How different is the project for the implementation of the blockchain from the usual project for the implementation of the ERP system or the workflow system?

Perhaps the main difference is that while there are no ready-made solutions, there is no “best practice”, therefore the development of corporate blockchain systems goes iteratively, in stages of 6-9-12 months.
It should be borne in mind that automating the processes of external interactions makes sense if the participants have already automated internal processes. But the effect is comparable with the implementation of the ERP-system. The latter gives an understanding of what is happening inside the company, and the blockchain gives an accurate picture of what is happening at the level of interaction with external contractors.
Due to the novelty there may be problems with embedding the blockchain into the corporate landscape. IT providers and vendors are not ready to provide full support for such solutions, which increases the cost of owning them.
Sometimes specific solutions may be needed; for example, for high-loaded nodes, special hardware-software complexes for cryptographic transformations are often needed.
Speaking about the future, it can be said that a significant problem in the next couple of years will be the lack of integration between different blockchain-networks due to the use of various data exchange protocols and cryptography standards. This will be a stumbling block in the implementation of transnational projects.
So the choice of platform is the key question now.
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