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Stop the Drift. Restore Performance.
„Back to Green“ in less than 12 weeks: ERP turnaround and S/4 HANA program stabilization
Large-scale S/4 HANA transformations rarely fail overnight. They lose their structural stability. Milestones are missed, escalations repeat, transparency dwindles, and decision-making responsibilities become blurred. What initially appears to be „temporary turbulence” evolves into a comprehensive execution risk.
„I have experienced this pattern many times with complex S/4 HANA transformations. It can be turned around. AdEx Partners“ turnaround management restores clarity in governance, discipline in execution, and management control without losing sight of strategic goals.“
Tatjana Kleber-Böse
Associate Partner & Turnaround Expert at AdEx Partners
When S/4 HANA transformations go off track
Industry analyses repeatedly show that large-scale S/4HANA programs frequently miss their targets. This is not due to the strategy, but rather because implementation loses its structural coherence. The imbalance develops gradually.
Typical warning signs are:
- Instability regarding cost and schedule
- Weak governance and unclear decision-making powers
- Lack of a clear objective including effort estimation and coordination of available resources
- Escalations without solving the root cause
- Misdirected management and growing distrust towards the implementation partners
- Lack of transparency regarding scope, risks, and delivery quality
S/4 HANA programs in trouble do not need to be stopped. They need to be stabilized.
Our promise: „Back to Green“ in under 12 weeks
A turnaround is not about interrupting a program. It is about regaining control without losing momentum.
AdEx Partners combines independent S/4 HANA program assurance with pragmatic stabilization support. We don't want temporary firefighting, but sustainable results.
In stabilization programs, we typically achieve (based on project experience):
- ~30 % Improving Supply Stability
- Up to 40 % higher PMO maturity
- Clear governance and decision-making responsibilities
- Transparency for executives and management
- Restored stakeholder trust
This is how turnaround becomes measurable, structured, and controlled.
That is why customers trust us in critical moments
Turnaround is a leadership issue. When program escalation reaches the executive level and trust in performance diminishes, analysis alone is no longer enough to regain stability in the program. Now what is needed is visible and tangible control, determination, and structural clarity.
Our leadership in the S/4 HANA turnaround combines:
- Calmness and authority, even under great pressure
- Alignment of the management team and new, redefined responsibilities
- Transparent decision-making models
- Practical stabilization at the governance and PMO level
„When programs escalate, the first reaction is often to move even faster. But the opposite is what works: slow down, take your foot off the gas. First comes clarity in governance and decision-making. As soon as structural stability is restored, performance picks up again as well, explains Tatjana.
In unstable environments, leadership sets the tone. Once the structure at the top is restored, implementation across the entire program stabilizes. Combined with our industrialized S/4 HANA implementation strength and AI-powered PMO capabilities, the turnaround becomes structured, controlled, and measurable.
What does turnaround management look like in practice at AdEx? Learn more here about working with our client Ahlstrom.
Our 4-phase framework for the S/4 HANA turnaround
When a transformation loses its structural stability, the turnaround must be executed systematically, not reactively. Our four-phase framework provides this structure.
Phase 1: S/4 HANA Program Health Check (Weeks 1–2)
Clarity comes before control. We are conducting a structured analysis of the S/4 HANA program, examining in particular:
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Governance and control structures
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Scope Clarity and Backlog Discipline
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Delivery Performance and Milestone Realism
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Risk exposure and financial transparency
Executive Deliverables:
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Structured Health Check
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Executive Summary for Management
This phase creates fact-based transparency as the basis for reliable decisions.
Phase 2: Root Cause & Recovery Roadmap (Weeks 2–4)
Transparency alone does not create stability. Structural causes must be specifically addressed.
We analyze and prioritize in particular:
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Governance and accountability gaps
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Supplier performance and delivery structures
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management-level stakeholder alignment
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Scope Discipline and Release Management
Executive Deliverables:
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Fact-based back-to-green roadmap
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Prioritized stabilization measures
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Clearly defined responsibilities
This phase creates clarity in decision-making and a structured path back to stability.
Phase 3: Governance & PMO Stabilization
Stability requires discipline in program organization and control.
We anchor:
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Clear executive governance cycles
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Transparent KPI and status dashboards
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Reliable risk and quality control routines
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Clear Decision-Making Authority and Responsibilities
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Optional: AI-powered real-time monitoring (GenAI)
This is how governance becomes visible, binding, and effective.
Phase 4: Safety Car Intervention
When structural instability in the program becomes critical, we temporarily slow down to regain control.
The safety car phase focuses on:
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Reset of control and escalation logic
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Stabilization of PMO performance
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Recovery of critical workstreams
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Realignment of supplier responsibility
The program is thus being realigned on a controlled and sustainable basis; it is being structurally stabilized rather than superficially accelerated.
Learn in our presentation how we restore the performance of your S/4 HANA transformation.
We will get your S/4 HANA program back on track. In under 12 weeks.
The longer an S/4 HANA transformation drags on, the greater the financial, operational, and reputational risks. Not with us!
We look forward to your call or email!
Our turnaround experts
Tatjana Kleber-Böse
Associate Partner – Turnaround & Stabilization
Tobias Wittebrock
CSO & Managing Partner