Case studies, diagnostic reports and checklists — read online, or download the original PDF.
Standing still has a price. It shows up in maintenance premiums, in shrinking implementation windows, and in the compounding weight of a legacy landscape that keeps getting harder to leave the longer it is left alone.
The organizations that get the most out of S/4HANA are rarely the ones with the strongest technical execution alone. They are the ones that put the business, not IT, in charge of deciding what should change.
SAP’s maintenance calendar has moved twice in five years. Understanding exactly what it now requires — and by when — is the first step toward a migration plan that isn’t written under duress.
A structured way to read a pre-go-live status report before you carry its number into a board meeting.
A printable intake worksheet for capturing requirements before a system integrator scopes your build. Fill it out first — a vendor’s own questionnaire will always be shaped to fit their product.
Eight core module categories, the question worth asking about each before you sign off, and the watch-out we see most often during implementation review.
Duration ranges are typical for a mid-market single or multi-entity implementation and will vary by scope. What matters more than the dates: each phase has a real exit criterion, not a calendar milestone.
Work process-by-process, not module-by-module. A “fit” module can still have a gap at the specific step your business actually depends on — and that step is where go- live breaks.
The governance vocabulary that separates a defensible pre-go-live conversation from a guess. Plain English, no vendor jargon — written for the people who carry the decision, not the people who build the system.
Not a maturity checklist. The specific, evidence-verifiable variables most strongly correlated with ERP implementation outcomes — the same six an Orpington Confidence Score is weighted against.