Many SAP ECC customers know they need to move to SAP S/4HANA. They know SAP’s mainstream maintenance timelines are changing. They know the market is moving towards S/4HANA and cloud. They know ECC cannot remain the long-term strategic platform forever. 

But knowing that a move is needed and being ready to start are two different things. 

For many businesses, the challenge is not awareness. It is confidence. They aren’t avoiding the decision because they don’t understand the deadline. They delay because they don’t yet know what the move will involve, how much it will cost, what risks it will create, which migration route is right, or whether the current ECC system is fit to carry forward. 

That is why an evidence-based approach matters. Before committing to a large S/4HANA programme, businesses should understand how they actually use ECC today. 

The ECC deadline is real, but panic is not a strategy 

For many SAP ECC and SAP Business Suite 7 customers, mainstream maintenance for core applications runs until the end of 2027, with optional extended maintenance available until the end of 2030 for eligible releases. SAP has also committed to innovation for SAP S/4HANA through the end of 2040. 

That creates a clear planning horizon. It does not mean every business needs to rush into a full transformation immediately. But it does mean that doing nothing is becoming increasingly risky. 

A move from ECC to S/4HANA is not just a technical upgrade. It can affect finance, procurement, sales, logistics, manufacturing, reporting, integrations, custom code, master data, controls, business processes and user adoption. 

If the business waits too long, the programme risks becoming deadline-driven rather than business-led. That usually leads to poorer decisions. 

Why many ECC customers have not moved yet 

Many ECC customers have delayed their move to S/4HANA for good reasons. ECC systems are often deeply embedded in the business. They may have been developed over many years, with custom code, interfaces, reports and processes that reflect how the organisation operates. For some businesses, ECC still works. It may not be modern, but it is stable, familiar and business-critical. 

Uncertainty also surrounds the migration route. Some organisations are unsure whether to take a system conversion approach, a new implementation approach, a phased approach, public cloud, private cloud, or another route entirely. Then there is the business case. If the programme is positioned only as “we need to move because support is ending”, it can feel like a compliance cost rather than a value-creating investment. 

Common reasons for delay include: 

·         Uncertainty over the right migration path. 

·         Concern about disruption to the business. 

·         Lack of clarity on cost and timeline. 

·         Complexity in custom code and integrations. 

·         Poor understanding of current process performance. 

·         Weak business case beyond the support deadline. 

·         Competing priorities and limited internal capacity. 

·         Fear of uncovering issues in data, process or controls. 

These concerns are understandable. But waiting won’t make them go away. 

Do not start with a migration route. Start with the current reality 

A common mistake is to start the S/4HANA conversation by debating the target architecture too early. Should we convert the current system? Should we start again? Should we move to public cloud? Should we move to private cloud? Should we standardise? Should we keep certain custom processes? 

Those questions matter, but theyare hard to answer properly without evidence. The better starting point is: what is actually happening in our ECC system today? 

That means understanding which processes are used, where users deviate from the standard process, which transactions drive volume, which variants and workarounds exist, where manual intervention is high, where controls are weak, and where process performance is slowing the business down. 

Without that evidence, the organisation risks basing the S/4HANA roadmap on assumptions, opinions and historical design decisions. 

Why process mining should be part of Phase 0 

Process mining gives businesses a fact-based view of how processes actually run in ECC. Instead of relying only on workshops, interviews, and documentation, process mining analyses system data to show real process flows, variants, bottlenecks, and exceptions. 

That matters because many ECC landscapes have evolved over years. The documented process and the actual process may differ. Users may have developed workarounds. Custom transactions may be widely used. Reports may support decisions that are not visible in the formal process. Some functionality may be critical, while other areas may no longer be used at all. 

A tool such as Futuroot can support an evidence-based Phase 0 by helping answer questions such as: 

·         Which ECC processes are actually being used? 

·         Where do users deviate from standard process flows? 

·         Which activities create the most rework or delay? 

·         Where are manual interventions highest? 

·         Which process variants are business-critical and which are unnecessary? 

·         Where are there opportunities to standardise before moving to S/4HANA? 

·         Which areas should be prioritised in the roadmap? 

·         What should be simplified, retired or redesigned? 

This changes the conversation from “what do we think is happening?” to “what does the data show?” 

The value of an evidence-based roadmap 

An evidence-based S/4HANA roadmap helps reduce uncertainty. It helps the business make better decisions about scope, phasing, risk, and value. It also helps leadership decide whether to position the move as a technical migration, a process standardisation programme, a finance transformation, an operational improvement project, or a broader business transformation. 

For example, process evidence might show that most issues are concentrated in procure-to-pay, order-to-cash, inventory management or month-end close. It might show that certain custom processes are rarely used and could be retired. It might show that some parts of the business are already close to standard, while others require more change management. 

That information makes planning more realistic. It can also help the business avoid two common mistakes: carrying too much historical complexity into S/4HANA, or trying to redesign everything at once. 

What Phase 0 should cover 

Before committing to a full S/4HANA programme, ECC customers should consider a structured Phase 0. This should not be a theoretical assessment. It should produce practical outputs that help the business make decisions. 

A good Phase 0 should review the current ECC landscape, key processes, custom code, integrations, reporting, data quality, business pain points, support risks, and migration options. It should also include process mining where possible, so that the roadmap is based on system evidence rather than workshop opinion alone. 

The output should clearly show current process performance; areas of complexity and risk; standardisation opportunities; custom code and integration considerations; migration route options; recommended phasing; business case themes; quick wins; longer-term transformation opportunities; and an indicative timeline and investment range. 

Avoid carrying yesterday’s complexity into tomorrow’s ERP 

One of the biggest risks in any ECC to S/4HANA move is carrying forward too much historical complexity. Over time, ECC systems often accumulate custom developments, reports, interfaces, approval routes, manual controls, unused functionality and process variants. Some of these are genuinely important. Others exist because of historical constraints that may no longer apply. 

If the business simply moves everything forward without challenge, it risks recreating the same complexity on a newer platform. That weakens the business case. 

Use a move to S/4HANA as an opportunity to ask what should be standardised, simplified, retired, or redesigned. But those decisions need evidence. Otherwise, every local process can appear business-critical, every custom report can appear essential, and every workaround can survive by default. 

Process mining helps create the evidence needed to challenge that complexity safely. 

Cloud, private cloud or public cloud? 

The right S/4HANA route depends on the business. Some organisations may need a system conversion or private cloud approach because of complexity, existing investment, custom functionality or industry requirements. Others may be better suited to SAP S/4HANA Public Cloud, especially where the business wants to standardise, reduce technical debt and adopt a cleaner ERP operating model. 

The point is not to decide the answer too early. The point is to understand the current system, business priorities, and future operating model before choosing a route. A decision based only on technology preference can be risky. A decision based on process evidence, business value and delivery realism is stronger. 

The business case should be more than avoiding risk 

The support deadline matters, but it should not be the only reason for change. A stronger S/4HANA business case should also consider faster, better reporting; reduced process complexity; improved finance and operational control; better data quality; lower reliance on manual workarounds; more standardised processes; improved user experience; better integration and automation; and a platform for future analytics, planning, and AI. 

This makes the programme easier to justify because it is not just about avoiding an end-of-support problem. It creates a more scalable, modern ERP platform. 

Where Percipere helps 

Percipere helps ECC customers plan their move to S/4HANA using an evidence-based approach. We can support a Phase 0 assessment that combines SAP migration experience, process insight, Futuroot process mining, commercial phasing and practical roadmap development. 

The aim is to help you answer the questions that matter before committing to a full programme: what is really happening in ECC today, which processes are working well, where the bottlenecks and workarounds are, what should be standardised or simplified, which custom elements need to be reviewed, what migration route is most realistic, what phase one should include, what can be deferred, and what the likely business case should look like. 

This gives the business confidence to move from uncertainty to a structured S/4HANA roadmap. 

Final thought 

The ECC deadline is important, but the bigger issue is readiness. Businesses that delay too long may find themselves forced into rushed decisions. Businesses that start with evidence can make better decisions about scope, route, cost, risk and value. 

Don’t start a move to S/4HANA with guesswork. It should begin with a clear understanding of how ECC is used today, what the business needs tomorrow, and which route gives the organisation the best chance of a successful transition.