The Curse of Transformation

An Expedition into the Unknown

Over a jagged black coast, mists rise above the waters while a worm-eaten pirate ship laboriously advances with creaking ropes towards an unknown destination, heedless of the looming shadows in the watery depths. Anyone who thinks "this sounds almost like an SAP S/4HANA transformation" is surely already a long-standing member of the international SAP scene and has gained relevant experiences. To cement this metaphorical image and to provide even non-SAP-affiliated individuals with a better understanding of our professional routine, we have written this short article on the subject of "The Curse of Transformation." Let's put ourselves in the shoes of a notorious pirate, unwashed, with a greasy tricorn hat on the head and a half-full rum bottle in the left hand, while a one-eyed parrot – or perhaps it's an ibis? – sits on the shoulder and occasionally lets out a squawk. Such a buccaneer knows all the dangers of the world's seas, or at least most of them. Yet she is not deterred by them, but sails ever forward, towards new shores and the promise of rich spoils. Therein lie serious threats that are anything but easy to master:

1. The destination is often unknown and unclear, and even if I have an idea of it, I still don't know how to get there.

   
   

2. On the journey, I will encounter storms and shallows, and not a few are doomed by the deceptive reefs of unreliable knowledge.

   
   

3. The sea is far from empty, with many others teeming on the markets' oceans, large and small competitors and adherents of piracy, not to mention the East SAP Trading Company.

4. But as an experienced captain, I know that threats don't come only from outside. Deception and betrayal, mutiny and dissatisfaction are constant companions of the perilous journey and must be mastered.

   
   

5. But in the end, yes at the dramatic finale, the great goal beckons. For it means wealth or downfall, the fortunate are welcomed by the hidden treasures of value creation, the failed face unexpected costs, perhaps even project failure and a watery grave. Looking at these five archetypal threats and translating them into the world of SAP S/4HANA transformation, one not only sees clear parallels. Once recognized, they can never be viewed differently. All the more so because we can learn a lot from the cinematic handling of these dangers.

Through Uncharted Waters

On the seas of constant change, it feels like we go wherever the currents and winds drive us. But that's not entirely true, for seafaring has always been driven by a longing for certain or even known destinations. While ancient and early medieval navigation primarily relied on coastlines for orientation, this quickly changed with the advent of navigation technology. In short, innovations have always driven profound changes in nautical practices. Why should it be any different in corporate IT? Most people understand what it means to undertake a fundamental technological transformation, don't they? Indeed, the transition into uncharted waters – pardon – to entirely new technologies holds some surprises, and the path there is anything but clear. Even if I have an idea of what I am doing today, considering all locations, process variants, and impacts on value creation, I still do not know what the best solution for tomorrow will be. Clear directives, unambiguous objectives are needed, consisting not only of vendor promises but also honestly answering whether these goals truly fit my corporate reality. A navigator or better yet, a compass is needed, and what better fits this role than the legendary magical compass of the most infamous Caribbean captain, which not only shows where my journey is headed. No, this compass leads me to where I find what I need most, regardless of whether I want it or am aware of it.

And isn’t that what I need before an SAP S/4HANA transformation?

You need a reliable transformation and innovation plan with clear ideas of your goal and the path thereto. This requires an integrated and comprehensive view of all preparatory steps, affected processes, and functionalities – regardless of whether they are SAP or Non-SAP – and all potential innovations. Only a targeted analysis provides this information, like trailblazer from IBIS Prof. Thome AG.

Threatened by Storms, Shallows, and Deceptive Reefs

A journey is full of surprises, and they don’t necessarily have to be pleasant. Anyone unexpectedly caught up in storms and shallows aboard a ship gets off course, crashes against razor-sharp reefs, and is eventually devoured by sharks. Nothing that a true supporter of more or less Christian seafaring finds truly desirable. Nor does a project-hardened IT employee. They may have less to do with reefs and sandbanks but face roadblocks, unexpected cost escalations, well-intentioned misdecisions, and project delays. Often, they find themselves stranded on the cliffs of unreliable consulting and half-knowledge. "I know my system and all its processes" is a common phrase used by many a confident pilot, which all too often translates to "we are all going to sink" for the experienced crew member. Lack of expertise, poor communication, and insufficient support can lead companies off the course of feasible and meaningful innovation into dangerous waters. The modern term for this is often involuntary Brownfield or Project Restart, which specifically means market share loss, inefficiency, and cost trends beyond the threshold of pain expectations. A look at the parallel world of seafaring reveals a solution – the lighthouse. Or better yet, a series of lighthouses that guide my way, even through fog banks and stormy waves, ensuring that I can make decisions and course corrections with a clear sight of my goal.

Doesn't it make sense to carry out an SAP S/4HANA transformation in multiple stages?

Absolutely, and the answer lies in consistently following a goal-oriented roadmap, based on what you and your employees can and truly need, stemming from value creation and unique selling points. The planning and execution of a long-term transformation strategy can only succeed with supporting information provided by the analytical tools of the RBE Plus Suite from IBIS Prof. Thome AG.

A Figurehead Ahead of the Predatory Competition.

Life could be so beautiful if there weren't a truly annoying obstacle – ships under other flags. The seas of value creation are full, one encounters both large and small ships, merchants, explorers, pirates, or the mighty frigates of the East SAP Trading Company. These do not necessarily want to harm you; true villains are thankfully rare. But they all share one thing, opportunism. Therefore, you must be extremely cautious not to end up drifting in a leaky lifeboat watching your sails pass by. For us IT professionals, such threats take many forms, from exhausting well-understood budgets to the hijacking of sensitive data through security leaks and the loss of a competitive edge. What was once safe should remain so, both in process flow and against overly curious eyes. A safe and fast ship, agile and controllable, is the only remedy to leave these threats behind.

How do I deal with the uncertainties of an SAP S/4HANA Transformation?

To achieve security, you must know exactly what you need and how to achieve it. And above all, whom you can trust and which of your processes and functions hold critical value for you. Potential roadblocks, unclear priorities, untraceable impacts, and the avoidable inclusion of existing process weaknesses can be avoided through the dedicated application of RBE Plus Approaches.

WITH THE UNSHAKEABLE SUPPORT OF MY CREW

One of the most important factors is not found on the endless sea, but on the planks of my own ship. The crew. Dissatisfaction, deception, betrayal, and mutiny are constant companions and can cause a captain to fail just as a sea monster or an undiscovered sandbank might. Only a satisfied crew is a good crew, and for that, motivation and acceptance are required. Just like the tides that constantly change, resistance within the company can hinder the SAP S/4HANA transformation. Employees who resist changes, leaders who do not fully support, and internal political conflicts can threaten the success of any transformation. Everyone is called upon with their individual knowledge and talents. Process knowledge, company specifics, testing efforts, innovative ideas – every input can be valuable for the upcoming transformation when properly and timely channelled into the transformation plan. Yet, this often fails due to asymmetric information distribution.

How do I get employees proverbially on board during an SAP S/4HANA Transformation?

The keys are appreciation and knowledge. Create a unified base of knowledge and trust with independent and clear facts. Recognize from what you do what you need. The necessary objectivity and transparency are provided by comprehensive key figure libraries that promptly and understandably document the upcoming tasks and targeted goals, like the Usage and Transformation Analyses from IBIS Prof. Thome AG.

In the end, as often, the question of why arises. When the great goal is almost reached and only the final adversary stands between me and fame in a dramatic finale, it’s wealth or ruin. But these often lie close together because unknown waters often harbor foreboding shadows in the deep. Many treasures are cursed and do not necessarily bring only blessings. In the SAP world, this is the curse of unexpected costs and unmet expectations. Budget overruns, unforeseen expenses, and hidden fees can financially burden companies and impair their ability to successfully complete the transformation. As well as a false and unrealistic picture of what should ultimately be achieved. The greatest treasure of all is neither gold nor fame but simply the active shaping of one’s own future.

How do I achieve my goal in the SAP S/4HANA Transformation and recognize whether this is indeed the case?

Here too, solid and fact-based planning alongside objective setting is the key to success. Clear requirements, achievable steps, and a constructive post-evaluation are core elements that you need. With understandable and transparent logic that only a comprehensive analytical product can provide, connecting the current state with future possibilities.

The SAP S/4HANA transformation may appear as a perilous journey through the digital world, but with the right preparation, planning, and above all, profound knowledge, companies can overcome these challenges. By confronting the risks and proceeding boldly forward like real seafarers, companies can ensure they reach the digital treasure on this journey and strengthen their future viability. To achieve all this, a combination of all the mentioned tools is needed – the compass, the lighthouse, a fast ship, a loyal crew, and a clear picture of my goal. Staying safe at home in the harbor is not an option, for then you merely watch others returning home successfully from their privateering ventures.

For SAP transformation projects that occur more on dry land, the key to success is information. Only with in-depth expertise about what a company truly does and the innovative possibilities available can project threats be overcome. Then, all dangers appear trivial. In the interplay of all the mentioned tools, a clear innovation advantage is evident, one that an integrated and targeted analysis environment with products from IBIS Prof. Thome AG can deliver.