Every transformation scenario conceals pitfalls and challenges that need to be overcome in the transformation process. Based on our many years of experience from numerous carve-outs and post-merger integration projects, we would like to explain the most common pitfalls here in order to save them for our customers in the future.
1. lack of experience of the IT department
Since business transformation is not part of the day-to-day business of a classic IT department, it is not only advisable, but indispensable, to bring on board a qualified and, above all, certified consultant who can demonstrate experience in M&A projects. This person has the necessary knowledge of which scenarios are possible and can simultaneously assess and evaluate opportunities and risks.
2. time pressure
As a rule, transformation projects are subject to high time pressure, not least because IT was often integrated into the process too late. A "Hauruck conversion" is then expected, whose process could not be devoted the necessary care. For this reason, we recommend an early involvement of IT in the change process in order to be able to provide an early evaluation of the IT transformation approaches and thus achieve a smooth go-live.
3. ignorance about transformation tools
Experience has shown that standard migration problems include the lack of historical data or inflexible implementation only at the turn of the fiscal year. These are restrictions that do not exist with SAP Landscape Transformation 2.0. This tool makes it possible to convert all data during the year, including the data and document history. You can also change the master data and transaction data retroactively at database level. Since the SAP tool is certified by auditors, changes do not cause any problems during an audit. Nevertheless, it makes sense to involve the auditor in the change process at an early stage.
4. different stakeholders
Internal views of a system do not have to coincide with the view of a financial investor. Topics such as greenfield vs. brownfield or cost-benefit considerations can be considered controversial in a company. It is therefore advisable to involve a financial investor in decisions at an early stage in order to examine and evaluate all possible changeover scenarios with him. In this context, it also makes sense to compare short and medium term costs of the solutions.
5. in-house developments
Often, a system has grown historically and is therefore covered with user exits and proprietary developments, which are often underestimated in the transformation project. The transformation tool SAP Landscape Transformation 2.0 therefore offers both a usage analysis and a fixed value analysis to ensure consistent and transparent data changes.
6. test
The urgency of testing is often underestimated. As a rule, 2-3 test phases are planned into the transformation process in order to ensure that there are no surprises during the productive run. After the test transformations it is therefore important to extensively test data and functions for correctness and completeness. In addition, it is essential to prepare test documentation in order to have a detailed record of the tests.