SuccessFactors is not just an application...

Using the SAP HR cloud solution SuccessFactors as an example, the following can be observed time and again: Sales-oriented websites and information materials like to promise low implementation costs, ease of use and integration scenarios "as standard".

In contrast, concrete experience reports from project managers and system users point to sometimes seriously underestimated costs and project runtimes. Why is there such a discrepancy? Are the brochures too glossed over? Is the solution not yet fully developed?

Global players are now also relying on SuccessFactors. These companies use the cloud solution to successfully map complex processes for several thousand employees and international locations.

On the other hand, we also observe that comparable actual situations in SuccessFactors implementation projects can lead to difficulties in the course of the project.

The company has an established IT infrastructure consisting of SAP and non-SAP solutions, and some cloud applications are already in use. The processes to be mapped are not or only partially defined. There are workarounds and isolated local channels such as Excel spreadsheets or paper forms.

Once the decision has been made to move to the cloud with SAP SuccessFactors, the projects take their course, starting with a scoping and design phase. The aim is to map the existing processes.

And this is precisely the reason why the difficulties mentioned above are documented in field reports. This is because SAP SuccessFactors, as an "out-of-the-box" solution, is based on system-generated process specifications, clearly defined guidelines and roles.

In contrast to a classic SAP ERP system, a cloud application also does not offer the option of making in-depth modifications to the system through programming. SuccessFactors is more like a modular construction kit that offers possibilities for customization (for example, via the add-ons offered on the SAP Cloud Platform), but also limits the scope of these customizations.

If these facts are only evaluated after the start of the project, additional work is caused by something that should actually precede the software implementation: process optimization!

Our experience in areas such as employee development, target agreement and performance evaluation shows that a careful rethink of old processes should precede any implementation project.

In order for a solution such as SuccessFactors to play to its strengths and advantages, we consider a comprehensive process redesign within the guard rails of the new cloud system to be indispensable.

Prioritization and, under certain circumstances, the replacement of established practices in close coordination with the future implementation partner are the tasks for the company in this phase.

This also includes motivating people to further develop the corporate culture, away from Excel and agreements during coffee breaks and towards transparent processes and clearly agreed responsibilities.

This approach does indeed mean an additional investment and the involvement of various stakeholders through change management measures. Above all, however, we would like to emphasize the great opportunity for companies that lies in upstream process optimization.

A large part of the hurdles that slow down a company's development lie in the past. New software that reproduces old mistakes is not a real step into the future. Based on our experience with SuccessFactors, we see preliminary studies and process analysis as the cornerstone of a successful and predictable implementation project.

The additional work that may be required at the beginning of the project pays off with a structured project process and a sustainable, modern system landscape once the project is complete.