Your SAP S/4HANA investment may never deliver its full value. Neither will many AI initiatives.

SAP S/4HANA was designed to transform business processes, and AI promises similar disruption. Yet many organisations struggle to realise the expected benefits. The challenge is rarely the technology itself. Automation, digitalisation, and AI often optimise individual activities while end-to-end processes remain fragmented, disconnected, and dependent on manual decision-making. Organisations improve parts of the process but fail to transform the whole.

The common response is that "the business" must lead transformation. But in large enterprises, the business is not a single entity. It is a network of functions, stakeholders, priorities, and incentives that do not always align. Sustainable transformation requires enterprise-wide orchestration and decisions that optimise outcomes across organisational boundaries.

Novo Nordisk faced the same challenge. What began as a governance model to support the SAP S/4HANA migration evolved into a strategic capability for driving enterprise transformation. By establishing end-to-end accountability and aligning business and technology priorities, Global Process Owners became the orchestrators of process excellence, digitalisation, automation, and AI adoption at scale.

In this session, you will:

• Explore Novo Nordisk's journey from fragmented initiatives to enterprise-wide transformation.
• Learn how process ownership enables organisations to scale digitalisation and AI responsibly.
• Gain practical insights into the role of accountability, governance, and process ownership through real-world examples, including touchless processing, AI-enabled controls, and human oversight.
• Key takeaway: The greatest barrier to unlocking value from SAP S/4HANA and AI is not technology. It is the ability to orchestrate the enterprise.