By Steven Bradford, Pyxis Group Many transformation programs begin with a technology decision. An organization selects a platform, commits to an implementation, and then works backwards to define how the business will operate around that solution. The expectation is that the system will enable change and drive improvement. In practice, this approach often creates friction. Technology, by itself, does not define outcomes. It enables them. When the starting point of a transform

By Matt Flanagan, Pyxis Group Early-stage companies tend to prioritise growth through customer acquisition. The focus is often on securing the next deal, closing the next client, or reaching the next stage of revenue. While these are necessary objectives, they can create a narrow view of how the business is developing. In many cases, the most valuable outcome of early market engagement is not the sale. It is the feedback. Every interaction with the market provides information

By Matt Flanagan, Pyxis Group Founder-led startups rarely fail because of a lack of ideas. In most cases, the challenge is not in the concept, the technology, or even the initial product. It is in how that product is positioned, taken to market, and scaled in a way that generates real, sustained demand. This is where go-to-market strategy becomes critical. Since establishing Pyxis, a consistent pattern has emerged. Founder-led businesses across manufacturing, energy, and tech

Thursday 19th March 2026 | By Matt Dunn , Shou Kurosu & Gopee Ravipati , Pyxis Group Why Enterprise Leaders Must Rethink Execution Discipline Large-scale digital transformation has become one of the defining strategic priorities of modern enterprises. Across North America, Europe, and the Middle East, organizations are committing billions to ERP modernization, cloud migration, advanced analytics, digital twins, and cybersecurity reinforcement. The intent is clear: · Im

As global energy companies reshape trading and commercial strategies in response to portfolio shifts, divestitures, and evolving market conditions, a critical question emerges: what level of commercial, operational, and financial integration is actually required? This has become a recurring post-merger and acquisition challenge for commodity organizations as they reshape trading and commercial strategy. Following divestitures and restructuring, the IT implications are signif

Every SAP transformation begins with optimism. There is a sense of momentum, a vision of modernized systems, streamlined processes, and better business outcomes. Yet too often, companies find themselves deep into an S/4HANA program realizing that the chosen System Integrator (SI) was not the right fit. When that happens, the results can be costly and frustrating: timelines slip, budgets expand, users lose confidence, and the solution fails to meet business needs. According to