S/4HANA Migration:
what truly defines success

The migration from SAP ECC to S/4HANA is no longer a question of if it will happen. Today, the real question is: how to make this transformation happen the right way — and successfully.

The answer, increasingly clear among large organizations, goes far beyond technology.

Projects of this magnitude don’t fail because of the system. They fail — or succeed — because of people, leadership, and execution working together.

And that was exactly the central theme of a conversation we recently led at SAP House in São Paulo.

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Far beyond technology: what truly defines success

Over the past few years, we’ve seen companies structure solid projects, with strong tools and experienced partners — and still face critical execution challenges.

At the same time, we’ve also seen large organizations successfully deliver some of the biggest migrations in Latin America.

So what sets these scenarios apart?

It’s not just the plan.
It’s how the plan is executed.

As reinforced during the event:

“Great achievements don’t happen by chance.”

They happen when there is:

• Clear alignment between business and IT
• Active leadership during moments of pressure
• Continuous engagement across the entire organization
• A team that plays together — including partners

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What we learned from those who have already gone through this journey

During the event, we were joined by executives from Votorantim and Eldorado Brasil, who shared their experiences in S/4HANA migration projects — recognized among the largest in Latin America.

Without going into technical details, the most important takeaway wasn’t the technology used.

It was how these organizations led the process.

A few key lessons became clear:

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1. Projects at this scale are not IT projects — they are enterprise-wide

One of the biggest risks is treating the migration as a purely technical project.

In reality, it impacts processes, culture, decision-making, and how the company operates.

That’s why success depends on:

• Engaging business areas from the start
• Making the project relevant beyond IT
• Ensuring constant communication across all fronts

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2. Leadership makes the difference — especially under pressure

Critical moments are part of any transformation.

Tight timelines, operational risks, complex decisions.

In these moments, leadership shifts from conceptual to practical:

• Providing clear direction
• Keeping the team aligned
• Making decisions even under uncertainty

During the panel, this connection became even stronger with the participation of Zetti, former World Cup champion goalkeeper, who brought a direct perspective from sports:

Strategy sets the direction. Execution depends on people ready to play.

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3. Engagement doesn’t happen by itself — it must be built

Another recurring theme was change management.

In projects like this, not everyone starts out believing.

Resistance is natural.

The difference lies in how the organization addresses it:

• Clear and continuous communication
• Active involvement of users
• Preparing the team for change

As discussed during the event:

Not everyone steps onto the field believing — the leader’s role is to bring everyone toward the same goal.

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4. The role of the partner: delivery is not enough

A critical point raised was the difference between:

• A partner who delivers
• And a partner who truly acts as part of the team

In projects of this complexity, the partner must:

• Understand the client’s context
• Anticipate risks
• Actively contribute to decisions
• Work alongside the client — not just deliver

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In the end, it’s about people

Perhaps the most important insight from the discussion was also the simplest — and often the most overlooked.

In the end, projects are not about systems.

They are about people.

As summarized in the closing:

It’s not about systems, targets, or processes.
It’s about who steps onto the field and chooses to make it happen.

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A topic that cannot be ignored

The migration to S/4HANA is an inevitable journey for companies that want to remain relevant, efficient, and prepared for the future.

But what differentiates those who simply migrate from those who truly transform is clear:

• An engaged team
• Present and active leadership
• Execution as one unified effort

And that’s exactly what we explored at the event hosted by Exed at SAP House — bringing together leaders from major organizations and different perspectives to discuss what truly makes these projects succeed.

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Conclusion

If there’s one common lesson among companies that have successfully gone through this journey, it is straightforward:

Technology is essential.
But people are what ultimately define the outcome.