The NFL has a peculiar rhythm to its hiring season. A coach can be fired on Monday, interviewed on Tuesday, and introduced as the new head coach of another franchise by Friday. To outsiders, it can look contradictory. If a coach was “not good enough” for one team, why is he suddenly the right fit for another?
But insiders know the truth: a firing doesn’t always reflect a coach’s competence. Sometimes it reflects the culture they were in, the alignment (or misalignment) with ownership, or the maturity of the organization itself. And sometimes, a coach’s philosophy simply fits better somewhere else.
This dynamic mirrors what’s happening right now in the world of AI‑enabled ERP transformations.
As organizations adopt AI‑infused ERP platforms that promise predictive insights, automated workflows, and data‑driven decision‑making, the role of the executive sponsor becomes more critical than ever. And just like NFL coaches, these leaders are often judged not only by their results but by the environment they operate in.
The NFL Analogy: When a Firing Isn’t a Failure
When a coach is dismissed, several interpretations are possible:
1. It’s a reflection of the team, not the coach
Some franchises lack stability, alignment, or patience. A coach may be handed a broken roster, an unrealistic timeline, or an ownership group that changes direction every season. In these cases, the firing says more about the organization’s culture than the coach’s capability.
2. It’s about fit, not skill
A coach with a strong defensive identity may struggle on a team built for offense. A disciplinarian may clash with a young roster. A players coach may not thrive under an owner who demands rigid structure. The same coach, in a different environment, can flourish.
3. Other owners see opportunity
A coach who struggled in one context may be exactly what another team needs. A new owner may value the coach’s culture, leadership style, or long‑term vision—even if the previous team didn’t.
This is not unlike what happens with executive sponsors in ERP programs.
Executive Sponsors in ERP: The Hidden Coaches of Transformation
ERP projects especially those infused with AI, are not technology projects. They are leadership projects. And the executive sponsor is the head coach.
Yet sponsors are often judged solely on whether the implementation “went well,” ignoring the organizational realities they inherited:
- Was the culture ready for change?
- Did the business have alignment across functions?
- Were expectations realistic?
- Did the sponsor have the authority to enforce decisions?
- Was the organization prepared to adopt AI‑driven processes?
A sponsor may be labeled “unsuccessful” in one organization, only to thrive in another where the culture is more mature, the leadership team is aligned, and the appetite for transformation is real.
Just like in the NFL, context matters.
AI Raises the Stakes: Leadership Style Matters More Than Ever
AI‑enabled ERP systems introduce new complexities:
- They require trust in data.
- They demand cross‑functional collaboration.
- They challenge long‑held assumptions about how work gets done.
- They surface uncomfortable truths about process inefficiencies.
- They require leaders to champion change, not just approve it.
In this environment, leadership style becomes a differentiator.
Sponsors who succeed in AI‑ERP transformations tend to:
- Create psychological safety so teams aren’t afraid of what AI insights reveal.
- Promote transparency around data, decisions, and accountability.
- Model adaptability by embracing new ways of working themselves.
- Align stakeholders early and maintain alignment through the entire journey.
- Empower teams rather than micromanage them.
- Champion culture change, not just system change.
These are the same traits that make great NFL coaches successful across different franchises.
What This Means for Implementation Partners
Partners often inherit the same challenges coaches do: a team with uneven talent, unclear direction, or leadership misalignment. The partner’s job is not just to deliver, it’s to help the sponsor lead.
Partners must learn to:
1. Diagnose the culture early
Before the project plan is finalized, partners should assess:
- Decision‑making maturity
- Data literacy
- Change readiness
- Leadership alignment
- Appetite for AI‑driven transformation
This is the equivalent of evaluating the roster before installing a new playbook!
2. Coach the sponsor, not just the team
Great partners help sponsors:
- Understand their role
- Communicate effectively
- Set realistic expectations
- Navigate resistance
- Build momentum
A sponsor who feels supported becomes a sponsor who leads.
3. Adapt to the sponsor’s leadership style
Just as a coach adapts to the strengths of their players, partners must adapt to the sponsor’s:
- Vision
- Communication style
- Risk tolerance
- Decision‑making cadence
Rigid partners fail. Adaptive partners win.
4. Know when the issue is the environment, not the sponsor
Sometimes the sponsor is capable, but the organization isn’t ready. Partners must be honest about this and help leadership see the cultural gaps that threaten the transformation.
The Big Question: What Does a “Firing” Really Mean?
If a sponsor struggles in one ERP program but excels in another, what does that say?
It says what the NFL has known for decades:
- Leadership success is contextual.
- Culture can elevate or suffocate talent.
- A leader’s value isn’t defined by one outcome.
- Organizations must own their role in the results they get.
In an AI‑driven ERP world, the organizations that understand this will outperform those that don’t.
Closing Thought
AI is transforming ERP systems, but it’s also exposing something timeless: leadership matters. Culture matters. Fit matters. And just like in the NFL, the smartest organizations don’t just evaluate leaders, they evaluate themselves.
The question isn’t only whether the sponsor is the right leader for the transformation.
The question is whether the organization is the right environment for that leader to succeed.
