Consulting Challenges

Nearly 90% of women in consulting have considered or actively planned to leave the industry this year. The main reasons? The unrelenting demands of long working hours and frequent travel, which often conflict with personal commitments. These findings come from our recent global study, where we interviewed over 150 women in mid-to-senior consulting roles. While many firms have introduced progressive initiatives—such as childcare support and flexible working policies—the women we spoke to highlighted a consistent issue: these policies are often applied inconsistently. For example, designated “protected” evening hours are frequently ignored, adding to the strain. A surprising insight was the lack of awareness around health-related benefits, such as leave for egg freezing. This highlights a critical need for more effective communication from employers. While many rely on email and internal systems, a more personalised approach has been shown to achieve better engagement and understanding. The women in our study overwhelmingly called for stronger mentorship to create a more inclusive and supportive environment. They emphasised the importance of mentoring not only from senior female leaders but also from male allies in senior positions who can actively promote diversity and inclusion. If you’re interested in exploring our study further or want to learn how leading firms are tackling these issues, please get in touch.

Why SAP Implementations Feel So Hard for People? A customer told me something recently that I can’t stop thinking about: “Our people aren’t resisting SAP. They’re resisting feeling incompetent.” Most SAP projects don’t struggle because the software is too complex. They struggle because of what change does to people. For years, your team members have worked in familiar systems, with processes they know inside out. They feel: ✅ Competent ✅ Confident ✅ In control When a new SAP system goes live: Processes change. Screens look different. The sequence of steps they’ve mastered for years no longer applies. Suddenly: ❌ They feel unskilled. ❌ They feel slow. ❌ They feel exposed. They fear making mistakes in front of peers. They fear slowing down their team. They fear losing their value in the organization. It’s not resistance to SAP itself. It’s the fear of losing competence and identity at work. Why This Matters? We often say: “Change management is important.” But what we really need to acknowledge is: ✨ Change challenges identity. ✨ Change creates emotional discomfort. ✨ Change exposes fears people don’t say out loud. In every SAP project I’ve led, here’s what I’ve learned: ✅ Listening matters as much as configuration. People need to feel heard. ✅ Small wins rebuild confidence. Training shouldn’t just be functional but empowering. ✅ Pace matters. Change too fast and people shut down; too slow and momentum is lost. ✅ Leaders set the tone. If leaders show vulnerability, teams feel safer learning. ✅ Celebrate progress, not perfection. Encourage questions and acknowledge the learning curve. 💡 The Hard Truth: SAP implementations are not just about technology. They are deeply human journeys. We are asking people to let go of who they were so they can grow into who they need to be. That’s uncomfortable. And it’s where the real work of transformation lies. If you’ve led or been part of an SAP project: Have you felt this fear of “losing competence” yourself? Have you seen your teams struggle with the emotional side of change? How did you navigate it? Share your experience. Let’s have the real conversation about why SAP change is hard and how we can support people through it. #SAP, #ERP, #SAPImplementation #ChangeManagement, #DigitalTransformation, #BusinessTransformation #Leadership, #PeopleFirst, #GrowthMindset #teamASAR #ASARDigital

🌟 Transitioning Smoothly Post-Implementation: Sustaining SAP Beyond Hyper Care 🌟 Facing the post-implementation phase after SAP deployment can be challenging, especially when your project team and implementation partner have disbanded. But fear not! Here are some tips to ensure a seamless transition and sustain success with SAP: 1. **Documentation is Key**: Start by ensuring all documentation related to the SAP implementation is comprehensive and up-to-date. This includes user manuals, process flows, configuration documents, and any custom developments. Having this information readily available will empower your internal team to troubleshoot and maintain the system effectively. 2. **Internal Knowledge Transfer**: Conduct thorough knowledge transfer sessions within your organization. Identify key individuals who were involved in the project and have them share their expertise with other team members. Consider establishing a center of excellence or a dedicated SAP support team to centralize knowledge and provide ongoing assistance. 3. **Engage with SAP Community**: Leverage the vast SAP community for support and guidance. Participate in forums, user groups, and online communities to exchange knowledge, seek advice, and stay updated on best practices. Collaborating with peers facing similar challenges can provide valuable insights and solutions. 4. **Continuous Training and Development**: Invest in continuous training and skill development for your SAP users and administrators. Offer regular training sessions, workshops, and certifications to keep them updated on new features, functionalities, and industry trends. A well-trained team is better equipped to optimize SAP usage and address emerging requirements. 5. **Establish Vendor Relationships**: Build strong relationships with SAP and its ecosystem of partners and consultants. Engage with SAP representatives, attend user conferences, and explore support options available through SAP or certified partners. Establishing these connections can provide access to specialized expertise and resources when needed. 6. **Monitor Performance and Feedback**: Implement robust monitoring mechanisms to track system performance, user feedback, and issues post-implementation. Regularly solicit feedback from stakeholders to identify areas for improvement and address any pain points promptly. Proactively monitoring and addressing concerns will help maintain user satisfaction and drive continuous improvement. Remember, the journey with SAP doesn't end with implementation; it's an ongoing process of optimization and adaptation. By following these strategies and fostering a culture of collaboration and innovation within your organization, you can sustain success with SAP and drive long-term value for your business. SastraGeek Solutions #SAP #Implementation #Sustainability #DigitalTransformation #Collaboration #ContinuousImprovement #parmindersingh #sastrageeksolutuons

How. Is. This. Still. Happening?! 😡 Today, I had a conversation that left me fuming—and not for the first time. I spoke with an incredibly talented, experienced female candidate who just discovered that a male colleague—junior to her in the industry, with half her experience, who even reports into her—was earning significantly more than her. Yes, you read that right. In 2024, we're still having these conversations. How is this still a thing? Equal Work, Equal Pay should be the norm, not a privilege. It’s not just about fairness; it’s about respect, value, and integrity. How can we expect women to stay motivated, stay innovative, stay in industries that continue to undervalue them, especially when the events industry is pretty much made up of women? It’s infuriating that despite all the progress we've supposedly made, gender pay gaps are still very real, very pervasive, and very damaging. We talk about diversity, equity, and inclusion, but how can we take those words seriously when these disparities continue to exist? So, what do we do about it? Advocate and Speak Up: If you discover you’re being underpaid, don’t stay silent. Gather your facts, know your worth, and advocate for yourself. Yes, it’s uncomfortable, but silence only perpetuates the problem. Managerial Responsibility: Managers, this is on you too. If someone on your team is being underpaid, it’s your responsibility to address it. Push for pay adjustments if you see inequities—don’t wait for your employees to bring it up. Support Each Other: We need allies in the workplace. If you’re aware of a colleague being underpaid, support them in their fight for fair compensation. The more voices, the stronger the message. If this happens to you… Don’t internalise it: This isn’t about your worth or value. It’s about systemic issues that need to be addressed. Arm Yourself with Information: Research industry benchmarks, gather evidence of your contributions, and prepare to make your case. Demand Action: Don’t just ask—demand that your organisation takes action. Whether it’s a salary adjustment or a clear path to one, make sure there’s a concrete resolution. Know When to Walk Away: If your company refuses to rectify the situation, it might be time to look elsewhere. Don’t stay where you’re undervalued. To all the companies out there: Step up. Do better. This isn’t just about keeping your employees happy; it’s about basic fairness and decency. This shouldn’t still be happening. But until it stops, we’re going to keep talking about it, calling it out, and demanding change. #EqualPay #GenderEquality #PayEquity #DiversityandInclusion #RantOver

Either successful or liked: The double standards for #female leaders in #consulting [Phd Insights] Something that stood out to me from my #PhD results was the clarity about the expectations towards women in a male-gendered organization such as consulting: As a female leader, you hardly ever win ⚠️ Why is that? The reason are the societal expectations towards how women should be and behave. And how leaders should be and behave (see Cuddy et al. 2015, Thiele 2023, Dede 2024). Either you are acting from your role as a leader: Maybe assertive in some decisions, leading the team, tackling client problems factually 👉 then you will be perceived less favorably as a women (from all genders alike!) Or you are acting from your role as a women: Maybe caring about your teams' challenges and listening empathetically or giving in in a conflict with clients 👉 then you will be perceived less strong and less competent as a leader Women face these double standards and have to choose. A successful female manager phrased it in the interviews as follows: [German original] "Das sehe ich so als die stereotypisch männlichen Charakteristika, die da erwartet werden. Mit denen dann auch frau erfolgreicher wird. Aber natürlich: Männer sind dann immer noch sympathisch, Frauen leider nicht mehr, aber, …sie können dann auch erfolgreich werden." So you can either be successful - or liked. Choose wisely. 📚 Do you want more insights? See Dede 2024! Read chapter 6.2 from my #PhD on the career paths of women in higher management [link in the comments] ________ Hi 👋 I am Kim, Female Career Coach at The Dede Company and LinkedIn #TopVoice for Job & Career from Germany living in Dubai. If you want the extra motivation for your career, just hit #follow 🔔

𝗪𝗵𝘆 𝗱𝗼 𝘀𝗼 𝗺𝗮𝗻𝘆 𝗘𝗥𝗣 𝗺𝗶𝗴𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝗮𝗶𝗹? 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝘁𝗿𝗲𝗮𝘁 𝗶𝘁 𝗹𝗶𝗸𝗲 𝗮 𝘀𝗶𝗺𝗽𝗹𝗲 𝘀𝗼𝗳𝘁𝘄𝗮𝗿𝗲 𝗽𝗮𝘁𝗰𝗵, not the business transformation it truly is. Listening to my network, there seems to be a rush to complete ERP migrations, as fast as possible, with SAP S/4HANA plans driving most of it. But an ERP system is more than just an IT upgrade. It’s a chance to redesign how your business operates and build a solution architecture that supports agility and innovation. While necessary, these migrations often become redundant without proper alignment to business goals. Something, I've seen happen! Here some get rights to consider: ◉ 𝗔𝗹𝗶𝗴𝗻 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗮𝗻𝗱 𝘁𝗲𝗰𝗵 𝗴𝗼𝗮𝗹𝘀 Ensure that IT and business leaders are on the same page. ERP systems serve broader business objectives, such as innovation, improving procurement strategies, and enhancing supplier relationships. ◉ 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘁𝗼𝗼𝗹𝘀. Instead of getting caught up in the technology itself, be clear about the business benefits you'd like to achieve. New ERP functionality can be of support to achieve goals like efficiency, cost reduction, and agility. ◉ 𝗦𝗶𝗺𝗽𝗹𝗶𝗳𝘆 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄𝘀 𝗮𝗻𝗱 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝗲𝗻𝗱-𝘁𝗼-𝗲𝗻𝗱 Don't just migrate complex, outdated processes but streamline them end-to-end. Reevaluate processes for efficiency and desired outcomes. ◉ 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 - 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗶𝗻 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 ERP migrations often fail due to poor user adoption. Beyond training, invest in communication & ongoing support showing the value and relevance of the system to users. ◉ 𝗜𝗻𝘃𝗼𝗹𝘃𝗲 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝘁𝗲𝗮𝗺𝘀 ERP impacts every area of the business, so cross-team collaboration is essential. Involve stakeholders from finance, procurement, IT, and operations ensures the system meets everyone’s needs. ◉ 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗱𝗮𝘁𝗮 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 - 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗰𝗼𝗺𝗽𝗿𝗼𝗺𝗶𝘀𝗲 An ERP system is only as good as the data it processes. Ensure that data is clean, consistent, and reliable before migration. Dirty or incomplete data is one of the biggest challenges post-go-live. ◉ 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘀𝗲 𝗦𝘆𝘀𝘁𝗲𝗺 𝗳𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗖𝗼𝗺𝗽𝗼𝘀𝗮𝗯𝗶𝗹𝗶𝘁𝘆 Choose an architecture which allows for future-proofing and integration of new features, scalability and integration. Business models evolve, and your ERP must evolve with them." ◉ 𝗦𝗲𝘁 𝗿𝗲𝗮𝗹𝗶𝘀𝘁𝗶𝗰 𝘁𝗶𝗺𝗲𝗹𝗶𝗻𝗲𝘀 - 𝗶𝘁'𝘀 𝗻𝗼𝘁 𝗴𝗼𝗶𝗻𝗴 𝘁𝗼 𝗯𝗲 𝗾𝘂𝗶𝗰𝗸 𝗶𝗳 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝘃𝗲 Don’t rush an implementation. ERP migrations are complex and require time to integrate properly. A phased approach allows for troubleshooting and mitigates a risk for failure. ❓Any other "get rights" i missed and you would add from your experience. #erp #businesstransformation #migration #sap4hana

For me, Deloitte’s fourth annual Women @ Work Global Outlook (https://deloi.tt/3Ue3K25) is one of the most important reads of 2024, providing a critical barometer into the current workplace and societal factors impacting women’s careers worldwide. In reflecting the lived experiences of 5,000 women professionals across 10 countries, this year’s report dives into the key issues impacting women in the workplace – and one of the most important findings is on the increasing toll of stress and long working hours on women’s mental health. This year’s report found that, while there has been some progress in reducing burnout from 2023, half of women still report higher stress levels compared to a year ago, with 48% expressing concerns about their mental health. It is particularly concerning that a third of women have taken time off work in the past year due to mental health challenges and two-thirds feel uncomfortable discussing mental health in the workplace due to stigma and fear of career repercussions. To say the least, this report shows that there is much more work to be done in achieving true gender equality in the workplace – especially when it comes to mental health. As the report outlines, by going beyond just recognizing the importance of mental health at work and understanding the key drivers of workplace stress for women, organizations can lead meaningful change and build a culture where women can be open about their mental health without fear of penalty or stigma.  

SAP's Strategy and the Power of Diverse Perspectives This week's discussions surrounding my blogs on Frank Albrecht's observations about the role of "non-SAP" partners and the potential of Agentic AI within the SAP ecosystem have been incredibly insightful. The diverse perspectives shared, particularly by Shaurin Shah, Wayne Holtham, and David Hilcher, have enriched the conversation and prompted me to delve deeper into these issues. Concerns from ERP Veterans The concerns raised by these ERP veterans highlight a growing unease with SAP's current strategy. Shaurin Shah emphasizes the limitations of SAP's ERP systems, particularly their focus on "purchases" rather than "people," which can hinder innovation. He suggests that decoupling AI and machine learning components from the core SAP system could foster innovation and allow customers to retain ownership of valuable business knowledge. Wayne Holtham criticizes SAP for competing with its partners and pushing immature products onto customers, eroding trust and damaging relationships. David Hilcher points to SAP's "Eurocentric" culture as a root cause of its problems, where a "one-size-fits-all" mentality and a lack of customer-centricity stifle innovation and fail to meet diverse customer needs. Addressing the Concerns These concerns raise important questions about SAP's future direction. To remain a leader in the ERP space, SAP needs to address these issues head-on. Collaboration and Customer Centricity: SAP should re-evaluate its relationship with partners, prioritizing collaboration over competition. Actively listening to customer feedback and needs is essential for delivering mature, customer-centric solutions. Embracing Openness and Flexibility: SAP could benefit from embracing a more open and collaborative culture, both internally and externally. Balancing standardization with flexibility and customization will be key to meeting the diverse needs of its customer base. Innovation and Adaptation: Decoupling AI and machine learning components, as suggested by Shah, could allow for greater innovation and adaptability. Embracing new technologies and business models is crucial for SAP to remain competitive in the rapidly evolving enterprise software landscape. The Way Forward The SAP ecosystem is at a crossroads. By addressing the concerns raised by ERP veterans and embracing a more open, collaborative, and customer-centric approach, SAP can continue to thrive and deliver value to its customers. For a more in-depth analysis of these issues, please refer to my white paper: [Concerns from ERP veterans over SAP's current strategy] https://lnkd.in/eXz7hQWG Disclaimer: The views and opinions expressed in this blog post are my own and do not necessarily reflect the official policy or position of any company or organization.

Not all SAP implementations are successful—many have faced significant challenges, delays, and even complete failures. Here are some notable unsuccessful SAP projects and the lessons learned: 1. Lidl – €500M SAP Failure (2018) •Issue: Lidl, a German retail giant, attempted to implement SAP for inventory and finance management. However, they insisted on keeping their existing inventory valuation method instead of adapting to SAP’s standard approach. •Result: After seven years and €500 million, Lidl scrapped the project. •Lesson: Customization must align with SAP best practices—forcing legacy processes into SAP often leads to failure. 2. Revlon – $64M Supply Chain Disaster (2019) •Issue: The beauty brand implemented SAP S/4HANA, but the rollout was rushed without adequate testing, resulting in supply chain disruptions. •Result: Factories couldn’t fulfill orders, stockouts occurred, and the company lost $64M in revenue. •Lesson: Proper testing and phased rollouts are critical for large-scale SAP implementations. 3. Hershey’s – $150M Halloween Disaster (1999) •Issue: Hershey’s implemented SAP but rushed the go-live before peak season without proper system stabilization. •Result: A failed order fulfillment process left millions of chocolates undelivered, causing a $150M revenue loss. •Lesson: Never go live during critical business seasons. Ensure the system is fully stable first. 4. U.S. Navy – $1B SAP Failure (2015) •Issue: The U.S. Navy spent $1B on an SAP ERP system for logistics, but they never properly defined the requirements. •Result: The system didn’t meet operational needs and was abandoned. •Lesson: Clearly define requirements and business processes before implementation. 5. LeasePlan – SAP HCM Implementation Challenges •Issue: LeasePlan, a fleet management company, implemented SAP HCM but struggled with customized payroll processing across different countries. •Result: The system had payroll calculation errors, leading to employee dissatisfaction and manual workarounds. •Lesson: Global payroll rollouts require detailed local compliance checks to ensure smooth functioning. Key Takeaways for SAP Consultants: 1.Minimize Customization – Stick to SAP best practices instead of forcing legacy processes. 2.Thorough Testing is Critical – Rushed go-lives without testing lead to disasters. 3.Stakeholder Alignment is Key – Business users must be fully involved, not just IT teams. 4.Phased Rollouts Work Better – Avoid big-bang implementations unless absolutely necessary. 5.Payroll & HCM Require Special Care – Compliance issues can cause payroll failures, legal problems, and employee dissatisfaction. #saphcm #sapfreshers #sapcareers #sapjobopportunity

❌ "Can we talk at 8 PM?" ❌ "Let’s connect later tonight." ❌ “I’m available at 10 PM, let’s connect then.” BUT ✅ "What’s the last call you take in the evening?" A client messaged me this the other day. A small difference in words, but a significant shift in mindset. This client—let’s call him A—is a senior leader, incredibly sharp, always on top of things. The kind of person whose calendar is packed from morning to night. He could have assumed I’d be available whenever he was. But he didn’t. Instead, he did something most people overlook—he acknowledged that my time matters too. In a world where late-night work calls are normalized,  where emails demand instant replies, and  where professional boundaries blur, this was refreshingly different. Most clients don’t ask. They assume. They set a time, and you adjust.  Because that’s how it works, right? I used to believe that too. Early in my career, I took any call, at any time.  9 PM? Sure.  10:30 PM? Fine.  "It’ll just take 5 minutes" at 11 PM? Of course—though it never really was just 5 minutes. Until one night, on yet another 11:15 PM call, exhausted and unfocused, I realized—I was the one setting this expectation. So, I started defining boundaries. And the best clients? They respected them. Because they didn’t just value my expertise—they valued my time. And the truth is, people treat you the way you allow them to treat you. So the next time someone assumes you’re free at 11 PM, try responding with— "No, but I’m available at 4 AM, let’s connect then" Let’s see how that plays out. 😉 #WorkLifeBalance #ProfessionalBoundaries #TimeMatters #HealthyWorkCulture