Why should experienced SAP professionals take a fresh look at managed services today?
As managed services have traditionally been associated with support models such as ticket handling, system monitoring, and task outsourcing, it is understandable that experienced SAP consultants have not been particularly drawn to this field. However, this perception is increasingly outdated.
In the past, value was created primarily during implementation projects, followed by a stable support phase. In the current model, value creation is continuous and occurs as much during the “run” phase as in the “build” phase, shifting where professionals can have the greatest impact. The focus is no longer just on delivering a solution, but on ensuring it performs effectively and evolves with business needs, creating closer alignment with business stakeholders and strategic objectives.
Another key factor is the shift toward outcome-based and proactive service models. Managed services are no longer about reacting to incidents, but about preventing them and continuously improving performance through automation, analytics, and AI. This requires an expanded skillset that combines SAP expertise with data-driven decision-making, process insight, and understanding of AI-enabled operations.
As organizations adopt S/4HANA, integrate cloud solutions, and connect SAP with non-SAP ecosystems, the need to orchestrate these environments grows, especially in the context of a shortage of skilled SAP resources.
In contrast to implementation projects, where impact is limited to a specific engagement, managed services offer cumulative, long-term impact, where professionals shape system evolution, drive adoption, and contribute to operational excellence over time.
Finally, market trends reinforce this shift, with growing adoption of cloud, automation, and outsourcing of application management and optimization, making managed services a core and increasingly dominant operating model for enterprise IT.
In the past, value was created primarily during implementation projects, followed by a stable support phase. In the current model, value creation is continuous and occurs as much during the “run” phase as in the “build” phase, shifting where professionals can have the greatest impact. The focus is no longer just on delivering a solution, but on ensuring it performs effectively and evolves with business needs, creating closer alignment with business stakeholders and strategic objectives.
Another key factor is the shift toward outcome-based and proactive service models. Managed services are no longer about reacting to incidents, but about preventing them and continuously improving performance through automation, analytics, and AI. This requires an expanded skillset that combines SAP expertise with data-driven decision-making, process insight, and understanding of AI-enabled operations.
As organizations adopt S/4HANA, integrate cloud solutions, and connect SAP with non-SAP ecosystems, the need to orchestrate these environments grows, especially in the context of a shortage of skilled SAP resources.
In contrast to implementation projects, where impact is limited to a specific engagement, managed services offer cumulative, long-term impact, where professionals shape system evolution, drive adoption, and contribute to operational excellence over time.
Finally, market trends reinforce this shift, with growing adoption of cloud, automation, and outsourcing of application management and optimization, making managed services a core and increasingly dominant operating model for enterprise IT.
What competencies will define the next generation of SAP managed services professionals?
The next generation of SAP managed service professionals will be defined by a combination of mindset shift, broader business awareness and cross-functional expertise.
First, on a personal level, proactivity, curiosity, and agility will be essential. Professionals need to continuously question the status quo, identify improvement opportunities, and adapt quickly to changing priorities. Being bold in proposing changes and comfortable operating in dynamic environments will differentiate top performers.
Second, there is a clear need to expand beyond deep but narrow expertise. While strong technical or functional knowledge remains important, the expectation is to widen that expertise across platforms, integrations, and business processes. The value comes from connecting the dots, not just mastering one component.
