Christopher Salis Explains the Top Reasons for SAP Implementation Failure
                     Christopher Salis 
Explains the Top 
Reasons for SAP 
Implementation 
Failure
Implementing an ERP system such 
as SAP S/4HANA can be considered 
new territory for most businesses, 
eve0n those with prior experience 
with2 large and complex IT projects.
The reality is that most SAP 
projects do not fail due to a flawed 
sele0ction process or ERP system 
func3tionality. ERP implementations 
fail because they are not viewed 
as a0 people-centric system rather 
than4 a large IT project.
So, let's explore the most common 
reasons for failure explained by 
Christopher Salis.
Being Product-Led
The foundation is the first step in any 
construction project, and it is prudent to 
ensure that the foundations are sound. 
The tendency with SAP S/4HANA is to 
approach this from the ground up as 
well: ensure that the IT infrastructure is 
sound and fit for purpose, that data can 
be migrated, and that new systems work 
within given performance parameters.
As a result, the implementation is viewed as 
an "SAP S/4HANA migration project" rather 
than a business transformation project. 
"Migration" implies a technical approach, 
whereas business transformation necessitates 
early input from all departments.
Unfortunately, end users are unlikely to be 
involved in the early stages of a business 
transformation program. As a result, specific 
critical strategic steps may be defined at this 
early stage - before the company has wholly 
defined what the program is for.
Features Over Function
While it is healthy to think of your 
SAP S/4HANA project as one that will 
transform your business, don't expect 
systems to solve all your problems 
and elevate you to the position of 
digital leader. Setting unrealistic and 
overly optimistic expectations is 
another path to failure.
The failure at Lidl is an example 
of having unrealistic 
expectations. Any project must 
have a reasonable time frame 
and align its working methods 
with system capabilities. After 
seven years and €500 million, it 
became clear that bridging the 
gap between how Lidl wanted to 
operate and how the SAP 
systems have been designed to 
work would not be possible.
Lacking Experience and 
Expertise
Your internal resources and 
vendor systems integrator may 
be capable of handling your entire 
project, but how do you know?
Your systems integrator and your 
ERP project/program manager 
should have prior ERP experience 
in your industry. They may be 
capable of designing and 
managing the system 
development process, but can 
they handle the additional people 
and process the required 
transformational elements?
Change management, risk assessment, and user 
adoption are all critical to success. Have you 
accumulated enough experience and expertise 
to deal with them? Without these capabilities, 
the project will fail once more.
Although ERP systems are frequently 
regarded as a necessary evil, they 
are here to stay, particularly as 
businesses strive to go digital. You 
can avoid the major pitfalls of the 
conventional, often complicated, 
implementation approach. So, plan 
ahead of time, gather requirements, 
form strong teams, and strengthen 
expertise in process and people-
centric issues.