Customer context
The programme involved finance migration across six countries. The delivery responsibility connected finance and business activity with data, testing, cutover and supplier dependencies across markets. Customer identity is confidential.
The delivery challenge
The delivery challenge was to bring the work needed for finance transition into a coordinated cross-market position. Progress in one workstream had to be understood alongside dependencies in the others, particularly where data, testing, business readiness and cutover converged.
What the team did
Connect the cross-market plan
Delivery coordination brought finance, business, data, test and supplier activity into the same programme position. The focus was the dependency between those workstreams and the readiness needed to progress the migration across markets.
Make dependencies and decisions visible
The leadership focus included visible decisions and readiness evidence. This supported a common understanding of the delivery position across the programme rather than independent updates from each function or supplier.
Coordinate the route through transition
Cutover formed part of the delivery coordination alongside finance, data and testing. The work connected the migration plan to the operational transition required in each market, with control maintained at programme level.
Keeping the programme on track
- Cross-market coordination
- Finance, business and supplier dependencies considered within one programme position.
- Readiness evidence
- Delivery decisions linked to the condition of data, testing and business preparation.
- Cutover dependencies
- The transition plan connected to the preceding workstreams and their readiness.
What changed
- A single controlled cutover
- Six countries transitioned to SAP S/4HANA finance under one coordinated cutover.
- One view across all six countries
- Business teams, data, testing and suppliers worked to a coordinated view of the migration.
- Dependencies owned, not assumed
- We connected the business and technical dependencies for the finance migration and gave each one a named owner.
Outcomes describe the delivery result achieved on the programme. How we describe our delivery experience.
How this helped the customer
The programme gained a coordinated view across all six countries and a controlled transition. Delivery leadership connected the business and technical dependencies needed for the finance migration.
Facing a similar challenge?
When an ERP partner is building the platform, finance and operational teams still own critical process, data and acceptance decisions. Battlehill can coordinate that client-side work, connect it with the partner plan and establish the evidence needed for migration and handover.