"Computer Weekly met up with Glasneck during the UK and Ireland SAP User Group (UKISUG) conference in Birmingham at the start of December to discuss the role of strong data management in successful SAP S4/Hana projects. The company has grown through acquisition. This resulted in 50 or so ERP systems in operation, which were not truly integrated. Imperial Brands recognised it needed to bring all of these legacy ERP systems together into one single S4/Hana instance."
"Understanding data has been a key factor in Imperial Brand's successful S/Hana deployment. But as Glasneck notes, this was the toughest aspect of the project. It required blending capable people from the business and functional consultants and analysts. "I selected three people from business who are at ease with data," he says. But this can be a challenge. "The topic of data ownership is difficult to implement if you don't have a data culture," Glasneck adds,"
Imperial Brands consolidated roughly 50 legacy ERP systems into a single SAP S/4HANA instance after growth through acquisition. The company selected the UK and Ireland first to develop a robust global template rather than begin with the simplest market. Strong data understanding and governance proved central to the migration and SAP Analytical Cloud implementation. Data migration was led by a data tower lead responsible for the analytical cloud. The migration demanded blending business people, functional consultants, and analysts. Building data ownership was difficult due to an immature data culture, prompting selection of business staff comfortable with data.
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