Experience is decisive for SAP project success

How companies successfully overcome challenges during software changeovers. By Michael Lichtinger

Companies that rely on SAP for their enterprise resource planning software are about to switch to the next generation. Expert Michael Lichtinger explains which stumbling blocks need to be considered.

The introduction of SAP S/4HANA is one of the most extensive transformation projects that retail companies are currently facing. There are two typical starting situations in particular: Companies are migrating from SAP R/3 to the new platform, while others are introducing S/4HANA from scratch. Especially in retail — with huge amounts of data, the integration of stationary and online business, logistics and purchasing across several countries — the complexity is high. From master data harmonization to the redesign of financial and controlling processes: The changes reach right into the heart of the company. Mistakes can result in disasters, such as branch closures or supply bottlenecks.

One of the biggest challenges is filling key roles. Experienced managers who have already successfully led several S/4 transformations are scarce. Positions are often filled internally out of conviction, even though experience with comparable projects is limited. This approach can be successful, but involves the risk of incorrect decisions, rising costs due to additional work on the part of the implementation partner, or employee overload.

Experienced interim managers can bring deep project management and SAP know-how, act as a neutral authority and focus exclusively on project success. As sparring partners for internal project managers, they provide practical tips based on experience. They are neutral against internal special requests or hostility to change. At the same time, based on their experience, they also evaluate suggestions from the implementation partner in order to find the best solution.

Interim managers can act as program or project managers with a direct connection to the project sponsor at C-level. A tandem of internal program manager and experienced interim manager has proven particularly successful. The internal person responsible knows processes and decision-making processes. The interim manager brings SAP expertise, project management expertise and independence. The full trust of management is crucial — because not every decision will be welcomed internally.

Which positions can interim managers still support? Especially in large SAP projects, there are key roles such as stream leads, sub-project managers or subject matter experts. An example: In a trading company, an interim manager with a CFO background helped to harmonize the account frameworks of several national companies and financial processes — with a lasting effect on transparency and ability to manage. lz 46-25

Michael Lichtinger is managing director of Achiefers Interim Management.