Middle East ERP Modernization with SAP S/4HANA, WalkMe, and Copilot

New Era Technology’s pitch — that the gulf between opportunity and capability in the Middle East’s digital economy is closing — is no longer just marketing copy; it’s a blueprint for how regional enterprises can modernize ERP, accelerate user adoption, and begin to harness generative AI across business functions. Over the last 18 months the company has doubled down on two converging trends: enterprise ERP modernization (largely centered on SAP S/4HANA and RISE with SAP) and the human side of adoption driven by digital adoption platforms and Microsoft’s Copilot story. The result is a practical stack for Middle East CIOs that pairs heavy lifting in systems integration with the people-side work that actually delivers outcomes — but it also brings real risks around complexity, vendor consolidation, and data governance that leaders must prepare for now. (neweratech.com)

Background: why the Middle East needs end-to-end digital transformation now​

Public and private sector spending on cloud, ERP modernization, and AI solutions across the Gulf and wider MENA region has accelerated, driven by national digital agendas and a younger, digitally native workforce. The business case for replacing legacy ERP platforms with SAP S/4HANA is now both technical and strategic: cloud-ready architecture, improved real-time analytics, and a base for AI-enabled processes are all compelling reasons to migrate. But the migration is more than a technical lift — it’s a program of business process redefinition, user enablement, and continuous operations management. New Era Technology positions itself at exactly that intersection: SAP implementations and migrations on one side, Microsoft-led productivity and AI on the other, and adoption tooling to bridge the user gap. (neweratech.com)

The platform mix: SAP, Microsoft, WalkMe, and AI​

New Era’s solution map is straightforward:

• Modernize core ERP with SAP S/4HANA and RISE with SAP adoption pathways, with packaged offerings such as “Switch2Rise” for ECC to S/4HANA migrations. (neweratech.com)
• Operate and stabilize SAP landscapes post-go-live via Application Managed Services (AMS) and a regional SAP Centre of Excellence (CoE). New Era reports a team of 500+ SAP practitioners inside this CoE. This capability is positioned as the backbone for long-term operation and continuous improvement. (digital.neweratech.com)
• Accelerate user adoption with WalkMe, a digital adoption platform (DAP) that provides contextual, in-app guidance and analytics to shorten the learning curve on modernized systems. (Note: WalkMe was the subject of an acquisition announcement by SAP in mid-2024.) (digital.neweratech.com)
• Leverage Microsoft’s ecosystem — from Azure infrastructure to Copilot for Microsoft 365 workshops and Copilot accelerators — to tie productivity, AI, and security together. New Era positions itself as a Microsoft Solutions Partner with multiple designations and Microsoft-focused accelerators. (neweratech.com)

These pieces combined create a compelling narrative: modern ERP for digital operations, DAP to drive behavior, and Microsoft AI and collaboration to improve productivity and analytics.

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Transforming operations with SAP: depth, packaging, and scale​

New Era’s SAP offering reads like a complete ERP lifecycle playbook: assessment and strategy, greenfield/brownfield implementation, RISE with SAP migrations, analytics, SuccessFactors HCM, and post-go-live AMS. The company promotes “Switch2Rise” as a packaged migration service, and highlights rapid deployment options for SMBs alongside complex global rollouts for larger enterprises. (neweratech.com)

What New Era claims it delivers​

• A dedicated SAP Centre of Excellence (CoE) with more than 500 SAP practitioners (design: consultants, architects, developers, and AMS engineers). This is framed as a regional-scale capability for both projects and long-term support. (digital.neweratech.com)
• End-to-end packages for RISE with SAP and S/4HANA migrations that reduce risk through predefined accelerators and tested methodologies. (neweratech.com)
• SAP Application Managed Services (AMS) that combine ITIL-aligned operations with automation, test automation, monitoring, and nearshore/offshore delivery models. (neweratech.com)

These are not trivial claims. Delivering at-scale SAP S/4HANA migrations requires program management, data conversion expertise, and orchestration across security, infrastructure, and business stakeholders — skills that many regional integrators still lack. New Era’s emphasis on packaged offerings (like Switch2Rise) mirrors broader market demand for repeatable, lower-risk pathways to S/4HANA. (neweratech.com)

Independent signals and corroboration​

New Era’s own regional pages and global content consistently advertise the CoE and 500+ SAP practitioners, and the company also publishes case studies that illustrate multi-country S/4HANA projects. Meanwhile, SAP’s own public materials and partner ecosystem show growing momentum around RISE and cloud conversions — a market reality that aligns with New Era’s strategic focus. The direct figure of “500+ practitioners” appears on New Era’s SAP pages; this is a company-reported metric and, while plausible for a global integrator with 4,500+ employees, it should be treated as vendor-stated rather than an independently audited headcount. (digital.neweratech.com)

Strengths: what this approach gets right​

• Programmatic migration: Packaged migration tools and experienced teams shorten timelines and reduce rework.
• Post-go-live focus: Combining implementation with AMS avoids the all-too-common “go-live and fade” problem where systems degrade due to weak operations.
• Regional presence: Local delivery centers and MENA offices reduce cultural and regulatory friction for clients operating in the Gulf. (neweratech.com)

Risks and caveats​

• Vendor consolidation risk: Building an environment that tightly couples SAP, Microsoft Azure, and third-party DAP tooling increases dependency on a small set of suppliers. This can be efficient but raises negotiating risk and complexity during contract renewals.
• Data residency and compliance: Cross-border delivery models and hybrid cloud deployments must be carefully planned to meet country-specific data laws. New Era advertises nearshore/offshore centers — this helps cost and coverage but requires strict controls. (neweratech.com)
• Skills sustainability: SAP certification schemes and product updates are frequent. SAP’s certification refresh cadence means that maintaining a certified workforce is an ongoing investment; vendor claims around “certified teams” should be validated during procurement. (news.sap.com)

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Driving adoption with WalkMe: solving the human problem​

The single biggest inhibitor to ERP modernization is not the code; it’s the users. WalkMe and other Digital Adoption Platforms attempt to close that gap by delivering in-app, contextual guidance — not training manuals. New Era packages WalkMe as the practical layer that converts implementation into business outcomes: faster user proficiency, lower support tickets, and measurable behavior change. (digital.neweratech.com)

Why DAP matters for large SAP projects​

• ERP modernization changes workflows for thousands of employees. Without contextual guidance, reuse rates for new functionality shrink and shadow work resurfaces.
• WalkMe (now part of the SAP ecosystem following the acquisition announcement) brings productized patterns for SAP, SuccessFactors, and other enterprise apps, reducing the time to build guidance flows. (reuters.com)

Practical benefits New Era highlights​

• Real-time, role-based help inside SAP transactions and Microsoft apps.
• Analytics that show where users get stuck and which flows deliver the highest ROI.
• A security posture where WalkMe’s DAP focuses on non-capturing of sensitive PII fields (a key compliance point). (digital.neweratech.com)

What to verify during procurement​

• Confirm WalkMe’s integration approach with specific SAP modules you use (e.g., S/4HANA Fiori vs SAP GUI).
• Validate privacy controls and whether the DAP captures any PII in your local context.
• Test the DAP on realistic user journeys — not only “happy path” demos — to ensure the guidance holds up under edge cases.

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Generative AI and Microsoft: from promise to pilots​

New Era is actively packaging Copilot for Microsoft 365 readiness workshops, Copilot accelerators for business functions like purchasing, and bespoke AI accelerators that combine Dynamics and Azure services. These offerings are designed to give customers a responsible, staged path to generative AI — from controlled pilots to scaled deployment. (appsource.microsoft.com)

Why the Microsoft axis matters​

Microsoft provides the productivity stack (Office 365 + Copilot), the hyperscaler (Azure + Azure OpenAI/AI services), and commercial frameworks for enterprise security and compliance. For a partner like New Era, the Microsoft relationship is strategic: it enables packaged Copilot enablement programs, pre-configured accelerators, and co-sell motions that speed customer adoption. New Era’s Microsoft partnership pages state that it has multiple Microsoft solution designations and cloud competencies. (neweratech.com)

Analytical and governance points​

• Copilot and generative AI bring productivity gains but also introduce risk vectors: hallucinations, data leakage, and regulatory scrutiny around automated decision-making.
• A staged rollout — identification of high-value, low-risk use cases (e.g., document summarization, procurement automation) followed by a security and monitoring framework — is the prudent path. New Era advertises readiness frameworks and workshops aimed at this exact cadence. (digital.neweratech.com)

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Microsoft + SAP + DAP: a composite architecture and where it succeeds​

When you combine RISE with SAP on Azure, a DAP like WalkMe, and Copilot-enabled productivity, you get a layered architecture:

• Core ERP: S/4HANA for transactional processes and master data.
• Platform layer: Azure services (infrastructure, identity, SIEM) and integration bus.
• Productivity layer: Microsoft 365 and Copilot for knowledge workers and back-office automation.
• Adoption & change layer: WalkMe to accelerate end-user proficiency.
• Support & operations: New Era’s AMS and CoE to ensure operational continuity. (neweratech.com)

This approach reduces project failure modes by addressing both technology and human factors. It also creates natural value capture moments: faster go-live, fewer support incidents, and incremental AI-driven automation.

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Critical analysis: strengths, competitive positioning, and areas of caution​

Notable strengths​

• Breadth of services: New Era combines SAP depth with Microsoft AI expertise and digital adoption tooling — a rare, end-to-end mix for the region. (neweratech.com)
• Packaging: Productized migration pathways (Switch2Rise) and Copilot readiness workshops lower procurement friction and make ROI discussions more concrete. (neweratech.com)
• Scale claims and global footprint: The company reports over 20,000 customers globally, 80+ offices, and a workforce in the thousands — indicators of operational scale necessary for multinational SAP programs. These are vendor-stated metrics but consistent across New Era channels. (neweratech.com)

Key risks and blind spots​

• Vendor-colocation and lock-in: A tightly integrated SAP+Azure+WalkMe stack simplifies operations but concentrates risk. Procurement teams must negotiate escape clauses, data portability, and multi-cloud options. (neweratech.com)
• Certification and capability verification: Company-reported headcounts and certification percentages (for example, “500+ SAP practitioners”) are meaningful but should be validated during vendor selection via CVs, sample project references, and proof-of-competence. SAP certifications change with product cycles — validate recency. (digital.neweratech.com)
• Data governance and regulatory compliance: For regional customers, sovereign data laws, cross-border backups, and audit trails require explicit architectural and contractual controls. Offshore delivery models significantly increase the need for documented data flows and security attestations. (neweratech.com)
• AI governance: Deploying Copilot or bespoke generative AI workflows without guardrails exposes organizations to hallucination risk and potential privacy breaches. Ensure human-in-the-loop models and robust logging before scaling. (microsoft.com)

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Procurement checklist: what every Middle East CIO should demand​

When evaluating a partner like New Era for an SAP + Microsoft + DAP program, use this checklist as a minimum:

• People & certifications
• Request a skills matrix for the SAP CoE (roles, certifications, years of experience).
• Ask for examples of certified SAP S/4HANA technical architects and SuccessFactors practitioners. (digital.neweratech.com)
• Proven methodology & accelerators
• Get the Switch2Rise methodology documentation with staged deliverables and risk register. (neweratech.com)
• Operations & AMS SLAs
• Define SLAs, escalation paths, and integration with your internal NOC/SOC. Confirm whether the AMS includes proactive monitoring, test automation, and scheduled lifecycle updates. (neweratech.com)
• Data residency & security
• Map principal data flows, hosting locations, encryption-at-rest, and backup/restore procedures. Validate compliance certifications (ISO, SOC, or local equivalents). (neweratech.com)
• DAP implementation scope
• Pilot WalkMe across two high-impact processes and measure time-to-proficiency and helpdesk reduction. Confirm privacy controls for sensitive fields. (digital.neweratech.com)
• AI governance & Copilot pilots
• Demand a staged AI playbook: pilot, risk review, monitoring, and human oversight. Ensure logging, ROI metrics, and red-team testing. (appsource.microsoft.com)
• Commercial terms
• Seek modular pricing so you can scale services up or down. Negotiate exit provisions and data export clauses to avoid lock-in.

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Real-world signals: awards, recognition, and partner status​

New Era’s public recognitions and partner designations are consistent with a company operating at scale. The firm has been listed on channel rankings such as CRN’s Solution Provider lists and highlights multiple Microsoft Solution Partner designations. These are useful vendor signals but should be balanced with direct customer references and project outcome metrics when selecting a provider. (neweratech.com)
The WalkMe acquisition by SAP (announced publicly in mid‑2024) materially strengthens the case for combining DAP with SAP-centric transformation programs, since WalkMe’s capabilities will become more tightly aligned with SAP’s process transformation tools and Signavio/LeanIX assets. This increases the functional fit for SAP modernization programs that already prioritize rapid user adoption. Still, acquisitions shift roadmaps; customers should validate the ongoing product strategy post-merger. (reuters.com)

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How to measure success: concrete KPIs for projects that combine SAP, WalkMe, and Copilot​

Set clear, measurable outcomes up front; here are recommended KPIs tied to business value:

• Go-live readiness: Percent of core transactions with completed process maps and validated test scripts.
• User adoption: Time-to-proficiency for target roles (e.g., AP clerks moving to S/4HANA) and reduction in first‑line support tickets measured 30/60/90 days post-launch.
• Business process performance: Order-to-cash or procure-to-pay cycle time improvements (baseline vs post-implementation).
• AMS reliability: Mean time to resolve (MTTR) for severity 1 incidents; system uptime percentage for critical SAP services.
• AI value capture: Number of automated tasks, time saved per user via Copilot, and validated cost savings in a 6–12 month window.
• DAP ROI: Reduction in helpdesk calls attributable to WalkMe flows and measurable increase in feature usage. (digital.neweratech.com)

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Conclusion: pragmatic ambition with guarded optimism​

New Era Technology’s integrated approach — combining SAP modernization, Microsoft AI and productivity, and WalkMe-driven user adoption — is a pragmatic answer to the Middle East’s most common enterprise challenge: making large technology investments actually change behavior and deliver measurable business outcomes. The company’s scale, packaged services, and partner certifications create an attractive, lower-friction option for enterprises that prefer a single accountable integrator.
That said, the architecture’s benefits come with trade-offs: vendor consolidation, data governance demands, and the need for rigorous AI and certification validation. Procurement teams should treat New Era’s headcount and capability claims as starting points for due diligence, demand technical and commercial guardrails, and require staged pilots with measurable KPIs before wide rollout.
If decision-makers in the region align procurement around these checks — verify the CoE’s credentials, stage WalkMe pilots, and define AI governance from day one — the promise of “bridging the digital divide” becomes an operational playbook rather than an aspiration. New Era offers the blueprints; prudent enterprise leadership will supply the governance, measurement, and oversight that turn transformation into long-term advantage. (digital.neweratech.com)

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Source: Khaleej Times Khaleej Times - Dubai News, UAE News, Gulf, News, Latest news, Arab news, Gulf News, Dubai Labour News