SAP Public Cloud Implementation: The 5 biggest mistakes and how to avoid them

This blog article is aimed at CIOs, IT managers, specialist departments and project managers in SMEs who are planning an SAP transformation or are already in the middle of implementing one.

It is closely linked to a panel discussion that we heard as part of our “Court & Cloud” event on January 22. The panel included Amna Malik, who was responsible for an SAP cloud migration at Karl Schmidt Spedition; Johannes Schwager, Consulting Manager at SAP and Felix Sander, Head of Solution Advisory & Consulting at Axians.

In this article, we summarize the five most common challenges that companies encounter on their way to the cloud and why they occur so often in practice.

Mistake 1: Going into the standard without wanting change.

Why “standard” does not mean “without adjustments”

Many companies start with the expectation: “We’re going standard – it will be easier.” And yes, standardized processes are a key advantage of the public cloud. But standard does not automatically mean that existing processes can be adopted unchanged.

In practice, this quickly becomes apparent:

• Different departments have different priorities.
• Processes must be considered end-to-end – not just within individual areas.
• Familiar ways of working often do not fit one-to-one with the new system.

A change of perspective is therefore important:
Standard does not mean sacrificing individuality, but conscious simplification. Configurations, customer-specific fields or minor extensions are still part of the package. It is crucial that the core of the system remains clean.

Our practical tip:
The crucial question is not “How do we rebuild the old?”, but “Which processes are really necessary?”

Mistake 2: The flexibility of the public cloud is underestimated.

An equally common misconception is that the public cloud inevitably leads to restrictions. Statements such as “That’s not possible in the cloud” can be heard in many early project phases. In practice, however, the opposite is usually the case: the possibilities are there, they are just often not properly classified.

Today, companies have numerous options at their disposal:

• Extensions outside the core system
• Development of new logics on platforms such as the Business Technology Platform (BTP)
• Simple and structured data exchange for extensions such as the BDC

The big advantage: updates keep the system stable, innovations can be used more quickly and the environment remains maintainable in the long term.

It is typical that companies first try to solve new requirements exactly where they are used to doing so from the past: in the ERP itself. This results in unnecessary complexity or options are hastily discarded.

The real issue is therefore not so much the technology, but the mindset:
Not everything has to take place in the ERP core. Modern ERP architecture thinks modularly.

Mistake 3: The discovery phase of the SAP Public Cloud Implementation is rushed.

Fit-to-standard instead of fit-to-gap

Another critical point is at the very beginning of many projects: the discovery phase. Although it forms the basis for all further steps, it is often completed too quickly. The pressure to “finally get into the project” leads to analyses being shortened and decisions being made prematurely.

Typical errors:

• Scope is defined too quickly
• Processes are only considered superficially
• Interfaces or special cases are recognized too late

Our experience shows that a more intensive pre-project phase is almost always worthwhile. A clean analysis at an early stage saves effort, change requests and discussions later on.

An example: A production company defined its project scope in a few workshops. It was only during the implementation phase that it became clear that central integrations were missing. The necessary rework not only led to delays, but also to additional costs and internal coordination rounds.

At the same time, the methodology is shifting:

• Formerly: Fit-to-Gap → System is adapted to existing processes
• Today: Fit-to-Standard → Companies are guided by best practices

This does not mean flying blind, but conscious transformation.

Our practical tip:
With the Axians Discovery Assessment, you can get more out of the discovery phase than with a standard workshop. Analyze all processes thoroughly and only start the project when you know where you want to go.

Mistake 4: The resource problem: project vs. day-to-day business

What happens when resources are lacking?

Even the best planning reaches its limits if the necessary resources are not available. This is precisely one of the most common, but at the same time most underestimated success factors. ERP projects never run in isolation from day-to-day business.

Typical reality:

• Key people are both department heads and project team members.
• Workshops collide with operational tasks.
• Decisions are delayed.

If resources are lacking, this has direct consequences:

• Project durations are getting longer
• Increasing consulting costs
• Old systems run in parallel for longer
• Benefits will be realized later

A typical scenario: In a company, central roles were filled by department heads without giving them sufficient time off. Decisions were regularly delayed, coordination processes dragged on and the project increasingly lost momentum.

What makes projects really successful is not just planning, but management commitment.

Our practical tip:
Management must actively allow project work to take priority at times. Without this decision, there will be constant stress and the project will lose speed.

Mistake 5: After the go-live, we relax

Many companies see the go-live as the end. In reality, this is where the actual optimization phase begins.

What happens after the go-live:

• Processes only stabilize in everyday life.
• Users discover potential for improvement.
• Workarounds are optimized step by step.

The most successful customers do not see their ERP as a project, but as a continuous development. Especially after the go-live, daily business shows where there is still a need for change and catching up. The time and resources required for processing should not be underestimated.

Our practical tip:
Plan resources for the time after the go-live right from the start – processes grow with the company.

Conclusion: Successful SAP public cloud projects are above all change projects

SAP Public Cloud implementation is more technologically mature today than ever before. The biggest challenges lie not in the software, but in the organization itself: in expectations, decisions and the willingness to change.

This is the key to success:

• Realistic expectations of standardization
• Early and honest analysis
• Clear decisions
• A common mindset within the company

Companies that are prepared to rethink their processes, gain clarity early on and prioritize consistently create the basis for a stable and future-proof ERP landscape. The cloud is not a risk – but an opportunity if it is used correctly.

When you start tomorrow

If you are just starting out today, a few clear steps can often help you to set the right course: Understand what standard means in your context. Consciously take time to analyze your processes. Make sure that the right people have the time they need to make decisions. And plan the path after go-live right from the start.