The pause that moves forward
At the beginning of 2026, we took a break. Not to slow down, but to capitalize.
After an intense year spent working with the Percipere teams on S/4HANA Public Cloud implementations, we decided to transform the field experience into sustainable assets. This feedback is not a retrospective exercise: it is a direct application of our Efficiency pillar. Learn once, always reuse.
In our previous series, we shared our vision built around four pillars: Technology, Efficiency, Collaboration, and People. We concluded by announcing that the theory was established and that the practice was about to begin.
Today, we open the chapter of Action.
This chapter begins with the story of a double experiment, currently underway: the construction of a platform of expert tools for SAP Public Cloud, and the rigorous evaluation of AI as a development accelerator in an enterprise context.
Perhaps these experiments will not end up exactly where we think. But the road we have travelled will make us grow anyway. And that's also what capitalization is all about
A field that speaks: the SAP Public Cloud challenge
Last year, we worked with a new customer profile: organizations adopting SAP Public Cloud. These customers are very different from the ones we know in the traditional SAP ecosystem.
Smaller structures, smaller IT teams. Where traditional SAP deployments are aimed at large companies with structured IT teams, public cloud customers are often SMBs or subsidiaries with limited resources. Some don't even have a dedicated in-house IT team.
A complexity that does not diminish. Adopting SAP Public Cloud is not just about "moving to the cloud." It means absorbing a dense technical ecosystem: understanding the SAP BTP architecture and its multiple services, mastering user and authorization management across multiple identity layers, implementing a security strategy covering authentication, encryption and access compliance, managing integrations with third-party systems via middleware or APIs, respecting Clean Core principles to guarantee the scalability of the system over time, manage the extensibility strategy, know when to use an in-app extension, a side-by-side on BTP or a Key User development, understand the mechanisms of transport and management of the lifecycle of objects, and finally master cloud license management, with its metrics specific to each service.
Beyond technology, it is the integration into operational processes that weighs heavily. Identity management (entry/exit), access compliance, incident management, monitoring, business continuity, etc. All these processes must now integrate a cloud brick with its own specificities. For small IT teams, it's not just another task, it's a construction site within a construction site.
The question of autonomy. During implementation, the integrator partner takes care of these aspects. But after the go-live, a problem emerges: how to give autonomy to the customer without having to develop complete SAP expertise in-house?
It is from this observation on the ground that our response was born.
Our answer: tools for autonomye
Faced with this challenge, we decided to build a modular platform of expert tools. The idea is not to replace human expertise, but to make it accessible where it is most lacking.
Each module of this platform has three complementary objectives:
- Structure governance based on best practices.
- Simplify operations so that teams can focus on what matters most.
- Provide continuous auditing and advice to anticipate problems rather than suffer them.
Governance, simplification, continuous improvement. Three axes that concretely translate our Collaboration and Human pillars.
The accelerator: AI as an economic and technical lever
Developing expert tools requires time and investment. The SAP cloud is moving fast, it is unthinkable to wait six months to integrate a new feature.
This is where our second area of experimentation comes in: the use of AI in software development.
To make these tools accessible to smaller structures, we had to solve an economic equation that was impossible with traditional methods: produce more, maintain better, without multiplying costs by three. AI is not a gimmick here, it is the lever that makes this economic model viable.
But true to our Technology pillar, we don't approach AI as an end in itself. Our approach is one of pragmatism: evaluating what really works, in an extremely structured framework, rigorous project management, systematic code review, human validation of each production.
The gain sought is not only speed, but rigour on a large scale.
Triple objective: to serve, to optimize, to transfer
This double experiment is not an academic exercise. It has a threefold strategic objective.
- Serving our customers: By reducing the learning curve and simplifying complexity, we enable our customers to gain autonomy without becoming SAP experts.
- Optimize our own efficiency: AI and the modular approach allow us to reduce our development costs while maintaining our high standards. This is our Efficiency in Action pillar.
- Transferring our know-how: We practice dogfooding: we use our own methods to create our own products. This experience becomes an asset that we can share, in the form of a framework or a proven methodology.
Next: Opening the lid of our laboratory
This article sets the context and our ambition for 2026. The next articles will not be commercial brochures, but milestones in this construction.
In the next installment, we'll take you to the heart of our thinking about expert tools. We will share the architecture choices we are testing to meet the constraints of the Public Cloud, and how we plan to structure governance for our customers.
Finally, we will dedicate an article to our AI experimentation protocol. We will detail the framework we are putting to the test to secure development: what solutions do we evaluate to guarantee sovereignty? How do we structure the protection of intellectual property (IP)?
It will not be a question of giving you a magic and definitive recipe, but of documenting our method for transforming a promising technology into a reliable industrial lever.
Conclusion: the field as a laboratory
2025 was a year of learning for us. 2026 is the year when this learning turns into action.
We apply our Efficiency pillar by capitalizing on each project. We embody our Technology pillar by remaining pragmatic in the face of trends. We live our Collaboration pillar by co-building with our customers. And we honor our Human pillar by simplifying their daily lives.
The theory was established. The action begins.