Business involvement in S/4HANA projects

*** Do you still approach SAP S/4HANA as an IT-topic? *** A bad habit that does not want to die: One of the biggest blunders SAP S/4HANA adopters can stumble into occurs right from the get-go. When they approach their implementation primarily as an IT matter, they unwittingly set the stage for disappointment. 🚫 Their journey quickly devolves into a mundane technical debate, where budgets are slashed, and efficiency reigns supreme. In the end, they merely transpose their antiquated processes onto a shiny new S/4HANA platform, hardly different from their legacy ERP. I am a SAP S/4HANA guy since the first hour and I have never witnessed anyone becoming a Digital Champion through such a lackluster approach. Conversely, those who frame their transition as a business imperative grasp the essence of Digital Transformation: 🎯 They understand that it's not just about cutting costs but about elevating revenue and unlocking new possibilities. 💡 Their discussions are centered on strategy, with the allure of Cloud computing becoming irresistible. 💰 They view their expenditures not as expenses but as investments in future growth. 🌱 Moreover, they recognize the limitations of a lean brownfield approach and opt for a more strategic path, be it a selective transition or even a greenfield initiative. 📈 By prioritizing outcomes and value, they harness the full potential of their SAP S/4HANA initiative. The pathway to becoming an #intelligententerprise is wide open. So, let's not half-ass SAP S/4HANA and approach it as an IT issue; it's a business imperative. While IT may provide the means, it's strategy that should steer the course! #sap #technology #s4hana #digitaltransformation

SAP S/4HANA didn’t fail. The implementation did. A friend of mine, a CFO at an insurance company, called me yesterday. This wasn’t a casual check-in. It wasn’t a “congrats on go-live” call. And then he said the five words every team dreads. “We can’t close our books.” They’d just finished a year-long migration from Oracle ERP to SAP S/4HANA. Millions invested. Dozens of consultants. Everyone exhausted. Now? Month-end was broken. Finance was buried in manual fixes. Auditors were waiting. The board was anxious. It’s a train wreck I’ve seen before. When big projects go off the rails, everyone points fingers. Consultants say the business didn’t give clear requirements. The company says they expected more guidance, especially on SAP vs. Oracle. Consultants always say they’ve delivered “dozens of successful projects.” Just not this one. So, what actually goes wrong? ✖️ Finance comes in too late ✖️ Data gets moved but not harmonized or owned ✖️ Old processes get copied instead of redesigned ✖️ The project turns into a tech upgrade, not a real business change This isn’t about SAP. It’s about leadership, alignment, and strategy. You’ve heard the saying: “Culture eats strategy for breakfast.” In ERP? Leadership eats technology for dinner. S/4HANA can deliver huge value. But only when: ➡️ The business steps up from the start ➡️ Consultants work as true partners ➡️ The focus stays on real business needs What do successful teams do differently? ✅ Own the outcome from day one ✅ Question every assumption and old habit ✅ Measure success by lasting results, not just a “go-live” date ERP doesn’t fail in the code. It fails in the conversations that never happened. Go-live is just a milestone. Getting it right is the mandate. If you’re seeing warning signs or want to avoid them, let’s talk. I’ve helped teams turn these situations around. What’s the biggest ERP or tech challenge you’ve faced? Share your story below or DM me if you want to talk. --- 📌 Save to revisit later ♻️ Repost to help your network ➕ Follow Ganesh Ariyur for insights on enterprise transformation. #ITStrategy #CIO #EnterpriseTechnology #Transformation #SAP

🚨 The Hidden Risk of a “Fully Outsourced” S/4HANA Project “We’ll let the SI handle everything.” Sounds clean. Simple. Scalable....Until it isn’t. Here’s what usually happens behind the scenes: - Internal teams are sidelined during key design and decision phases - Documentation is generic, not tailored - Knowledge transfer is rushed (if it happens at all) - At go-live, your internal team is supporting a system they didn’t help build The outcome: You’re dependent on the same SI to “stabilize” the thing they just delivered. 👉 NEWSFLASH: That’s not transformation. That’s technical debt dressed in a shiny project plan. 💡 Here’s the smarter move: Build a hybrid delivery team from day one: - Bring in independent SAP consultants with no ties to the SI - Empower internal business leads to co-own decisions - Structure contract-to-hire lanes for critical roles you might want to keep Why? Because when go-live hits, you want people in the room who: ✅ Understand the why behind the system design ✅ Know how to fix things without opening a new SOW ✅ Are invested in your long-term success — not just their next project 🛑 You can’t outsource transformation. You can only partner with it. Own your roadmap. Build your team with intent. If you're starting to plan your S/4HANA journey and don't have a strong SAP talent plan, let's talk. #SAP #S4HANA #DigitalTransformation #EnterpriseIT #OwnYourTransformation #IndependentsMatter #ContractToHire