The Real Risk in CPM Projects Isn’t the Tech—It’s the People

Many finance leaders begin a Corporate Performance Management (CPM) project with the same mindset: if we choose the right platform and implement it properly, success will follow. The reality is more complicated. Most CPM failures don’t stem from poor technology choices. They happen because the people using the technology were never fully prepared, engaged, or supported.

Technology can enable transformation, but it doesn’t guarantee it. The real measure of success is how well your people adapt to new ways of working, embrace new processes, and make the platform part of their daily decision-making. That’s where projects rise or fall.

Why People Determine Project Success

CPM platforms like OneStream are powerful tools. They consolidate data, streamline planning, and automate processes that once consumed days or weeks. Yet even the most capable solution can fall flat if the team behind it isn’t aligned or ready for change.

When a CPM implementation struggles, it is often because:

• Leadership didn’t set a clear vision for what success looks like

• Teams weren’t involved early enough in the decision-making process

• Project responsibilities were handed to whoever was available rather than the right people

• Adoption was treated as a one-time milestone instead of an ongoing priority

The technology can work perfectly, but without committed people and a strong change management approach, the benefits stay locked away.

Build Alignment Before You Begin

The path to a successful CPM project begins long before kickoff. Choosing the right platform is important, but so is choosing it together. The most successful finance leaders treat selection as a cross-functional process, bringing finance, IT, and business stakeholders into the discussion from the start.

A structured evaluation approach helps here. When everyone scores the platform against agreed criteria, you avoid hidden disagreements later. You also create a shared understanding of why the decision was made, which makes it easier to maintain alignment during implementation.

This early collaboration sets the tone for the project. It turns the CPM solution from something “IT is implementing” into something the whole organization is building together.

Set a Clear Direction

Once the platform is chosen, the next priority is defining your true north. What problems must the project solve? What will success look like at the end? Without clear answers, it’s easy for the team to get caught up in all the things the platform could do, chasing new features while the original priorities drift out of focus.

Clarity prevents scope creep and helps teams make good trade-offs. If you know what you’re aiming for, you can protect the project from distractions and keep momentum.

Leadership plays a crucial role here. Finance leaders must actively champion the project, making it clear that it is a strategic priority. That means protecting team members’ time, helping them balance project work with their regular responsibilities, and removing roadblocks that could slow progress.

Choose the Right People for the Job

A CPM project is not a background task. It requires people who understand the business, care about the outcome, and can collaborate across functions. Too often, projects are staffed with whoever has time available, rather than those best suited to the work.

Selecting the right project team is an investment. The right people bring energy, insight, and influence. They help shape the solution so it fits the business and encourage others to embrace it. This is especially important during user acceptance testing and training, when peers are more likely to follow the lead of trusted colleagues.

Keep Momentum During Implementation

Implementation is where your preparation is tested. Even with the best plans, unexpected issues will surface. The way you respond matters more than the fact that challenges arise.

Successful teams keep feedback loops short. They validate the solution frequently with real data so problems are spotted early. They tackle upstream issues, like data quality or process gaps, while the project is still in motion, instead of pushing them aside for later.

Governance is equally important. A steering group with decision-making authority keeps the project moving by resolving issues quickly. Without it, even small questions can stall progress while teams wait for answers.

Plan for Adoption from Day One

Going live is not the finish line. A CPM solution delivers value only when people use it consistently and confidently. Adoption is not just about training; it is about making the platform a natural part of how the organization works.

That requires continued attention after launch. Leaders should reinforce the importance of the platform in regular meetings, celebrate wins that came from using it, and provide ongoing opportunities for learning. When adoption is treated as an ongoing initiative, the solution becomes part of the culture, not just another tool.

Protect the Investment

A CPM project represents a significant investment of time, money, and effort. Protecting that investment means continuing to evolve the solution and the team’s skills long after go-live.

Review your processes regularly to ensure the platform is still aligned with business needs. Look for opportunities to extend its capabilities as the organization grows. Keep training fresh so new team members come on board with the same confidence as those who were there at launch.

The organizations that get the most from their CPM platform treat it as a living part of their business. They don’t wait for problems to appear; they actively nurture adoption and improvement.

Leading a People-First CPM Project

As a finance leader, you set the tone for how your organization approaches transformation. You decide whether the project is framed as a technology rollout or as a people-first initiative that happens to involve new technology.

The difference shows in the results. When people are engaged early, prepared for change, and supported after launch, CPM projects deliver faster closes, more accurate forecasts, and clearer insights for decision-making. When they are not, even the best technology will struggle to deliver its promised value.

The real risk in CPM projects isn’t the technology. It’s whether the people who will use it are ready, willing, and able to make it part of how they work. If you want your investment to pay off, start with the people and keep them at the center from start to finish.