ERP Change & Migration
An ERP change is not an IT topic; it is an organizational and process topic with a technical foundation. The typical symptoms are familiar from more than a decade of practice: things grind after go-live because system design and processes do not match, reports are built manually in Excel because data quality cannot carry them, and in acquisitions the legacy systems are undocumented while the deadline stands.
Legacy systems are rarely documented, and data quality is usually worse than assumed. Every migration therefore starts with discovery and data mapping; the target date follows from the findings, not the other way around. Result figures appear only where they are verifiable, directly in the case studies.
What this covers
- Discovery & data quality →Document legacy systems, interfaces and data inventories; expose duplicates, gaps and mapping risks before they get expensive.
- Mapping & validation →Field-by-field mapping with a clear validation process and test runs against real data.
- Cut-over →Runbook, dress rehearsal, migration over a weekend; Monday morning the business runs, followed by reconciliation.
- M&A integration →Move undocumented legacy systems into group landscapes, including harmonization of cost accounting models.
- Project steering & PMO →Keep cost, schedule and scope together: a pragmatic PMO structure the team carries instead of administers.
How it works
- Clarification and quick check: current state, real requirements, biggest risks
- Structured proposal: architecture, migration strategy, roles, time and cost
- Implementation: data validation, test runs, training, go-live
- Anchoring: stabilize processes, reduce error rates, the team takes over
The next step costs nothing.
30 to 60 minutes, no strings attached: where is the biggest friction, what is the most effective lever, and is a collaboration a fit?