A global consumer goods organization undergoing a large-scale SAP S/4HANA transformation and seeking strategic support for training and organizational readiness.

Fragmented Legacy SAP Landscape: Aging SAP ECC systems — 10–20 years old and approaching end-of-life in 2027 — were riddled with customizations, patches, manual workarounds, inconsistent infrastructure, and 9,000+ manual journals processed per month.

Decentralized Training & Change Execution: Regions were executing training and change activities independently with no shared governance, resulting in duplicated effort, inconsistent stakeholder messaging, and misalignment with the S/4HANA Cloud deployment schedule.

Insufficient Readiness Visibility: Program leadership had no consolidated view of adoption risks, training completion, or readiness progress across the multi-region, multi-function rollout — creating blind spots ahead of go-live milestones.

Complex Multi-Region, Multi-Function Scope: The scale and complexity of the rollout — spanning 500+ impacted processes, four global regions, and five business functions — demanded enterprise-grade change strategy and governance that the existing model could not provide.

Global Training Governance & CoE
Introduced a centralized Change and Training governance model with a global Center of Excellence, clearly defined roles across global and regional teams, and a standardized methodology aligned to the SAP S/4HANA Cloud program lifecycle — replacing fragmented, region-led execution with a single, coordinated operating model.

Enterprise Change Impact & Readiness
Deployed integrated planning, change impact assessments, and enterprise readiness dashboards — giving program leadership real-time visibility into readiness progress, adoption risks, and training completion across all 128 plants and 230+ warehouses globally.

Two-in-a-Box Advisory Model
Delivered senior advisory support in a ‘two-in-a-box’ model alongside training leadership — defining enterprise training strategy, facilitating alignment across business stakeholders and SI partners, and advising on best practices for large-scale S/4HANA transformation enablement across MSC, Finance, Procurement, and Sales.

Digital Adoption & Champion Program
Deployed a multi-layered adoption strategy including WalkMe Digital Adoption Platform, a Key User Network, Change Champion program, knowledge check framework, and a multi-level communications strategy — ensuring sustained adoption across 32,000+ users post go-live across four global regions.

• Global user base across NA, LA, MEU and AMEA trained and change-enabled at scale

• Business processes impacted across MSC, Finance, Procurement, and Sales globally

• Obsolete and non-standard custom code eliminated — reducing technical debt significantly

• Automated manual journals reduced from 9,000+/month to ~500/month via workflow automation

Qualitative outcomes included: a clearly aligned global training strategy endorsed by key stakeholders, strengthened coordination between program leadership, IT, and SI partners, improved visibility into adoption risks and readiness metrics, and an organization positioned for effective, sustained adoption of SAP S/4HANA Cloud across all regions. 45 fewer systems, harmonized master data, and an AI-ready foundation with enhanced digital knowledge and new workforce capabilities further cement the long-term value of this transformation.