Migrating to SAP S/4HANA is no ordinary IT project – it affects processes, people, and structures equally. Many companies start ambitiously, but lose time, money, and focus over the course of the project. The causes? Often, these are typical pitfalls that occur repeatedly – and are avoidable.
Based on our experience from international S/4HANA projects, we highlight the 7 most common mistakes that make projects unnecessarily expensive – and how to specifically avoid them.
1. Missing target image – no clear direction
An SAP project without a strategic framework quickly degenerates into a mere system migration. If companies don’t define why they are implementing S/4HANA and what business value they expect, they lose their bearings along the way.
Tip: Before starting the project, define a clear goal that goes beyond technology: Which processes should be improved? Where are your specific efficiency potentials?
2. Fit-to-Standard is misunderstood
“We do everything in a standard way” sounds good – but it’s often misinterpreted. Instead of consciously adapting processes to best practices, existing procedures are simply “translated” to new transactions. The benefits are lost, as is the idea of standardization.
Tip: Use fit-to-standard workshops to critically examine existing processes. Not everything that has evolved historically belongs in the future.
3. Data quality is underestimated
Master data is the backbone of every SAP system. Anyone who enters the migration process with outdated, duplicate, or incorrect data carries the problems into the new world—including all the resulting errors.
Tip: Plan a data cleansing project early on. Define clear responsibilities for material master data, suppliers, customers, and conditions.
4. Change management is forgotten
A new system alone doesn’t change anything – it’s the people who have to operate it that do the trick. Lack of training, unclear communication, and a lack of acceptance are common reasons for insufficient use after go-live.
Tip: Involve key users from the beginning. Train them not only on functions, but also on new roles, responsibilities, and ways of thinking.
5. Legacy and in-house developments are taken over
Many companies are migrating their old Z programs and in-house developments 1:1 into the new system – due to time constraints or uncertainty. The result: an expensive, difficult-to-maintain S/4HANA core that is hardly future-proof.
Tip: Critically examine each custom development: Is it still needed? Is there a standard feature? Less is definitely more here.
6. Processes are thought of as too modular
In practice, we often see this: Purchasing optimizes its own area, sales optimizes its own – but no one considers the overall process. The result: media disruption, interface problems, and inefficiencies despite a modern interface.
Tip: Think in terms of end-to-end processes such as order-to-cash , procure-to-pay , or make-to-stock . Only then will S/4HANA realize its full potential.
7. Internationality is underestimated
International rollouts bring their own challenges: local taxes, languages, legal requirements, and cultural differences. Without a clear rollout strategy, the project quickly becomes confusing—and expensive.
Tip: Work with a global template, define central vs. local requirements and rely on experienced teams with international know-how.
Conclusion: Pitfalls are avoidable – with experience, structure and clarity
SAP S/4HANA is a tremendous opportunity – but it’s not a surefire success. Those who are aware of typical pitfalls can take early countermeasures and set the project on the road to success. The following applies: The technology works – the challenge lies in the structures, processes, and people.