Successful Change Implementation: OCM Series, Part IV

Organizational Change Management Consultant Alaina Mazurkiewicz continues her OCM blog series:

Implementing change in an SAP project is a complex, yet critical, phase that involves transitioning from the planning and preparation stages to the actual execution of the new systems and processes. In the context of SAP Organizational Change Management (OCM), change implementation is the point where strategies become tangible actions, and the organization begins to experience real transformation. This blog post explores the unique aspects of change implementation using SAP OCM methodology.

Change Implementation Graphic

Setting the Stage for Change Implementation

Change implementation in SAP OCM involves a series of coordinated actions designed to ensure that the technical deployment of SAP solutions aligns perfectly with the human aspects of change. These items are collectively referred to as Business Readiness. Business Readiness can be defined as the capacity of an organization to anticipate and respond to its changing environment.

The goal is to facilitate a smooth transition that minimizes disruptions to business operations while maximizing user adoption and proficiency.

1. Preparation: Before the actual implementation, it’s crucial to ensure that all foundational elements are in place. This includes finalizing the design and setup of the SAP system, ensuring all hardware and software components are ready, and confirming that data migration strategies are set to go. Equally important is ensuring that all stakeholders are aware of the timeline and have clear expectations about their roles during this phase.

2. User Training: An essential component of the change implementation phase is training end users. By this stage, training materials should be tailored to the specific needs of different user groups, focusing on hands-on, practical training that builds confidence and competence in the new system. Training should be continuous, with support structures in place to help users adjust to the new system after going live.

3. Testing: Rigorous testing of the SAP system is critical to ensure all features and functions perform as expected before going live. This includes unit testing, integration testing, and user acceptance testing (UAT) with real-world scenarios to ensure the system meets the business needs.

Change Implementation as part of OCM chart

The Go-Live Strategy

The go-live phase is the most critical in the change implementation process. It’s the moment when the SAP system becomes fully operational.

  • Final Checks: Conduct final checks and ensure that all data migration has been completed accurately. This stage often involves a blackout period during which the old systems are turned off and the new SAP system is initialized.
  • Support Structures: Establish strong support structures such as a help desk or user support teams that are readily accessible to handle any questions or issues that arise immediately after go-live. These teams should be equipped to provide immediate solutions to keep the business running smoothly.
  • Monitoring and Quick Fixes: Close monitoring of the system’s performance from the outset is crucial. Be prepared to make quick fixes for any unexpected issues. Having IT specialists and SAP consultants on hand during this phase can help address these challenges swiftly.

Change implementation using SAP OCM methodology is an intensive phase of any SAP project. It requires meticulous preparation, robust training, and strong support systems to ensure a successful transition. By focusing on these critical areas, organizations can achieve a smooth implementation that minimizes disruption and sets the stage for long-term success in the new SAP environment.

We’ve got two more posts in our OCM blog series, in which we’ll cover enablement and change effectiveness. If you have questions about Organizational Change Management or need help finding OCM solutions for your business, be sure to reach out reach out via email or LinkedIn.

Follow these link to other posts in our OCM blog series:
Change Management Strategy: OCM Blog Series, Part I
Effective Change Leadership: OCM Blog Series, Part II
Effective Change Communication: OCM Blog Series, Part III

Effective Change Communication: OCM Series, Part III

Organizational Change Management Consultant Alaina Mazurkiewicz continues her OCM blog series:

The quality of communication when implementing organizational change can make or break a team’s success. Change communication is more than the dissemination of information. It strategically fosters understanding, buy-in, and engagement across all levels of an organization. In today’s post, we delve into the intricacies of change communication within the SAP OCM framework, outlining key strategies to optimize interaction with stakeholders and ensure a seamless transition.

Change Communication Graphic

Understanding Change Communication

Change communication in OCM isn’t just about relaying information; it’s about creating a narrative that resonates with every part of the organization. This narrative must clarify the reasons for change, the benefits it will bring, and the impacts it will have on individual roles and the broader organizational landscape. It should answer the “what,” the “why,” and the “how” of the change, addressing both logistical and emotional aspects that the change entails.

Crafting a Strategic Communication Plan

A strategic communication plan is vital in navigating the complexities of SAP implementation. A holistic plan considers these important factors:

  • Audience Segmentation: Recognize that different stakeholders may have different concerns and needs regarding the SAP implementation. Segmenting the audience allows for more targeted and relevant messaging, which can increase its effectiveness.
  • Message Customization: Tailor messages to address the specific concerns and benefits for each stakeholder group. For instance, IT staff need to understand the technical changes and their role in supporting these changes, while end users might be more concerned with how the new SAP system will affect their daily tasks.
  • Channel Selection: Choose the most effective communication channels based on the audience and the message. While email might be sufficient for delivering updates and general information, interactive forums such as workshops or town halls could be more effective for addressing concerns and fostering a two-way dialogue.
  • Feedback Mechanisms: Incorporate feedback channels into the change communication plan to allow stakeholders to express their thoughts and concerns. This feedback is crucial for adjusting strategies and addressing issues as they arise, making the change process more adaptive and inclusive. Sending out surveys or creating a specific OCM inbox allows change participants to communicate their needs or concerns as easily as possible.
  • Timing and Frequency: Determine the appropriate timing and frequency of communications. Regular updates can keep the momentum going and ensure stakeholders feel informed and involved throughout the process. While consistent communication is important throughout a project lifecycle, significant project milestones are often a great time to increase the frequency of communications. Ensuring awareness before key checkpoints such as kickoff, user acceptance testing, training, and go-live are all part of an effective OCM communication plan.
Change Communication as part of OCM chart

Overcoming Communication Challenges

SAP implementations can bring about substantial changes that might be met with resistance or anxiety among employees. Overcoming these challenges requires commitment in these essential areas:

  • Proactive Resistance Management: Identify potential resistance early and address it proactively through targeted communications that reassure and engage resistant groups. One tactic of resistance mitigation is appointing change champions. Change champions, often early adopters or key influencers, are responsible for consistently communicating the positive impact of prospective change. These key players can help inspire other team members to embrace changes if challenges arise.
  • Transparency: Maintain transparency throughout the process to build trust and reduce fears of the unknown. Clear, honest communication about the progress and challenges of the SAP implementation can mitigate uncertainty and foster a sense of security among employees.
  • Consistency: Ensure that all communications are consistent in terms of the information provided and the tone used. Inconsistent messages can lead to confusion and diminish trust in the change process.

Effective change communication is a key component of OCM methodology. By carefully planning and executing a communication strategy that considers the needs and concerns of all stakeholders, leaders can drive successful adoption of SAP systems. The key lies in being clear, consistent, and inclusive, allowing every individual in the organization to understand their role in and the benefits of the upcoming changes, paving the way for a smoother transition and a stronger post-implementation environment.

Stay tuned for the next post in our OCM blog series, in which we’ll focus on implementation. And, as always, reach out via email or LinkedIn if you have questions about Organizational Change Management or need help finding OCM solutions for your business.

Follow these link to Part I & Part II in our OCM blog series:
Change Management Strategy: OCM Blog Series, Part I
Effective Change Leadership: OCM Blog Series, Part II

Effective Change Leadership: OCM Series, Part II

Organizational Change Management Consultant Alaina Mazurkiewicz continues her OCM blog series:

The success of integrating SAP into an organization is heavily dependent on the presence of effective leadership. In today’s post, the second in our 6-part Organizational Change Management series, we focus on change leadership, emphasizing its importance in steering the organization through the transformation brought about by SAP implementation.

Change Leadership Graphic

Change Leadership – A Crucial Component of Digital Transformation

Facilitate Stakeholder Engagement
When undergoing any significant change, engaging stakeholders at all levels is crucial. Leaders play a key role in bringing diverse voices to the table, ensuring a comprehensive view of potential impacts. A stakeholder analysis empowers leaders to identify and understand the diverse landscape of individuals and groups affected by the change, from executives to end users. By prioritizing stakeholders based on their influence and interest, and tailoring engagement strategies accordingly, leaders can effectively navigate the complexities of organizational change.

Prioritize and Strategize
With a clear picture of the organizational and stakeholder needs, leaders are tasked with prioritizing changes and formulating strategic responses that align with company goals.

Communicate Vision and Strategy
Once the groundwork of understanding the change is laid, leaders must then articulate a clear vision and strategy for navigating the SAP implementation. This is where a robust Communication Plan becomes invaluable, tailored by leaders to address the unique needs and concerns of their organization.

Change Leadership as part of OCM chart

Change Leadership – Communication Responsibilities

  • Identify Stakeholders: Effective leaders know their audience. Identifying who needs to hear these messages, from frontline employees to upper management, ensures that communication is targeted and effective.
  • Define Key Messages: Leaders must distill the essence of the change into key messages that resonate with various stakeholder groups, highlighting the benefits and addressing potential concerns.
  • Choose the Right Channels: Leaders must select the most effective communication channels to reach their audiences, whether it’s through corporate communication channels, direct emails, meetings, or informal chats–or, more than likely, a well planned combination of communication styles and outlets.
  • Encourage Open Dialogue: Two-way communication is vital. Successful leaders foster an environment where feedback is not just welcomed but actively sought, creating a culture of open dialogue and continuous improvement. Implementing Q&A periods following town halls or presentations can turn open dialogue into a consistent practice.

Leading by Example: The Hallmark of Effective Leadership

The role of OCM change leadership goes beyond planning and communication. Leaders must also lead by example, embodying the change they wish to see. This involves demonstrating a commitment to the SAP implementation, being the first to adopt new practices, and showing resilience in the face of challenges. By doing so, leaders not only inspire confidence in their teams but also build a culture of adaptability and innovation.

Leadership is the linchpin in the successful management of change during SAP implementation. From understanding and strategizing to communicating and embodying change, leaders play a multifaceted role that directly influences the project’s outcome. As we move forward in our blog series, we will delve deeper into other critical aspects of change management, including communication strategies, implementation tactics, enablement tools, and measures of effectiveness. In each phase, the thread of change leadership runs strong, underscoring its importance in navigating the complexities of change and steering the organization toward a successful future. Reach out via email or LinkedIn if you have questions about Organizational Change Management or need help finding OCM solutions for your business.

Follow this link to Part I in our OCM blog series: Change Management Strategy: OCM Blog Series, Part I.

Change Management Strategy: OCM Series, Part I

Organizational Change Management Consultant Alaina Mazurkiewicz kicks off her OCM blog series:

Organizational Change Management (OCM) serves as a framework for a company to handle the impact of new business processes, changes in organizational structure, and cultural shifts. OCM is also a crucial and often overlooked piece of a successful digital transformation in SAP projects. Today we kick off a 6-part blog series in which we will explore the 6 key areas of successful change management: strategy, leadership, communication, implementation, enablement, and effectiveness.

The change management strategy provides a road map for navigating complex changes across various
locations and units. Change leadership focuses on supporting affected individuals through alignment with management and change agents. Communication ensures stakeholders receive timely, relevant information. Implementation manages the transition in processes and mindsets. Enablement offers targeted training using tools like SAP Companion. Change effectiveness measures the success of these efforts, assessing readiness and user acceptance. Together, these areas form a comprehensive framework for a seamless transition.

Embracing Change: The Cornerstone of SAP Success

When we look at the SAP implementation process, the creation of a comprehensive change management strategy is the first, and arguably most important step. This strategy serves as a road map for a successful transition to new SAP technologies. It aligns implementation with the company’s vision, ensuring movement toward a common goal. In this first post, we delve into the critical functions of change management, its role in SAP projects, and the practical steps to make the vision a reality.

Change Management Strategy GraphicA change management strategy serves multiple critical functions:

  • Aligns the SAP project with business objectives–ensuring that every change fosters the organization’s strategic goals.
  • Mitigates risks and resistance–by anticipating challenges and planning responses, the strategy minimizes disruptions.
  • Enhances communication and engagement–keeping all stakeholders informed and involved fosters a sense of ownership and acceptance.
Change Management Strategy as part of OCM chart

Components of a Successful Strategy

A well-rounded change management strategy for SAP implementation comprises several key components:

  • Vision and Objectives: Clearly defining what the SAP project aims to achieve and its relevance to the organization’s broader goals.
  • Stakeholder Analysis: Identifying who will be affected and how to tailor communication and training efforts.
  • Communication Plan: Outlining how changes will be communicated, ensuring transparency and building support.
  • Training and Support Framework: Establishing how employees will be brought up to speed on the new system, ensuring they have the necessary skills and knowledge.
  • Resistance Management Plan: Recognizing potential resistance sources and strategies to engage and convert skeptics into supporters.
  • Measurement and Adjustment: Setting up metrics to gauge the strategy’s effectiveness, allowing for real-time adjustments.

Implementing the Change Management Strategy

The journey from strategy development to execution involves several crucial steps:

1) Engage Leadership–secure executive sponsorship to champion the project and provide direction.

2) Communicate Vision and Objectives–use every available channel to share the vision and how each stakeholder fits into the picture.

3) Assess and Plan for Impact–understand how changes will affect different parts of the organization and plan accordingly.

4) Develop and Deliver Training–tailor training programs to meet the varied needs of the workforce, ensuring everyone is proficient in the new system.

5) Monitor and Adjust–use feedback and performance metrics to refine the strategy, addressing any gaps or resistance encountered.

By aligning SAP projects with organizational objectives, anticipating and mitigating resistance, and keeping communication channels open and clear, a change management strategy ensures that the organization navigates the complexities of change smoothly and effectively. As the digital landscape evolves, the ability to manage change becomes a competitive advantage, and the creation of a change management strategy an indispensable tool in modern business.

Reach out via email or LinkedIn if you have questions on OCM best practices that we can address on the blog or one-on-one. Check back in as we continue our OCM series, with our next post on change leadership.

SAP Global Template Demystified: Process Design

We’ve talked about the fact that an SAP Global Template is so much more than process design. At the same time, you can say that it is nothing without a solid and sound process design at its core! This is where consulting expertise, business knowledge, and SAP software product experience intersect, where these different components must merge to form a beautiful piece of art. (For a refresher on this topic, please refer back to our earlier blog post, “Why Experience Matters on Your Road to S/4HANA.”)

Advice on SAP Global Template Process Design

When it comes to process design in the context of an SAP Global Template, I want to talk about some of the main concepts that come to mind:

  • Organizational Model – It is imperative to not only align the organizational model with the available structures in SAP (company codes, profit centers, etc.) but, also, to shape it in a way that creates templates. These structures need to be at the core of the building blocks to describe what an operating company vs. a holding company looks like, to distinguish the difference between a complex operation vs. a site business. They allow you to categorize the elements of your business fleet to identify the right starting point once the next acquisition or greenfield operation comes along.
  • Business Functionality – SAP has an extremely large portfolio of business functionalities. You need to be able to identify what is important for your company! Once you’ve established the core components of your business design, group them around the building blocks of your organizational model to establish the go-to pieces of your Lego puzzle! That allows you to start from a pre-built structure instead of starting from a single brick. As I’ve frequently said in previous blog posts, you need to avoid reinventing the wheel!
  • Level of Standardization – Part of the concept of the SAP Global Template is moving from having continued design discussions (“Business Blueprint”) to focusing on rolling out a pre-designed solution that needs to be adopted (“Fit-Gap”). It represents the shift from rehashing the basics to simply stating the obvious–if you are a business in the fleet, you need to comply with the direction that the overall enterprise takes. This will be the biggest factor for saving money in your SAP deployments, and, with it, the best guard against the useless over-customization of your SAP system that to this day plagues many companies out there.
  • Solid Documentation – We need to talk about the complexity of business design in relation to the short span of the human memory. If you do not document what you agreed upon, you have already lost the battle! Coming to conclusions in those endless blueprint sessions is a thing that you do not want to jeopardize afterwards! Simply write down what you agree on, put it in swim lane diagrams, freeze if in business design templates, lock it into configuration documents. In other words, put it in writing to save yourself from the hassle of doubting your memory as time passes! I agree, this is not the most enticing topic, but–by far–it is one of the most important, as many executives have had to learn the hard way! 

Allow me to come back to the question of standardization of the business design in your SAP Global Template. You need to talk about and agree on the rigidity of that design when it comes to systems configuration. Which parts would you allow to be changed by a given local business and where would you draw the line to defend the given corporate design? I find it very helpful to partition your functionality and master data into different categories that are aligned with said level of rigidity:

  • Mandatory, not changeable – These settings and functions are not up for debate. All parts of your business fleet have to adopt them as they are laid out, without any changes. You need to defend these elements with tooth and nail, as they are the pillars of the overall SAP design. Examples are foreign currency handling, supply chain handling, or production process elements that must follow a corporate design.
  • Mandatory, but expandable – You may allow the local business to extend certain pieces of your design in a way in which the result still fits within the corporate vision. Think, for example, about an organizational model where the local business wants to establish a more granular cost center structure than the one given by the template. Adding another marketing cost center or a more detailed work center structure in the production does, in its nature, not deviate from the overall design. It still complies with the spirit of the business design. I would caution you to still look out for Trojan design horses. When appropriate, be lenient in granting these requests.
  • Local – You will never be able to standardize everything. There will be local tax requirements, cultural “need to have’s” related to doing business in a certain country, the one-off odd (but hugely profitable) business in the portfolio–all legitimate reasons why design may need to deviate in a region, country, or line of business. Where advisable, don’t fight it, rather support it. Just make sure that the local deviation stays as the exception, not as the mainstream practice!

This brings us to the conclusion of today’s post about Business Process Design. In our next chapter of the Global Template series, we will talk about technical SAP Systems Environments. As always, thanks for your valuable time today! If you have questions about Global Template that you’d like to see addressed in future posts, we invite you to reach out via Twitter.

SAP Global Template Demystified: Governance

Boring. Dull. Beige. Unnecessary. Overhead. You’ve heard it all when it comes to governance. It’s known to lack excitement in the eyes of many consultants and even IT decision makers. Who wants to deal with budgets and committees when you can focus on the go-live instead? On the surface this is understandable–but it’s also just plain wrong!

SAP-Governance-PM-Flow-Chart

Both strategy and execution need governance, and so does the SAP Global Template. A Global Template is about discipline, about creating and preserving a backbone in your ERP endeavor, a solid tree trunk from which you can branch out to create exciting new leaves in your IT portfolio.

Now, you might be wondering, why bring up governance as it relates to Global Template when, in fact, it’s related to all areas of business? And the answer is, quite simply, that GT governance is separate from IT governance. We cannot push down the “handling” of the creation and deployment of a Global Template into a regular SAP ERP project. There is more to it, requiring a separate structure to manage the template. It’s our responsibility to call attention to it as a stand-alone item.

Overview of Governance for SAP Global Template

Consider the following elements, which I consider to be requirements for a solid governance strategy:

Governance of the Template Strategy
Aligning with best practices, SAP Model Companies, industry solutions, and other influencing factors has to be at the core of the Executive Governance of the Global Template. It is pivotal to understand the difference between continued evolution and necessary revolution (the structural upheaval from R/3 to S/4HANA) and the impact on the overall IT organization (road map, human resources, capabilities, budgets, etc.).   

Governance of the Template Evolution from Idea to Result
You need an intake medium to properly shape the pipeline of future functionality. They handle the selection process, proof of concept, budget and ROI calculations, and the risk assessment to see if an idea will lead to a tangible business benefit. In addition to a strategy management software, it is advisable to have a Global Temple “Guardian” Committee that includes both IT and Business. Further, preselects will be established, with functions that can be deployed at designated time frames. Also, you need to be able to step into the future by configuring and testing Proof-of-Concept deployments in non-production systems as this will enable a healthy pipeline.

Governance of the Template Deployments
While it is certainly part of the regular PMO procedure to handle the roll-out of a Global Template to the organization, there are key differences to stand-alone projects. You need to avoid any aspects of reinventing the wheel (E.g., rerunning blueprint sessions) and focus on the management of deviations (E.g., concept of fit-gap). Also, a harmonization of SAP environments (systems and clients) between deployments, maintenance, and parallel proofs-of-concept is necessary. 

Governance Support Software Solutions
SAP has many tools in the portfolio that are embedded in ERP solutions. While there are many, I would like to highlight a select few:

    • Strategy and Portfolio Management – Helps to harvest ideas and bring them to fruition in an orderly fashion
    • Project Systems – Often underestimated, it can manage projects end-to-end and integrate them with Finance
    • Product Lifecycle Management – Managing products (which do not have to be tangible!) in all aspects of their evolution
    • Solution Manager – An often disregarded or simply ignored tool that can help you manage and document your SAP landscape and functionality, a fantastic way of governing within the SAP software  

Other products not owned by SAP are obviously very helpful, too, though I’ll spare you from a lecture about MS Visio and MS Project. 

I do, however, want to steer your attention to two other, relatively new products that deserve to be mentioned:

  • AMIGO by Platinum PMO: The AMIGO tool focuses on the holistic governance of the digital transformation process and integrates seamlessly with SAP. It can describe and manage the whole lifespan of your Global Template as well as deployment projects. It is described as “governance to ensure your community is playing by the rules and working in perfect harmony.” I could not say it better, and I do buy in to the concept!
  • Bella Scena: This resource offers a fresh take on meeting governance. Bring purpose to meetings by actively managing them and get out of the mode of asking yourself, “Why do I need to be here?” Bella Scena is very reasonably priced and can be your way out of boring meeting culture–definitely worth giving a try!

This brings us to the close of today’s post on SAP Global Template governance. In our next chapter we will talk about SAP Model Companies as accelerators for your SAP Global Template and its deployment. As always, thanks for your valuable time today! If you have questions about Global Template that you’d like to see addressed in future posts, we invite you to reach out via Twitter.

SAP Global Template Demystified: Rallying the Troops

Its people are the biggest asset of any company. The same is true when it comes to an SAP Global Template–it is only as good as those who establish and manage the platform. This requires that you keep those key people informed, educated, and involved. Only then can you ensure that they understand the direction, are working toward a common goal, and are ultimately willing to defend the system that has been built.

Quite often the change management impact in an effort as big as rolling out an SAP Global Template is profoundly underestimated. And even if change is generally embraced, that may not be enough to bring people on board. The message has to be clearly spelled out: Change is not the enemy but rather an opportunity, ready to be seized!

SAP Global Template Consultants

Let’s define some meaningful categories of key contributors to get closer to their needs:

People Impacting the Global Template
From executive sponsors who oversee teams implementing the Global Template, to the business people designated to support the implementations, you have to enable them with educated buy-in, access to the right tools, and recognition. And when it comes to recognition, go beyond the handshake! A well-structured incentive program may get your internal resources truly invested in the projects, allowing you to avoid much more expensive external help. In reality, the difference between a lousy and an excellent team meal could be significant motivation to go the extra (hundred) miles!

People Impacted by the Global Template
Try to walk in their shoes instead of telling them how brilliant you are. There is no success without acceptance! Make a distinction between people who accept the new world and the ones who don’t–and treat them all with dignity. Someone may just want to ride the existing state into the sunset, while others are eager to embrace change. You need them all. Don’t alienate them for no good reason! You can accept that someone does not want to go on the SAP trip and may rather choose a different position or retirement. They can still be of great help if you treat them right. Support the willingness to change as much as you can as it will contribute to a smoother, more successful process overall.

People Preserving the Impact of the Global Template
You need to defend what you built, and you cannot leave it to chance. The support team that you install needs to monitor across the board, ensuring the many elements of the Global Template are preserved and truly alive! You need to give them purpose and respect; they are NOT an appendix to the operations, but an essential and critical part of it. It starts with your Center of Excellence, includes the various Business Governance functions, like Master Data Management, and also something that is often forgotten–the harvesting of brilliant ideas to ensure continuous improvement from people in the field who really know what works and what doesn’t within the system.

SAP Global Template Team

When we talk about giving people the tools, it starts with governance of the Global Template project–the do’s and don’ts, and, also, the maybe’s that you need to foster creativity. I have found over the years that it is of utmost importance to define and communicate the boundaries around which people will interact with the Global Template. Consider these categories:

  • Global Must-Have’s – Mandatory and therefore not debatable
  • Global Can-be’s – Extendable, used as add-ons to mandatory settings
  • Local Needs – Elements that are better left to the locals

This ties back to executive messaging reinforcing that these rules are there for a reason. This clarity will help tame the “too-free spirits” in the field and also functions as guardrails, helping people walk by themselves.

In our next chapter we will talk about the Governance tools that should support the effort of creating and deploying your coveted Global Template. As always, thanks for your valuable time today! If you have questions about Global Template that you’d like to see addressed in future posts, we invite you to reach out via Twitter.

SAP Global Template Demystified: Executive Message and Buy-in

When it comes to the implementation of an SAP Global Template, you have to be clear. You have to be bold. You have to shout it from the rooftops! Otherwise, you may end up hosting a lame party that people cannot wait to abandon.

Executive Buy-In: You need it to make the hard decisions stick. If not, the local crown prince may just decide to go on a software spending spree, while the king of a tiny ivy tower far, far away thinly veils a tantrum. Don’t get me wrong–it is not about dictating, but rather rallying support from the leaders of your organization.

Executive Message: Make it visible that the Global Template is at the core of your future business strategy. It’s not an “IT thing” that levels somewhere on the nice-to-have layer of your decision process. Achieve this by including C-suite executives in important milestones of the Global Template rollout, like the start of fit-gap sessions, key user acceptance testing dates, and the go-live. Allow the whole enterprise to see that you and key leadership speak with one voice.

SAP Global Template Meeting with Executives

I have experienced many times that the missing buy-in and participation of executive leadership results in local operations running astray. These unnecessary occurrences of leaving the chosen path to Rome never end in happiness. We all want to be recognized as independent thinkers, believing that only our own way is the way to go. In reality, the most successful companies find an acceptable level of standardization without ever abandoning diversity!

Ultimately, it is on you, the program director or Center of Excellence leader, to communicate the need for buy-in and participation to the executives. They are busy without you, even more busy when you come along with your ideas. Don’t throw random or generic sound bites about the necessity of a Global Template and see if it sticks. Make your touch points with executives meaningful so they can relate to the tasks at hand:

  • Be mindful of their time as their day has only finite hours! Schedule interactions in accordance with their availability. You do not want to compete with board meetings or annual budget sessions. Nurture positive relationships with executive assistants as they are the wonderful magicians that make things happen!
  • Be precise in what you need from them; prepare a specific executive summary of anything you want to convey. If you cannot summarize it, you may not have fully grasped it yourself–how can you expect them to weed through a hundred pages to figure out how to support you?
  • Be aligned with the company strategy on all levels. Don’t ask for funds that have not been budgeted except for rare, immediate needs. Understand the business’ direction to avoid asking for help that will not be supported by leadership. If you want to change directions, build alliances, and don’t be surprised if it takes more time than anticipated.

The point is that you need to acquire buy-in to keep things moving! When charged with building a Global Template, it is part of your job description to be the glue between the deciders and the doers. So be that link, the building block that manages up and downward. 

In our next installment of the Global Template blog series we will discuss the heart of the operations–the people that make it happen, the stakeholders, and those who are most impacted. If you’re looking for support with an SAP Global Template rollout, contact our team and see how Vortex Consulting can be a critical ally in the process.

SAP Global Template Demystified

Welcome to the first in a new series on the Vortex Consulting blog. Join us over the next few months as we explore the ins and outs of SAP Global Template.

It isn’t about configuration. It isn’t the business process. Nor is it about documentation. It is about all of that and much more. An SAP Global Template (“GT”) is a blueprint to success, a holistic view of all elements of your SAP journey!

To achieve the promise of cost savings, rapid deployment, efficient support, and a solid return on investment, the breadth of standardization must cross the enterprise as a whole, including people, process, and systems.

The challenge is that many consultants, and firms, attempt to give guidance about SAP Global Templates, but only a few truly understand it. When embarking on the exercise, many people quickly realize the complexity and either give up or go only part way. To avoid this frustration and expenditure, you need to plan a GT like a major project, then embed it into your business strategy and long-term deployment plan(s). Finally, it has to be supported with expertise and experience, either in-house or through external advisors.

Vortex Consulting SAP Global Template Guide

Today’s post is the first in a new blog series we are launching. In the coming weeks, we will explore the underpinnings of an SAP Global Template and touch on the topics that need to be considered for standardization. And yes, it’s all about streamlining and standardizing to avoid reinventing the wheel in endless blueprinting sessions. With the concepts we will explore, your team can develop the software fabric that will allow for rapid, agile deployments. This strategic activity will generate acceptance in the organization with a right-sized overall SAP environment that supports the business vision and strategy.

Elements of an SAP Global Template that we will explore in upcoming blog posts:

SAP Global Template Elements

All these elements need to be considered in the context of already existing enterprise IT and business structures. None of them can be seen as a stand-alone effort. Each is a critical part of the foundation that can support the weight of future SAP deployments. When done right, an SAP Global Template can turn a possible burden into an IT strength, leading to a deep acceptance throughout the organization as it generates a “common language” for the deployments of the SAP package across the entire fleet.

Before we end this post, let me take a moment to drill deeper into the idea of a “common language.” This is not a question of whether English is your worldwide project language. It is one of the single most important success factors of your SAP journey. You need to create a dictionary of SAP Global Template business terms and take the utmost care to teach it, reiterate it, and defend it! Yes, you need to defend it until it becomes ingrained into the business DNA! Why? It is difficult enough to bridge a potential gap of languages, cultures, and countless other variables when rolling out an SAP road map across the enterprise. You should not add the unnecessary complications of debating if you refer to a division as a “group” or a “business line.” Clarity minimizes confusion and could literally save millions in wasted dollars.

It is the clarity of thinking strategically, speaking with the vocabulary of convergence, and the holistic inclusion of all aspects that makes an SAP Global Template successful. And you can be the designer of this thriving system, with the help of your trusted advisors. 

Check back next week for the second post in this series, and be sure to follow us on Twitter to stay up to date on all the latest news from the Vortex Consulting team.