In this LinkedIn Live panel, we dig into why S/4HANA transformations remain so complex and what companies can do differently. The discussion covers process misalignment, tool sprawl, and the human side of adoption, with insights from leaders who’ve seen hundreds of ERP programs succeed or fail.
🎥 Watch the full panel here
📄 Transcript included below
Hosted by Ross Orrett, this session features:
- Sana Asher, CEO of Masterclass for SAP and ERP transformation specialist
- Patrik Fiegl, Global Head of Strategic Product Partnerships at Tricentis
- Bernhard Lang, former CEO of MSG Global and co-founder of LeapGreat
Together, they break down how to reduce complexity by showing the system early, protecting the standard, aligning testing with business risk, and upskilling teams before kickoff.
Highlights You’ll Hear in the Panel:
- Why today’s ERP projects feel heavier: fragmented roles, tool sprawl, and weak early alignment
- The #1 driver of complexity: process decisions made too late or in isolation
- Why change management and testing must start day one, not during User Acceptance Testing (UAT)
- Real stories of success vs. failure, from retailers to global automakers
- How the best project managers “front-load” clarity, protect the standard, and keep teams small and sharp
Why It Matters
As Bernhard Lang said in the discussion,
“You can’t outsource responsibility.”
Success in S/4HANA doesn’t hinge on software; it depends on leadership, methodology, and customer ownership.
Panel Transcript: Inside S/4HANA Projects
Below is the full transcript from the LinkedIn Live session, lightly edited for clarity and formatting.
Ross Orrett (Moderator): Welcome, everyone, to our LinkedIn Live panel session. Today, we’ll be talking about overcoming S4HANA project complexity, including real-world fixes for things like misaligned workstreams. I’m joining from Phoenix in the US, but I’d love to hear where everyone else is joining from.
Note that there’s a chat feature where you can pose questions to the panel. I’d like this to be interactive. I’ve also got a number of questions I’d like to probe with our panelists based on recent discussions with SAP and IT leaders.
Let me introduce our panelists:
- Sana Asher, CEO of Masterclass for SAP and ERP transformation specialist with deep expertise in S4 implementations
- Patrik Fiegl, Global Head of Strategic Product Partnerships at Tricentis and senior SAP program leader
- Bernhard Lang, former CEO of MSG Global, is currently on the supervisory board of several system integrators and is a co-founder of LeapGreat
Welcome to the panel. I’m looking forward to a healthy discussion. We’ve been doing ERP for 50 years now and still see the same challenges. Previously, we talked about the lack of visibility early in projects. Today, I want to focus on misaligned workstreams and complexity. Let’s start simple: Why are these projects still so complex after all this time? Sana, let’s start with you.
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Sana Asher: There’s no single answer, Ross. They’re complex because we keep repeating the same mistakes. We don’t change the way we deliver these projects, so outcomes don’t change. What fundamentally needs to change is how we deliver them and how we look at them.
Ross Orrett: Great point. Bernhard, you’ve seen hundreds of projects. What’s your view?
Bernhard Lang: Hello from Munich. Back in the 90s, projects were simpler. One expert could talk to the client, configure the system, and even develop if needed. Today, it’s split between analysts, developers, and business consultants. That increases complexity, more people, more communication, and more alignment required.
Also, the environment itself is more complex. In the past, ERP was a strategic tool at the heart of the business. Today, we have a full SAP tool chain, multiple products, cloud, analytics, and data integration; it’s far more complex to manage.
Ross Orrett: Patrik, you’ve got a quality and control background. Do customers have more or less control now?
Patrik Fiegl: Hello from Vienna. Customers want more control, but often they don’t realize what that really means. ERP by definition, is complex; it’s enterprise-wide. The architecture is more distributed and fragmented now.
Additionally, people still adhere to outdated routines. Behaviorally, they’re not adapting. But the opportunities are there if you think about platform, teamwork, and rhythm. The problem is that customers often face something almost unfathomable, too many regulatory and technical factors, and they lose sight of the big picture.
Ross Orrett: Why do we keep doing the same things and expecting different results? Are we just insane? Sana?
Sana Asher: Maybe a little. The issue is often a lack of strategic backing. Projects get treated as tactical “must-finish” tasks rather than strategic initiatives. Sometimes teams aren’t ready to adapt, or no one really understands the full scope. The software itself works; it’s how people adapt and pivot that causes problems.
Ross Orrett: Bernhard, when you look at workstreams, which ones most impact complexity?
Bernhard Lang: Process. Do you replicate old processes in a new system, or do you redesign to fit the innovations? That’s the big driver of complexity. You can’t outsource responsibility for process decisions to a project team; you need leadership.
Two companies can have the same business model and the same software, but one succeeds and the other fails. That tells you it’s not the software, it’s methodology, leadership, and structure.
Patrik Fiegl: Process is indeed the backbone. The biggest issue is that discussions are happening in isolation. Early discovery and sales phases create expectations, but by the time you get to realization, it’s like starting over. That disconnect drives complexity.
Ross Orrett: What about misalignment early on? Sana?
Sana Asher: Misalignment causes delays and frustration. Even top talent won’t stick around if they feel out of sync with the business. Adoption is another huge issue. Change management often gets ignored, but it should start on day one.
Patrik Fiegl: And quality has to start day one, too. If you push it late, it won’t be good quality. Testing shouldn’t be “busy work.” Ten meaningful tests are worth more than a thousand irrelevant ones. If you don’t align testing with business risk, you end up with direct business impacts,like trucks not leaving warehouses because certain combinations weren’t anticipated.
Ross Orrett: Bernhard, can you share examples of success vs. failure?
Bernhard Lang: Sure. In Germany, two discount retailers ran big ERP projects. Similar companies, but one succeeded globally while the other failed and had to restart.
Another example: a car manufacturer with 500+ consultants couldn’t deliver spare parts. They had to strip parts from showrooms. In the end, 10–15 experts fixed what 500 created. More people isn’t better, you need the right people and skills.
Ross Orrett: Let’s talk about tool sprawl. Does it make projects more complex? Sana?
Sana Asher: Tools should make life easier. The problem comes when people don’t understand their scope or adopt them mid-flight. With planning, the right tools can reduce complexity, not add to it.
Patrik Fiegl: Exactly. Tools aren’t the secret sauce; it’s methodology. The real progress comes from integrating tools across the lifecycle, enterprise architecture, process design, and quality. When used right, tools can flow strategic conversations into tactical execution. But without methodology, they’re just noise.
Ross Orrett: What makes a great ERP project manager? Bernhard?
Bernhard Lang: A great PM orchestrates tools, aligns stakeholders, and makes the system visible early. The best PMs “frontload”; they show customers the system early, so expectations align. With toolchains plus AI, we can cut effort by 25–30% compared to traditional approaches.
Sana Asher: I’d add: good planning. Spend three to six months in a “phase zero” before kicking off. Projects with strong planning, alignment, and excitement succeed.
Patrik Fiegl: And testing should tie back to those early conversations. Capture intent and risks upfront, so testing later reflects real business needs.
Ross Orrett: Let’s close with practical advice: how can customers take back control?
Bernhard Lang: Knowledge. Customers can’t outsource responsibility to system integrators. They need internal capabilities to make key decisions and run the system after go-live.
Sana Asher: Upskill your teams before the project. Many clients underestimate how much new thinking is required.
Patrik Fiegl: Don’t forget the human side. Tools and processes matter, but transformation is a team sport. Decisions need to be captured and executed, but also communicated in a way that convinces stakeholders.
Ross Orrett: Key takeaways: ERP projects are more complex than ever, but success comes from strategic planning, strong project managers, early system visibility, and customer ownership,not just leaving it to integrators.
We’ll host follow-up sessions on specific topics like public vs. private cloud, process and data, testing, and change management. Thank you to our panelists and everyone who joined.
