Initiatives keep multiplying
ERP, data, AI, and modernization move forward without shared sequencing or criteria.
Independent digital transformation consulting
Frame your digital transformation before committing to major initiatives
PlanAxion helps large Quebec organizations clarify priorities, build a roadmap, and govern execution from assessment through adoption.
An initial conversation to understand the context, constraints, and the next decision to frame.
From framing to adoption
01
Decide
02
Sequence
03
Execute
01 / 04
01
Assessment
02
Prioritization
03
Governance
04
Adoption
When to call us
Four signs your initiatives no longer form a coherent transformation
The difficulty rarely comes from a lack of projects. It appears when decisions, dependencies, and execution capacity are no longer connected.
Systems constrain operations
Integrations are fragile, workarounds are increasing, and data is diverging.
Responsibilities remain unclear
Business, IT, and vendor teams do not share the same view of trade-offs.
Adoption is addressed too late
People impacts are addressed after technology choices, when options become more costly.
A decision-focused approach
Connect strategy, execution, and adoption
The approach makes options comparable, dependencies visible, and next steps easier to defend with leadership.
- 01
Assess
Clarify objectives, pain points, capabilities, dependencies, and risks.
- 02
Prioritize
Compare initiatives by value, feasibility, urgency, and effort.
- 03
Structure
Define sequencing, responsibilities, milestones, and decision gates.
- 04
Govern execution
Track risks, resolve gaps, and prepare teams for adoption.
Potential deliverables
A practical foundation for decisions and governance
The exact scope depends on the engagement and the information available.
- 01Assessment of issues and dependencies
- 02Prioritization criteria and scenarios
- 03Phased roadmap
- 04Governance model
- 05Risk and decision register
- 06Progress indicators
Capabilities brought together
Bring together the right expertise for your context
Technology does not dictate the approach. Capabilities are brought in according to the decision at hand and the organization’s real ability to execute.
01
Strategy and governance
Define priorities, responsibilities, and decision mechanisms.
Explorer les services TI02
Systems modernization
Assess what should be retained, integrated, replaced, or retired.
Voir nos services03
ERP transformation
Frame selection, implementation, or recovery with an independent perspective.
Voir l’accompagnement ERP04
Artificial intelligence and data
Prioritize use cases and assess the required data, processes, and governance.
Voir le conseil en IAEngagement fit
For organizations that need to align several high-stakes decisions.
A full transformation is not always the right first step.
This approach is designed for IT, operations, finance, PMO, and transformation leaders coordinating multiple stakeholders.
- ERP or modernization program to frame
- Portfolio of initiatives to prioritize
- Dependencies across business, data, and systems
- Governance or responsibilities to clarify
- Adoption and operational continuity to prepare
Frequently asked questions
What to clarify before getting started
Guidance to prepare the decision, not replace an assessment.
Where should a digital transformation begin?
Start with the business decisions to improve, the processes creating the most friction, and the risks limiting execution. A useful assessment then connects those issues to systems, data, and internal capabilities.
How much time should be planned?
Timing depends on scope, dependencies, and team availability. A focused assessment can move quickly, while a major program is delivered in phases with defined milestones and decisions.
What factors influence cost?
Key factors include processes, integrations, data, customization, regulatory requirements, and change effort. Framing, implementation, licences, and internal resources should be estimated separately.
Should everything be transformed at once?
No. A phased sequence generally reduces risk exposure and allows assumptions to be tested. The phases should still preserve a shared architecture, governance model, and outcome.
Who should participate in framing the transformation?
The group should include people who can explain objectives, operations, systems, data, and constraints. It should remain small enough to make decisions, with focused consultations when needed.
Next step
Clarify the next decision before launching the next initiative.
Share your context, known constraints, and the step that is blocked. Together, we will determine whether focused framing or broader support is appropriate.
Discuss your context