How PCS Innotec regains control of its SAP S/4HANA implementation with governance, change and adoption
Manufacturing
• Lack of structure and transparent communication in project management
• Recurring incidents from an under-structured change management process
• Heavy dependency on the external implementation partner
• No structured approach to data migration and testing
• On-time, on-budget delivery at the expected quality level
• Fewer IT incidents through structural root cause resolution
• High data quality and a thoroughly tested, approved system at go-live
• Increased organisational confidence and user adoption
SAP S/4HANA
PCS Innotec International, a Belgium-based developer of maintenance, repair and cleaning products for professional use, serving skilled technicians across the automotive, industrial and construction sectors, faced significant challenges during their SAP S/4HANA implementation across the group and subsidiaries.
Group CFO Kristof Deckers put it plainly:
"I was missing structure and transparency, which didn't give me enough comfort regarding the project's progress or costs."
That gap in structure and transparency is what eventually led PCS Innotec to Emixa.
Restoring structure to a stalled implementation
Before Emixa stepped in, the project encountered multiple obstacles. Project management lacked structure, incident and change management processes were insufficiently defined, and recurring issues kept resurfacing without being resolved at the root. Because internal IT capacity was limited, PCS Innotec had become heavily dependent on its external implementation partner, with no structured approach to data migration or testing to fall back on. On top of that, user engagement was low and organisational communication moved slowly., l eaving the business unconvinced the new system would actually land well once it went live.
Deckers, further emphasized,
"Involving the entire organisation from the very beginning and making them co-responsible for the project is crucial."
From reactive firefighting to a controlled, structured programme
What PCS Innotec needed wasn't more technical expertise. It was a partner who could move fast and bring order. Deckers recalls the moment that convinced him Emixa was the right fit:
"One of the first things I look for in such a decision is a clear sense of urgency. The day after our first call, the Managing Director of Emixa Belgium and one of their most experienced consultants were already sitting at our table.
From there, Emixa's approach centered on restoring control, structure and trust across the programme. That meant introducing a structured project management framework, clarifying roles and responsibilities between internal and external teams, and building out robust IT service management processes. A comprehensive data governance and migration strategy replaced the previous ad hoc approach, paired with a structured testing methodology to be applied before go-live. The impact was quickly visible, as Deckers observed:
"Roles and responsibilities became clearer, which had a positive impact on timing, quality and cost."
Structure, clarity, and people-first change management
Thanks to this structured, people-centric approach, the project was delivered on time, on budget and with the expected quality. IT incidents decreased through structural root cause resolution, change management was embedded with clear business justification, and data quality assurance was high. The system was thoroughly tested and approved before go-live, increasing organisational confidence and adoption.
PCS Innotec transformed from a reactive situation into a controlled, future-proof IT environment.
Throughout the project, Emixa served as trusted advisor, project management and governance lead, and change and adoption partner. Their expertise in IT management, project recovery, testing, data migration and change management helped stabilise the initiative and establish sustainable growth foundations.
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