ZZXREFDETAIL–SAP’s Dreaded Universal Cross Reference Table (…that your favorite SAP functional consultant hates to see)

SAP Architect Matthew Montano continues his series on the Vortex Consulting blog:

I think the Las Vegas odds are good that your SAP ERP system has a custom table starting with Z and a name like ‘XREF…’.

Why am I so sure that’s a safe bet?

After 25 years, I’ve seen far too many SAP functional consultants and developers stumble across a requirement where the answer is to utilize a cross reference table. The solution inevitably ends up being a custom database Z Table. (Of course, there is always the question as to why custom code was needed in the first place…you can read more about my thoughts on that in my previous blog post on custom SAP ABAP source code.)

More often than you realize, the implementation of a quick custom database Z Table means skipping all of the additional documentation that a custom solution would warrant. Conversely, using SAP in the manner it was intended can minimize or eliminate the need for additional documentation and security controls. 

And, of course, quick solutions are almost always shortsighted–focusing on a solution for now and not how it might support the next similar requirement.

A good SAP functional consultant can avoid inadvertently creating a house of cards combination of custom tables and custom code and additional unique dependencies. You definitely want to avoid the “short blanket syndrome” where you leave your feet cold for no reason.

Vortex SAP functional consultant sitting at computer with complex SAP data chart with many rows on screen.

So here’s what the process might look like:

It all starts with a simple “If the Sales Area is X, then set the flag to Y.”

Everyone gets excited that the business requirement has been quickly addressed with the ~magic~ of the Z Table.

Then other custom functionality uses the same Z Table.

Then someone forgets to update the table.

Then someone updates it incorrectly (maybe with something as simple as entering an O versus a 0?).

Then someone forgets to update the documentation that describes how to update the table.

Then someone corrupts the table.

Then the table is not included in the system backup.

Then an auditor asks why a single user has single and solitary control over dozens of core functions of your SAP system.

It never ends well.

Graphic with text stating that SAP functional consultant can offer better solutions than a custom Z Table.

In almost all cases, your SAP functional consultant can offer a better solution that respects all key aspects:

  • Maintains data integrity
  • Ensures security
  • Delivers appropriate validation

It often takes a few extra lines of code to retrieve the data, but the benefits of everything that SAP already provides is almost free. 

Below are some ideas so you too can avoid the dreaded Z Table.

Do you need a value that is different by customer, vendor, or material? Store it along with the rest of the Business Partner (Customer or Vendor) or Material data. There are numerous existing fields that might already suit your requirement. If not, adding additional characteristics is easy for a well-versed SAP functional consultant.

Do you need to track a value that varies by Sales Area or Purchasing Organization? Why not create a customer or vendor with a fixed partner number and store the data there? 

For more complex requirements, SAP has built an entire toolkit named Business Rules Framework plus–or simply BRFplus–that provides an entire infrastructure to securely store and validate cross-reference data. A small learning curve can yield extensive benefits.

There are numerous other SAP-supported capabilities to store data within SAP GTS, SAP CRM, the IDoc/ALE Integration, and more. Use them!

So, the next time someone suggests using a Z Table to store data, stop them. It is absolutely worth the investment for the long-term stability of your solution to ensure that critical data is stored in the right place so it is subject to the correct validation, security, and retention controls.

If you feel your project needs assistance in finding better solutions to meet your business requirements, please do reach out to Vortex. SAP functional consultants are at the center of our ERP solutions offering. Contact us today to get the conversation started.

SAP Architect Matthew Montano

About the Author: Matthew Montano is a Vortex Consulting SAP architect with more than 25 years of experience in Electronic Data Interchange, Supply Chain Integration, and Third-Party Logistics. His passion for good documentation and streamlined work process has yielded measurable results for clients in the consumer packaged goods, life sciences, manufacturing, and transportation industries across both the United States and Canada.

Check out his previous blog posts here: Why Years of SAP ERP Experience Makes Me Question if You Really Need that Custom Code / Time Zones in SAP: Let’s Dig In / Daedalian ABAP Source Code (aka Throw us Old Folks a Bone) 

Measuring Change Effectiveness: OCM Series, Part VI

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

As we conclude our blog series on SAP Organizational Change Management (OCM), it’s crucial to focus on measuring the effectiveness of the change initiatives undertaken in order to ensure we’re delivering the best possible services. This final stage, change effectiveness, is where organizations assess whether the implemented changes have met intended objectives and delivered the expected value to the business. This post explores the strategies and methodologies to effectively measure change, ensuring that the SAP implementation not only achieves designated goals but also sustains long-term success.

SAP OCM Change Effectiveness Graphic

Setting the Foundation for Measuring Change Effectiveness

The first step in assessing change effectiveness is to establish clear, measurable objectives during the initial stages of the OCM process. These objectives should be aligned with the broader business goals and should provide a baseline against which the impact of the SAP implementation can be evaluated.

  • Define Success Metrics: Develop specific, quantifiable metrics that reflect the critical success factors of the SAP project. These could include performance indicators such as system utilization rates, process efficiency improvements, and user satisfaction levels.
  • Baseline Data Collection: Before implementing changes, collect baseline data to provide a point of comparison. This data will serve as a benchmark to measure the actual impact of the SAP system once it is fully operational.

Implementing Tools for Continuous Assessment

To measure the effectiveness of official change, organizations must implement tools and systems that allow for continuous monitoring and evaluation.

  • Feedback Systems: Utilize surveys and interviews to gather feedback from end users about their experiences with the SAP system. This qualitative data can provide insights into areas that need adjustment and highlight the success stories that can be built upon.
  • Analytics and Reporting Tools: Leverage SAP’s built-in analytics capabilities to track usage patterns, completion of key processes, and adherence to new workflows. These tools can provide quantitative data that is crucial for measuring the effectiveness of the change.
  • Regular Reviews and Audits: Schedule regular reviews and audits to assess the system’s performance and the effectiveness of the training and support structures. These reviews should be conducted at multiple levels, from technical audits of the SAP system to organizational assessments of change adoption.

Change Effectiveness as part of SAP OCM chart

Leveraging Learnings to Foster Continuous Improvement

The ultimate goal of measuring change effectiveness is not just to assess whether objectives have been met but also to identify opportunities for continuous improvement.

  • Document Lessons Learned: Create a formal process for documenting lessons learned throughout the SAP implementation. This should include both successes and challenges, providing a roadmap for future change initiatives.
  • Adjust Strategies Based on Insights: Use the insights gained from measuring effectiveness to refine and adjust strategies. This might involve enhancing training programs, tweaking the SAP configuration, or altering support mechanisms to better serve user needs.
  • Promote a Culture of Adaptability: Encourage a culture where feedback is valued and used constructively to make continuous adjustments. This adaptability is crucial in ensuring that the organization remains responsive to evolving business needs and technological advancements.

Measuring change effectiveness is a critical component of ensuring that the significant investments in time, money, and resources deliver the expected returns. It provides the necessary feedback loop to refine and optimize processes, enhancing not only the current implementation but also providing valuable insights for future projects. 

As we conclude this blog series on SAP Organizational Change Management, it’s clear that the journey of change is ongoing. By effectively measuring and adapting to the outcomes of SAP implementations, organizations can ensure sustained success and continued alignment with their strategic business objectives. This approach not only maximizes the benefits of current SAP solutions but also strengthens the organization’s overall change management capabilities, preparing it for future challenges and opportunities. If you’re looking for an SAP OCM solutions provider, reach out to us via email. And as always, we invite you to follow us on LinkedIn to stay updated on the latest Vortex news and happenings. Thank you for joining us on our SAP OCM blog series. 

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
Successful Change Implementation: OCM Blog Series, Part IV
Successful Change Enablement: OCM Blog Series, Part V

Successful Change Enablement: OCM Series, Part V

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

Change enablement is a critical stage in the SAP Organizational Change Management (OCM) process, focusing on empowering employees to embrace and leverage new systems and processes effectively. Change enablement in the technology sphere creates what is known as an “IT community of change.” This refers to a group of individuals within the information technology sector who are focused on leveraging technology to drive positive and impactful change within their organizations and the wider society. This community is committed to using their skills, knowledge, and resources to foster innovation, solve complex problems, and improve processes and systems. They collaborate and share ideas, tools, and best practices to drive meaningful and sustainable change. In addition to the technical aspect, this community also values diversity, inclusion, and ethical considerations in their initiatives and projects.

Unlike implementation, which is primarily concerned with the technical setup and execution of the SAP system, change enablement centers on ensuring that the workforce is equipped, supported, and motivated to make the most of the change. This blog post delves into the strategies and practices that contribute to successful change enablement within an SAP project, providing actionable insights to facilitate this vital phase.

Change Enablement Graphic

Building an Enablement Framework

Change enablement in an SAP context requires a structured approach that aligns technical tools with human capabilities. It involves creating an environment where employees not only know how to use the new SAP system but are also champions of its potential to enhance business performance.

  • Comprehensive Training Programs: Effective training is the cornerstone of change enablement. This training should go beyond basic functionality to include context on how the new processes improve on previous ones. Advanced training modules should also be available for power users or super-users who can then act as in-house experts and peer trainers.
  • Resource Accessibility: Ensure that all users have easy access to learning materials, tutorials, and support documentation. These resources should be available in various formats (video, text, webinars) to cater to different learning preferences and needs.
  • Real-time Support Systems: Establish a support system that provides real-time help to users encountering difficulties. This could be in the form of a help desk, user forums, or a chatbot that provides instant answers to common queries.

Change Enablement as part of OCM chart

Leveraging Technology for Change Enablement

The use of technology in enablement strategies not only facilitates a smoother transition but also enhances the overall user experience, encouraging quicker adoption and deeper understanding of the new SAP system.

  • Feedback Mechanisms: Implement technology-enabled feedback tools that allow employees to share their experiences and challenges in real time. This feedback is invaluable for ongoing improvement of training and support services.
  • Performance Support Tools: Integrate performance support tools that provide on-the-job guidance and assistance. These tools can offer contextual information and step-by-step help within the SAP system itself, reducing downtime and improving productivity.

Cultivating a Culture of Continuous Learning

Change enablement is not a one-time event, but a continuous process that evolves as users grow more proficient and as business needs change. Cultivating a culture of continuous learning is essential to maintaining and expanding SAP system efficacy.

  • Encourage Exploration and Innovation: Foster a work environment that encourages employees to explore the full capabilities of the SAP system and to innovate ways of improving their workflows with these new tools.
  • Recognize and Reward Engagement: Implement recognition and reward systems that acknowledge employees who excel in using the system or who contribute to improving it. This can significantly boost morale and encourage others to engage more deeply with the SAP system.
  • Ongoing Education and Upskilling: Provide opportunities for ongoing education and upskilling, keeping the workforce abreast of new features and technologies related to the SAP system. This ensures that the organization continues to leverage the latest advancements effectively.

Effective change enablement in SAP OCM is about more than just training; it’s about creating an ecosystem that supports continuous improvement, learning, and engagement. By investing in comprehensive training, leveraging technology, and cultivating a culture of continuous learning, organizations can ensure that their workforce is not only prepared but also enthusiastic about maximizing the benefits of the SAP system. This proactive approach is crucial for maintaining competitive advantage and driving long-term success in today’s dynamic business environment.

In our next post we’ll conclude our OCM blog series as we focus on change effectiveness. If you’re ready to discuss how Vortex can provide Organizational Change Management solutions for your business, send us a message. And we invite you to follow us on LinkedIn to stay updated on the latest Vortex news and happenings.

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
Successful Change Implementation: OCM Blog Series, Part IV

Managing 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

Optimizing 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.