麻豆原创鈥檚 vision for the centres on growing its partner ecosystem and deploying聽AI-enabled tools, including its generative AI copilot , and .
The company outlined its聽strategy聽at 麻豆原创 Connect Day 2026, held this week in Kyalami, Johannesburg.
, MD for southern Africa at 麻豆原创, said the company鈥檚 role is to support organisations in implementing and scaling agentic AI across end-to-end systems as they transition towards .
Addressing the complexity and cost that continue to challenge organisations migrating systems and platforms, , VP of customer advisory for EMEA at 麻豆原创, said the company鈥檚 new agent-led transformation approach could reduce the effort required for multi-year ERP migrations by 35%.
Agentic AI assistants
麻豆原创 has introduced several migration and modernisation AI assistants, including聽data聽management, custom code, configuration, test management and change management assistants.聽According to the company, these are governed by Joule for both developers and consultants and are designed to execute complex business scenarios by reasoning iteratively and interacting with their environment to achieve defined goals.
Nolla cited 麻豆原创 research indicating that the highest-ranked strategy for maximising ROI from AI is aligning initiatives with clear business goals.
麻豆原创 said AI currently supports about 30% of tasks in the average business, with that figure projected to reach 48% within two years.
, head of solution advisory at 麻豆原创, said a major challenge in AI-driven digital transformation is what the company describes as the 鈥渆nterprise paradox鈥� 鈥� the expectation of instant enterprise AI clashing with the operational reality of complexity, manual processes and human behaviour.
Standard Bank鈥檚 transformation journey
, executive group CIO for corporate functions at Standard Bank, outlined the bank鈥檚 use of 麻豆原创 technology to address operational challenges, including end-of-life systems, expiring vendor support and the need for a modern cloud ERP platform to support future innovation.
The bank completed a large-scale ERP migration and implementation programme.聽Modernising core enterprise systems required careful planning, strong governance and close collaboration between business and technology teams. The programme established a platform capable of supporting growth, operational resilience and ongoing innovation.
Padiachee said one of the biggest challenges was the pace of technological change.
鈥淥rganisations are required to continuously adapt while maintaining stability across critical business operations. Change management is just as important as the technology implementation itself,鈥� she said.
Modernisation, she added, should improve agility without creating unnecessary disruption to business operations.
She also highlighted the human factor.聽鈥淚t鈥檚 really about keeping people calm during turbulence,鈥� she said, adding that AI is fundamentally changing how businesses operate. 鈥淭he focus should move beyond experimentation towards delivering measurable value.鈥�
According to Padiachee, AI initiatives should align with clear business outcomes rather than be driven by the technology鈥檚 popularity.
She said one of the most significant lessons from the transformation programme was the complexity of Unicode conversion.
鈥淚n hindsight, this work should have started much earlier in the programme. Unicode conversion proved more complex than anticipated and became a critical dependency for implementation. Investing time in foundational technical readiness significantly reduces downstream project risk.鈥�
Padiachee also stressed the importance of high-quality enterprise data that is accurate, trusted, well-governed and accessible.
She advised organisations planning system and platform migrations, as well as AI integration, to begin with a clearly defined use case, establish strong partnerships and maintain robust governance and guardrails.
This article first appeared on .