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Yes, SAP customers genuinely struggle with S/4HANA migration. The difficult part is rarely the database conversion alone. The largest risks usually come from custom code, poor-quality data, undocumented integrations, redesigned business processes, limited specialist skills, testing gaps, and unclear cloud or commercial decisions.
A migration becomes especially dangerous when an organization treats it as a routine software upgrade while carrying forward decades of custom processes and unresolved data problems. The safer approach is to treat it as a staged business transformation, with technical conversion, process redesign, data ownership, testing, training, and post-go-live operations planned together.
What “S/4HANA migration” actually means
The phrase can describe several different programs, each with a different risk profile:
- System conversion, or brownfield: Converting an existing SAP ERP/ECC system while retaining much of its configuration, data, and history.
- New implementation, or greenfield: Building a new S/4HANA system around standardized processes.
- Selective data transition: Combining elements of conversion and reimplementation while retaining selected entities, history, or processes.
- Landscape transformation: Consolidating, carving out, merging, or redesigning multiple SAP landscapes.
- Cloud transition: Moving to Public Edition, Private Edition, or another hosting model. This is a deployment decision, not automatically the same thing as an application conversion.
SAP’s comparison of deployment options describes Public Edition as primarily oriented toward a new implementation, while Private Edition supports conversion, new implementation, selective data transition, and lift-and-shift scenarios. The correct choice depends on the organization’s processes, customizations, regulatory obligations, integrations, and willingness to standardize.
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SAP’s edition comparison should be checked against the relevant product release and contract.
Why the decision feels urgent
SAP Business Suite 7 core applications have mainstream maintenance through the end of 2027. SAP describes optional extended maintenance for 2028 through 2030, with a stated two-percentage-point premium on the maintenance basis for the applicable support scope. These dates create substantial pressure, but 2027 is not a universal hard shutdown date for every customer.
Eligibility, product scope, geography, and contractual terms matter. SAP has also announced a time-limited ERP private-edition transition option intended to provide continuity from 2031 to 2033 for certain large and complex customers. SAP said customers signing up in 2026 would receive a standard 20% pricing uplift when switching to that option in 2031. Customers must verify the current terms and eligibility, including the relevant SAP documentation and SAP Note 3591251.
The practical lesson is simple: a maintenance deadline should trigger assessment and preparation, not an arbitrary go-live date. Rushing an unprepared program can create greater financial and operational risk than using an available transition period intelligently.
SAP’s maintenance strategy and its transition-option announcement contain the current qualifications.
The five recurring sources of difficulty
1. Custom code and modifications
Many ECC estates contain Z programs, custom reports, user exits, BAdIs, modified standard objects, custom tables and fields, old batch jobs, forms, interfaces, and business logic understood only by former employees or external consultants.
S/4HANA changes data structures, functionality, and architecture. Code that worked in ECC may reference obsolete tables, transactions, or assumptions. SAP’s custom-code tooling can identify objects requiring analysis, but tooling cannot decide whether a piece of code is still valuable to the business.
Every significant custom object should be classified as:
- Retain and remediate.
- Replace with standard S/4HANA functionality.
- Move into an extension platform.
- Redesign as part of a new process.
- Retire.
This is a business decision as much as a programming task. Keeping every customization may make conversion easier initially while preserving the technical debt that motivated the transformation. Retiring a critical but poorly documented program without business validation can be equally dangerous.
SAP’s Custom Code Migration documentation explains the current analysis approach, although application names and roles vary by release.
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2. Simplification and compatibility changes
S/4HANA is not simply ECC running on a faster database. SAP has redesigned business processes, data structures, and architecture. The relevant Simplification List and Readiness Check help identify changes that may affect the source system.
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3. Integrations that are connected but wrong
S/4HANA typically exchanges data with banks, tax systems, payroll and HR platforms, warehouses, manufacturing systems, CRM, e-commerce, supplier portals, data warehouses, identity platforms, EDI networks, middleware, and monitoring tools.
SAPinsider’s 2025 migration research identified third-party integration as one of the leading migration challenges. A technically connected interface may still be operationally incorrect if message timing, field meanings, duplicate handling, retry behavior, or accounting reconciliation changes.
Migration teams should maintain an interface catalog that records the owner, business purpose, source and target fields, frequency, failure behavior, security requirements, reconciliation method, and cutover sequence for every material integration.
SAPinsider’s 2025 findings provide the survey context.
4. Data quality and business ownership
Extracting and loading records is usually easier than deciding which records should be migrated and proving that the result is correct.
Common problems include duplicate business partners, inconsistent units of measure, obsolete materials and cost centers, incomplete tax data, open orders, open items, inventory, assets, balances, and historical records with missing organizational assignments. Different departments may also disagree about what “active,” “closed,” or “historical” means.
A 2026 SAP data-management report found that the most frequently cited data-migration challenge was the availability of business resources for cleansing and validation, at 27%. Data quality causing delays or go-live risk followed at 22%. The report also found that 35% of respondents were either not confident or did not know whether their data migration was ready. These are survey findings, not universal probabilities for every SAP customer.
The 2026 report highlights an important point: data migration is a business-control project, not merely an ETL exercise.
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Each major data object should have a named business owner. The program should define cleansing rules before building extraction routines, perform multiple mock migrations, reconcile financial and operational totals, test downstream reporting and interfaces, and require business sign-off rather than accepting a technically successful load as proof of readiness. SAP’s data-assessment capabilities can support this work but do not replace ownership.
5. Process change, skills, and adoption
Business users must make decisions, validate data, test realistic scenarios, approve exceptions, redesign controls, and learn new roles while continuing normal operations. Calling them “stakeholders” understates their workload.
Programs need people with S/4HANA architecture, finance and logistics process, ABAP, clean-core extensibility, data governance, integration, security, testing, cutover, change-management, and program-management skills. Skills shortages are particularly damaging when subject-matter experts are available only part time.
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What recent research says
The evidence supports a measured conclusion rather than the claim that every migration fails or exceeds budget.
- SAPinsider’s 2025 research identified custom-code adaptation, third-party integration, and data cleansing or data quality among the leading challenges.
- SAPinsider’s 2026 ERP migration research reported that custom-code adaptation and remediation remained the biggest challenge for S/4HANA deployments. Among respondents without S/4HANA plans, 63% cited higher cloud-infrastructure and deployment costs as a barrier, while 50% cited difficulty creating a convincing value proposition.
- The same 2026 research summary reported that 34% of respondents had completed the transition to S/4HANA. This describes that survey sample, not all SAP customers.
- PwC reports that surveyed organizations experienced challenges such as longer timelines, higher costs, additional training, and more customization than originally expected. Its published material should be read as survey evidence rather than proof that every project will have those outcomes.
The strongest defensible conclusion is that S/4HANA migration becomes difficult when organizations treat unresolved custom processes, poor data, undocumented integrations, weak ownership, and insufficient business capacity as secondary issues.
Public Edition, Private Edition, or on-premises?
| Option | Main strength | Main trade-off |
|---|---|---|
| Public Edition | Standardized SaaS processes and SAP-managed operation | Less freedom to preserve legacy customization; new-implementation orientation |
| Private Edition | Broader functional scope and support for conversion or selective transition | More transformation, testing, governance, and responsibility complexity |
| On-premises | Maximum control over application, data, infrastructure, and specialized requirements | More customer responsibility for infrastructure, operations, upgrades, and lifecycle management |
Public Edition is not automatically cheaper, and Private Edition is not automatically safer. The evaluation should consider industry and country scope, regulatory needs, process differentiation, custom-code volume, add-ons, M&A activity, internal skills, integration complexity, and appetite for standardization.
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Choosing a migration path
| Path | When it may fit | Principal risks |
|---|---|---|
| System conversion | Processes are broadly fit for purpose, substantial configuration and history must be retained, and code and add-ons are compatible | Carrying forward technical debt, inefficient processes, and underestimated testing |
| New implementation | Processes are fragmented or heavily customized, multiple instances need consolidation, and global standards are desired | Scope growth, loss of useful history, resistance, and greater change-management demands |
| Selective data transition | Some history, entities, or processes must be retained but a pure conversion would preserve too much debt | Complex mapping, reconciliation, data segmentation, and longer design cycles |
Brownfield is not automatically conservative: it may reduce immediate process disruption while preserving inefficient behavior. Greenfield is not automatically superior: it can produce a cleaner target while creating substantially more organizational change. Selective transition can balance the two, but only when the organization can define precise selection and reconciliation rules.
Clean core in practical terms
“Clean core” does not mean eliminating all customization. It means minimizing modifications to the central ERP system and governing extensions so that the core remains maintainable and upgradeable.
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For every requested customization, ask:
- Is the requirement genuinely differentiating?
- Can standard functionality meet it?
- Can it be implemented as an in-app extension?
- Should it run side by side on SAP BTP?
- Is the existing custom object actively used?
- Who owns it after go-live?
- Will it survive future upgrades?
- Does it add integration, security, or support risk?
SAP’s RISE methodology frames clean core across business processes, extensibility, data, integration, and operations. Access to some methodology capabilities depends on a valid RISE contract, so the framework should not be treated as proof that every service is included in every commercial arrangement.
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Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.How projects go wrong—and how to recover
Deadline becomes the project plan
Symptom: A go-live date is announced before code, data, interfaces, add-ons, and process owners are inventoried.
Recovery: Complete readiness and compatibility assessments first, then establish a risk-based scope baseline.
Technical load is mistaken for success
Symptom: Records load successfully, but balances, reports, workflows, or downstream interfaces are wrong.
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Recovery: Define reconciliation controls and business acceptance criteria before mock migrations. Test end-to-end scenarios, not just object-level load status.
Every customization is preserved
Symptom: The new system reproduces the old system’s complexity.
Recovery: Require a business owner to justify each customization and classify it as retain, remediate, replace, move outside the core, or retire.
Data is cleansed without business ownership
Symptom: IT fixes duplicates and formatting, but no one decides which records are authoritative.
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Recovery: Assign accountable owners by data object and document validation and sign-off rules.
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Cloud edition is chosen on price alone
Symptom: Critical industry processes, add-ons, controls, or differentiated workflows do not fit the standardized model.
Recovery: Perform fit-to-standard analysis and test the highest-risk scenarios before selecting the edition.
The operating model is left until after go-live
Symptom: Support teams, authorizations, monitoring, release governance, and incident ownership are unclear.
Recovery: Design the post-go-live support and release model during implementation. SAP customers also need to consider the transition from Solution Manager, whose mainstream maintenance ends on December 31, 2027, toward SAP Cloud ALM or other appropriate tooling.
Readiness checklist for sponsors and buyers
A migration should not receive final approval without evidence in these areas:
| Area | Evidence to request |
|---|---|
| Business case | Quantified benefits, avoided costs, regulatory drivers, and measurable outcomes |
| Migration path | Documented rationale for conversion, reimplementation, or selective transition |
| Custom code | Usage inventory, remediation estimate, retirement list, and extension strategy |
| Data | Object owners, quality baseline, cleansing plan, reconciliation rules, and mock-load results |
| Integrations | Complete interface catalog, target architecture, retry design, and end-to-end tests |
| Add-ons | Compatibility status, replacement plan, and vendor support commitments |
| Testing | Business scenarios, negative tests, volume tests, security tests, and cutover rehearsals |
| People | Named business owners, availability commitments, skills plan, and partner accountability |
| Change | Role-based training, communications, adoption measures, and country readiness |
| Operations | Monitoring, incident management, security, release cadence, recovery, and service levels |
| Commercials | Subscription, infrastructure, implementation, integration, data, testing, and support costs |
| Continuity | Contingency plan, rollback limits, parallel-run strategy, and transition support |
Migration tools are useful—but not sufficient
SAP Readiness Check can support usage, data, compatibility, and conversion assessment. Custom Code Migration can help identify technical remediation work. SAP Migration Cockpit supports defined migration scenarios, but it does not replace data ownership, cleansing, reconciliation, integration testing, or cutover governance.
Capabilities are release- and edition-specific. For example, SAP’s S/4HANA 2025 Simplification List states that Migration Cockpit is the only tool for a particular Public Edition migration scenario; that should not be generalized to every S/4HANA deployment.
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Maintenance dates, transition eligibility, licensing, entitlements, migration-tool capabilities, cloud responsibilities, and contract pricing can vary by product version, geography, agreement, deployment edition, and customer scope. Treat SAP documentation and commercial terms as release- and contract-specific. A public product page or methodology guide is not proof that a service, feature, or implementation activity is included in a particular quote.
Short glossary
- Brownfield
- Conversion of an existing SAP system while retaining significant configuration, data, or history.
- Greenfield
- New implementation based on redesigned and standardized processes.
- Selective data transition
- A transition that retains selected data, entities, or processes rather than copying or replacing everything.
- Clean core
- Controlled extensibility that minimizes modifications to the central ERP system.
- RISE with SAP
- SAP’s commercial and methodological framework for cloud-oriented business transformation; scope depends on the contract.
- SAP BTP
- SAP Business Technology Platform, used for capabilities including integration, data, analytics, and side-by-side extensions.
- Readiness Check
- SAP assessment tooling that helps identify usage, compatibility, data, and transition considerations.
What success looks like
A successful S/4HANA program is more than a system that starts on launch day. It should produce reconciled financial and operational data, reliable integrations, controlled extensions, tested business processes, trained users, clear ownership, stable support operations, and measurable benefits.
Technical conversion, process transformation, and operating-model transformation should be tracked as separate outcomes. A project can achieve the first while failing at the other two.
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