Energy
2024
SAP S/4HANA in the energy sector: When technology comes after people
The Challenge
A large energy-sector organization was operating on an ageing version of SAP, surrounded by a constellation of costly, fragile, and hard-to-scale custom-built systems. The move to SAP S/4HANA was inevitable — but the real complexity wasn't technical. It was human.
Key Challenges
Deep dependence on custom-built legacy systems that were difficult to replace
Undocumented processes driven by individuals rather than systems
Resistance to change rooted in long-established work habits
High risk of the solution being rejected despite a technically successful deployment
Our Approach
Before implementing anything, we listened. Every bit of resistance, every fear, every concern was taken seriously and addressed directly. We structured a three-level communication cadence — daily, weekly, and monthly — so no one would feel lost in the transformation. From the outset, the project was treated for what it truly was: a transformation of human habits, not a technology migration.
Strategic Framework
Active listening — One-on-one and team meetings to understand and address resistance at the source
Structured communication cadence — Daily, weekly, and monthly check-ins to track progress, anticipate issues, and maintain engagement
Human-centred change management — Support focused on helping people adapt rather than on rolling out features
Rigorous governance — Close tracking of milestones, budgets, and risks to deliver without drift
The Solution
A planned and executed SAP S/4HANA migration with an absolute priority on human adoption. Every technical decision was made with its impact on users in mind — so the solution would become theirs, not the consultants'.
What We Implemented
Complete migration to SAP S/4HANA with progressive replacement of legacy systems
Structured onboarding programme tailored to different user profiles
Governance framework with steering committees and clear escalation mechanisms
Decommissioning plan for custom systems with 18+ replacements underway
The Results
Before | After | |
|---|---|---|
Delivery | — | On time and on budget |
Adoption | Active resistance | Full ownership |
Legacy systems | Complex and costly constellation | 18+ replacements underway |
Delivery met — on schedule and within the budget defined from the start
Real adoption — the teams truly embraced the solution, not just tolerated it
18+ custom systems being replaced by native SAP solutions
Structural reduction in future maintenance costs as decommissioning progresses
Conclusion
An ERP project doesn't succeed on go-live day — it succeeds on the day people can no longer imagine working any other way. That was the objective guiding every decision, every conversation, and every deliverable in this engagement.
