

Why might you ask?

Well to understand why we need to go back to why the terms were switched in the first place.

The Digital Transformation Master Plan

What follows is top secret. It is not for presentation to non-SAP friendly personnel.

This graphic displays the bad old days of software implementation.

SAP and SAP consulting firms figured out the fundamental flaw in software implementations. And it had nothing to do with the lies told during the sales process, immature SAP applications like S/4HANA being implemented or faked resumes by SAP consulting firms. No, the problem was that the declaration of success had to wait until the end of the project. And since SAP projects failed with such frequency, it meant that most projects would never get to the promised land of being declared a success.

SAP and their consulting partners needed to make a radical change to address this issue.


The answer was simple. Make the project associated with a successful terminology, so that the process itself rather than the outcome was the focus — i.e. a “digital transformation.”

This way the project is already successful because it is associated with something considered virtuous. Who in their right mind could be against transforming something?

It does not matter that the term is meaningless in the modern context as it is from the 1900’s describing the transition from nondigital technologies to digital technologies. Almost no SAP consultants or customers will bother to look it up!

Simply assert meaningless terms to your heart’s content!

Furthermore, it turns out that IT departments also have no interest in validating the success of their projects, and are very happy to use this terminology also. Everybody wins!

The 100% Conversion Ratio of Software Implementations to Digital Transformation

We are very happy to report that the conversion of SAP software implementations to digital transformation was 100% successful. There are now no more software implementations occurring…..anywhere.

However, the industry was left with a conundrum.

The Need for New Digitial Transformation Terminology

Even if digital transformations fail entirely, they are still referred to as digital transformations. For example, the fact that Lidl recently halted one of its SAP projects to go back to its far more desirable “legacy” system did nothing to diminish the fact that it was still a labeled as a “digital transformation.” In fact, it is still labeled as a successful implementation on the KPS website. However, was it? Both SAP and KPS still consider the Lidl SAP failure to be a digital transformation…..because they got paid.

Digital Transformation or Bank Account Transformation?

This brings up the question, should a digital transformation that fails instead be more accurately called a..

“Digital bank account transformation”?

And this leads to the next topic.

What is the Right Terminology for Digital Transformations that Fail and are Greater than $300 million?

Now if the digital transformation fails but also costs more than $300 million? After much discussion, it was agreed that it would be called a..

“digital boondoglefication.”

What is the Right Terminology for Digital Transformations that Lead to High Degrees of Account Control?

A significant benefit of ERP digital transformations is that they put the vendor and consulting company in a good position regarding account control. This allows the vendor and consulting partner the face time to talk down any competing applications. Our research into ERP implementations….digital transformations is that this is primary ROI to ERP digital transformations. As a high degree of account control is the desired outcome of such projects, the question has been posed “what should they be called.” It was concluded that this is a.

“digital accountformation.”


This is an exciting time to be developing new terminology for the digital transformation industry, and we are happy to report on all of the tremendous new terminologies that are coming from the field. As with the original base term of digital transformation, all of the new derivative terms are equally evidence-free. Digital transformations are actually transforming digital transformations, and that can only be a good thing, as this video from the digital transformation center can attest.

Digital transformation is not simply a term being parroted by people who have “no idea what they are talking” about. Far from it. Endorsements for digital transformation can be found in this video. It is easy to see the excitement in the responses from these endorsements. It turns out that digital transformation is creating more breakthroughs leading to more OT booms than in any time in history (according to the video). 

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The Real Story on ERP

ERPThe Real Story Behind ERP: Separating Fiction From Reality

How This Book is Structured

This book combines a meta-analysis of all of the academic research on the benefits of ERP, coupled with on project experience.

ERP has had a remarkable impact on most companies that implemented it. Unplanned expenses for customization, failed implementations, integration, and applications to meet the business requirements that ERP could not–have added up to a higher Total Cost of Ownership for ERP were all unexpected, and account control, on the part of ERP vendors — is now a significant issue affecting IT performance.

Break the Bank for ERP?

Many companies that have broken the bank to implement ERP projects have seen their KPIs go down— but the question is why this is the case. Major consulting companies are some of the largest promoters of ERP systems, but given the massive profits they make on ERP implementations — can they be trusted to provide the real story on ERP? Probably not, however, written by the Managing Editor of SCM Focus, Shaun Snapp — an author with many years of experience with ERP system. A supply chain software expert and well known for providing authentic information on the topics he covers, you can trust this book to provide all the detail that no consulting firm will.

By reading this book you will:

  • Examine the high failure rates of ERP implementations.
  • Demystify the convincing arguments ERP vendors use to sell ERP.
  • See how ERP vendors take control of client accounts with ERP.
  • Understand why single-instance ERP is not typically feasible.
  • Calculate the total cost of ownership and return on investment for your ERP implementation.
  • Understand the alternatives to ERP.


  • Chapter 1: Introduction to ERP Software
  • Chapter 2: The History of ERP
  • Chapter 3: Logical Fallacies and the Logics Used to Sell ERP
  • Chapter 4: The Best Practice Logic for ERP
  • Chapter 5: The Integration Benefits Logic for ERP
  • Chapter 6: Analyzing The Logic Used to Sell ERP
  • Chapter 7: The High TCO and Low ROI of ERP
  • Chapter 8: ERP and the Problem with Institutional Decision Making
  • Chapter 9: How ERP Creates Redundant Systems
  • Chapter 10: How ERP Distracts Companies from Implementing Better Functionality
  • Chapter 11: Alternatives to ERP or Adjusting the Current ERP System
  • Chapter 12: Conclusion