- Problems We Solve
Stanislas Berteloot
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Why are so few ERP Transformations on time and on budget? Or worse, need to be reset?
Five outside studies on how SAP ECC and S/4HANA transformations actually finish, with every source printed and linked. No form.
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SAP S/4HANA Global Rollout Challenges: Why the Global Template Often Breaks
The standard approach to rollout is a global template that is derived from an initial implementation. (Rather than independent of a first implementation and then piloted) A team builds the SAP system at headquarters first, then copies the template to each subsidiary and adjusts it for local tax rules, languages, and reporting requirements. That…
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Why SAP Program Teams Stop Trusting the Documentation
SAP program directors describe the same complaint in different words: the documentation says one thing, and reality says another. So people stop reading the documentation. They ask someone else who has been around for a while, or they start exploring the systems by themselves. That behavior is rational. A document that has been wrong three…
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How to Build or Retrofit an SAP S/4HANA Center Of Excellence
An SAP S/4HANA Center of Excellence (COE) is a permanent governance, planning, and continuous improvement function, not a temporary support desk. It is responsible for change control, release management, architecture oversight, and continuous improvement across the SAP landscape. We have seen companies gain tremendous value from well-organized and well-supported SAP CoEs. Conversely, we have…
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How AI Is Reshaping What Good SAP Governance Looks Like
SAP governance used to mean a quarterly access review, an annual segregation of duties check, and a scramble to prepare evidence before an audit. AI is replacing that cadence with continuous monitoring: systems that watch role changes, configuration drift, and policy violations as they happen, not months later. That shift is showing up in two…
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SAP Business Cases Usually Expire Right After They Are Approved
The SAP business case gets approved, saved to a shared drive, and left there until the program runs into trouble and someone needs to prove who promised what. On a large S/4HANA program, the space between that approved document and the running program is what quickly puts a CIO on the defensive in front of…
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Partnering in the Age of AI Ecosystems: Access Gets You In, Differentiation Keeps You There
How “we use AI” stopped being a differentiator the day it became something every vendor in the room could claim. Why “AI-powered” isn’t a selection criterion anymore A few years ago, a partner who could connect a project to a large language model stood out. Today that capability sits inside SAP’s own tooling and inside…
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What Comes After SAP Go-Live: The 90-Day Hypercare Window That Decides Long-Term Success
A note for operations leaders and program directors: if your team is heading toward go-live, or just passed it, the project is not over. It is entering the phase that actually determines whether the last year of work pays off. In fact, in some sense, it is only the beginning of your transformation. Gartner estimates…
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The Hidden Cost of a Delayed Go-Live: How to Put a Number on It
A delayed SAP S/4HANA go-live carries separate costs: sunk costs, extra project spend, and lost business value. SAP go-live delay cost quantification means adding incremental project burn to the benefits you don’t yet get to realize, plus any rework or risk premium the slip creates. A CIO or Program Director can price a delay in…
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Why SAP Programs That Start Strong Still Fail in the Build Phase
The kickoff goes well. The charter is signed. Executive sponsors are aligned. The implementation partner has a methodology and a plan. By the end of mobilization, the program looks like one of the good ones. Even the design phase goes well. We have our 200 processes scoped and designed; they get signed off, and everyone…
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