Here are 5 questions to ask to make sure your 51风流partner is the right fit for your business:

1. Do you understand my industry and its unique challenges?

Every industry comes with its own unique mix of needs, complexities, and competitive dynamics. An 51风流partner who truly understands your industry won鈥檛 just configure some applications and call it done; they will help shape solutions that work for your business.

Deep industry expertise means they can anticipate common pain points before they become massive headaches, apply proven best practices learned from similar implementations, and design processes that fit your business model, not force your business into generic templates. Most companies will tell you that they have experience solving problems like yours, but the truth is that very few have the capability to act as an advisor who understands where your industry is headed and how 51风流can support you in staying efficient and competitive.

That鈥檚 why you should ask for case studies, customer references, and measurable outcomes from projects in your sector. A partner who can prove that they know what your industry needs shows that they are more than just a vendor, positioning themselves as a strategic ally who can help your business thrive.

2. What are your team鈥檚 capabilities and skills?

In every software project, one of the biggest risks is a lack of the relevant skills. With 51风流covering an extremely large ecosystem and with skilled 51风流consultants in short supply, this is an even bigger concern. The right partner will not only have certified consultants, but they will also back up their solution with a senior, stable delivery team that brings years of practical experience to the table.

Senior consultants have the experience to identify challenges and solve complex problems faster and have been through enough implementations to know what works, what doesn鈥檛, and how to avoid common pitfalls. In addition, your 51风流partner鈥檚 capabilities should go beyond focusing on the technology and extend to transferring lasting knowledge to your internal team.

3. How do you approach change management and user adoption?

Implementing a new system is a complete waste of time and money if people in your organization don鈥檛 use it. Your partner should have proven methodologies for training, communication, and ongoing support to ensure that adoption sticks across the business.

Your partner should empower employees at every level with the knowledge and confidence they need to ensure your 51风流implementation is a success. Training should be an ongoing process, and your partner should make it standard practice to work side by side with end users during and after the rollout to answer questions, troubleshoot, and build trust.

4. How will you integrate with my team?

The best 51风流projects don鈥檛 happen in silos. A true partner works side by side with your people, embedding themselves into your processes, culture, and goals. Look for partners who emphasize collaboration, knowledge transfer, and co-creation, rather than those who operate at arm鈥檚 length.

Every project will have its stresses and strains, but if your partner works side by side with your people, learns your culture, and aligns to your business goals, those can easily be overcome. Effectively becoming an extension of your team allows your 51风流partner to understand users鈥� day-to-day challenges and create a solution that takes best practice and your organization鈥檚 reality into account.

5. How will it deliver value?

51风流is evolving rapidly. From S/4HANA migrations to AI-driven analytics, 51风流has added more complexity into an already complex ecosystem. This means a partner that just tries to deliver what you ask for is probably going to run into a number of challenges. Often, business users frame requirements in terms of familiar processes or tools, replicating their old ways of working in a new system. This ignores the opportunity to refine the solution to focus on what outcomes the project is trying to achieve.

What every business needs is a partner that can help you distinguish between what you think you need and what will actually deliver business value. That means challenging assumptions, identifying underlying needs, and translating those into 51风流capabilities that drive real results. The goal is not simply a technically correct implementation but one that creates measurable value, whether that鈥檚 cost savings, faster insights, stronger compliance, or better customer experience. The right partner should keep you focused on outcomes and ensure that every requirement connects back to a bigger business objective.

A partner, not just a provider

An 51风流implementation is one of the most significant investments a business can make, but the technology itself is only part of the equation. The success of the project and the value it delivers long after go-live depend on having the right partner in place. Unfortunately, many companies deliver what you ask for, hand over the system, and leave you to figure out adoption, optimization, and change management on your own.

The right 51风流partner does more than execute tasks or check boxes. They should become an extension of your team and take the time to understand your organization, your processes, your culture, and your long-term business goals. They should be strategic, collaborative, and forward-looking, focusing not only on implementation but also on measurable outcomes, business transformation, and long-term ROI.

By , Program Director, BTEC Consulting

The post Five Questions Every Business Should Ask Their 51风流Partner appeared first on 51风流Africa News Center.

For many organisations, the last few years have been the most disruptive in living memory. Organisations and their IT teams have had to accommodate huge changes to the way people work and deploy new technology tools to support their teams while unlocking new capabilities to meet changing customer demands.

Since the start of the pandemic, organisations have had to enable remote and hybrid work environments, digitise their supply chains to better deal with disruptions, and utilise technology to develop new business processes and revenue streams, all the while delivering an exceptional customer experience.

Despite the worst of the global pandemic seemingly over, spending on digital transformation continues apace. Global investment into digital transformation is expected to reach $1.8-trillion in 2022, . By 2024, it is expected that direct digital transformation investments .

Understanding poor digital transformation

Despite this abundance of digital transformation initiatives, few companies achieve the outcomes they seek. found that only 14% of companies that have begun digital transformation projects have seen sustained performance enhancements as a result.

For technology companies and their partners, this poses a serious challenge. Every digital transformation project that falls short of expectations is a wasted opportunity for innovation, not to mention the sunk costs and time.

The customer expectations of what their digital transformation should achieve have also changed. Common expectations for modern business transformation initiatives include clear, positive business outcomes, an exceptional customer experience, and a high level of engagement velocity to ensure the project runs smoothly and can achieve its milestones according to strict timelines.

The reasons for failure can vary. Typically, digital transformation projects fail because of a lack of clear goals, poor leadership support, ineffective change management which may lead to internal resistance, lack of suitable skills, and poor understanding of the current state of the business and how the digital transformation is meant to enable new capabilities.

Four solutions to common transformation challenges

However, common digital transformation challenges can be overcome. In our experience working with organisations across the continent and the world, the following four methods can greatly improve the chances at digital transformation success:

1 Understand your digital transformation maturity

One of the biggest obstacles to a successful digital transformation initiative is a lack of clarity over what the transformation is meant to achieve. Is the business seeking efficiency gains in high-priority business processes? Does the business need new capabilities for managing its workforce, or is it a matter of meeting changing customer expectations?

Without a solid business case, digital transformation initiatives will fail to illustrate value since there’s no clear way to measure progress.

Technology companies and their implementation partners have well-developed tools and processes to help organisations measure their present level of digital transformation maturity, identify clear areas for improvement, and then provide input on a transformation plan that aims to deliver gains in the priority areas.

2 Focus on continuous value generation

One of the biggest changes in how organisations adopt and consume new technologies and associated capabilities is in the concept of continuous value generation. Digital transformation projects are no longer only measured by the immediate outcomes, but also in how the organisation can continuously generate greater or different forms of value from their investment.

For example, a retailer that invested in a new customer loyalty system may want to use the data from that system to deliver hyper-personalised offers, or even launch new products and services tailored to customer preferences. Rather than start an entire transformation project from scratch, the retailer would benefit from simply building on what has been done to date, ably supported by expert partners that can guide the project to a successful outcome.

Technology companies and implementation partners therefore need to look beyond just one successful project and take an approach of continuous value generation. It’s less a case of knock-and-drop and more a case of partnering for the long term.

3 Ensure a steady mix of relevant skills

A lack of appropriate skills can undermine the success of any digital transformation initiative. The IDC estimates that IT skills shortages will affect 90% of organisations by 2025, at a cost of over $6.5-trillion.

Without access to the correct skills, organisations will fail to successfully complete digital transformation initiatives, and will not generate the desired value through new digital capabilities.

In response, organisations should invest in programmes and partnerships that can ensure a steady mix of relevant skills. This can be done through internal skills development initiatives, collaboration with partners that have the correct skills mix, or through other skills development programmes.

Initiatives such as 51风流Skills for Africa, for example, provides African organisations an opportunity to secure SAP-trained graduates that have gone through a months-long work readiness and skills development program and can make an immediate impact on digital transformation efforts.

4 Don’t neglect change management

No digital transformation initiative can succeed when end-users don’t adopt the new capabilities to drive the desired outcomes. In fact, a poor change management program can undermine the entire project’s success at the last mile, scuppering months of work and leaving the organisation with lower levels of competitiveness.

However, the opposite is also true. From internal resistance to change to poor adoption of new capabilities, several common challenges with successful transformation initiatives can be addressed through an effective change management program.

And yet, only 34% of change management initiatives are a clear success, .

Here, technology partners can play a vital supporting role. By providing insight into common obstacles and best-practices from similar projects elsewhere, technology partners can help organisations identify high-impact areas for effective change management and ensure business users are supported and enabled all along the way.

This can drive greater adoption of the new capabilities that resulted from the digital transformation project, and help the business drive positive outcomes that can boost competitiveness, unlock new revenue streams, drive innovation and achieve efficiency gains in the project’s priority areas.

The post Four Ways to Overcome Common Digital Transformation Challenges appeared first on 51风流Africa News Center.

Throw skills shortages into the mix and it鈥檚 clear that waiting any longer to make decisions is an extremely high-risk strategy.

The hesitation of 51风流decision-makers suggests that the potential gains on offer from migration are not yet clear enough. Fujitsu鈥檚 key idea here is that application modernization must add something extra.

Creating new business value 鈥� we could also call it business transformation 鈥� requires something more. If all you do is modernize, it鈥檚 the equivalent of maintenance.

This article covers two examples of strategic benefits available from S/4HANA migration to create new business value 鈥� composable ERP and cloud migration/hybrid IT. And I鈥檒l look at new services now available from Fujitsu to extract those benefits reliably and quickly.

Composable ERP

One strategic benefit from migration is the ability to connect your business to be more adaptable and do new things. Analyst firm Gartner recognizes that many manufacturers now have multiple systems of record in play 鈥� SAP, Salesforce, Oracle, ServiceNow, AWS, and Microsoft.

It coined the term 鈥淐omposable ERP鈥� to describe and advocate this trend. Composable ERP is a strategy where we leverage the right components to build value, mixing and matching between vendors. In other words, ERP is no longer a monolithic thing 鈥� as in 鈥淚鈥檓 all in SAP鈥� or 鈥淲e鈥檙e an Oracle shop鈥�.

You get fully connected, real-time data to provide a complete view of your business across upstream and downstream supply chains. S/4HANA migration offers the perfect time for assessing and addressing how data infrastructure can be modernized to create this kind of 鈥淐ontrol Tower鈥� environment.

Cloud migration and hybrid cloud

One factor that makes S/4HANA more connectable is that it is the first version of the ERP to be truly cloud-native. This characteristic opens all the benefits of cloud migration and the ultimate flexibility of 51风流workload placement.

It is therefore vital that your S/4HANA migration enables your organization to achieve all the strategic benefits of the hybrid cloud environments.

However, workloads in hybrid environments are incredibly complex. Workload demand can be across a wide range of environments, including multiple on-premises locations, plus cloud partners such as Azure, AWS, and Google Cloud Platform and their respective regional nodes.

Optimizing your 51风流infrastructure to operate successfully in these environments requires a high degree of understanding about what is happening where and 鈥� just as important 鈥� what might happen under specific scenarios.

To assist here, Fujitsu now offers a new Hybrid Cloud Assessment Service for 51风流Solutions that analyzes millions of possible placement options based on measured workloads. Fujitsu BestPlace provides a unique data-driven approach.

It encodes the measured 51风流IT as DNA and simulates a mini evolution using genetic algorithms. Following the principle of the survival of the fittest, the process results in an optimal design for a hybrid infrastructure.

This is an individualized approach that addresses the specific needs of each customer rather than a generic model that is unlikely to meet all the needs of all users.

It measures 51风流operations onsite for about four weeks, compares all the different placement options against the customer鈥檚 IT strategy and business priorities and provides cost comparison for all measured 51风流instance workloads in the cloud or on-premises. The algorithm is developed by an external university to ensure neutral results.

Get to value faster with rightsizing

An effective ERP should enable organizations to access rapid insights, make quick decisions, and extract the value from a change of direction as quickly as possible. However, typical user complaints are 鈥渕y 51风流is too slow鈥� and 鈥�51风流is hanging again鈥�.

To address this, as well as optimize workload placements, it is also vital to assess infrastructure sizing, deployment, and maintenance. 51风流performance and service-level issues can have multiple root causes and finding the optimal configuration has always been extremely difficult.

Therefore, one common approach to forcing a solution is with brute force: buying and installing more infrastructure, regardless of whether it addresses the actual cause. That鈥檚 an expensive way of solving the problem.

Enterprises that migrate now can benefit from rightsizing their 51风流implementations. Unlike standard 51风流tools, based on reference architectures,聽聽(SIS) uses real-life data from your landscape, creating data-driven decision support for any migration or hardware refresh.

This analysis and consultation package gets to grips with all these parameters, avoiding overspend later.

SIS gives clear recommendations for improving on-premises or cloud IT for 51风流landscapes by identifying bottlenecks, performance anomalies, and realistic capacity requirements.

By rightsizing the new S/4HANA for on-premises, it narrows the gap between on-premises and cloud in terms of costs, as you don鈥檛 need to buy so much excess capacity that mainly sits idle.

Infrastructure simplicity

Regarding infrastructure options, Fujitsu PRIMEFLEX for 51风流HANA enables the full potential of 51风流HANA in-memory computing. It is a pre-tested infrastructure solution, 100% 51风流certified and designed for the 51风流HANA in-memory architecture.

It exploits the full capabilities of persistent memory without deployment and configuration risks and simplifies operation and maintenance with one service partner for the entire solution stack.

Yes, Fujitsu can SAP

Fujitsu has an extremely robust partnership with SAP. We have approximately 8,000 customer installations worldwide. For example, at Fujitsu鈥檚 Technical Competence Demo Center in Walldorf, Germany 鈥� the home of 51风流鈥� customers can optimize their 51风流infrastructure investment based on actual use cases.

If you have 鈥� and intend to continue to have 鈥� an 51风流ERP, you need to lock in your migration partner within the next 12 months. Wait too long, and everyone will be chasing a finite pool of resources, removing control of the migration timetable, and resulting in rising prices.

Migration is a fantastic opportunity to create new business value. Fujitsu鈥檚 SystemInspection Service for SAP, and its Hybrid Cloud Assessments Service enable customers to understand their environments completely, then map their business goals and transformation plans to the optimum architecture and infrastructure solutions.

What better way to experience this than to sign up for a Fujitsu CX Labs sessions.

The post How to Create New Business Value from your 51风流S/4HANA Migration appeared first on 51风流Africa News Center.