5 things to consider when migrating to S/4HANA
In this blog site let’s look at what to consider prior to migrating to S/4HANA.
Although it’s a great start to your journey as soon as possible, the old adage ‘slow and steady wins the race’ applies. This is a significant project that’ll require a significant effort to complete. You’ll inevitably learn as you go, but by taking a while to plan in advance, you can predict issues and (with any luck) nip them in the bud.
So, from ensuring you have established what to measure, to assembling a technical dream team for the job, here are some essential factors to consider that can help your business drive successful S/4HANA implementation.
1. Create the right team
First things first, businesses require the right people for the right job. ERP is a location that includes all corners of a company, so it is essential to speak with a number of various voices. Build a diverse, multi-disciplinary team that brings differing skill sets and viewpoints. This will enable you to build a durable roadmap, and help you to innovate on your migration journey.
2. Find the right balance
Standardization versus flexibility is a difficult balance. Standard architecture saves time; however, many aspects of your business will need a more tailored approach in order to continue delivering value to customers. From the start of your journey, identify which areas are the building blocks of your company, and focus on flexibility on a case-by-case basis.
3. Get into the right mindset
Technologies, jobs, and sources are the usual business priorities. But ERP migration needs a different mindset. Rather, you need to prioritize outcomes, products, and talent. It’s a totally various emphasis to what lots of are used to, as well as needs a company to plan ahead to their objective, and the abilities that will allow them to get there. To this end, a ‘use-case’ mentality must be embraced– making sure all stakeholders are aligned in terms of language and approach.
4. Establish your KPIs
Simply put, you can not improve what you can’t measure. In order to prove the success of S/4HANA to the wider business(and for yourself), you need to understand what you need to achieve and work out what numbers will allow you to monitor your progress. Establish these early, keep a close eye on them as you advance your journey, and don’t forget to let people find out about your successes.
5. Use your roadmap to make sure everybody is aligned
The significance of collaboration can not be overemphasized. The migration team will be reaching across the entire business, managing stakeholders, budget plans, and complicated technology architecture. It’s a hard juggling act– and one that needs complete alignment. You should therefore develop a well-founded roadmap at the beginning of your migration journey, and ensure everybody sticks to it at all times.
Remember, the migration to S/4HANA is a marathon, not a sprint. While there’s always an urge to begin as soon as possible, a slower, methodological approach will conserve time and frustration in the long run.
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It is about choosing the right approach for the right business. No two use cases are similar. Apply the above considerations to your organization, and ask yourself:
- What skills could truly strengthen our migration team?
- What business functions do I really want to drive improvement in?
- Realistically, what numbers are our actual vital signs of success?
You might not get it right the first time– which’s fine. Take it slow. Learn in the process. And more than anything, remain motivated to drive real change.
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