MARIA SCHNEIDER, CEO |
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MARIA SCHNEIDER, CEO |
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CHAZ WILSON, SENIOR VICE PRESIDENT, SALES |
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NIKKI ANDREESSEN, CIO |
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MICHAEL SMITH, CFO |
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MAKAYLA LEWIS, CMO |
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DALE JONES, SENIOR VICE PRESIDENT, SUPPLY CHAIN |
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MARK DI PAULO, COO |
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TIFFANY YUNG, VICE PRESIDENT, CORPORATE DEVELOPMENT |
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MAGGIE MCGUIRE, CHIEF RISK OFFICER |
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Scenario 1: ERP Rapid Modernization |
The first option would involve converting the current Global Vision systems to the latest SAP S/4HANA solution. “This is the quickest, easiest option that requires the least effort,” the CIO said. “It’s, therefore, the lowest-cost way of dragging our systems into the 21st century.” She explained that her team has been in discussion with architects from SAP. “We have run reports in our current systems that show the additional capabilities we will gain by converting our current SAP solution system to the latest SAP S/4HANA solution,” she said. “And those expected benefits are large.” “The simplification we can achieve with SAP S/4HANA means not only can we establish a digital enterprise platform but we can also eliminate a huge amount of customization in favor of standard SAP processes,” she stated. “SAP S/4HANA gives us an incredibly flexible ERP platform. It is agile and cloud ready. We can deploy the solution in the cloud, or we keep our on-premise system but use the built-in cloud connectivity tactically to extend the value of the core ERP system.” What’s more, this option would allow a considerable reduction in the company’s data footprint. “In addition, for Mike and his team, it delivers one source of the truth for all financial data, including actuals and plans,” she said. |
Scenario 2: Business Process Optimization |
The CIO continued explaining the options. A series of Global Vision acquisitions had created enormous complexity in the technical landscape, the process landscape, and the reporting landscape. A huge manual effort was needed to create reports. With that in mind, she proposed a second option. “Although a straightforward conversion of the main SAP system would seem to be the quickest option, it does not allow us to change our basic, fundamental setup,” she said. “The complexity remains pretty much the same. Even though we will get some simplification, such as the universal journal in finance, we will not be able to maximize the value of this to the fullest extent, due to the complexity of our setup.” To address these issues, she proposed a second option: to reimplement an ERP solution such as SAP S/4HANA. “Typically, this type of project would mean embarking on a multiyear transformation,” she said. “We would not expect substantial ROI until most of the business transitioned onto the new system.” By adopting SAP S/4HANA, Global Vision could do things differently. “SAP offers an alternative deployment option, which is called the SAP S/4HANA solution for central finance foundation,” she explained. “This option would allow us to establish a new digital-core system while transforming finance immediately. The ROI based on the finance transformation will be sufficient to pay for the initial investment.” |
Scenario 3: Enterprise Transformation |
The final option offered the greatest potential for change. Considering the increasing expectations from customers, the dynamic competitive marketplace, and the barriers imposed by the current IT systems, the CIO proposed the possibility of enterprise transformation. “By deploying SAP S/4HANA and committing to an enterprise-wide transformation, we could bring our core ERP platforms into a thoroughly modern digital setup,” the CIO said. “In talking with SAP, we realize that new deployment approaches offer more flexibility. We can deploy the solution incrementally, transforming the company in stages and minimizing disruption.” Instead of the traditional big-bang approach, Global Vision could roll out SAP S/4HANA in stages. That would help the company better manage risk and use lessons learned from each stage in subsequent rollouts. “This transformation option is more challenging,” the CIO said. “But it also offers the greatest opportunity to create significant value for the business while preparing Global Vision to compete in the years ahead.” The CIO concluded by showing a comparison of the different approaches (see Figure 9). |
ERP Rapid Modernization
The team began considering the first option: converting to SAP S/4HANA with no major IT reconfiguration. The executives quickly traded concerns, ideas, and questions. |
Business Process Optimization
The team began weighing the costs and benefits of the second option: converting to SAP S/4HANA and performing a major IT reconfiguration. The executives weighed in with ideas and concerns. |
Enterprise Transformation
The executive team began considering the third option: converting to SAP S/4HANA as part of an enterprise transformation. Business leaders expressed their ideas and discussed their concerns. |
ERP Rapid Modernization
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Business Process Optimization
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Enterprise Transformation
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