International Transformation Program
Initial Situation
Development of a manageable program structure for a complex transformation initiative across several European countries, with the aim of modernizing and harmonizing core systems. The program had already been running for several years and repeatedly suffered from unreliable milestone target dates and missed deadlines.
Key Challenge
Countries, business and IT units, and several external service providers had to be coordinated through common roles, decisions, escalation paths, budgets and dependencies.
Our Service
Establishment of the program-wide governance, PMO and management structure; definition of roles, responsibilities, decision-making and escalation paths; multi-vendor management; budget and cost control; and KPI reporting to management and steering committees.
Outcome
Transparent and manageable program structure with a high level of management transparency on budget, progress and risks, as well as reduced coordination and vendor risks.
SAP S/4HANA Finance Transformation
Initial Situation
As part of replacing an SAP ECC system, SAP S/4HANA Finance was to be introduced and key FI processes redesigned from both a business and system perspective. Under significant time pressure, processes had to be harmonized, several countries/company codes consolidated, charts of accounts changed and legacy data migrated from several ERP systems at the same time.
Key Challenge
Target processes, customizing, data migration and integrations with SD, MM and CO had to be brought together consistently from a business perspective and validated for testing and subsequent use.
Our Service
Analysis of the existing SAP FI processes, requirements workshops and definition of target processes; design and customizing of key FI areas; definition of data migration and integration processes; and support with testing, training and documentation.
Outcome
Structured business foundation for the transition to SAP S/4HANA Finance, with transparent target processes, aligned migration and integration logic, and documented working foundations.
Stabilization of a Critical ERP Initiative
Initial Situation
An ongoing, time-critical ERP project within a larger program that had stalled needed to be re-initialized and stabilized for a reliable go-live. The current implementation status was completely unclear, and there was no solid project organization or approved scope.
Key Challenge
Scope, stakeholders, risks and dependencies had to be reorganized, priorities set and the project organization restored to a manageable state.
Our Service
Structured initial assessment of scope, stakeholders, risks and dependencies; development of a prioritized action list; re-establishment of the project organization, roles, responsibilities and governance; and assumption of budget and cost control.
Outcome
Restored project manageability, clear prioritization and transparent progress tracking, as well as a stable transition into the go-live phase.
