When embarking on any major technology transformation, particularly one as complex and critical as an SAP implementation or upgrade, the starting point isn’t technology. It’s people. Specifically, it’s about ensuring alignment among the executive team and the board.
Executive alignment is one of the most critical success factors in any transformation. Without a shared vision, clear goals, and united commitment at the top, even the most promising initiatives can falter.
Yet, too often, transformations begin with speed, not strategy. A well-intentioned executive champions a program. There’s urgency. There’s momentum. But there isn’t always alignment. It’s assumed rather than assured. As Marcela Ugaz, transformation specialist and partner at Org, aptly noted during a roundtable session: “It’s not that executives and the board don’t want to be aligned – we just haven’t spent the time to get them aligned.”
Why Executive alignment matters
Misalignment among executives can lead to significant challenges. It is not uncommon for executives to be eager to start a transformation without taking the time to align their goals and strategies. This can result in a lack of support and sponsorship, which are essential for the long-term success of the transformation.
Without a shared understanding of the “why,” the “what,” and the intended outcomes of a transformation, cracks start to form before a single line of code is touched. True alignment is foundational. It ensures:
- Shared strategic intent
- Unified ownership and sponsorship
- Clear financial commitments and scope prioritisation; and
- Resilient decision-making frameworks
Executives do not need to be best friends, and they don’t need to agree on everything. But they must commit to the same outcomes and understand how the transformation will support the broader business strategy. Clear decision-making authority and a well-defined governance structure are essential for making informed choices and driving transformation success.
Starting with Phase Zero: The human work
Phase Zero is where the magic happens. It is where healthy debates take place, trade-offs are discussed, and decision rights are clarified. It’s where a decision planner can be invaluable, mapping out the cadence and ownership of every critical choice over the first 10-12 weeks.
Most executives are experts in running businesses, not in transforming them. And that’s okay. But they must be educated and engaged. Transformation is not a spectator sport. It requires skin in the game.
Common pitfalls of misalignment
- Over-reliance on technology owners: CIOs enable the business, but do not run it. Leaving decisions solely to IT can result in missed business value.
- Lack of clear governance: Real governance involves the CIO, CFO, P&L owners, and strategic leads.
- Weak vendor partnerships: Selecting a vendor based on credentials alone, without considering values, ways of working, and cultural fit, is a recipe for blame-shifting.
- Misplaced metrics: Overpromising ROI or assuming transformation alone will drive sales can backfire. Be real.
The role of independent advisors
One recurring theme in transformations gone wrong? A lack of objective guidance.
As Marcela noted, “We often don’t get the right advice at the beginning.”
Independent advisors play a vital role in:
- Mediating between internal teams and vendors
- Representing the interests of the entire entity
- Keeping governance honest and decision-making grounded
Focus on value, not just cost
Technology transformations aren’t always cheaper. In fact, modern platforms can be more expensive than legacy systems. But the goal isn’t to slash headcount or cost, it’s to enable the future of the business and support the next phase of growth.
That means identifying the assumptions underpinning the business case, validating them, and having the courage to cut non-critical features when budgets tighten. It means understanding that integration, data quality, and process design are the silent killers or enablers of success.
Be real, be ready
Spending too early, underestimating data complexity, or treating the transformation as a purely technical exercise are common missteps. So too is the overuse of part-time resources or failing to backfill roles, putting BAU and transformation in constant conflict.
It’s also easy to fall into the trap of misinformation. Big announcements, bold brochures, and change slogans before anything has been validated can damage credibility. Be honest. Be measured. Be human.
Design with discipline: Customisation that counts
Before customising, ask the critical question: “Is this difference fundamental to how we create value?”
Too often, organisations customise standard processes – not because it’s necessary, but because it’s familiar. The result? Added cost, unnecessary complexity, and painful upgrade paths.
Save customisation for your unique value-generating activities and ensure a design authority is in place to review all decisions holistically – including organisational implications. Smart design is not just about what’s possible, but what’s practical, valuable, and sustainable.
Setting the stage for sustainable success
Your SAP journey isn’t just about software. It’s about setting up your organisation for long-term success. That starts with:
- Executive alignment from day one
- Investing in education and robust debate
- Establishing real governance with empowered decision-makers
- Choosing partners based on trust, not just credentials
- Thinking business-first, not tech-first
- Being honest with yourself about what success looks like
At Org, we believe the solution to every transformation challenge starts with a human conversation.
More Human Please.
Written By
Louise Langridge
Regional Managing Director
