# Analyzing The Transformation Of A SAP Group At A Large Public Authority (Deloitte)

> Deloitte case study: a public authority's 500-person SAP department moved from waterfall to 25 agile teams in 3 SAFe trains, but deeper misfits remained.

- Author: Thomas Karl, Nico Liedl
- Published: 2025-03-22 (updated 2025-05-18)
- Type: case study · industry: Public sector
- Categories: Case Studies
- Canonical: https://www.orgtopologies.com/post/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority
- Audio: https://www.orgtopologies.com/audio/post/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/male.mp3 · https://www.orgtopologies.com/audio/post/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/female.mp3

This case study by Karl Thomas and Nico Liedl from Deloitte explores a large-scale transformation initiative within a public authority’s SAP department.

The department, initially structured in a traditional and hierarchical manner with over 500 employees working in waterfall mode and six annual releases, embarked on a dual transformation journey.

On one side was a C-level driven organizational transformation, and on the other, a SAFe-based agile transformation with multiple Agile Release Trains with a Team Topologies design inside.

![Four icons summarizing the starting point: a large SAP area of a public authority, hierarchical, with a transformation ordered](https://www.orgtopologies.com/images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-2.webp)

![Timeline 2022 to 2024: the C-level organizational transformation runs alongside the SAFe agile transformation of 25 teams](https://www.orgtopologies.com/images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-3.webp)

![Mind map of the client context at the purchasing department: organization, strategy, customer, change, goal, program environment](https://www.orgtopologies.com/images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-4.webp)

![Diagram of four structure misfits, from 8 hierarchy layers and many handoffs to a blocked purchase process](https://www.orgtopologies.com/images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-5.webp)

```orgmap
ref: post-sap-safe-1
frame: safe-team-topologies
original: /images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-6.webp
```

```orgmap
ref: post-sap-safe-1
frame: assessing-the-gaps
original: /images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-7.webp
```

```orgmap
ref: post-sap-safe-1
frame: roadmap-step-1
original: /images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-8.webp
```

```orgmap
ref: post-sap-safe-1
frame: roadmap-step-2
original: /images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-9.webp
```

![Slide on the overall conclusion: from a dysfunctional organizational structure to an agile and adaptive organization](https://www.orgtopologies.com/images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-10.webp)

```orgmap
ref: post-sap-safe-1
frame: map-the-safe-structure
original: /images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-11.webp
```

```orgmap
ref: post-sap-safe-1
frame: assessing-the-gaps
original: /images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-12.webp
```

![Future structure of the IT purchasing teams at C2 level: four teams with a Product Owner and a shared P2P backlog in a SAFe ART](https://www.orgtopologies.com/images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-13.webp)

```orgmap
ref: post-sap-safe-1
frame: roadmap-step-1
original: /images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-14.webp
```

![Roadmap in 6-month steps: stabilize A2 for dev teams, reach B2 with business experts, then reach and maintain C2](https://www.orgtopologies.com/images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-15.webp)

```orgmap
ref: post-sap-safe-1
frame: roadmap-step-2
original: /images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-16.webp
```

```orgmap
ref: post-sap-safe-1
frame: roadmap-step-3
original: /images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-17.webp
```

![Overall conclusion slide: challenges of a dysfunctional structure versus realized improvements in speed and motivation](https://www.orgtopologies.com/images/posts/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority/image-18.webp)

## Download the Full Case Study in PDF Format Here

## Outcomes

The outcomes of the Org Topologies transformation case with Karl and Liedl were a mix of progress and persistent challenges, highlighting both the power and the limitations of typical agile transformations when not systemically aligned.

On the positive side, the SAFe implementation was completed across four waves, resulting in 25 agile teams organized into three Agile Release Trains (ARTs). These teams achieved a CAPS-2 level (formerly A2) in the Org Topologies map. This shift led to tangible benefits such as increased delivery speed, greater team flexibility, and the successful implementation of an agile pilot across an entire business area. Teams began working in shared Program Increments (PIs) and adopted modern methods like Scrum and Kanban.

However, deeper organizational alignment was not achieved. Major systemic misfits persisted, such as a misalignment between the organization’s structure and its actual work processes, siloed budget control, a lack of clear ownership, and a significant product gap. While teams had improved locally, the overall ecosystem remained fragmented. The dual transformation approach—one top-down (C-level led) and one bottom-up (SAFe implementation)—was not integrated, leading to confusion and disconnected efforts.

In summary, the outcome was that the teams improved operationally (speed and flexibility), but the organization did not yet achieve higher-level adaptability or business agility. The transformation stalled at the CAPS-2 level, and to unlock further gains, a shift toward PART or WHOLE-level archetypes is necessary. This will require a more integrated, systemic change effort guided by Org Topologies’ full MADE method.

## Elevating Katas in this case

- Applied: [Forming a Team-of-Teams](https://www.orgtopologies.com/elevating-katas#forming-a-team-of-teams). Teams were grouped into three release trains, a team-of-teams structure.
- Applied: [Sharing the Same Cadence Across Teams](https://www.orgtopologies.com/elevating-katas#sharing-the-same-cadence-across-teams). All teams plan and review in the same Program Increment rhythm.

The full catalog: https://www.orgtopologies.com/elevating-katas.md