Where do you see yourself?

Start from the sentence that sounds most like the conversation you have been having internally. The five trigger groups on this page — Something's Broken, You Know What You Need, A Deadline Is Coming, Put AI to Work, New to SAP — are deliberately phrased the way buyers actually talk, not the way service catalogues are organised. Each situation card includes the voice line in quotes ("We're behind, over budget, or failed once already", "We have 500 Z-programs and no idea which ones still matter") so you can pattern-match without translating between business language and SAP service categories. If two situations apply, that is normal; we cover both inside one engagement.

Then you are exactly the buyer the diagnostic band exists for. The five fast assessments — AI Readiness, Project Health Check, Cloud Migration Readiness, Master Data, and Pick the Right ERP — are 2–3 week, independent engagements that produce findings, not a sales pitch. By the time you finish one, the right situation is usually obvious. The alternative is the 30-minute call at the bottom of this page: tell a senior engineer what is actually going on, and we will tell you honestly whether DEBCOR is the right firm for it. Both paths cost nothing in committed scope.

They are the four delivery postures every DEBCOR engagement maps to. Lighthouse: strategic clarity, direction, and a board-ready roadmap — when you need to know what to do and in what order. Lifeboat: programme rescue and recovery — when a programme is behind, over budget, or needs a team that will actually deliver (Rescue Squad). Ferry: migration and transformation — moving from ECC to S/4HANA, from PI/PO to Integration Suite, from one ERP to SAP. Harbor: stability and sustained delivery — ongoing managed services, AMS, and the engineering support that keeps the system healthy. The pillar a situation maps to tells you what kind of team and engagement shape you should expect; the colour band at the top of each situation card on this page indicates which one it falls under.

Most SAP partners organise their websites around their internal practice structure — implementation, AMS, advisory, integration — because that is how the partner is staffed. The buyer is then asked to translate their actual problem ("my material master is a mess", "we have 80 PI/PO interfaces and the deadline is real", "we just acquired a company with a black-box SAP system") into the partner's category language, which is friction and error-prone. DEBCOR's situation-first IA inverts that: you describe the problem in the language you already use, and the situation card maps to whichever combination of services actually delivers it. It also forces internal honesty about coverage — if no situation matches a problem buyers actually have, the IA exposes the gap rather than hiding it inside a vague service category.

Call the Rescue Squad. DEBCOR has one of the most documented SAP rescue practices in the United States — the signature reference is McLarens Insurance, a Fortune 500 insurer that spent $30M over three years with a major consulting firm without reaching go-live; DEBCOR delivered the global SAP Public Cloud transformation in five months across 54 countries. The standard first step is a Project Health Check (one of the diagnostic assessments) — 2–3 weeks, surfaces the seven recurring failure patterns documented in the Rescue Playbook, and produces a recovery plan you can act on regardless of whether DEBCOR runs the recovery. From there the engagement model is fixed-bid wherever scope is definable, with senior engineers stood up in under two weeks when the situation warrants.

Partial scope is the more common shape. DEBCOR is regularly brought in to lead a single workstream inside a programme another system integrator owns — deep BTP, AI on SAP, master data, integrations, or rescue of a stalled track — because senior judgement on the hard part is what the lead SI is missing, not full programme delivery. The engagement model does not depend on owning the whole estate: the AI Platform compresses the foundational work, the Company Intelligence Layer captures what we learn, and the handover or run-state at the end is clean. The cap on small engagements is whether the work is meaningful enough to assign a senior engineer to — not scope size.