It’s no secret — finance software projects don’t always go to plan. Ambitious timelines, poor scoping, and overlooked user needs can turn even the most expensive systems into costly headaches.
But a rocky start doesn’t have to mean failure. Many organisations have rescued troubled implementations, and often come out stronger than if everything had gone smoothly the first time.
These turnaround stories come from across the industry — high-profile examples of what can go wrong (and how it can be fixed). bluQube wasn’t involved in these projects, but they serve as valuable lessons for any organisation planning or recovering from a finance system change.
Sector: Government (Canada)
When the Canadian government launched its Phoenix pay system in 2016, it was meant to save money and streamline operations. Instead, it became a cautionary tale. The system failed to pay thousands of public servants correctly, with underpayments, overpayments, and months of delays affecting over 400,000 employees. The cost of fixing the fallout ballooned past $5 billion by 2025.
Recovery began with transparency and outside support. Additional resources were deployed to address the backlog, including 1,000+ new staff. The government also launched a full review, overhauled testing protocols, and began building a replacement system focused on governance and user needs.
Large-scale finance systems must be stress-tested under real conditions. Governance, user training, and phased rollouts are critical, especially when livelihoods are at stake.
Sector: Local Government (UK)
In 2022, Birmingham City Council launched a £38?million Oracle-based finance system to streamline procurement and reporting. Instead, it generated thousands of errors, delaying invoices, supplier payments, and audits. By early 2023, staff were forced to log 40,000+ manual entries to correct basic processes.
The council committed an additional £45 million to stabilise the system. A phased deployment strategy was adopted, alongside improved governance and stronger project management. A full review of processes helped restore confidence in the new platform.
Finance transformation isn’t just about software — it’s about clarity of process, leadership, and readiness at every level of the organisation.
Sector: Higher Education
When Oxford University rolled out a new ERP system in 2004, it was meant to modernise finance and administration. But billing delays, inaccessible reports, and confusion around cost centres damaged trust among academics and disrupted external funding. The finance team struggled to deliver basic services.
The university focused on rebuilding communication between finance and academic departments, retraining users, and refining reporting structures. Over time, consistency returned, and confidence in the system was gradually restored.
Communication and user involvement are critical in any finance rollout, especially in decentralised environments like universities.
Sector: Pharmaceuticals
Global firm Takeda wanted to reduce the time and manual effort involved in its month-end close. Before its transformation, finance teams across multiple countries were spending hundreds of thousands of hours on reconciliation, leading to delays and inconsistent reporting.
Working with EY, Takeda implemented a programme of standardisation and automation across its close processes. By introducing a digital accrual platform, centralising controls, and running daily “close huddles,” it reduced the monthly close by nine days and saved more than 100,000 hours annually.
Even well-run finance teams can benefit massively from process automation and standardisation, especially in global, multi-entity environments.
Sector: Construction / Plant Hire (Inspired by common industry themes)
A mid-sized plant hire business modernised its finance systems to handle increased growth. But within six months, invoices went missing, stock tracking fell apart, and users began questioning the software altogether. Leadership seriously considered starting over with a new system.
An external consultant conducted a system review and found the root causes weren’t technical — they were operational. Users hadn’t been trained properly, workflows were inconsistent, and data entry standards didn’t exist. After retraining staff and introducing internal ownership, the system finally began delivering value.
Software is only as good as the people and processes around it. Implementation doesn’t end at go-live — success depends on user support and clear ownership.
Every finance software project has risks, even those led by well-known providers and backed by large budgets. But, as these examples show, failure isn’t final. With the right leadership, partners, and focus, even the most difficult rollouts can be turned around.
At bluQube, we take these lessons seriously. We build in flexibility, ongoing support, and transparent communication from day one, so our customers avoid the common pitfalls seen elsewhere in the industry.
Because turning chaos into control shouldn’t require a second attempt. If you’re thinking of switching systems or want advice on how to get your implementation right, get in touch with bluQube. We’re here to help you plan, prepare, and succeed.
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