S/4 Hana Transition Strategy

S/4 is the all-dominant topic, but for many it is not tangible. And in fact, the upcoming migration to the new SAP world is perhaps only the occasion for finally thinking about the big picture in a well-founded and analytical way. The goal is One Digital Enterprise with globally uniform structures and integrated, digital end-to-end business processes. Every company is looking for the Corporate Business Solution 2025.

IT knows that the current problems in many areas have nothing to do with the software. The causes lie much deeper, for example in heterogeneous structures, in process definitions, in sets of rules and in master data that is not properly maintained. That's why it's important to draw the circle wider. It's not about singular aspects, it's about the entire system and the systemic context that needs to be illuminated.

Based on this understanding, cbs has developed an intensive workshop for industrial companies. Headline: "S/4 Hana Strategy". The workshop also works remotely. It is about processes, globalization, company-wide uniformity, apps, data, IT systems, the entire architecture, governance, resources, costs and time - all areas are considered and evaluated in their interdependencies.

Each element in this network is equally important. The system of the Corporate Business Solution, a globally harmonized corporate solution, is to be opened up holistically for the customer. So it's not just about a pure diagnosis, it's also about a therapy plan, i.e. concrete recommendations for action.

Speed as a key factor

The goal: to get an initial indication in terms of S/4, because the future is unthinkable without S/4. There are answers to these questions: How do I get to S/4 company-wide as quickly as possible and in a way that adds value? What will my project look like in reality? Greenfield, brownfield or is an intermediate solution conceivable, a selective changeover? And: How much time do I have to plan for?

A key factor is: Speed! How can I drastically shorten the project duration? No company today can afford a mission-critical project that takes several years to complete.

After two days of workshop, there is an initial program plan (high level) and there is clarity regarding the expected time needed for the S/4 changeover. In addition, those responsible get answers to the question: What is to be done next now, what are the next steps?

Of course, we also talk specifically about a suitable transition approach: How does S/4 come into the corporate world - in a big bang or as a classic rollout program? And how should the new platform run - on-premises or in the cloud? We build a risk and potential matrix. In order to be able to evaluate everything that is examined in the two-day workshop.

In principle, it helps if the C-level is also at the table, which is why top management is also deliberately invited to this meeting. Where would you like to be in five years? Is there an Agenda 2025? How can S/4 help to resolve the existing pain points? Every company should ask itself these strategic questions at the beginning.

Trends change the process world

Most companies looking at the S/4 transition first look at their IT landscape: SAP template, architecture, applications, and so on. But before such a fundamental transformation, it is important to first take a close look at the business processes. There are currently many trends and drivers that are changing the process world: Customers, suppliers, stakeholders, new technologies, innovative business models, the competition. In the preparation phase, it is important to see these impacts. And at the same time to know the strategic cornerstones of the company.

Need for governance

The governance organization is also an essential part of corporate management. How much governance will be needed in the future? Is what the company has set out to do manageable with the current organization? In the end, those responsible know: What should be done to bring the existing process and system world to a One Global Corporation based on S/4.

If you get an overview, you have a factual basis for everything else. They can take a focused approach and turn the right screws. A clear view of reality also simplifies business alignment. The target landscape can be derived more precisely, and the coordination effort with the process owners is reduced.