n this episode of The Process Fixer, host Derrick Mains sits down with Teddie Reyes, an ERP implementation expert and certified process fixer, to dissect why so many ERP systems fail—and how to turn them around.

From post-implementation nightmares to AI-driven efficiencies, Teddie reveals:

🔹 Why 70% of ERP projects underdeliver (and how to avoid common pitfalls)

🔹 The "Stanford Duck" of business processes—why teams hide inefficiencies

🔹 How AI is reshaping workflows (e.g., replacing manual data entry with real-time insights)

🔹 Process triage techniques to align executives, frontline staff, and tech for smoother rollouts

Plus: Real-world examples of cutting 27-step processes down to 3 and why "those who write the plan don’t fight the plan."

👉 For more on fixing broken systems, visit https://theprocessfixer.com .

👉 Coming soon: A new podcast with Aaron Baer—stay tuned!

#ERP #ProcessImprovement #AI #ChangeManagement #BusinessTransformation

In this lecture, we critically examine the flawed notion that businesses can consistently hire the "best" talent in an increasingly competitive market. The speaker begins by challenging the common belief that a company can attract the top 5% or 10% of workforce candidates without adequately paying what others are investing. They reference statistical studies, including Gallup's research, which reveals that a mere 15% of employees truly excel in their roles. This sets the stage for a discussion on the financial implications of hiring practices, highlighting the reality that organizations often engage in a cyclical pattern of hiring and firing rather than effectively managing talent.

The speaker elucidates on the costs associated with high turnover rates, suggesting that while organizations funnel resources into sophisticated psychological assessments and repeated interviews, they often fail to yield the desired outcomes. By illustrating the common experience where hired employees do not meet performance expectations, the lecture prompts listeners to question who truly benefits from this cycle—mainly recruiters and profiling firms, not the companies themselves. This exploration of wasteful practices leads to a call for introspection regarding hiring trends and the need for a fundamental shift in strategy within organizations.

Further on, the discussion shifts to the underlying motives that drive employee behavior at work: fear, money, or genuine desire to contribute. The speaker emphasizes the importance of attracting individuals who are motivated by passion for the work rather than mere financial gain. This consideration leads to an exploration of the systemic issues companies face, especially regarding the inefficiencies that cause employees to experience frustration in their roles. By using the analogy of a person limping from pain while seeking a quick fix instead of addressing the root problem, the lecturer advocates for focusing on improving processes rather than simply increasing headcount.

The concept of identifying and relieving systemic pain is essential to enhancing organizational effectiveness. The speaker argues that when employees work in an environment that eliminates obstacles and empowers them, they perform at a higher cognitive capacity. Drawing parallels to historical practices in management, the lecture advocates for a shift towards a focus on refining systems within the workplace. The speaker recalls significant past management practices, such as the Quality Circles used during World War II, and contrasts these with contemporary approaches that merely enforce compliance without fostering creativity or efficiency.

Additionally, the speaker challenges conventional training methodologies that simply prepare employees for processes rather than adapting processes to support employee needs. They highlight the importance of understanding and mapping processes, noting how disjointed systems lead to confusion and decreased productivity within organizations. By sharing anecdotes from workshop experiences, the speaker demonstrates the revelations employees can have when they finally see their organization’s processes mapped out visually, revealing inefficiencies they were not previously aware of.

The lecture culminates in a call to action for businesses to rethink their focus on growth in favor of enhancing efficiency and improving work processes. The speaker argues that a focus on efficiency can yield greater profit margins than an unrelenting pursuit of growth statistics. By encouraging organizations to invest in training that empowers employees to analyze and improve their respective processes, the speaker challenges traditional notions of accountability in the workplace, advocating for a more inclusive model that engages all levels of employees in continuous improvement.

In this episode, I delve deep into the concept of growth in business for 2025, emphasizing the often-overlooked importance of structure over sheer ambition. Drawing from my previous episode about Henry Kaiser’s revolutionary methods that dramatically reduced shipbuilding times, I stress the necessity of focusing on continuous improvement rather than merely setting incremental goals. By moving from a traditional goal-oriented approach to an aim-focused mindset, we open ourselves to truly transformative growth.

Using the metaphor of gardening, I encourage business leaders to visualize their organizations as a garden requiring careful cultivation. The seeds represent potential employees, and it is essential to understand that potential remains dormant until the right conditions are met. Unlike the typical Western management approach—which often involves superficial motivators like pizza parties and pep talks—I propose an action-oriented strategy that prioritizes nurturing and supporting employees. It is not enough to plant seeds; we must actively tend to them. This involves ensuring a conducive environment with the right resources, protecting our plants from pests and obstacles, and continuously evaluating their growth.

I underscore the idea that a significant percentage of business failure is attributable to how we manage our processes rather than the capabilities of our team members. Citing W. Edwards Deming, I reflect on how an overwhelming 94% of issues identified in the past stemmed from poor systems rather than human error. I challenge listeners to consider whether their organization’s struggles arise from the seeds—i.e., the employees—or if they stem from the management—the farmers. Often, the answer lies with the latter, necessitating a re-examination of management philosophies that prioritize outdated metrics and KPIs.

Transitioning into the practical implications of these ideas, I introduce concepts of resilience and organic growth within organizations. As we face imminent economic challenges predicted for the next few years, it’s crucial for businesses to prepare not just for survival but for thriving amid adversity. I advocate for adopting a mindset of resilience, where businesses equipped with robust systems will be ready to seize opportunities even as others falter.

I also introduce my upcoming book, "The System," in which I challenge traditional Western management ideologies. By advocating for a shift in focus from managing individuals to refining processes, I aim to provide a framework that aligns contemporary business practices with those that drove significant economic advancements in the past. As we navigate through changing economic landscapes, prioritizing systematic organization and cultivating a supportive environment will be essential for achieving sustainable success.

This episode serves as a call to action for business leaders to get their hands dirty, to engage proactively with their teams, and to invest in creating fertile ground for growth. By fostering a mindset oriented towards nurturing and support, we can transform our organizations from mere survivors into thriving ecosystems poised for exceptional performance. Join me on this journey as The Process Fixer. Let's reimagine business growth and resilience together.