Consultants

When a Toxic Leader Derails an SAP Project

A 5-Step Playbook to Regain Control—Even When You Have No Authority

You check your inbox. Another email about the procurement delays.

You already know what it says. Your team is stuck.

As the project manager for Saption Consulting, the IT service provider leading the S/4HANA implementation at Uniqcorn Beverages, you’re responsible for ensuring smooth project execution. But now, a serious problem threatens to derail progress:

💥 The procurement manager at Uniqcorn is causing chaos.

Aaron, recently promoted to lead the procurement team, lacks the SAP expertise needed to support the project. But instead of admitting this, he’s publicly pointing out every minor mistake your consultants make—while withholding the input they need to move forward.

Your team is frustrated. Meetings have turned into unproductive critique sessions. Consultants stop engaging, avoiding conversations with Aaron altogether.

📉 The result? The project is slipping, and deadlines are at risk.

The Real Problem: You’re Expected to Solve the Conflict, But You Have No Authority

Aaron doesn’t report to you. You can’t force him to cooperate.

Lisa, the project manager representing Uniqcorn Beverages, could step in—but she doesn’t. She either doesn’t see the issue or prefers to avoid conflict.

You’re caught in the middle.

❌ You can’t confront Aaron directly—it’ll only escalate tensions.
❌ You can’t force Lisa to act—she’s avoiding the problem.
❌ You can’t let this continue—your team’s morale is dropping fast.

🚨 So what do you do?

This is Where Smart Project Managers Win

In this post, you’ll step into the role of the project manager at Saption Consulting and experience first-hand how to navigate this conflict—without direct authority.

👉 You’ll follow the exact steps needed to take control of the situation, de-escalate tensions, and keep your SAP project on track.

✅ You’ll learn how to neutralise a toxic stakeholder without direct confrontation.
✅ You’ll use structured escalation to force action—without making it personal.
✅ You’ll turn passive-aggressiveness into accountability.
✅ And by the end of this story, you’ll have a practical playbook to apply in your own projects.

Let’s begin.

You log into the morning project status call, already knowing what to expect.

Your team is supposed to be discussing procurement data readiness, but instead, the meeting quickly turns into a blame game.

Aaron, the procurement manager at Uniqcorn Beverages, leans back in his chair and sighs.

“Look, I’m trying to support this project, but your consultants keep making errors in the data requirements. Until they get their act together, I can’t move forward.”

The tension in the call is palpable.

Aaron’s tone isn’t outright aggressive, but it’s laced with passive-aggressive frustration. He makes sure that every delay sounds like it’s your team’s fault.

Your lead consultant, Priya, jumps in.

“We’ve provided the required templates three times. We need your team’s input to move forward.”

Aaron smirks.

“Then maybe your templates aren’t as clear as you think.”

You watch as Priya’s body language shifts—she folds her arms, her voice tightens. She’s had enough. And you can’t blame her.

Identify the Real Power Dynamics

At this moment, you realise this isn’t just a misunderstanding.

Aaron isn’t asking for clarification—he’s deflecting. He’s stalling because he doesn’t know what to do and is afraid to admit it.

📌 The real issue isn’t the templates. The issue is that Aaron was promoted beyond his level of experience and is compensating by acting as if the project’s problems are someone else’s fault.

📌 Your team is disengaging. Every time Aaron publicly undermines them, they lose motivation to interact with him. And that means critical procurement input isn’t being provided.

📌 Lisa, the client’s PM, isn’t stepping in. She’s either unaware of the issue or unwilling to challenge Aaron—making it your problem to solve.

💡 At this point, many project managers would try direct confrontation.

❌ Bad move. That would only escalate the situation, making Aaron double down on his defensiveness.

Instead, you need a smarter approach.

Shift the Conflict from Emotional to Documented

Aaron thrives in meetings because verbal criticism is easy to ignore. He can control the conversation, throw vague accusations, and keep the blame on your team.

📢 You decide to take that power away.

Instead of arguing, you shift everything to written documentation.

💡 You send a follow-up email summarising the meeting discussion:

Subject: Procurement Input for S/4HANA Implementation – Next Steps

Hi Aaron,

Thanks for today’s discussion. To ensure clarity, here are the next steps:
– Procurement data requirements were provided on [date].
– We require input by [deadline] to proceed with system configuration.
– If there are concerns about the templates, please specify exact sections requiring modification.

Let us know if any clarifications are needed. Otherwise, we’ll proceed with best-practice assumptions if no input is received by the deadline.

Best,
[Your Name]

This email serves two strategic purposes:
✅ It removes emotional conflict. Instead of engaging in verbal arguments, everything is now on record.
✅ It forces accountability. If Aaron doesn’t respond, your team has justification to move forward.

Aaron’s Response: Ignoring Documentation

The first time you do this, Aaron ignores the email. He continues making vague complaints in meetings, hoping the issue will disappear.

You stick to your strategy.

Every time he complains, you reference the documented requests:

📢 “Aaron, we summarised the next steps in the project update email. Do you have feedback on the specific requirements?”

Aaron realises he’s losing control over the conversation.

You sense his frustration growing—but without a way to deflect, he’s now on the defensive.

But he still isn’t providing the required input.

Now, it’s time for the next step.

Aaron hasn’t changed his approach.

Even after multiple follow-up emails, he continues to dodge responsibility. He still hasn’t provided the required procurement input, but he’s making sure the blame doesn’t land on him.

In every status meeting, he repeats the same line:

“The procurement team is happy to help, but we’re still waiting on clearer instructions from Saption’s consultants.”

Your team is frustrated. The end client’s project manager, Lisa, remains silent—letting the issue drag on instead of stepping in.

You can’t afford to wait for Lisa to take action.

⏳ Every day wasted is another step closer to project failure.

Reframe the Conflict as a Project Risk, Not a Personal Problem

At this point, many project managers would escalate the issue as a personality conflict.

❌ Bad move.

If you escalate by saying,

“Aaron is delaying progress and blocking our team from moving forward,”

you’ve made it about his behaviour—which Lisa can ignore or downplay.

💡 Instead, you need to remove emotions from the equation.

You shift the narrative entirely:

This is no longer about Aaron. This is about Uniqcorn Beverages’ project risk.

Document the Risk in Formal Project Reporting

📌 You log the issue in the RAID (Risks, Assumptions, Issues, Dependencies) log:

Risk: Delayed procurement input affecting key project milestones.
Impact: If procurement data is not provided by [date], system configuration will be blocked, delaying [go-live date].
Mitigation Plan: Proceed with best-practice assumptions if no input is received.

📢 You update Lisa (client PM) via email:

Subject: Risk Alert – Procurement Input Delay Impacting [Milestone]

Hi Lisa,

We have logged a project risk regarding outstanding procurement input required for system configuration.

🚨 Risk: If procurement data is not received by [date], key milestones will be impacted, affecting the planned go-live.

Proposed Mitigation: We will proceed with best-practice assumptions if no input is provided. Please let us know how you’d like to handle this.Best,
[Your Name]

How This Forces Action

✅ Lisa now has to respond. The issue is no longer about Aaron—it’s about Uniqcorn Beverages’ project risk, which reflects on Lisa’s performance.
✅ Aaron’s authority is undermined. He can no longer dictate the process—decisions are moving forward, with or without his input.
✅ Your team regains control. If no procurement data arrives, you proceed with best practices. No more waiting indefinitely.

Aaron’s Reaction: He’s Losing Control

📢 Aaron is now in a corner.

Instead of being in charge of the procurement process, he’s on the defensive.

In the next meeting, Lisa finally speaks up:

“Aaron, can your team provide an initial draft by the end of the week?”

Aaron shifts uncomfortably. He wasn’t expecting Lisa to step in.

“Uh… yeah, we can put something together.”

You know it won’t be perfect. But that’s not the point. The project is moving forward.

Aaron has finally committed to providing a draft of the procurement data.

But you know what’s coming next.

⏳ Deadline day arrives… and there’s no document.

You send a polite follow-up. No response.

By the afternoon, Aaron finally replies:

“We’re still reviewing the requirements. It’s taking longer than expected.”

You suppress a sigh. This is exactly what you expected.

📌 You’ve seen this tactic before—he’s stalling again.

The difference is, this time, you’re prepared.

Use Structured Escalation to Force Action

💡 This is where many project managers make a mistake.

❌ They escalate in frustration:

“Aaron is blocking the project, and we need this data now!”

This approach backfires.

It makes you look like you’re being aggressive instead of focusing on solutions. Worse, Lisa may still try to ignore the issue.

✅ Instead, you escalate by shifting the responsibility onto the client’s leadership team.

Escalate Without Emotion—Using Project Governance

📢 You escalate the RAID log issue to the project steering committee.

Instead of blaming Aaron, you make it about project risk and governance:

Subject: Steering Committee Update – Procurement Data Risk Mitigation

Hi Lisa,

As per our previous discussions, procurement data input is outstanding and now classified as a high-risk issue.

🚨 Risk: Delays in procurement data input are impacting system configuration timelines, which may affect the overall go-live schedule.

Proposed Next Steps:
– If procurement data is not provided by [new deadline], Saption will proceed with best-practice assumptions.
– Please confirm if this approach aligns with Uniqcorn’s preferred risk mitigation strategy.

Best,
[Your Name]

How This Forces Lisa to Step In

✅ Lisa can’t ignore the issue anymore. Since the risk is now logged in steering committee reports, her leadership team will expect answers.
✅ The escalation isn’t personal—it’s about project risk. This prevents Aaron from deflecting the issue as an interpersonal conflict.
✅ You provide a solution instead of just highlighting a problem. By saying “We will proceed with best-practice assumptions unless otherwise advised”, you put the decision in Uniqcorn’s hands.

Lisa’s Reaction: Now It’s Her Problem

By the next morning, Lisa responds:

“Thanks for flagging this. I’ll connect with Aaron and ensure the procurement team provides an update within 48 hours.”

📌 For the first time, Lisa is taking responsibility.

📢 And just like that, Aaron is no longer the gatekeeper.

Lisa’s leadership will now hold her accountable for any further delays. If she doesn’t act, the risk is on her.

Aaron, knowing Lisa is now involved, finally submits the procurement data.

Aaron finally submitted the procurement data.

But just as expected, it’s incomplete and full of errors.

Your consultants review the document and quickly realise that large chunks of data are missing. Some sections contradict previous agreements. The information is barely usable.

You know what’s coming next.

📢 Aaron is setting up the next round of delays.

In the next meeting, he’ll claim:

“We delivered the procurement input, but now your team needs to fix their data mapping issues.”

He’s already positioning himself as the victim—pushing the responsibility back onto Saption Consulting.

But this time, you won’t let him regain control.

Keep Moving Forward—Even If the Difficult Person Won’t Change

You have two options:

❌ Option 1: Go back to Aaron, demand a revised version, and get caught in another endless delay loop.
✅ Option 2: Work with what you have, fill in the gaps with SAP best practices, and keep the project moving.

💡 You choose Option 2.

📌 Instead of waiting for Aaron to cooperate, you take control of the process.

Make the Difficult Person React to You

📢 You call a meeting—but this time, you take a different approach.

Instead of asking for revisions, your consultants present a completed procurement data model based on SAP best practices.

“Since some procurement data was missing, we made assumptions based on standard S/4HANA configurations. Here’s the proposed setup we’ll use unless otherwise advised.”

How This Shift Changes the Dynamic

✅ Aaron is no longer in control. Instead of blocking progress, he now has to react to a solution that is already moving forward.
✅ If he wants changes, he has to provide clear, documented feedback. He can’t just say, “This isn’t right.” He must now state exactly what needs adjusting.
✅ Lisa sees that your team is taking ownership. If Aaron refuses to engage, it’s now his failure—not yours.

📢 The project moves forward—whether Aaron cooperates or not.

Aaron’s Reaction: He’s Lost His Leverage

At first, Aaron resists.

“We can’t just assume procurement processes! We need to review this properly.”

But instead of arguing, you respond calmly:

📢 “Of course. Please provide specific corrections in writing by [date]. Otherwise, we’ll proceed with this model.”

📌 This forces Aaron into a lose-lose situation:

  • If he doesn’t respond, the system is configured without his input.
  • If he demands changes, he must finally provide concrete feedback instead of vague complaints.

The power dynamic has shifted.

Aaron has lost control of the process.

The Project Moves Forward—Without Waiting for Aaron to Change

Over the next few weeks, something interesting happens:

📌 Aaron slowly stops resisting.
📌 Lisa engages more, knowing she’s accountable for project risk.
📌 Your consultants regain confidence, no longer fearing public criticism.
📌 The S/4HANA implementation stays on track.

💡 Aaron never becomes a great collaborator. But that no longer matters—because the project is moving forward without him.

The Conflict Resolution Playbook – Key Lessons and Takeaways

You did it.

Despite passive-aggressive resistance, missing procurement data, and leadership avoidance, you successfully navigated the conflict without formal authority—and kept the S/4HANA implementation on track.

💡 Aaron never changed. Lisa never became a proactive leader.
📢 But that didn’t stop you from driving the project forward.

So, what made the difference?

Your Five-Step Playbook for Managing Conflict Without Authority

🚀 Step 1: Identify the Real Power Dynamics
✅ Recognise when conflict isn’t about a misunderstanding—it’s about control and influence.
✅ If someone is withholding input, they aren’t just difficult—they’re leveraging power.
✅ Focus on who has the real authority to force a decision.

📌 In this story: You realised that Aaron wasn’t just delaying; he was covering up his inexperience. And Lisa, the only person who could challenge him, was avoiding the problem.

🚀 Step 2: Shift the Conflict from Emotional to Documented
✅ Move all discussions to written accountability (RAID logs, meeting minutes, action trackers).
✅ When someone makes vague complaints, ask for specific feedback in writing.
✅ Never engage in verbal power struggles—force clarity through documentation.

📌 In this story: Instead of arguing in meetings, you sent follow-up emails with clear deadlines. Aaron couldn’t deflect without exposing his lack of knowledge.

🚀 Step 3: Reframe the Conflict as a Project Risk, Not a Personal Problem
✅ If leadership is avoiding an issue, frame it as a business risk.
✅ Remove emotions—escalate in terms of project impact.
✅ Offer a clear mitigation plan so leadership has to respond.

📌 In this story: Instead of saying “Aaron is causing delays”, you escalated as “Procurement data is missing, and go-live is at risk.” Lisa could no longer ignore it.

🚀 Step 4: Use Structured Escalation to Force Action
✅ Escalate through governance processes (Steering Committees, RAID logs).
✅ Don’t demand action—make leadership responsible for choosing a mitigation plan.
✅ If leadership ignores the issue, document that decision so it’s clear who owns the risk.

📌 In this story: You brought the risk to the Steering Committee, shifting the accountability to Lisa. She was forced to intervene.

🚀 Step 5: Keep Moving Forward—Even If the Difficult Person Won’t Change
✅ Never wait for a difficult person to cooperate—proactively move the project forward.
✅ Present a completed solution and make them react to it.
✅ Shift control from blocking to executing.

📌 In this story: Instead of waiting for Aaron’s revisions, your team used SAP best practices to fill in the gaps and proceeded with the implementation. Aaron lost his leverage.

Final Thoughts: Leadership Is About Influence, Not Authority

You didn’t have formal power in this situation.

But by shifting the narrative, forcing accountability, and moving forward strategically, you led the project to success anyway.

📢 This is what real project leadership looks like.

It’s not about forcing people to cooperate. It’s about creating an environment where they have no choice but to follow the process.

What’s Your Experience?

Have you faced a similar situation in an SAP project? How did you handle it?

Drop a comment below—I’d love to hear your experiences.

Consultants

The Chaos When Skipping Proper Onboarding

The Stress of Starting Without Guidance

I remember joining an SAP project where no onboarding process existed. No introductions, no guidance—just a vague expectation that I’d somehow “figure things out.”

Barely two weeks into my contract, I was suddenly asked to deliver a presentation on core master data for Supply Chain Management—to the end client, no less. Sounds straightforward? Not quite.

💬 There was no template to follow.
💬 No one explained what was expected.
💬 There were no previous examples to reference.

With only a few days to prepare, I had no choice but to cobble something together from scratch. I wasn’t even sure if I was covering the right topics, but there was no time for validation.

Fast forward a few months, and the project had moved into full swing. Then, out of nowhere, the project manager announced the “official” kick-off meeting.

🔴 A kick-off meeting… months after the project had already begun?

What followed was three hours of “death by PowerPoint”.
After 15 minutes, I could already see people switching off, checking emails, or zoning out.

Slides covered the “project way of working,” but these were never reinforced afterwards. No one followed the processes because:

❌ There was no structured Welcome Pack to guide new starters.
❌ No instruction manuals on how to use key project tools existed.
❌ As a result, everyone ended up doing their own thing.

Why a Welcome Pack is Essential for SAP S/4HANA Projects

The Hidden Cost of Poor Onboarding

Most SAP S/4HANA projects invest heavily in technology, consultants, and methodologies, but one critical element is often overlooked: proper onboarding for new team members.

Without a structured onboarding process, every new starter is left to figure things out alone. This leads to:

🚨 Wasted Time – New joiners spend their first few weeks searching for information instead of being productive.
🚨 Confusion Over Roles – Who is responsible for what? Without clear guidance, tasks fall through the cracks.
🚨 Inefficiency – Instead of following best practices, people develop their own ways of working, leading to inconsistency.
🚨 Frustration & Disengagement – Team members switch off when they feel lost or undervalued.

A lack of structured onboarding doesn’t just affect individuals—it slows down the entire project.

Why Cross-Functional Teams Struggle Without Clear Onboarding

SAP projects involve cross-functional teams—people from different departments (Finance, Supply Chain, IT, HR) who must work together to implement S/4HANA.

But these teams often:
❌ Use different terminologies, leading to miscommunication.
❌ Have unclear decision-making structures, causing delays.
❌ Struggle with collaboration fatigue, due to excessive meetings and inconsistent expectations.

A Welcome Pack solves these issues by ensuring that every new starter understands the project’s goals, roles, and ways of working from day one.

How the Right Onboarding Can Make or Break a Project

Imagine two scenarios:

✅ Scenario A: A Project with a Clear Welcome Pack

  • Every new joiner receives a concise but structured guide on:
    🔹 The project’s objectives, key milestones, and governance.
    🔹 Who does what and how decisions are made.
    🔹 A quick-start guide to project tools (Jira, Solution Manager, SharePoint, etc.).
    🔹 Where to find essential templates and documentation.
    💡 Result: New starters integrate quickly, reducing ramp-up time and avoiding costly delays.

❌ Scenario B: A Project Without a Welcome Pack

  • Every new joiner struggles to find information and spends weeks asking the same questions.
  • Different team members work in silos, leading to inconsistent data, duplicated efforts, and missed deadlines.
  • Without clear guidance, meetings are longer and more frequent as people try to realign.
    💡 Result: The project wastes valuable time and resources, leading to delays and frustration.

The difference? A well-structured Welcome Pack.

A Welcome Pack Could Have Prevented This

My experience made one thing painfully clear:

📌 Cross-functional teams work best when everyone knows their role, tools, and way of working.
📌 A structured onboarding process sets the tone for success in any project.

Had there been a proper Welcome Pack from day one, I wouldn’t have had to waste time reinventing the wheel for my presentation. The team wouldn’t have been misaligned on processes, and the late kick-off wouldn’t have been a desperate attempt to fix what had already gone wrong.

This morning I came across an article—“6 Ways to Make Cross-Functional Teams Work Better”—which laid out key principles for effective teamwork. It made me realise that a well-structured Welcome Pack should be built around these principles.Stage 3: What the SAP Article Covers – A Good Starting Point

After realising how poor onboarding can derail a project, I came across an article from SAP:
“6 Ways to Make Cross-Functional Teams Work Better.”

At first glance, it seemed like the perfect guide to solving the onboarding challenge. It outlined six key principles that help teams collaborate effectively. These principles form a strong foundation for a Welcome Pack.

Here’s a breakdown of what the article covers and why it’s useful:

🔹 1. Adjust Business & HR Processes – 📌 Clear Role Definitions

💡 Why it’s useful:

  • Ensures everyone understands who does what in a cross-functional team.
  • Helps new starters navigate organisational structures.

💡 How it applies to a Welcome Pack:
✅ Include a team structure overview—who to contact for what.
✅ Provide a clear RACI matrix (Responsible, Accountable, Consulted, Informed).

🔹 2. Track Work Against Clear Goals – 📌 Project Alignment

💡 Why it’s useful:

  • Keeps cross-functional teams focused on business objectives.
  • Ensures that work is tied to measurable outcomes.

💡 How it applies to a Welcome Pack:
✅ Provide a high-level overview of the project’s goals, scope, and success criteria.
✅ Include a roadmap with key milestones so new starters understand where the project is heading.

🔹 3. Properly Staff Teams – 📌 Managing Workload & Resources

💡 Why it’s useful:

  • Prevents teams from being overloaded with cross-functional responsibilities.
  • Helps avoid burnout by ensuring proper resource planning.

💡 How it applies to a Welcome Pack:
✅ Set clear expectations for each role—what workload is realistic?
✅ Provide guidance on managing workload conflicts within the project.

🔹 4. Implement Project Management – 📌 Structured Workflows

💡 Why it’s useful:

  • Ensures projects don’t lose momentum due to unclear workflows.
  • Provides structure to keep cross-functional teams aligned.

💡 How it applies to a Welcome Pack:
✅ Explain which project management tools are used (Jira, Solution Manager, MS Teams).
✅ Provide a simple process guide on how tasks and issues are tracked.

🔹 5. Train in Soft Skills – 📌 Effective Collaboration

💡 Why it’s useful:

  • Enhances communication, negotiation, and adaptability in cross-functional teams.
  • Helps reduce miscommunication between departments.

💡 How it applies to a Welcome Pack:
✅ Include basic team collaboration guidelines (e.g., meeting etiquette, documentation expectations).
✅ Provide links to any soft skills training resources available within the organisation.

🔹 6. Build Trust – 📌 Team Culture & Communication

💡 Why it’s useful:

  • Encourages teams to be open and honest, which improves collaboration.
  • Helps avoid silos where departments don’t share information.

💡 How it applies to a Welcome Pack:
✅ Reinforce a culture of open feedback—how issues should be raised and addressed.
✅ Encourage cross-team engagement (e.g., informal meetups, buddy systems for new starters).

The SAP Article Provides a Great Foundation—But It’s Not Enough

The article does a fantastic job of laying out key principles for improving teamwork. If you’re creating a Welcome Pack, it’s a valuable reference point.

But here’s the issue:

🚨 It doesn’t cover all the practical details new starters need.
🚨 It focuses on high-level principles, not the day-to-day guidance required for an SAP S/4HANA project.

What’s Missing? The Extra Elements Needed for a Complete Welcome Pack

The SAP article provides a strong foundation, but to create a truly effective Welcome Pack for an SAP S/4HANA project, we need to fill in the missing gaps.

Here are the extra elements that should be included to make the Welcome Pack practical, actionable, and easy to use.

1️⃣ Project Overview & Context 📌 The Big Picture

The first thing any new starter should understand is: What is this project about, and why does it matter?

✅ Key elements to include:
🔹 Project purpose – Why is the company moving to S/4HANA?
🔹 Scope – What’s included in the project? What’s not included?
🔹 Key phases & milestones – What stage is the project in, and what comes next?
🔹 Definition of success – What does a “good” implementation look like?

💡 Why this matters:
📌 New team members often join mid-project. Without context, they waste time figuring out what’s happening instead of contributing effectively.

2️⃣ Project Tools & Systems 📌 Where & How Work Happens

One of the biggest frustrations for new starters is not knowing which tools the project uses or where to find key information.

✅ Key elements to include:
🔹 Project management tools – Jira, SAP Solution Manager, MS Project, etc.
🔹 Collaboration tools – Teams, Slack, SharePoint, Confluence, etc.
🔹 Document repositories – Where to find specifications, process flows, and templates.
🔹 Login/access instructions – How to request access to critical systems.

💡 Why this matters:
📌 Without clear instructions, new starters waste hours searching for documents or struggling with access requests.

3️⃣ Governance & Decision-Making 📌 Who Has the Final Say?

One of the biggest pain points in SAP projects is unclear decision-making—who approves what? Who can escalate issues?

✅ Key elements to include:
🔹 Decision-making authority – Who has the final say on key areas?
🔹 Escalation process – How to raise risks, issues, and roadblocks.
🔹 Approval workflows – Who signs off on major deliverables?
🔹 RACI Matrix – Who is Responsible, Accountable, Consulted, and Informed?

💡 Why this matters:
📌 Without clear governance, bottlenecks occur, and teams waste time waiting for approvals.

4️⃣ Key Stakeholders & Team Directory 📌 Who to Contact for What

Cross-functional SAP projects involve multiple teams—IT, business users, consultants, and external vendors. A new starter needs to know who is who.

✅ Key elements to include:
🔹 Steering Committee members – Who sets project direction?
🔹 Project Leadership – Program Manager, Functional Leads, Technical Leads.
🔹 Cross-functional teams – Finance, Procurement, HR, Supply Chain, IT, etc.
🔹 Contact details – Emails, Teams channels, preferred communication methods.

💡 Why this matters:
📌 New joiners don’t know who to go to for what. This section eliminates unnecessary delays in getting the right information.

5️⃣ Expectations & Ways of Working 📌 How the Team Operates

Every SAP project has unspoken rules—meeting etiquette, response times, and documentation standards. Make these explicit in the Welcome Pack.

✅ Key elements to include:
🔹 Onboarding checklist – What a new starter should do in their first week.
🔹 Meeting norms – Are meetings recorded? What’s the expected prep?
🔹 Collaboration guidelines – Expected response times, chat vs. email usage.
🔹 Documentation rules – How should decisions be recorded? Where?

💡 Why this matters:
📌 When expectations are clear from the start, it prevents miscommunication and frustration.

6️⃣ Lessons Learned from Past Projects 📌 Avoiding Mistakes & Leveraging Best Practices

Every SAP project comes with lessons learned—why repeat mistakes when you can learn from them?

✅ Key elements to include:
🔹 What went wrong in past SAP implementations?
🔹 What worked well?
🔹 Tips for navigating common challenges (e.g., data migration, UAT testing, scope creep).

💡 Why this matters:
📌 Every project has hidden pitfalls—help new starters avoid them before they happen.

The Complete Welcome Pack: Bringing It All Together

📌 The SAP article covered team collaboration principles, but to create a truly effective onboarding guide, you need:

✔ A clear project overview
✔ Governance & decision-making guidelines
✔ Project tools & systems overview
✔ A stakeholder & team directory
✔ Practical instructions on ways of working
✔ Lessons learned from past projects

A properly structured Welcome Pack isn’t just a document—it’s a powerful tool that ensures:
✅ New starters integrate faster
✅ Teams work consistently
✅ Less time is wasted on miscommunication & inefficiency

How to Build an Effective Welcome Pack (Step-by-Step Guide)

Now that we know what needs to be included, the next challenge is how to structure and implement the Welcome Pack effectively. A poorly designed Welcome Pack can be overwhelming, ignored, or forgotten.

Here’s a step-by-step guide to creating one that is practical, easy to use, and actually helps new starters integrate quickly.

1️⃣ Step 1: Gather Essential Information 📌 Lay the Foundation

Before creating the Welcome Pack, gather all critical project details.

✅ Key actions:
🔹 Interview project leads to define key objectives & milestones.
🔹 Collect existing documentation (RACI charts, governance models, templates).
🔹 Identify which tools are used for communication, collaboration, and project tracking.
🔹 Compile an up-to-date list of key stakeholders and contacts.

💡 Tip: If information is scattered, start with a simple Google Doc or Confluence page and refine it over time.

2️⃣ Step 2: Structure the Welcome Pack Clearly 📌 Keep It Concise & Actionable

The biggest mistake? Making it too long or too complex.

✅ Recommended structure:

🟢 1. Introduction & Project Overview
📍 Purpose of the project
📍 High-level scope & milestones
📍 Success criteria

🟢 2. Key Roles & Responsibilities
📍 Organisational structure
📍 RACI matrix (who does what?)
📍 Decision-making & escalation process

🟢 3. Tools & Systems Guide
📍 List of essential tools (Jira, SAP Solution Manager, Teams, Confluence)
📍 How to request access & where to find training

🟢 4. Ways of Working
📍 Meeting etiquette & documentation standards
📍 Expected response times & communication guidelines

🟢 5. Key Stakeholders & Contacts
📍 List of team leads & subject matter experts
📍 How to reach them & when to escalate

🟢 6. Lessons Learned & Best Practices
📍 Common pitfalls & how to avoid them
📍 Case studies from past SAP projects

💡 Tip: Each section should be short, to the point, and easy to navigate.

3️⃣ Step 3: Use Templates & Standardisation 📌 Make It Plug-and-Play

A Welcome Pack should be easy to update and reuse across projects.

✅ Best practices:
🔹 Use pre-made templates for roles, governance, and tools.
🔹 Provide one-page quick-reference guides instead of long PDFs.
🔹 Create a FAQ section for common new starter questions.
🔹 Use visuals & diagrams to simplify complex processes.

💡 Tip: Keep a centralised template on SharePoint or Confluence to ensure everyone is using the latest version.

4️⃣ Step 4: Make It Easily Accessible 📌 Don’t Let It Get Lost

If new starters can’t find the Welcome Pack, they won’t use it.

✅ Best practices for sharing the Welcome Pack:
📍 Pin it to the top of Teams/Slack channels.
📍 Include it in onboarding emails for new starters.
📍 Host it on a centralised SharePoint/Confluence page.
📍 Mention it in project kick-off meetings & refresh sessions.

💡 Tip: Assign a dedicated person (PMO or Team Lead) to maintain it and remind teams to use it.

5️⃣ Step 5: Keep It Updated & Relevant 📌 Evolve with the Project

A static Welcome Pack quickly becomes outdated and ignored.

✅ How to keep it relevant:
🔹 Quarterly review process – Assign a project member to check for updates.
🔹 Feedback loop – Ask new starters what was missing or unclear.
🔹 Live FAQ section – Address common challenges as they arise.

💡 Tip: Add a “Last Updated” date on the first page to make it clear when it was last reviewed.

🚀 Final Thought: A Welcome Pack is More Than a Document

A well-structured Welcome Pack is not just a static file—it’s a living guide that sets the project up for success.

📌 It ensures new starters integrate faster.
📌 It creates alignment in cross-functional teams.
📌 It saves hours of wasted time on repetitive onboarding questions.

💡 A good Welcome Pack doesn’t just inform—it empowers teams to hit the ground running.

Conclusion – The Power of a Well-Designed Welcome Pack

Starting a new SAP S/4HANA project without a structured onboarding process is like building a house without a blueprint—people will figure things out, but at the cost of time, efficiency, and frustration.

I’ve experienced firsthand what happens when onboarding is neglected:
🚨 New starters waste days (or weeks) trying to find basic information.
🚨 Roles and responsibilities are unclear, leading to misalignment and delays.
🚨 Teams end up working in silos, each using their own methods.

But it doesn’t have to be this way.

The Key Takeaways

✅ Cross-functional teams work best when everyone knows their role, tools, and way of working.
✅ A great onboarding experience sets the tone for success in any project.
✅ A well-structured Welcome Pack eliminates confusion, increases efficiency, and fosters team alignment.

The SAP article “6 Ways to Make Cross-Functional Teams Work Better” provides a strong foundation, but an effective Welcome Pack must go beyond these six principles.

By incorporating clear governance, project-specific guidance, tool instructions, and real-world lessons learned, teams can reduce onboarding time and improve collaboration from day one.

Make Onboarding a Priority

If you’re responsible for onboarding new team members, ask yourself:

🔹 Does your project have a clear, structured Welcome Pack?
🔹 Is essential project information easy to find, or do new starters waste time searching?
🔹 Are team members aligned on governance, tools, and ways of working?

If the answer to any of these is no, it’s time to create (or refine) your Welcome Pack.

💡 Investing a few hours in building a structured Welcome Pack now can save weeks of wasted time later.

Final Thought

📌 The success of an S/4HANA project doesn’t start with go-live—it starts with how well you onboard your team.

Make the Welcome Pack a priority, and you’ll set your project up for success before the first task even begins.

C-suite

The Data Migration Nightmare That Could Have Been Avoided

Introducing the concept of a Target Operating Model (TOM)

“Have you ever stepped into a project and immediately sensed disaster? That’s exactly what happened when I replaced someone who had burned out… only to realize I was on the same path.”

I walked into the project full of optimism, but that didn’t last long. My task? Deduplicate 10,000 business partner addresses.

The catch? Excel was the only tool.

Read more “The Data Migration Nightmare That Could Have Been Avoided” →
Consultants

Data Cleaning for Beginners

Where Do You Start with Data Cleaning?

You’ve just been handed a dataset and told to clean it up before it can be used for reporting, analysis, or migration. There’s just one problem—you’ve never done this before.

Maybe you’re a project manager overseeing an IT system migration, and your team tells you the data needs cleaning before it can be loaded. Maybe you’re a data analyst trying to build a dashboard but keep running into errors because the numbers don’t add up. Or maybe you’re an SAP consultant working on an ERP implementation and hearing phrases like “deduplication,” “data validation,” and “standardisation” for the first time.

At this moment, you likely have a lot of questions:

  • What does ‘cleaning data’ actually mean?
  • How do I know what needs fixing?
  • What’s the right order to follow?
  • How do I avoid making the data worse?

If this sounds familiar, you’re in the right place.

Read more “Data Cleaning for Beginners” →
C-suite

Achieving the Impossible

What SAP Professionals Can Learn from DeepSeek

When DeepSeek launched its breakthrough AI model, it sent shockwaves through the tech industry. A small, scrappy startup managed to dethrone giants like OpenAI, achieving the same performance at a fraction of the cost. What made DeepSeek so disruptive wasn’t just the technology—it was the radical approach: focusing on what mattered most and cutting out everything else. Their achievement raised a vital question: Do we overestimate the importance of size, resources, and complexity in achieving success?

This isn’t just a question for AI. It’s one that leaders, project managers, freelancers, and innovators grapple with every day. Whether it’s implementing enterprise software, rolling out a new product, or simply delivering results under tight constraints, DeepSeek’s story proves a universal truth: success doesn’t come from doing more, but from doing what matters most.

I’ve seen this principle in action throughout my career in SAP. One of my earliest lessons came from a project in 1999—a global SAP template initiative brimming with resources, experts, and ambition. It had everything, except a clear vision. The result? We burned through budgets and time with no tangible outcome. It was my first brush with the dangers of overengineering and unfocused complexity.

But failure, as it often does, became a powerful teacher. Years later, I revisited that lesson while working solo on a rented SAP system. Instead of chasing perfection, I focused on a single critical process: paying a customer invoice. In just eight hours, I had a working prototype. This wasn’t just a technical milestone—it was a shift in thinking. Constraints didn’t hold me back; they sharpened my focus.

That same principle surfaced again in 2001 when I was part of a two-person team tasked with implementing SAP for a new branch in Dubai. Minimal budget, minimal time, and yet, we achieved the fastest go-live of my career. And again, during a European rollout years later, I witnessed how removing bloated layers of management revitalised a project, allowing a smaller team to deliver faster and more effectively.

These moments of clarity—where focus, simplicity, and constraints led to remarkable outcomes—shaped what I now call the Fast Implementation Track (FIT). FIT isn’t just a methodology; it’s a mindset for navigating complex projects by prioritising what matters most. It’s also the foundation of my book, Make FIT Your Purpose, where I outline how you can use these principles to save time, reduce costs, and unlock better results, whether you’re managing an ERP rollout or pursuing a personal goal.

As we explore these ideas, think about the challenges you’re facing. Are there areas where complexity is slowing you down? Could constraints become an opportunity to innovate? Whether you’re an executive looking to streamline digital transformation, a project manager balancing competing priorities, or an early-career professional eager to learn, these lessons are universal.

I’ll share stories behind these breakthroughs that changed how I approach SAP implementations. Along the way, I’ll show how the principles that powered DeepSeek’s success are the same ones that can transform your projects.

Let’s explore how less truly can be more.

When faced with constraints, many people see roadblocks. But what if constraints are actually opportunities in disguise? This is a question I’ve wrestled with throughout my career—and one that DeepSeek answered so decisively with their disruptive AI model. They didn’t have access to cutting-edge hardware, limitless budgets, or established industry clout. Instead, they faced US sanctions, restricted resources, and global scepticism. But rather than letting those limitations define them, they found a way to innovate. By narrowing their focus to the essentials, they built an AI model that rivalled giants like OpenAI—all while operating on a fraction of the budget.

This lesson—less is more—is something I learned early in my SAP career, though not without some hard knocks. In 1999, I was part of an ambitious project to build a global SAP template. We had every advantage: a large team of module experts, a generous budget, and an impressive timeline. On paper, it seemed like a guaranteed success. But as the weeks turned into months, it became clear that something was wrong. Each expert focused on their own module, creating isolated solutions that didn’t fit together. With no unifying vision or framework, the project became a tangle of complexity. Resources were wasted, and in the end, we had no viable template to show for it.

It was a hard lesson: resources alone don’t guarantee results—focus does. That failure stayed with me, and years later, I approached a similar challenge with a very different mindset.

In 2006, I found myself with a rented SAP system, no team, and no budget. But I had one clear goal: build a prototype that worked. Instead of trying to tackle everything, I focused on the single most important process for any business: paying a customer invoice. That clarity of purpose was a game changer. By working exclusively with standard, out-of-the-box SAP functionality, I avoided the complexities and delays that customisation often brings. Eight hours later, I had a working prototype—a lean, functional system that did exactly what it needed to do, no more, no less.

Looking back, I realise how much that experience mirrors DeepSeek’s success. Both cases required prioritising what matters, rejecting unnecessary complexity, and using constraints as a driver for creativity. For me, it also planted the seed for what would later become the Fast Implementation Track (FIT)—a framework I developed to help others apply these principles in their own projects. FIT isn’t just about delivering faster results; it’s about stripping away distractions and aligning your resources around the core outcomes that truly move the needle.

What can you take away from this? If you’re an executive, think about whether your teams are truly aligned around what matters most, or if they’re chasing too many competing priorities. If you’re a project manager, consider whether complexity is creeping into your scope and slowing you down. For freelancers and consultants, this is a reminder that constraints can be your greatest advantage, helping you focus and deliver impact that larger teams often overlook. And for students or aspiring professionals, this is proof that success doesn’t come from having everything—it comes from making the most of what you’ve got.

When I reflect on the most successful projects I’ve worked on, one stands out as a true turning point. It wasn’t just the results we achieved—it was how we approached the challenge. It was 2001, and I was part of a two-person team tasked with implementing SAP for a new branch in Dubai’s free trading zone. On paper, it should have been impossible: no room for extra resources, a tight budget, and an immovable go-live deadline. Yet, despite the odds, we pulled off the fastest SAP go-live of my career. The secret? A lean team, a clear focus, and a business owner who understood the power of prioritisation.

Before diving into the details of that project, let’s revisit DeepSeek. What made their approach so revolutionary wasn’t just their ability to compete with AI giants like OpenAI—it was their willingness to rethink what’s truly essential. Faced with hardware restrictions and a limited budget, they didn’t waste time trying to do everything. Instead, they identified the core functions that mattered most and poured their energy into perfecting those. This is the same mindset we brought to the Dubai project.

The catalyst for our success was the director, who wore multiple hats as project manager and change manager. His leadership wasn’t about micromanaging—it was about keeping everyone laser-focused on what truly mattered. Rather than getting lost in endless configurations or customisations, we honed in on the core processes that would keep the new branch operational from day one. He understood something that often gets lost in larger projects: bells and whistles can wait. What matters most is getting the core right.

For me, the Dubai project was a revelation. Coming off the failed SAP prototype experience in 1999, I saw firsthand in 2001 how powerful the simplicity mindset could be when applied to a real-world scenario. With just two people, we configured the system, trained users, migrated the data, and delivered a working solution—all in record time. The constraints didn’t slow us down; they forced us to focus and act decisively.

This experience helped crystallise the principles behind what I now call the Fast Implementation Track (FIT). FIT is about more than just speed—it’s about clarity. It’s about identifying the single most critical processes for your organisation and aligning every resource, every action, around delivering those processes. Whether you’re working with a small team or a massive enterprise, the lesson is the same: complexity kills momentum. Focus accelerates it.

Now, let’s turn this back to you. If you’re an executive, ask yourself: are your teams focusing on what matters most, or are they spreading resources too thin across non-essential features? For project managers, consider whether you’re falling into the trap of overengineering your project scope. For freelancers and consultants, take this as a reminder that your value isn’t in doing more—it’s in doing what matters. And for students and aspiring professionals, remember that even with limited resources, you can achieve extraordinary results if you focus on mastering the fundamentals.

The Dubai go-live showed me what’s possible when you strip away distractions and trust the process.

As I think back to the projects that truly defined my approach to SAP, one in particular stands out—not because it was easy, but because it almost collapsed under its own weight. It was a European SAP rollout, a complex undertaking that required merging systems from different regions, including one SAP system and another non-SAP platform. The technical challenge was significant, but that wasn’t what threatened the project. The real issue was the sheer size and complexity of the team.

The consultancy firm leading the rollout had assigned a significant number of resources—managers, consultants, specialists—so many, in fact, that they seemed to be competing against each other to prove their value to the client. Every decision required layers of approval, and every meeting became an exercise in bureaucracy. What should have been a coordinated effort to streamline systems turned into a web of competing priorities. Deadlines began slipping, costs started spiralling, and the client became increasingly frustrated.

Then came the breaking point. The client, facing cash flow issues, proposed scaling back the team. They wanted fewer people, fewer managers, and a leaner approach to finish the rollout. What happened next shocked everyone: the consultancy pulled out entirely. For a moment, it felt as though the project’s foundations had been ripped away. But in the aftermath, something remarkable happened.

With the consultancy gone, the client decided to press on with a drastically reduced team. I was among the few who stayed. Suddenly, the meetings shrank, decision-making accelerated, and priorities became sharper. There was no room for unnecessary complexity—we had to focus on the core processes required to complete the rollout. With 40% of the original team, we delivered the next phase on time, within the new reduced budget, and fully fit for purpose.

Looking back, I see clear parallels to DeepSeek’s story. Like DeepSeek, we thrived under constraints. The consultancy’s departure, while disruptive, became the catalyst for success because it forced us to eliminate waste and focus on what truly mattered. It’s the same principle I’ve seen time and again: small, focused teams can often achieve what larger, more complex groups cannot.

This project reinforced a core tenet of the Fast Implementation Track (FIT): less is more, especially when the “less” removes the noise. By cutting out unnecessary layers, we uncovered a level of efficiency and clarity that the bloated team simply couldn’t achieve. FIT teaches that lean teams, aligned around a clear vision, can drive projects forward faster and more effectively than oversized groups weighed down by competing agendas.

What does this mean for you? If you’re an executive, consider whether your teams are too large to be effective. Are resources being spread thin across competing priorities? For project managers, ask yourself: are you creating processes to help the team succeed, or are they bogged down in unnecessary approvals and complexity? For freelancers and consultants, remember that smaller, focused teams can often outperform larger competitors—lean into that advantage. And for students or early-career professionals, see this as a lesson in focus: it’s not about doing everything; it’s about doing what matters most.

This project also taught me the importance of empowerment. When the SAP implementation partner left, there was no one to micromanage. We were free to make decisions, take ownership, and move forward. For any team, no matter the size, empowerment is key to unlocking potential.

As I reflect on the lessons shared throughout this journey—from DeepSeek’s disruptive innovation to my experiences in SAP implementations—one thing becomes clear: less truly is more, but only when focus and clarity guide the process. Whether you’re building AI models with limited resources or rolling out SAP with tight budgets and small teams, the principles remain the same. Constraints aren’t barriers; they’re opportunities to prioritise, innovate, and thrive.

DeepSeek’s achievement stands as a testament to the power of this approach. By narrowing their focus to the core essentials, they created an AI model that not only competed with but outperformed some of the industry’s most resource-heavy projects. They didn’t aim to do everything—they aimed to do the right things exceptionally well. This philosophy of prioritisation and lean execution is exactly what drove the success of the Fast Implementation Track (FIT), a framework I’ve developed and formalised in my book, Make FIT Your Purpose.

In each of the stories I’ve shared, the same principles emerged:

  1. Focus drives success.
    • In the 1999 SAP project, a lack of focus derailed the initiative despite abundant resources. It taught me that clarity is more important than complexity.
    • By contrast, the eight-hour prototype succeeded because I concentrated on one core process: paying a customer invoice. It wasn’t about doing more—it was about doing what mattered.
  2. Small teams outperform when empowered.
    • The Dubai implementation succeeded because of a lean two-person team with a clear goal and a leader who knew how to prioritise. With no room for distractions, we delivered the fastest go-live of my career.
  3. Cutting complexity unlocks momentum.
    • The European rollout taught me that fewer people and leaner processes often lead to faster decisions and better results. When the consultancy pulled out, the project didn’t collapse—it thrived, proving that scaling down can sometimes be the ultimate breakthrough.

These lessons aren’t just confined to SAP or AI—they’re universal. Whether you’re leading a digital transformation, managing a team, working as an independent consultant, or just starting your career, the principles of focus, simplicity, and prioritisation apply everywhere.

What You Can Take Away

For Executives and IT Leaders

Ask yourself: Are your teams too large to be effective? Are resources being spread thin across competing priorities? DeepSeek and the FIT framework demonstrate that leaner, more focused approaches often deliver faster and more sustainable results. Align your teams around a single goal, and you’ll see the impact.

For Project Managers and Team Leads

Focus on clarity. Complexity kills momentum, while simplicity accelerates it. Define the core process that matters most and structure your team around delivering it. Empower your team to make decisions, and you’ll see better results in less time.

For Tech Enthusiasts and Innovators

Innovation thrives under constraints. Whether you’re working on cutting-edge technology or optimising existing processes, focus your creativity on solving the core problem. DeepSeek didn’t win by doing everything—they won by doing the right things exceptionally well.

For Independent Consultants and Freelancers

Small teams and limited budgets aren’t disadvantages—they’re opportunities to shine. Clients value results, not complexity. Use the principles of FIT to position yourself as a lean, high-impact resource who delivers what matters most.

For Students and Aspiring Professionals

Success doesn’t come from having everything; it comes from making the most of what you have. Start small. Master one critical skill or process. Focus on incremental progress, and you’ll be amazed at what you can achieve.

Why FIT Matters

The Fast Implementation Track isn’t just a methodology—it’s a mindset. It’s about stripping away distractions, aligning resources with core priorities, and using constraints as a springboard for innovation. In Make FIT Your Purpose, I break down these principles into actionable steps, providing a roadmap for anyone looking to achieve remarkable results—whether in SAP, AI, or beyond.

DeepSeek’s story reminds us that the world rewards focus and clarity, not size or complexity. My experiences reinforce that same truth. FIT is the bridge between these ideas—a practical framework for turning constraints into opportunities and delivering extraordinary outcomes.

If you’ve found these lessons valuable, I invite you to take the next step:

  • Explore FIT: Visit MakeFitYourPurpose.com to learn more about the Fast Implementation Track and how it can help you achieve your goals.
  • Get the Book: Make FIT Your Purpose dives deeper into these principles, providing detailed insights and actionable strategies to help you deliver results faster and more effectively.
  • Join the Conversation: What challenges are you facing that could benefit from a “less is more” approach? Share your thoughts, stories, and questions—I’d love to hear from you.

Consultants

Structured Documentation and Change Management

A Critical Component of SAP ERP Success

According to a report by Prosci, 70% of projects fail due to poor change management, and a study by PMI found that lack of proper documentation is one of the top reasons for project delays. In the context of SAP ERP implementations, structured documentation and effective change management are essential for ensuring project success and reducing the risks of rework and misalignment.

Read more “Structured Documentation and Change Management” →
Consultants

Role and Responsibility Clarity

The Key to Streamlining SAP ERP Implementations

A report by the Harvard Business Review found that 75% of cross-functional teams are dysfunctional, failing at least three out of five key criteria, including alignment on roles and responsibilities. Another study by Gallup highlighted that only about 50% of employees know what is expected of them at work. In large-scale projects like SAP ERP implementations, this lack of clarity can lead to missed deadlines, duplicative work, and increased friction among team members.

Read more “Role and Responsibility Clarity” →
Consultants

Mastering Information Management and Prioritisation

Optimizing Communication in SAP ERP Projects

According to a McKinsey study, the average employee spends 19% of their workweek searching for information and another 14% on internal communication. This means that over one-third of the time is spent on finding information or dealing with ineffective communication channels, directly impacting productivity. In large-scale SAP ERP projects involving multiple teams, poor information management can quickly lead to confusion, inefficiencies, and missed deadlines.

Read more “Mastering Information Management and Prioritisation” →
Consultants

Avoiding Ambiguity and Assumptions

How Clear Communication Can Transform Your ERP Implementation.

According to the Project Management Institute (PMI), 56% of all project failures are attributed to poor communication. This figure underscores the critical importance of clarity in communication, particularly in complex projects like SAP ERP implementations, where teams are diverse and project scope is vast. Miscommunication—whether due to ambiguous phrasing or unchecked assumptions—can derail timelines, expand budgets, and compromise project success.

Read more “Avoiding Ambiguity and Assumptions” →