Organizational Change Management in SAP Transformations: Four Success Stories
Dulaan Punsag-Odefey, the organizational change manager at Hapag-Lloyd, emphasizes the importance of having 265 key users across six global regions to support the SAP S/4HANA Finance transformation. These ambassadors play a vital role in ensuring the new system is implemented successfully. With 4,000 SAP users in over 140 countries, the challenge lies in adapting global standards to fit local practices. Financial controllers are being retrained to evolve from creating Excel spreadsheets to offering valuable decision-making support for sales and operations. Hapag-Lloyd has consistently shared the message that while the change process will bring differences, the outcome will ultimately be improved.
The transformation at Hapag-Lloyd is not just a technical effort but a strategic focus on change management. The 265 key users act as local change ambassadors, ensuring that global standards are adapted in a way that works for each region. This strategy helps create a sense of ownership among local teams. The program, called “Fast Forward,” is designed to guide 4,000 SAP users through a complex transformation that spans more than 140 countries. The company is among the world’s five largest shipping firms and is in the middle of a major SAP S/4HANA Finance shift. Punsag-Odefey highlights that change management is central to the program. It is not treated as an optional addition but as a core part of the strategy. By focusing on people and their needs, Hapag-Lloyd aims to turn potential resistance into acceptance and support.
Hapag-Lloyd's Global Change Strategy
The Bundesanstalt für Post und Telekommunikation (BAnst PT), Germany’s Federal Agency for Post and Telecommunications, successfully completed an SAP S/4HANA implementation in just one year. This greenfield project, deployed in the public cloud, affected 1,000 users and achieved a go-live date on January 1, 2026. This major transformation took place alongside the relocation to a new administrative building that focuses on modern work environments. By engaging business units directly, the organization avoided superficial feedback sessions. BAnst PT embraced a fit-to-standard model, moving away from outdated customizations. After the implementation, many employees sent thank you emails for the new SAP travel expense tools and Fiori apps, and over 70% of users participated in feedback surveys.
Simone Kunze, a specialist at the SAP Service Center for BAnst PT, explains that during the implementation, employees raised questions such as, “Is there an official directive for this?” or “Standard won’t work for us.” These concerns are common in any change process. Kunze notes that honest communication and direct moderation within business units were key to addressing these worries. The fit-to-standard approach helped eliminate legacy custom solutions in favor of standardized processes, reducing complexity and improving efficiency. This investment paid off after the go-live, with dozens of thank you emails and high survey response rates showing user satisfaction.
BAnst PT's Rapid SAP Implementation
Thilo Menges of the Medical University of Lusatia (MuL) points out that managing change is not just a process, but an investment in protection. MuL is constructing a completely new organization from scratch, backed by 3.6 billion euros in funding and including full SAP technology integration. Change management is the largest budget item, accounting for 4.3% of the total SAP contract. The university follows SAP’s six-dimensional change management framework, which aligns with the SAP Activate methodology. Emphasis is placed on conducting early evaluations, delivering communication tailored to different groups, and identifying trustworthy advocates of change. MuL also ensures continuous post-implementation support using tools such as WalkMe, which provide real-time help for infrequently used processes.
Menges highlights that for the Medical University of Lusatia, change management is essential as the university builds an entirely new organization from the ground up. With 3.6 billion euros in funding, the project includes a full SAP technology integration. The change management budget, at 4.3%, is the largest single line item in the SAP contract, reflecting its importance. Menges argues that change management should be viewed as a protection measure for the organization. The university follows SAP’s six-dimensional framework as part of the SAP Activate methodology. This approach includes early assessments, targeted communication for different groups, and the identification of trusted change multipliers. Tools like WalkMe are also used to ensure that employees can independently maintain and evolve the system, ensuring long-term success.
MuL's Strategic Change Investment
Karlsruhe Institute of Technology (KIT) took a unique approach to AI adoption. Instead of restricting unregulated AI use, KIT developed a structured AI toolbox with clear governance rules. Andreas Sexauer from the Center for Technology-Enhanced Learning at KIT described this strategy, which starts with a mandatory qualification module that covers AI basics and legal compliance. This is followed by workshops across various departments, including leadership and legal teams, to identify practical use cases. Faculty members configure the AI tools directly within the university’s learning management system to support their specific courses.
KIT also modified its approach to managing AI costs, transitioning from providing unlimited access to setting monthly budget limits based on individual usage. Within a short period, the university saw the creation of 31 didactic chatbots in the first seven days following the teaching rollout in April 2025. These chatbots were configured by faculty for their respective courses, demonstrating the practical success of this structured approach. Sexauer emphasizes that KIT’s strategy focuses on enabling people to use AI responsibly rather than restricting it. This includes a mandatory training module before any access to the AI tools is granted. The workshops are held across different departments, from leadership to legal teams, to ensure that AI use is aligned with the institution’s values and goals.
These four case studies demonstrate a common approach to digital transformation. Across all examples, three key elements emerge: ongoing support and enablement throughout the process, early and continuous stakeholder involvement, and strong post-implementation support. As SAP customers, these organizations emphasize that simply deploying new technologies is insufficient. Success is driven by clear communication, managing organizational changes, and a strategy that prioritizes people to ensure smooth adoption and lasting impact. The lessons from Hapag-Lloyd, BAnst PT, MuL, and KIT provide a blueprint for organizations navigating SAP S/4HANA and AI transformations. By focusing on people and processes, these companies and institutions have shown that change can be embraced as a path to improvement.