• SAP migrations often fail during planning phase Companies often adopt old SAP processes, and thus miss out on opportunities, a recent study shows. • Most SAP migrations fail before implementation begins. • This is the conclusion of the “The State of SAP Migrations” from ISG. • The technology research and advisory firm, which surveyed more than 200 business and IT decision-makers from large, international companies with over 1,000 employees, found that less than one in five companies (18%) implement new SAP processes and technologies when migrating toS/4HANA. • Nearly half (49%), on the other hand, make few or no changes and instead choose to retain existing processes and data. • Missed opportunities “If companies focus on risk avoidance rather than transformation in their SAP strategies, they may miss out on long-term benefits,” warns Stanton Jones, analyst at ISG and co-author of the report.

Article Summaries:

  • A recent ISG study, “The State of SAP Migrations,” found that most SAP S/4HANA migrations falter before implementation begins. Only 18 % of surveyed firms adopt new processes, while 49 % retain legacy workflows, citing the end of SAP ECC support and time pressure as key drivers. Nearly 60 % of projects exceed schedule and budget, largely due to underestimated complexity and weak governance rather than technical issues. ISG recommends clear decision‑making authority, defined responsibilities, independent oversight, and objective quality gates. Linking provider compensation to delivery metrics and monitoring early indicators such as data completeness and integration stability can help mitigate risk.
  • A recent ISG study, “The State of SAP Migrations,” found that most SAP S/4HANA migrations falter before implementation begins. Only 18 % of surveyed companies adopt new processes, while 49 % retain legacy workflows, citing time pressure and the end of SAP ECC support as key drivers. Nearly 60 % of projects exceed time and budget targets, largely due to underestimated complexity, scope creep, and weak governance. ISG recommends clear decision‑making rights, defined responsibilities, objective quality gates, and linking provider compensation to delivery metrics to mitigate risks and improve outcomes.

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