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Accenture to Support Saipem in Driving Digital Transformation and Implementing a New IT Model

Accenture News - Wed, 05/02/2018 - 03:59
MILAN; May 2, 2018 – Accenture (NYSE: ACN) has been selected by Saipem, a global leader in drilling, engineering and construction services, to help deliver its global digital transformation program. Accenture will lead the provision of IT Infrastructure, networking and telecommunications services and manage the evolution of Saipem’s key business applications.
Categories: What's New

DXC Partner Events

CSC Events - Tue, 05/01/2018 - 13:30
DXC is proud to sponsor events world-wide with our partners.
Categories: Events

DXC at Knowledge18

CSC Events - Tue, 05/01/2018 - 13:30
DXC Technology is proud to be a Diamond sponsor of Knowledge18
Categories: Events

DXC Technology Powers Interconnector IT

CSC Videos - Tue, 05/01/2018 - 11:55
Outsourcing applications management and IT hosting to DXC proves a successful strategy for international pipeline operator
Categories: Videos, Articles

Application Services Success Stories

CSC Videos - Tue, 05/01/2018 - 11:55
Read some of our applications services client success stories.
Categories: Videos, Articles

Workplace and Mobility Services Success Stories

CSC Videos - Tue, 05/01/2018 - 10:54
Read some of our workplace and mobility services client success stories.
Categories: Videos, Articles

Employee Well-Being: Is It Critical for Your Growth Strategy?

SAP News - Tue, 05/01/2018 - 10:15
Do employee well-being programs really work? In my global solution marketing role, I have found that this question is a topic of discussion in boardrooms all around the world as organizations look for better ways to provide a robust suite of well-being programs focused on physical, mental, financial, and spiritual health in order to drive employee productivity, engagement, and retention.

And considering that businesses are currently pouring upwards of US$8 billion into well-being, I know there’s a lot at stake if businesses don’t gain measurable value soon.

I’m fortunate to get to align my personal passion for well-being with my professional life at SAP SuccessFactors. With the goal of helping companies turn employee well-being into significant growth, we asked Meghan M. Biro, founder and CEO of TalentCulture, to share her insights during the SAP SuccessFactors Webcast “Feeling Good: Why Employee Well-Being Programs Are Key for Business Success.”

“We know that employee well-being programs work. For example, higher employee well-being rates have been associated with 35 percent lower turnover. That’s approximately US$19.5 million in savings for a typical 10,000 person company,” she reflected. “However, a lot of organizations are still struggling to realize significant improvements. One of the key reasons, I think, is a sense of confusion as to what ‘well-being’ really means – from what’s part of it, what works, and how to seamlessly integrate it with existing operations.”

How to Create a Culture Of Well-Being That Drives Business Growth

The vast majority of well-being programs fail because they strictly focus on employees’ physical health, instead of addressing the needs of the whole individual. “Employee well-being is not just physical health – it’s about mental and emotional health as well,” Biro shared. “Studies have found that this well-rounded approach supports and improves workforce inclusion, diversity, and, consequentially, better innovation and performance.”

Recent research at the University of Nottingham (UK) found that well-being comprises of 14 individual, relational, and organizational factors, in addition to physical fitness. They include: happiness, vitality, calmness, optimism, involvement, self-awareness, self-acceptance, self-worth, competence, development, purpose, significance, congruence, and connection.

It should come as no surprise that when all of these factors are satisfied, employees experience fewer instances of disease, illness, and injury while boosting immune function, accelerating recovery, and increasing longevity. And all of these benefits translate into a more engaged workforce. According to a study from Quantum Workplace and Limeade, 88 percent of employees who feel a higher sense of well-being also feel more engaged at work.

When organizations have a vibrant and committed well-being program, employees feel valued, supported, and that their work is meaningful. People with higher levels of well-being are 31 percent more productive at work and 87 percent less likely to quit.

More importantly, well-being is clearly a great way to achieve alignment between business objectives and employee work. People are more committed to delivering positive outcomes, work productively on their own projects as well as their team’s, and engage in more future-focused thinking – all of which can lead to 37 percent higher sales.

I think back to my wake-up call which was about seven years ago. I was working as a Marketing professional and living in a major east coast city and from the outside, my social media feed looked quite glamorous: there were near constant happy hours after work, five course dinners, and exotic travel. However, that meant that when I did find some downtime, I used it to do absolutely nothing. I was gaining weight and sleeping poorly, and I realized that all of the socializing and focus on external people and goals meant that I was neglecting myself. I made a commitment to get healthy and to this day, while it can be a battle to make the right food choices or go to bed at a reasonable hour, I remind myself that if I don’t prioritize myself, no one will.

“It really takes a comprehensive approach to change from within. The goal of the well-being program is to change your employee experience in a powerful way. It really needs to be part of operations and work with other business functions, offering employees and managers the visibility they need to track progress and identify opportunities for improvement,” Biro advised. “As more people get involved, the program can change to meet employee needs – and things just get better across the board.”

Find out what is required for a well-being program to be successful. Watch the replay of Feeling Good: Why Employee Well-Being Programs Are Key for Business Success (also available on SoundCloud) featuring Meghan M. Biro, founder and CEO of TalentCulture. And visit Well-Being at Work to explore the SAP SuccessFactors solutions that can help improve your employees’ well-being at work.

Emily Wilson is director of Solutions Marketing for Well-Being at Work at SAP SuccessFactors.

Categories: What's New

Machine Translation at SAP

SAP News - Tue, 05/01/2018 - 09:22
Machine translation usage is becoming a reality for SAP Notes and SAP Knowledge Base Article documents in SAP One Support Launchpad.

Click here for more information.

Categories: What's New

Digitization Fuels Efficiencies in the Energy Sector

SAP News - Tue, 05/01/2018 - 09:15
As demands for energy increase and natural resources deplete, digitization creates opportunities to optimize energy assets. At HOERBIGER, compression technology is used to maximize natural resource extraction and a digital transformation pilot delivers a productive maintenance makeover.

There is nothing like a bad storm cutting the power to our homes and businesses to remind us just how much we rely on energy. From heating our homes and refrigerating our food to powering our many devices, there is not much we can do without it. So how do we make the most of the finite natural resources we have while renewable sources are being developed and adopted?

The question becomes increasingly important as we consider how fast the global population is increasing –7.4 billion and counting, growing to an estimated 9.6 billion by 2050 according to the United Nations Department of Economic and Social Affairs.

The answer? In part, it’s better management of those resources through digitization. Oil and gas companies for example, are optimizing their assets through cloud technologies, sensors, wireless communication, and big data. Suppliers are implementing real-time, remote control asset management and predictive maintenance to extend the life of their assets and improve operational efficiency. But sometimes the most impactful changes are the simplest.

Introducing HOERBIGER

HOERBIGER is an engineering-driven company with innovation in its DNA. 120 years ago, founder Hanns Hörbiger invented a steel plate valve for the compression industry that revolutionized the market. Today, operating in over 100 locations in more than 50 countries, the company’s 7,000 employees cater to three major markets. In the automotive industry, HOERBIGER makes synchronizer systems for manual transmissions and double clutch transmissions. In the industrial segment, they produce actuators for medical technology, machinery, and even amusement park rides. But it is in their energy business, where HOERBIGER manufactures components and services for turbomachines, natural gas-fired engines, and compressors for gas wells, where transformation efforts of routine maintenance processes are paying off.

Maximizing Returns on Existing Resources

Gas and oil wells that are nearly depleted are often abandoned, even when considerable resources remain and could still be extracted. The reason is that the remaining oil and gas can no longer be recovered profitably with conventional methods. A HOERBIGER wellhead compression unit sits on top of a gas well and allows mature fields to continue to produce and transport gas over long distances for high-pressure storage, as well as for use in power plants and industrial processes. This process extends the life of mature oil and gas fields cost-effectively and increases output by up to 30 percent, yielding more profit for the owner and more gas for consumers such as the chemical industry and power generation.

The company currently has 400 wellhead compressors running, with 300 in Argentina. The rest are in Mexico and throughout Latin America.

To date, the service of these compressors has been labor intensive, and in some cases, dangerous for those working on wells in remote areas. Servicing requires an operator to travel to the machine by car, sometimes several hundred kilometers, taking up to an entire day to visit just one machine. During that visit, the operator must retrieve all the information he needs during operating hours, document findings by hand, transfer the information to a laptop, and then make a second trip if analysis reveals further maintenance is required.

Pilot Delivers a Major Maintenance Makeover

A pilot project underway in Mexico will fully digitize the cumbersome maintenance process by bringing machine information into the SAP Cloud and transmitting it to the ERP system.  If a machine goes down for any reason, the system autogenerates a maintenance ticket and the operator can be prepared to address the specific issue. HOERBIGER then can provide real-time information to the mechanics, saving unnecessary trips to physically inspect it, and allowing their resources to focus on proactively servicing the units and their customers.

“It’s changing the way we work drastically because suddenly we can better utilize and manage our mechanics,” said Thomas Kriechbaum, chief process officer at HOERBIGER. “It is also changing our business model. We can react instantly on performance of the machines and have a more holistic view because we have live data.”

HOERBIGER’s future plans include leveraging machine learning and Internet of Things to perform preventive and predictive maintenance on the equipment.

The more efficiently HOERBIGER can facilitate the extraction of natural resources, the less these precious commodities will go to waste.

Categories: What's New

Sberbank and SAP Complete Russia’s Largest Cloud Project

SAP News - Tue, 05/01/2018 - 09:00
WALLDORF SAP SE (NYSE: SAP) today announced that Sberbank, Russia’s largest banking and financial services company, has deployed SAP SuccessFactors solutions to manage its workforce of 230,000 employees, marking the largest completed cloud project in Russia.

Sberbank plans to connect all of its subsidiaries, bringing the total number of employees covered by the cloud to 270,000.

The cloud-based HR software unites all Russia-based employees of the bank in a single digital space, creating a single internal labor force. At any time and on any device, employees can work on personal development using assessment tools, career planning and online training. Managers can work with candidates for open positions, track employee performance, assess employee skills and competencies, make employee development decisions and put together teams to resolve tasks, regardless of where employees are located.

“Sberbank’s main aim is to reach a new level of competitiveness that will enable us to compete with global tech companies while maintaining our status as the number one bank for individuals and businesses,” said Yulia Chupina, deputy chairman of the executive board of Sberbank. “We plan to achieve this aim by scaling up our business and increasing profits and efficiency while increasing flexibility, speed and client-centricity by introducing new technology and cultivating a new sort of employee.”

The aim of the project was to ensure a new level of quality of personnel management processes at Sberbank in accordance with its ambitious 2020 transformation strategy. The project’s key objectives included improving employee recruitment and training, achieving transparent career planning and development, creating a new model of competencies and developing the corporate culture.

Sberbank’s management can now use data from the software to make strategic decisions about planning competencies required at the bank, personnel development and current and potential growth areas. The software significantly reduces the time spent on recruiting and onboarding for all divisions of the bank. In the future it will be possible to use information collected by the software to create new digital solutions for working with personnel, including predictive tools.

A joint team made up of SAP Consulting and Sberbank employees accomplished the transition in about a year, making it the fastest cloud-based HR software deployment of a major SAP customer anywhere.

Visit the SAP News Center. Follow SAP on Twitter at @sapnews.

Media Contact:
Geraldine Lim, +1 (415) 418-0945, geraldine.lim@sap.com, PT

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
© 2018 SAP SE. All rights reserved.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see http://www.sap.com/corporate-en/legal/copyright/index.epx#trademark for additional trademark information and notices.

Categories: What's New

Accenture Interactive Named Largest Digital Network Worldwide by Advertising Age in Annual Agency Report for Third Year in a Row

Accenture News - Mon, 04/30/2018 - 12:17
NEW YORK; April 30, 2018 – Ad Age has named Accenture Interactive the largest digital network worldwide in its Agency Report 2018, published today. This is the third consecutive year in which Accenture Interactive was ranked the largest digital network worldwide. The analysis is based on an evaluation of more than 600 agencies, networks and companies.
Categories: What's New

SAP SuccessFactors North America Partner Summit Highlights

SAP News - Mon, 04/30/2018 - 10:15
Earlier this month, SAP held its first SAP SuccessFactors North American Partner Summit in South San Francisco.

The event at the SAP SuccessFactors headquarters started with opening remarks from David Osborne, senior vice president of Global Channels & Ecosystem at SAP.

Osborne set the tone by saying “we want you to ask questions and leave here today with new insight.” He ensured the partner audience understood the SAP SuccessFactors strategy surrounding the “Power of We.” Additionally, he explained the SAP SuccessFactors strategy around building, acquiring, partnering, and extending.

Big Bets

The agenda was broken into four main segments: Direction for 2018, Sales Related Programs, Services Related Programs and Product Direction. Partners were exposed to the “Big Bets” that SAP SuccessFactors is investing in for an even stronger partner future:

  • Expanded marketing and sales execution
  • Customer-centricity
  • Execution excellence
  • Pipeline creation
  • Customer references
  • Creation of a partner delivery community

SAP SuccessFactors has also re-energized the partner ecosystem through partner-led references and partners’ expertise with SAP’s cloud secure strategy, which provides more enablement and engagement to create customers for life. The Product Management team also provided a great overview of SAP’s approach to managing the impending GDPR, which puts SAP SuccessFactors in a strong position to help customers adapt to the critical legislation. Moreover, the team demonstrated the value of partnerships through SAP-qualified partner-packaged solutions, the Upgrade2Success program, partner applications, and selective business process outsourcing (BPO) and original equipment manufacturer (OEM) relationships.

Attendees were reminded what SAP SuccessFactors is currently doing to strengthen the partner community through SAP Recognized Expertise and how customers are being encouraged to look for this designation when doing their partner selection.

Here’s a quick video from Bruce Hillier, vice president of Partner Delivery, and Tak Kusano, vice president of Global Strategic Alliances, sharing their thoughts on the partner summit:

Inside Look with Mike Antongiovanni, Solution Center Manager – North America

Q: Can you explain the value of SAP SuccessFactors partners and the key takeaway you want partners to leave with?
A: The only way we win is if the partners win. To build the business we know we need everyone involved. We want to help our partners significantly contribute to SAP SuccessFactors growth by leveraging our ecosystem to extend our reach, innovate, differentiate, and provide a world-class experience to ensure customers for life. If this event helps us do that, then I am very happy.

What should partners be looking for in 2018?
This year, partners should be looking for a few things to help improve their business and deliver unprecedented value for our customers. We are innovating existing solutions and extending with new capabilities, developing unique and targeted capabilities that complement our existing solutions, and teaming with partners to facilitate and enable the ecosystem.

Are there plans for more partner summit events in the future?
Yes, based on the very positive audience comments we intend to replicate this format next year. We believe this forum allows partner to gather with product and sales leaders to hear several perspectives on what’s coming and how we will win together. But probably even more important is the feedback we received from the partners both in the public forum and from many of the independent conversations that occurred throughout the day. There is also an SAP Global Partner Summit planned in conjunction with SAPPHIRE NOW, as well as opportunities to connect with partners at SuccessConnect events in Berlin and Las Vegas later this year.

What was your key takeaway from the partner summit?
Every time I am with our partners I am reminded of the quality of the individuals and the organizations they represent. It is humbling to see the customer success that is achieved only through the collaboration with our partners. All our planning and investment is great, but it is good to remember our innovations and continued investments are added incrementally to our already mature and effective organization and partner ecosystem.

Power of We

Just like old human resources (HR) technologies, processes can become dated. Companies, customers, partners, and employees must think differently. Integration is the key in helping everyone succeed in a world where new technologies are changing the way we operate. Artificial intelligence (AI) is coming into the workplace, bots are making decisions for us and soon drones will be delivering coffee. The time is now to partner with best-in-class vendors in order to deliver a best-in-class experience. As the old saying goes, “two is better than one.”

SAP SuccessFactors has proven it is ready to partner and deliver world-class solutions in the HCM market. The more opportunities to integrate, educate, and deliver the better.

Access slides from the summit here.

Tyrone Webb Jr. is an integrated communications expert for SAP SuccessFactors

Categories: What's New

How JP Morgan Chase Saves $50 Million Each Year with SAP Ariba

SAP News - Mon, 04/30/2018 - 09:00
Jonathan Ridgwell, Global Supplier Services Operations Director at JPMorgan Chase & Co., has learned a lot since his company began centralizing business processes across 17 countries some 15 years ago.

He shared four major lessons during a keynote talk with DJ Paoni, president of SAP North America, at the recent SAP Ariba Live event. The company initially introduced SAP ERP, followed by Concur travel and expense and Ariba for procurement, before SAP acquired both companies.

Lesson 1: Think Big Outside Your Function

Left: DJ Paoni, president of SAP North America; right: Jonathan Ridgwell, Global Supplier Services Operations Director at JPMorgan Chase & Co.

Coming from a technology background, Ridgwell has a passion for efficiency and accuracy, but quickly discovered how intelligence is changing the role of procurement.

“I was managing these functions as separate pieces at first, thinking this is what I need to make us as efficient, cheap, and user-friendly as possible,” he said. “As time went on, I realized that we’re all part of a continuum, and procurement can take the lead in driving more collaborative ways of doing business throughout the entire company, driving innovation and real value for the business,” he said.”

By feeding procurement data into its centralized system, JPMorgan Chase has achieved one million dollars in early payment discounts per one billion dollars spent. What’s more, procurement’s benefits are negating its costs.

“We’re thinking about how sourcing can help us when we’re negotiating contracts, and this has enabled us to grow procurement’s role with significant benefits to the firm,” said Ridgwell. “We’re saving $50 million annually. On top of that, the early payment discounts mean that we’re becoming a revenue generator rather than a cost for the firm. We’re not just paying invoices and procuring things, but we’re doing it at negative cost to the business.”

Lesson 2: Get Senior Backing for Global Consistency

Gaining senior-level management support was crucial to the firm’s transformation, from board-level through the C-suite leadership team. “We shared the business case with our CFO, asked her to buy into it, and she sold it to the board and the CEO,” said Ridgwell. “When anyone came to us and wanted to do something different, they couldn’t because leadership was behind it.”

Lesson 3: Strong Change Management

Open communication has been critical to gaining global buy-in for a standard operating model.

“In addition to efficient project management, one of the key elements our managers do is communicate,” he said. “You need everyone to know what you’re doing, how you’re doing it, why you’re doing it, and when you’re doing it. You end up taking away some small elements of functionality people are familiar with, and those can be sticking points. You can’t allow that to get in the way. Everyone has to understand and accept the shared vision.”

With SAP Ariba, JPMorgan Chase has a frictionless process for procurement and can make sure it’s doing the right thing through understanding the data

Lesson 4: Technologists Make Great Operations Managers

One of Ridgwell’s epiphanies was how technologists like him make great operations managers. “We asked do we really want people pushing buttons all day and not adding value? We want people running analytics, looking for fraud, finding trends and new markets. It’s much more interesting for the workforce, being able to upskill the procurement role by automation.”

Ridgwell tied procurement’s transformation directly to the company’s commitment to purpose and making the customer experience as frictionless as possible.

“Doing the right thing is always the right thing to do whether you’re dealing with a small or large customer. Having our platforms on SAP has enabled us to make sure we’re doing that through understanding the data and having a frictionless process for spend management,” he said.

Follow me: @smgaler.

Categories: What's New

Accenture Expands Oracle Capabilities in the UK with Acquisition of Certus Solutions

Accenture News - Mon, 04/30/2018 - 08:59
LONDON; April 30, 2018 – Accenture (NYSE: ACN) has entered into an agreement to acquire Certus Solutions, one of the UK’s top Oracle Cloud implementation service providers. Certus Solutions will become part of Accenture’s Oracle practice, further strengthening its capabilities in delivering digital transformation on Oracle Cloud. The acquisition is subject to customary closing conditions. The terms of the deal were not disclosed.
Categories: What's New

Club Talentsoft 2018

CSC Events - Mon, 04/30/2018 - 08:19
DXC Technology est partenaire du Club Talentsoft 2018. La première conférence utilisateurs Talentsoft à l’international dédiée aux échanges de meilleures pratiques et prospectives sur la gestion des ressources humaines se déroulera les 12 et 13 juin 2018 à Amsterdam.
Categories: Events


CSC Events - Mon, 04/30/2018 - 08:19
Événements DXC Technology
Categories: Events

SAP Partner Esri Maps Out a Solution to Fight Opioid Addiction

SAP News - Fri, 04/27/2018 - 11:15
Opioids infiltrate nearly every facet of U.S. society — every community, every walk of life — and it isn’t getting any better. Opioid addiction has become such a pervasive epidemic that the drugs are now a bigger killer in the United States than breast cancer, guns, or vehicle-related accidents.

Synthetic opioids, including fentanyl, fentanyl analogs, and tramadol, accounted for two-thirds of the 63,000 drug-related deaths in the U.S. in 2016, according to the National Center for Health Sciences. Their addiction knows no racial, socioeconomic, or geographic lines. And that’s what makes it so hard to solve the problem.

Today, more and more communities are looking toward a new weapon — technology — to minimize the damage done by opioids. Specifically, innovative new solutions involving geographic information systems (GIS) are helping communities identify where and how opioid usage is at its worst so that they can better allocate resources to prevent and/or mitigate addiction.

Enabling that cause is SAP partner Esri, which has developed ArcGIS Enterprise, a spatial mapping and analytics software solution that leverages SAP HANA data and is now being implemented in jurisdictions across the U.S.

Esri has made its mark building a powerful geographic platform that allows users to leverage a myriad of tools, like “story maps” that turn raw data resources into powerful insights on any topic. Whether it’s the opioid crisis, refugees in Bangladesh, or tracking a killer whale population, mapping technology has the ability to help organizations and businesses make more intelligent and evidence-based decisions, said Dr. Este Geraghty, chief medical officer and health solutions director at Esri.

“The idea is to use geographic data to improve decision making and resource allocation. In the health sector, we can help organizations transform the way they do business,” said Geraghty, a physician who joined Esri more than three years ago. “While we all love data, it’s not very inspiring to simply talk about the amazing things you can do with geographic data. Rather, we get motivated by helping people to solve real problems and we know the power of geographic intelligence to do that. Our Health and Human Services team focuses their energy on tackling the big issues that impact our personal and community’s health and well-being.”

To Esri, the opioid epidemic is personal. One of Geraghty’s colleagues, Jeremiah Lindemann, lost his brother to a drug overdose in 2007. With his technical background, Lindemann launched a crowdsourced story map called, “Celebrating Lost Loved Ones,” where people can contribute a photo and narrative in memory of someone who died because of opioids. More than 1,500 people have added the names of mothers, fathers, sons, daughters, and friends.


“When you explore that map, you begin to notice that the opioid crisis is affecting people from all walks of life. People who had families. People who loved them and were loved by them. It’s heartbreaking. The story map is meant to allow people to share their grief, but it also reminds us that opioid addiction can happen to anyone, anywhere,” Geraghty said. “Jeremiah inspires all of us. He’s spent the last several years broadly sharing his story and his perspective on the topic. He’s even testified before Congress about the dangers of opioids. Esri’s focus on this issue and our drive to be a force for good all began with him.”

Mapping a Problem to Find a Solution

The first step in Esri’s GIS mapping technology is to identify where overdoses and deaths caused by drugs are taking place. That information is mapped to help police and other organizations determine where to best allocate their resources.

“Everything happens somewhere, but so many people still take ‘somewhere’ for granted. It takes a little practice to think spatially and use location information strategically,” Geraghty said. “But after a while, it becomes natural to consider relevant questions: What’s the geographic extent of the problem? Where is it worse? Where is it not so bad? Are there patterns in the data? What can I learn from less impacted communities? Most communities don’t have the means to evenly spread resources across every jurisdiction. That means that they need to make strategic decisions about where to do more and what kinds of interventions will have the greatest impact in different places. It’s never the same thing from one place to another.”

Sometimes, a geographic analysis will show that one or more epidemics overlap. We call that a syndemic. Understanding those spatial relationships can be critical to formulating the best strategy, Geraghty said. For example, one California county experienced a major Hepatitis A outbreak. GIS indicated that the disease correlated spatially with opioid and homeless epidemics in the county and that interventions would require consideration of those co-occurring issues. Public restrooms in the county were mapped and put on a regular cleaning schedule, sidewalks in and near homeless encampments were sanitized, handwashing stations were placed in relevant areas, and vaccinations were offered to high risk populations in their ‘neighborhoods.’ These methods and more were deployed in the right places to help the right people and ultimately stop the outbreak.

“You want to get out ahead of it. To do that, you need to understand where people are dying, when, and why,” Geraghty said. “Information can be a powerful weapon for communities to help people.”

Esri recently demonstrated its solution for a county that revealed that the highest cluster of overdoses was males in their 30s dying between 6:00 p.m. and 8:00 p.m. The county had most of its resources working between 8:00 a.m. and 5:00 p.m. and had been targeting females at risk. “We showed them the spatial data and now they’ve allocated their resources more effectively,” Geraghty said.

The benefit of understanding the geographic context for such complex problems cannot be understated, she added. For example, one community leader promised to eliminate all the “pill mills” in his jurisdiction. That effort was successful but had the unintended consequence of addicts turning to other drugs, such as heroin, which then became a bigger problem.

“Taking a broader view of the community might have helped avoid that consequence. If you cut off the supply of the drug without also considering the continuing demand, you can run into trouble. Our solution includes a tool for providing resources that could decrease opioid demand, like providing alternative pain control modalities that prevent addiction, and identifying treatment options for those already addicted,” Geraghty said.

Developing a Solution Together

Increasingly, local governments are looking to act, recognizing that help from the state and federal level may not be everything they need to help address the problem. They need solutions that help them do more with their resources.

“The big thing with the opioid crisis is that it’s a concern across multiple organizational sectors. This is not just a public health or a mental health or a health care problem. It’s also a police problem, pharmaceutical company problem, an emergency personnel problem, and a government funding and policy problem to name a few. A lot of different entities are involved in addressing the crisis. Communication and collaboration are critical and Esri’s ArcGIS technology can facilitate those needs,” Geraghty said.

One challenge is getting many disparate organizations and communities to share information, a problem exacerbated by protections around personal health information. “Organizations tend to be reluctant to share data, even when it is appropriate and legal. Saying ‘no’ to sharing is undoubtedly the best answer to avoid potential data breaches, but it doesn’t help in addressing the problem,” Geraghty said. “Cross-sector collaborations and appropriate data-sharing agreements need to increase if we’re going to make any real progress. In turn, SAP HANA helps democratize and distribute the data.”

“Opioids have such a dramatic impact on our lives. Addiction affects our families and our society, it diminishes tax revenue and productivity. It even impacts the needs of our foster care systems. It can cripple an entire community,” Geraghty said. “We’re a B2B company and we’re passionate about providing authoritative health organizations with outstanding tools to support their populations. This is important to all of us.”

SAP and our partners. Improving lives. That is our purpose.


Categories: What's New

SAP Announces Finalists and Winners of the 2018 SAP Pinnacle Awards

SAP News - Fri, 04/27/2018 - 10:15
SAP has announced the finalists and winners of the 2018 SAP Pinnacle Award program, which recognizes SAP partners for their outstanding contributions, dedication to teamwork, and ability to challenge what is possible to help customers achieve their goals. Winners and finalists were selected across 29 categories based on recommendations from SAP, customer feedback, and their proven ability to meet and exceed key performance indicators. Two of those chosen have also been awarded the Customers’ Choice awards, which recognize customer-nominated SAP partners.

Award winners will be formally recognized at the SAP Global Partner Summit in Orlando, FL. on June 4, 2018. The SAP Global Partner Summit is held in conjunction with SAPPHIRE NOW and ASUG Annual Conference, the largest global business technology event, hosted by SAP and ASUG June 5-7, 2018.

Learn more here

Categories: What's New

Changing Our Mind(set)

SAP News - Fri, 04/27/2018 - 10:15
You didn’t come this far only to come this far. I’m not an early talent nor on the doorstep to retirement — I’m fully entrenched in the midst of my professional career and every day brings me the choice to adapt, challenge my thought patterns, and ultimately change my habits.

I recently completed a 200-hour yoga teacher training certification program and through this process we were requested to keep a regular meditation practice of at least 10 minutes per day for 70 days.

While I had a personal mindfulness practice for years, it was not consistent. It started when I was going through many treatments for back pain and meditation distracted me from the pain. I benefited from it but I had framed it as a chore, saying, “I need / have to meditate,” as if it was another medication. My mindset was holding me back from transforming.

When I started yoga teacher training I shifted my thoughts to “I want / get to meditate.” I created a mental shift that led to a solid habit that positively encouraged, rewarded, and fulfilled me. Now, when planning meditation time in my day, I get almost giddy at the opportunity to sit still and breathe — this coming from a high-energy person.

How do we create a similar mental shift in how our organizations transform? Executing business strategy is all about change and transformation. Not just processes, structures, and systems, but ultimately mindset and perspective. It’s not just about what we need to do to achieve our strategic goals, it’s also about how we need to do it. Fostering a change mindset starts with humanizing change for the individual, alongside the process and organizational changes.

Let’s be realistic. Many of us default to the path of least resistance and focus on the tools of change. We create presentations, complete assessments, develop communication plans, create engagement activities, and then do our best to execute.

According to a 2016 Deloitte Review article, Humanizing Change, “The Power Point approach to change undermines employees’ intrinsic drivers and psychological needs: Employees are treated as targets rather than participatory agents who help interpret and shape the change process.”

What we often gloss over are the emotions of the people moving through the changes. It’s sticky to dive into emotions so we avoid it. So let’s get messy. How do we create a change mindset that addresses emotions that can come alive within our change management processes and tools? We begin by asking ourselves:

  • How can we be empathic for the human side of the changes and support our own selves through change?
  • How can we engage more in the change instead of being bystanders or simply implementers?
  • How can we be more open to collaborate on solution-finding through the change?

The environment of the future is one where everyone leads change, every day, in their own individual way. To achieve this future we must shift from the easy-to-do change tasks to the more complex change activities;  focus on creating connection to the change at the individual level; instill a sense of calm by supporting the individuals through the “messy middle” of the transition to provide a feeling of stability; inspire courage to get involved and discover choice and opportunity in the change.

If we can truly embrace the human in the midst of the change, we can cultivate a holistic change mindset where we intentionally address change with empathy, create an environment of trust, and opportunity with change, and build default habits for the entire organization to thrive.

Shifting my language as part of my meditation practice helped me to create a positive, impactful habit and sustainable change.

What shift can you make to support a change mindset for yourself?

This story originally appeared on Business Trends on the SAP Community.

Categories: What's New

Four Ways Machine Learning Will Disrupt Your Business

SAP News - Fri, 04/27/2018 - 09:15
We are entering the era of the machine learning enterprise, in which this subset of artificial intelligence (AI) capabilities will revolutionize operating models, shake up staffing methods, upend business models, and potentially alter the nature of competition itself.

The adoption of machine learning capabilities will be limited only by an organization’s ability to change – but not every company will be willing or able to make such a radical shift.

Very soon, the difference between the haves and the have-nots of machine learning will become clear. “The disruption over the next three to five years will be massive,” says Cliff Justice, principal in KPMG’s Innovation and Enterprise Solutions team. Companies hanging onto their legacy processes will struggle to compete with machine learning enterprises able to compete with a fraction of the resources and entirely new value propositions.

For those seeking to be on the right side of the disruption, a new survey, conducted by SAP and the Economist Intelligence Unit (EIU), offers a closer look at organizations we’ve identified as the Fast Learners of machine learning: those that are already seeing benefits from their implementations.

Machine learning is unlike traditional programmed software. Machine learning software actually gets better – autonomously and continuously – at executing tasks and business processes. This creates opportunities for deeper insight, non-linear growth, and levels of innovation previously unseen.

Given that, it’s not surprising that machine learning has evolved from hype to have-to-have for the enterprise in seemingly record time. According to the SAP/EIU survey, more than two-thirds of respondents (68%) are already experimenting with it. What’s more, many of these organizations are seeing significantly improved performance across the breadth of their operations as a result, and some are aiming to remake their businesses on the back of these singular, new capabilities.

So, what makes machine learning so disruptive? Based on our analysis of the survey data and our own research, we see four primary reasons:

1. It’s Probabilistic, Not Programmed

Machine learning uses sophisticated algorithms to enable computers to “learn” from large amounts of data and take action based on data analysis rather than being explicitly programmed to do something. Put simply, the machine can learn from experience; coded software does not. “It operates more like a human does in terms of how it formulates its conclusions,” says Justice.

That means that machine learning will provide more than just a one-time improvement in process and productivity; those improvements will continue over time, remaking business processes and potentially creating new business models along the way.

2. It Creates Exponential Efficiency

When companies integrate machine learning into business processes, they not only increase efficiency, they are able to scale up without a corresponding increase in overhead. If you get 5,000 loan applications one month and 20,000 the next month, it’s not a problem, says Sudir Jha, head of product management and strategy for Infosys; the machines can handle it.

3. It Frees Up Capital – Financial and Human

Because machine learning can be used to automate any repetitive task, it enables companies to redeploy resources to areas that make the organization more competitive, says Justice. It also frees up the employees within an organization to perform higher-value, more rewarding work. That leads to reduced turnover and higher employee satisfaction. And studies show that happier employees lead to higher customer satisfaction and better business results.

4. It Creates New Opportunities

AI and machine learning can offer richer insight, deeper knowledge, and predictions that would not be possible otherwise. Machine learning can enable not only new processes, but entirely new business models or value propositions for customers – “opportunities that would not be possible with just human intelligence,” says Justice. “AI impacts the business model in a much more disruptive way than cloud or any other disruption we’ve seen in our lifetimes.”

Machine learning systems alone, however, will not transform the enterprise. The singular opportunities enabled by these capabilities will only occur for companies that dedicate themselves to making machine learning part of a larger digital transformation strategy. The results of the SAP/EIU survey explain the makeup of the evolving machine learning enterprise. We’ve identified key traits important to the success of these machine-learning leaders that can serve as a template for others as well as an overview of the outcomes they’re already seeing from their efforts.

Learn more and download the full study here.

This story originally appeared on the Digitalist.

Categories: What's New
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