Critical experience with S/4 transformations

In our fast-moving times, one would think, the SAP transformation is already getting old again. That's because SAP must also come to terms with the past at the same time as the technology change. The conversion of the grown R/3 juggernaut to the supposedly lean S/4 technology is a mammoth task, especially for customers, and in some cases takes years. Experience has shown that the factors of cost and people as well as time have been underestimated time and again by many customers. It has therefore become apparent that it makes sense to implement the transformation in time slices and to start only with the essentials. To date, this has resulted in nothing but good experiences and many advantages.

General influences should be thoughtfully scrutinized and taken into account as early as the planning phase. For example, not enough experts tied to ongoing day-to-day business are available for long and complex projects. At the same time, it is often overlooked that the available personnel resources are also a generational issue when it comes to the necessary new expertise. Consequently, appropriate succession planning must be provided in a timely manner.

Preparation is everything

Many projects are set up well, but there is no timing of the necessary requirements with the status of the development and the maturity of the S/4 developments. This issue also includes system integration. SAP's former strength has been lost as it has grown through numerous solution acquisitions. It took a Christian Klein for SAP to recognize customer pressure and misguided developments. With the integration suite, the old strength is to be found again, whereby customers should coordinate the roadmap with the conversion project.

The transition from a pure on-prem solution to the cloud to a hybrid system architecture also needs experience. Not only the SAP infrastructure department, but also the new operations management tasks and roles (in the SAP CCoEs) must be prepared for the tasks.

Many companies are already overwhelmed or unsure about the choice of method for project management - waterfall or Scrum? Opinions differ on this and there are endless discussions between controlling, IT and management. Both methods have their justification, if they are used correctly. Recently, more and more projects are even using both methods at the same time (hybrid approach). Overall project management is done according to Waterfall and subprojects according to Scrum. With the Scrum method, the company philosophy and training play an essential role for successful application. In addition to the project management, the project team concerned must also be well trained in advance. Only the acceptance and the adherence to the agile rules of all concerned lead to success. In addition to the method, project managers with the necessary soft skills such as backbone, responsibility, assertiveness and social competence are increasingly lacking.

What to do?

SAP's Activate method for the S/4 transition has developed well and is gaining more and more acceptance in customer projects. S/4 consulting expertise has also improved, although there are still massive shortages of many specialists on the labor market. In project implementation, the key Activate phases Explore and Realize should be tendered individually in advance and the quality of the consultants should be checked through hearings. It is essential to contact the required references and to include them in the decision.

This small excerpt from important and personal experiences is intended to provide a contribution for a successful S/4 transformation.