What's New

Startup Baby: Five Tips to Thinking and Acting Entrepreneurial in Your Corporate Gig

SAP News - Mon, 04/16/2018 - 09:15
Two years ago, I was asked to start a new business unit within SAP. After 20 years of living and breathing “corporate,” I packed my bags in Germany and left for Silicon Valley in pursuit of a new intrapreneurship opportunity.

Nurturing a startup within an established company comes with its fair share of hurdles. It demands just as much blood, sweat, and tears as if you were starting your own business; intrapreneurs require a different set of disciplines. Here are my five tips for those who decide to leave their comfort zone, quit the corporate role, and start as an intrapreneur within a larger corporation.

Tip 1: Unlearn corporate habits and think startup.

Be intentional about unlearning and changing specific behaviors. Making the move from a corporate role to a startup job often seems like the polar opposite, but truthfully, it is a combination of what to unlearn from your corporate job and what you keep from it that benefits you in the long run.

Large corporate skills, such as ability to confidently engage with big enterprise customers, taking a business to profitable growth, or developing a solid strategy carry over very well. Success in a startup also needs a clear vision and an almost obsessive focus on the customer, with the people being the No. 1 determinant of success.

You have to be able to discern which corporate business processes serve your business and which do not, and cut out the ones that don’t — immediately. The interesting thing about this is that as an intrapreneur, you can! The wait-and-see approach is definitely one of those corporate habits that has no place in this new world. I recently attended an executive program at Stanford where Professor Robert Siegel said “bureaucracy is structure without purpose.”

You will wear many hats during the course of one business day at a startup, from strategy to product to execution to selling. It’s just reality and it’s extraordinary. Learn to embrace your many hats and not push back on them.

Tip 2: Falling in love with your own stuff will end in a messy divorce.

Many businesses fail because the creator is simply too much in love with her own idea. There are countless stories of startups with amazing ideas, loaded with features and functions. However, the business with the most features and functions doesn’t necessarily win in the market. Test-driving different business models and pricing structures may be necessary before you get it right.

Your elevator pitch is key; practice your elevator pitch to anyone and everyone who will listen. Do this so that you can get to the value and essence of your business and be sure to internalize feedback — no matter how difficult it is to hear someone talk negatively.

Tip 3: Seeing is believing.

There are many advantages to having a large corporation backing you, be it its brand power or using its established go-to-market channels. But be clear, from the minute you launch your internal startup, you are on a clock. I am genetically an optimist, but if you cannot demonstrate tangible results quickly, you will fail and it will impact the team.

Even if you are successful by startup means, your achievements are still fairly small in comparison to the rest of a large company. So, be sure to have thick skin, minimize bureaucracy, and leverage your network to grow the business.

Tip 4: Choose your own destiny and learn to fail properly.

In the beginning, your team is your business. All you have is an idea and a small team. Focus No. 1 is building up your team with the right people versus delivering content. You will be haunted for a long time if you reverse that order. I believe strongly in picking your own team, because you will be counting on every single team member to be CEOs in their own right with full accountability. You need people that share your same passion, vision, and values as you start to build the brand. Choosing your own team is not a luxury, it is a necessity to realize your dreams.

Be sure you choose people who are resilient and resourceful. Chances are you won’t get your offering right the first time. Edison went through 1,000 unsuccessful attempts at inventing the light bulb. The creator of Dyson vacuums went through over 5,000 failed prototypes and his whole life savings before it finally worked. Therefore, plan on it, know that you will need multiple iterations so that the failures are absorbable.

Tip 5: Stories (not slides) inspire.

Of course, when founding a startup, you have to iterate and circulate your vision, strategy, and business plan. It has to be sound. An entrepreneur’s critical challenge in building a startup is time. A speedy time-to-market could mean life or death. The only thing that matters to the outside world is the impact to customers. Get your customers to talk about you and the impact you drove for them. Stories evoke empathy. Customers are your best advocates and influencers that you could ever have.

Get the results first, then communicate and spread the word.

Follow me: @arnold_ih, #SAPDataNetwork

Helen Arnold is president of the SAP Data Network.

Categories: What's New

The Future of Work: Scoring with Skills

SAP News - Fri, 04/13/2018 - 10:45
As our world becomes more complex, automated, and digitalized, companies are under increased pressure to modernize quickly and to constantly reinvent themselves. There are multiple things companies should do to prepare for the future of work.

Unemployment levels of over 20 percent, the end of wage labor, robots and artificial intelligence (AI) technologies performing routine tasks, virtual offices without fixed desks, training in the form of massive open online courses (MOOCs), and unconditional basic income: The Bertelsmann Foundation predicts this is how working life will be in 2050, and we can already find some indications of this future in today’s labor markets.

For some of us, this is a terrifying thought, and the effects of these revolutionary changes to the labor market are still unclear. According to a study by the German Federal Ministry of Labor and Social Affairs, uncertainty will be rife in society by 2030. But the employees of tomorrow will also have different priorities. They will take living independently, making their own demands, and reflecting their originality at work much more seriously.

Companies are well advised to accommodate these priorities – especially if they want to attract the top talents.

Dealing with the Unexpected Becomes a Human Advantage

Regardless of how much labor markets change in the coming years, it’s clear that we must rewrite the old rule book for the business models of tomorrow. This is not least due to digitalization. Robots and AI technologies will pick up more and more routine tasks, such as assigning incoming payments to open items, primarily because they are faster and more efficient.

It is no surprise, therefore, that Günter Pecht-Seibert believes the power of future employees will lie much more in their ability to think outside the box when dealing with unexpected situations. The global vice president Future of Work at SAP is convinced: “Human capabilities — such as creativity, innovation, empathy, and trust — will become much more valuable. But we have to take different approaches to empowering and organizing our current and future workforce so that businesses can harness these abilities.”

Though current structures encourage increased efficiency, they are weaker when it comes to boosting innovation, agility, and creativity, and that is the challenge.

Companies Staffed by Entrepreneurs

“We can only master this challenge if employees are able to fully understand their company’s business strategy,” says Pecht-Seibert. This includes making sure they know how to personally contribute to making the strategy a success. Hierarchies are becoming less relevant, and the importance of transparency is growing.

It isn’t just managers who benefit from detailed information on market developments, employees do too. Such changes are vital to making employees more business-minded. By giving them more responsibility, and encouraging them to think and act like entrepreneurs, they increase the company’s competitiveness.

Measure Mood with SAP Work-Life

A co-innovation project among 21 companies, including BMW, Beiersdorf, and Procter & Gamble, led to the creation of SAP Work-Life, a cloud-based application that measures the mood among employees and teams. Employees can use the app to anonymously provide information on what is important to them – from career progression and less stress at work, to getting a better night’s sleep. By rating different criteria, they receive recommendations on how they can improve their situation, and become happier and healthier at work.

This approach is much more precise than annual employee surveys because HR, team leaders, and managers receive information on employee needs and expectations in real time. The aim is to foster a culture of ongoing feedback that sees employee happiness continuously improve. This kind of information is worth its weight in gold.

After all, the happier we are, the more creative we are – and that is the key to the future of work.

Categories: What's New

The Future of Work: Scoring with Skills

SAP News - Fri, 04/13/2018 - 10:45
As our world becomes more complex, automated, and digitalized, companies are under increased pressure to modernize quickly and to constantly reinvent themselves. There are multiple things companies should do to prepare for the future of work.

Unemployment levels of over 20 percent, the end of wage labor, robots and artificial intelligence (AI) technologies performing routine tasks, virtual offices without fixed desks, training in the form of massive open online courses (MOOCs), and unconditional basic income: The Bertelsmann Foundation predicts this is how working life will be in 2050, and we can already find some indications of this future in today’s labor markets.

For some of us, this is a terrifying thought, and the effects of these revolutionary changes to the labor market are still unclear. According to a study by the German Federal Ministry of Labor and Social Affairs, uncertainty will be rife in society by 2030. But the employees of tomorrow will also have different priorities. They will take living independently, making their own demands, and reflecting their originality at work much more seriously.

Companies are well advised to accommodate these priorities – especially if they want to attract the top talents.

Dealing with the Unexpected Becomes a Human Advantage

Regardless of how much labor markets change in the coming years, it’s clear that we must rewrite the old rule book for the business models of tomorrow. This is not least due to digitalization. Robots and AI technologies will pick up more and more routine tasks, such as assigning incoming payments to open items, primarily because they are faster and more efficient.

It is no surprise, therefore, that Günter Pecht-Seibert believes the power of future employees will lie much more in their ability to think outside the box when dealing with unexpected situations. The global vice president Future of Work at SAP is convinced: “Human capabilities — such as creativity, innovation, empathy, and trust — will become much more valuable. But we have to take different approaches to empowering and organizing our current and future workforce so that businesses can harness these abilities.”

Though current structures encourage increased efficiency, they are weaker when it comes to boosting innovation, agility, and creativity, and that is the challenge.

Companies Staffed by Entrepreneurs

“We can only master this challenge if employees are able to fully understand their company’s business strategy,” says Pecht-Seibert. This includes making sure they know how to personally contribute to making the strategy a success. Hierarchies are becoming less relevant, and the importance of transparency is growing.

It isn’t just managers who benefit from detailed information on market developments, employees do too. Such changes are vital to making employees more business-minded. By giving them more responsibility, and encouraging them to think and act like entrepreneurs, they increase the company’s competitiveness.

Measure Mood with SAP Work-Life

A co-innovation project among 21 companies, including BMW, Beiersdorf, and Procter & Gamble, led to the creation of SAP Work-Life, a cloud-based application that measures the mood among employees and teams. Employees can use the app to anonymously provide information on what is important to them – from career progression and less stress at work, to getting a better night’s sleep. By rating different criteria, they receive recommendations on how they can improve their situation, and become happier and healthier at work.

This approach is much more precise than annual employee surveys because HR, team leaders, and managers receive information on employee needs and expectations in real time. The aim is to foster a culture of ongoing feedback that sees employee happiness continuously improve. This kind of information is worth its weight in gold.

After all, the happier we are, the more creative we are – and that is the key to the future of work.

Categories: What's New

Opening the Door to Affordable Housing for 7.4 Million Families

SAP News - Fri, 04/13/2018 - 09:15
Katerra Inc. is digitalizing construction – from materials to postbuild – to give everyone access to affordable housing.

The United States is experiencing a nationwide housing crisis. But the threat here isn’t busted market bubbles or lagging housing sales. It’s a shortage of 7.4 million affordable rental homes for families earning at or below 30 percent of their area median poverty guideline. And this is despite the 136 million housing units that are occupied or available for purchase or rent.

Conventional wisdom says that construction companies should just produce cheaper housing to help the working poor. But this is easier said than done. A shortage of construction workers, complex land purchasing and financing processes, and the logistics of new construction are holding the industry back.

Katerra, a Silicon Valley construction startup founded in 2015, hopes to revolutionize the construction industry to change the lives of extremely low-income families. By establishing a new business model in an industry that has not seen much change in the last 100 years, the company is on a mission to construct beautiful multifamily residential buildings in drastically less time and half the cost.

Renovating an Old Business Model to Make Housing More Affordable

Katerra is the first vertically integrated construction services company in the United States. As a one-stop shop for construction projects, the startup manufactures its own building and finishing products, runs the factory-to-site supply chain, designs the blueprints, and oversees construction.

 

While this business model provides ground-breaking value, Katerra knew that it needed to have the right digital foundation in place to support business growth. Because every process impacts the final delivery of the project, it was important that the company maintain undisrupted operations by deploying an ERP system that can address current and future business requirements.

“We are establishing a new business model in an industry that has not seen a transformation in the last 100 years,” shared Grace Liu, CIO.

“We are establishing a new business model in an industry that has not seen a transformation in the last 100 years.”

— Grace Liu, CIO, Kanterra

Breaking New Ground

In a matter of five months, Katerra went live with SAP S/4HANA, a next-generation business suite. This investment allowed the company to establish a truly integrated end-to-end business process – from procurement and finance to manufacturing, logistics, and revenue recognition. Because SAP S/4HANA helps accelerate data analysis, cost control issues are immediately addressed, and revenue-to-recognition cycles are completed on time.

Onsite managers work with their crews in new ways that deliver projects more quickly. Embedded sensors in each hard hat tell managers where every crew member is working and how the construction in progressing.

To manage this massive volume of data, Katerra’s IT team chose the SAP BW/4HANA solution. The data warehouse solution is integrated with a variety of data sources from SAP and other third parties and serves as an extension to SAP S/4HANA. Katerra takes all of its information from the home office and construction site, sends it to SAP BW/4HANA, and runs real-time analytics. With low-latency reporting capabilities, business users can access reports and analytics at the moment of need.

“We can now compare data between projects on a real-time basis,” remarked Grace Liu. “Running analytics empowers us to improve workforce productivity and refine the business model.”

“For the first time, we have a truly integrated end-to-end business process in place – from procurement and logistics to finances and revenue recognition.”

— Grace Liu

Simplifying an Industry to Give 7.4 Million Families a Chance at an Affordable Home

Everything Katerra has accomplished in its two-year history is aimed at simplifying the construction industry, which, in turn, makes housing more affordable. According to CIO Grace Liu, the single biggest area where projects lose time and money is limited coordination of labor and materials. Increasing the efficiency of the construction industry requires bringing together information to provide a real-time perspective of the business to every business user and manager.

Now, Katerra has the streamlined processes and data-driven insight it needs to uncover new opportunities to grow the business and deliver on its promises. “Efficiency no longer needs to come at the expense of quality or sustainability. We are now constructing buildings very rapidly at a significantly reduced cost, which brings great value to the citizens of this country and globally,” concluded Grace Liu, CIO. “I truly believe that Katerra is well-positioned to drive change for the construction industry.”

“Efficiency no longer needs to come at the expense of quality or sustainability. We are constructing buildings very rapidly at a significantly reduced cost, which brings great value to the citizens of this country and globally.”

— Grace Liu

 

Categories: What's New

Opening the Door to Affordable Housing for 7.4 Million Families

SAP News - Fri, 04/13/2018 - 09:15
Katerra Inc. is digitalizing construction – from materials to postbuild – to give everyone access to affordable housing.

The United States is experiencing a nationwide housing crisis. But the threat here isn’t busted market bubbles or lagging housing sales. It’s a shortage of 7.4 million affordable rental homes for families earning at or below 30 percent of their area median poverty guideline. And this is despite the 136 million housing units that are occupied or available for purchase or rent.

Conventional wisdom says that construction companies should just produce cheaper housing to help the working poor. But this is easier said than done. A shortage of construction workers, complex land purchasing and financing processes, and the logistics of new construction are holding the industry back.

Katerra, a Silicon Valley construction startup founded in 2015, hopes to revolutionize the construction industry to change the lives of extremely low-income families. By establishing a new business model in an industry that has not seen much change in the last 100 years, the company is on a mission to construct beautiful multifamily residential buildings in drastically less time and half the cost.

Renovating an Old Business Model to Make Housing More Affordable

Katerra is the first vertically integrated construction services company in the United States. As a one-stop shop for construction projects, the startup manufactures its own building and finishing products, runs the factory-to-site supply chain, designs the blueprints, and oversees construction.

 

While this business model provides ground-breaking value, Katerra knew that it needed to have the right digital foundation in place to support business growth. Because every process impacts the final delivery of the project, it was important that the company maintain undisrupted operations by deploying an ERP system that can address current and future business requirements.

“We are establishing a new business model in an industry that has not seen a transformation in the last 100 years,” shared Grace Liu, CIO.

“We are establishing a new business model in an industry that has not seen a transformation in the last 100 years.”

— Grace Liu, CIO, Kanterra

Breaking New Ground

In a matter of five months, Katerra went live with SAP S/4HANA, a next-generation business suite. This investment allowed the company to establish a truly integrated end-to-end business process – from procurement and finance to manufacturing, logistics, and revenue recognition. Because SAP S/4HANA helps accelerate data analysis, cost control issues are immediately addressed, and revenue-to-recognition cycles are completed on time.

Onsite managers work with their crews in new ways that deliver projects more quickly. Embedded sensors in each hard hat tell managers where every crew member is working and how the construction in progressing.

To manage this massive volume of data, Katerra’s IT team chose the SAP BW/4HANA solution. The data warehouse solution is integrated with a variety of data sources from SAP and other third parties and serves as an extension to SAP S/4HANA. Katerra takes all of its information from the home office and construction site, sends it to SAP BW/4HANA, and runs real-time analytics. With low-latency reporting capabilities, business users can access reports and analytics at the moment of need.

“We can now compare data between projects on a real-time basis,” remarked Grace Liu. “Running analytics empowers us to improve workforce productivity and refine the business model.”

“For the first time, we have a truly integrated end-to-end business process in place – from procurement and logistics to finances and revenue recognition.”

— Grace Liu

Simplifying an Industry to Give 7.4 Million Families a Chance at an Affordable Home

Everything Katerra has accomplished in its two-year history is aimed at simplifying the construction industry, which, in turn, makes housing more affordable. According to CIO Grace Liu, the single biggest area where projects lose time and money is limited coordination of labor and materials. Increasing the efficiency of the construction industry requires bringing together information to provide a real-time perspective of the business to every business user and manager.

Now, Katerra has the streamlined processes and data-driven insight it needs to uncover new opportunities to grow the business and deliver on its promises. “Efficiency no longer needs to come at the expense of quality or sustainability. We are now constructing buildings very rapidly at a significantly reduced cost, which brings great value to the citizens of this country and globally,” concluded Grace Liu, CIO. “I truly believe that Katerra is well-positioned to drive change for the construction industry.”

“Efficiency no longer needs to come at the expense of quality or sustainability. We are constructing buildings very rapidly at a significantly reduced cost, which brings great value to the citizens of this country and globally.”

— Grace Liu

 

Categories: What's New

SAP Supervisory Board Extends Contract of Executive Board Member Stefan Ries

SAP News - Fri, 04/13/2018 - 08:00
WALLDORF SAP SE (NYSE: SAP) today announced that the SAP Supervisory Board extended the contract of service of Stefan Ries (52) until March 31, 2024. Ries, Member of the Executive Board of SAP SE, serves as Chief Human Resources Officer and Labor Relations Director.

“We are delighted to continue the successful collaboration with Stefan Ries,” said Professor Hasso Plattner, Chairman of the Supervisory Board of SAP SE. “We are committed to the digital transformation of our customers and SAP. Stefan Ries is an exceptional leader who understands the importance of customer experience internally and externally.”

Stefan Ries had been appointed as member of the Executive Board of SAP SE in April 2016 with a term until 2019. In its ordinary meeting on April 12, 2018, the SAP Supervisory Board decided to extend his appointment and service contract for another five years until 2024. His areas of responsibility include Human Resources strategy and operations, social partnership, talent and leadership development, rewards and recognition, organizational effectiveness and learning as well as diversity and inclusion.

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

About SAP

As market leader in enterprise application software, SAP (NYSE: SAP) helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device – SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. SAP applications and services enable more than 378,000 business and public sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit www.sap.com/photos. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit www.sap-tv.com. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from SAP TV.

For customers interested in learning more about SAP products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1SAP (1-800-872-1727)

For more information, press only:
Rajiv Sekhri +49 (6227) 7-74871 rajiv.sekhri@sap.com, CET
Daniel Reinhardt +49 (6227) 7-40201 daniel.reinhardt@sap.com, CET
SAP News Center press room; press@sap.com

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

SAP Supervisory Board Extends Contract of Executive Board Member Stefan Ries

SAP News - Fri, 04/13/2018 - 08:00
WALLDORF SAP SE (NYSE: SAP) today announced that the SAP Supervisory Board extended the contract of service of Stefan Ries (52) until March 31, 2024. Ries, Member of the Executive Board of SAP SE, serves as Chief Human Resources Officer and Labor Relations Director.

“We are delighted to continue the successful collaboration with Stefan Ries,” said Professor Hasso Plattner, Chairman of the Supervisory Board of SAP SE. “We are committed to the digital transformation of our customers and SAP. Stefan Ries is an exceptional leader who understands the importance of customer experience internally and externally.”

Stefan Ries had been appointed as member of the Executive Board of SAP SE in April 2016 with a term until 2019. In its ordinary meeting on April 12, 2018, the SAP Supervisory Board decided to extend his appointment and service contract for another five years until 2024. His areas of responsibility include Human Resources strategy and operations, social partnership, talent and leadership development, rewards and recognition, organizational effectiveness and learning as well as diversity and inclusion.

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

About SAP

As market leader in enterprise application software, SAP (NYSE: SAP) helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device – SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. SAP applications and services enable more than 378,000 business and public sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit www.sap.com/photos. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit www.sap-tv.com. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from SAP TV.

For customers interested in learning more about SAP products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1SAP (1-800-872-1727)

For more information, press only:
Rajiv Sekhri +49 (6227) 7-74871 rajiv.sekhri@sap.com, CET
Daniel Reinhardt +49 (6227) 7-40201 daniel.reinhardt@sap.com, CET
SAP News Center press room; press@sap.com

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, Leading Financial Institutions Seek Applicants for Asia-Pacific FinTech Innovation Lab 2018

Accenture News - Fri, 04/13/2018 - 01:29
HONG KONG; April 13, 2018 – Applications have opened for Accenture’s (NYSE: ACN) annual FinTech Innovation Lab Asia-Pacific, a 12-week program that helps early- and growth-stage fintech companies accelerate product and business development by gaining exposure to top financial institution executives. Applications can be made at http://www.fintechinnovationlab.com/asia-pacific/ through May 11.
Categories: What's New

Accenture Appoints Venkata "Murthy" Renduchintala, Executive Officer at Intel, to Board of Directors

Accenture News - Thu, 04/12/2018 - 17:15
NEW YORK; Apr. 12, 2018 – Accenture (NYSE: ACN) announced that Venkata “Murthy” Renduchintala has been appointed to the company’s Board of Directors, effective today. Dr. Renduchintala, 52, is chief engineering officer and president of the Client and Internet of Things (IoT) Businesses and Systems Architecture group and the Technology and Manufacturing group at Intel Corporation (NASDAQ: INTC).
Categories: What's New

AI Cracks the Employee Retention Code for Small and Midsize Businesses

SAP News - Thu, 04/12/2018 - 11:45
Employee turnover is a costly problem, especially for small and midsize businesses. For every position left vacant, the time and cost associated with identifying, acquiring, and training the right person can lessen a business’ impact on what’s truly critical to its survival – revenue growth and brand expansion.

To reverse the downward spiral of poor employee retention, businesses must first automate processes and streamline everyday tasks, according to the IDC report, “HR Transformation and the Digital Journey: How Small and Medium-Sized Businesses Can Deliver Strategic HR,” sponsored by SAP SuccessFactors. Doing so improves retention by allowing employees to feel more fulfilled at work as they spend less time on mundane tasks to focus on using their strengths for more strategic tasks and building up their skill sets.

For decades, an overwhelming flood of technologies, tools, and processes have promised these fundamental capabilities. While some of them may have their merits, a vast majority are not supported by a level of intelligence that addresses the needs (and expectations) of an increasingly digitally empowered workforce. Maybe it’s time to look under the hood of your technology investments.

How Artificial Intelligence Can Revolutionize Employee Retention

From the boardroom to the stockroom, chatbots, robots, virtual assistants, algorithm-powered analytics, and other forms of artificial intelligence (AI) are increasingly empowering businesses to engage customers in personalized and productive interactions. The technology spots patterns found in historical data to predict future behavior, identify risks, and uncover opportunities. It intelligently listens and responds to customer feedback and makes connections at a speed that eludes most humans.

If we apply this same scenario to the HR organization, it becomes clear that a distinct, yet connected, customer experience overlaps with the needs of today’s workforce. For example, AI technologies embedded in employee feedback tools can automatically channel concerns to the HR team member with the right emotional background, expertise, and leadership role needed to resolve them quickly. Equipped with every employee’s history and recommendations on how to best engage them, HR can provide real-time counseling that is relevant and matches the perceived gravity of the situation in tone, word use, and urgency.

Forward-looking companies are also considering AI-enabled capabilities to simplify the overall work experience. AI can prompt follow-up questions that help employees detail a customer or business issue, analyze the data in isolation and aggregation, and recommend potential resolutions – all within a matter of minutes. Plus, this intelligence can be passed on to relevant business functions to let managers know where improvements are needed and how to capitalize on their success.

Beyond workplace efficiency, AI can help the HR organization understand employee performance, job-related attitudes, and the health of the broader business culture. By opening all forms of internal communication, the technology creates a systematic, deliberate, and continuous flow of insight to detect which employees could be a candidate for promotion or when and why they may choose to leave.

Why AI Is a Natural Step to Evolve Talent Management

By connecting the dots of truth along the entire employee experience, employers have an opportunity to track and understand their workforces better. HR teams can – and should – take advantage of the predictive capabilities of AI to carefully analyze why employees become disengaged, how to convince them to stay, and when to further develop their skills for the future.

But more importantly, AI provides a platform that allows employees to engage as co-creators of business success and a strong, unified workplace culture. This fundamental shift in talent management changes how employees view their jobs, their relationship with their employers, and their contributions to the bottom line.

Find out the key trends and actions that make employee retention a key source of digital transformation in small and midsize businesses. Read the IDC interactive report, “HR Transformation and the Digital Journey: How Small and Medium-Sized Businesses Can Deliver Strategic HR,” sponsored by SAP SuccessFactors.

Simon Bouchez is head of Product Innovation for SAP SuccessFactors.

Categories: What's New

AI Cracks the Employee Retention Code for Small and Midsize Businesses

SAP News - Thu, 04/12/2018 - 11:45
Employee turnover is a costly problem, especially for small and midsize businesses. For every position left vacant, the time and cost associated with identifying, acquiring, and training the right person can lessen a business’ impact on what’s truly critical to its survival – revenue growth and brand expansion.

To reverse the downward spiral of poor employee retention, businesses must first automate processes and streamline everyday tasks, according to the IDC report, “HR Transformation and the Digital Journey: How Small and Medium-Sized Businesses Can Deliver Strategic HR,” sponsored by SAP SuccessFactors. Doing so improves retention by allowing employees to feel more fulfilled at work as they spend less time on mundane tasks to focus on using their strengths for more strategic tasks and building up their skill sets.

For decades, an overwhelming flood of technologies, tools, and processes have promised these fundamental capabilities. While some of them may have their merits, a vast majority are not supported by a level of intelligence that addresses the needs (and expectations) of an increasingly digitally empowered workforce. Maybe it’s time to look under the hood of your technology investments.

How Artificial Intelligence Can Revolutionize Employee Retention

From the boardroom to the stockroom, chatbots, robots, virtual assistants, algorithm-powered analytics, and other forms of artificial intelligence (AI) are increasingly empowering businesses to engage customers in personalized and productive interactions. The technology spots patterns found in historical data to predict future behavior, identify risks, and uncover opportunities. It intelligently listens and responds to customer feedback and makes connections at a speed that eludes most humans.

If we apply this same scenario to the HR organization, it becomes clear that a distinct, yet connected, customer experience overlaps with the needs of today’s workforce. For example, AI technologies embedded in employee feedback tools can automatically channel concerns to the HR team member with the right emotional background, expertise, and leadership role needed to resolve them quickly. Equipped with every employee’s history and recommendations on how to best engage them, HR can provide real-time counseling that is relevant and matches the perceived gravity of the situation in tone, word use, and urgency.

Forward-looking companies are also considering AI-enabled capabilities to simplify the overall work experience. AI can prompt follow-up questions that help employees detail a customer or business issue, analyze the data in isolation and aggregation, and recommend potential resolutions – all within a matter of minutes. Plus, this intelligence can be passed on to relevant business functions to let managers know where improvements are needed and how to capitalize on their success.

Beyond workplace efficiency, AI can help the HR organization understand employee performance, job-related attitudes, and the health of the broader business culture. By opening all forms of internal communication, the technology creates a systematic, deliberate, and continuous flow of insight to detect which employees could be a candidate for promotion or when and why they may choose to leave.

Why AI Is a Natural Step to Evolve Talent Management

By connecting the dots of truth along the entire employee experience, employers have an opportunity to track and understand their workforces better. HR teams can – and should – take advantage of the predictive capabilities of AI to carefully analyze why employees become disengaged, how to convince them to stay, and when to further develop their skills for the future.

But more importantly, AI provides a platform that allows employees to engage as co-creators of business success and a strong, unified workplace culture. This fundamental shift in talent management changes how employees view their jobs, their relationship with their employers, and their contributions to the bottom line.

Find out the key trends and actions that make employee retention a key source of digital transformation in small and midsize businesses. Read the IDC interactive report, “HR Transformation and the Digital Journey: How Small and Medium-Sized Businesses Can Deliver Strategic HR,” sponsored by SAP SuccessFactors.

Simon Bouchez is head of Product Innovation for SAP SuccessFactors.

Categories: What's New

The 2017 Regional SAP Quality Awards Winners

SAP News - Thu, 04/12/2018 - 10:15
SAP rolled out the red carpet yesterday to announce the bronze, silver, and gold winners of the 2017 regional SAP Quality Awards.

More than 100 guests attended a magical gala dinner at the Print Media Academy in Heidelberg, Germany, held in collaboration with Intel. SAP and Intel have partnered on various endeavors since 1997, including the SAP HANA platform. Special guests included Franck Cohen, president SAP S/4HANA and Industry Solutions, and Eric Verniaut, chief business officer of EMEA, MEE and Greater China, SAP.

Since 2005, the SAP Quality Awards have honored customers that have excelled in the implementation of SAP software solutions. In 2017, 223 customers nominated their successful projects in 13 market units in Europe, Middle East, and Africa. The 42 local Gold winners — which automatically competed at the regional level where the 12 best-of-the-best projects in the categories Business Transformation, Cloud Innovation, Fast Delivery, and Innovation — were selected by independent external judges, many of whom are winners from previous years. The judges evaluated the projects based on the 10 SAP principles of quality, which include identifying and mitigating risks and using standard SAP functionalities, as well as delivering the primary business benefits the projects set out to achieve.

Let’s find out what the winning arguments were.

Winners in the Four Categories

Business Transformation

Gold winner is Greggs plc, the UK’s leading bakery food-on-the-go retailer with more than 1,850 shops and management of its own supply chain. Program Sunrise achieved reduced costs, increased sales, and improved efficiency and productivity. Together with technology consultants Keytree, Greggs implemented SAP Business Suite powered by SAP HANA (retail, central forecasting, supply chain, finance) and SAP Fiori apps, revolutionizing how shops order stock, reducing bakery waste, and simplifying its IT landscape. The project was critical from a business continuity and disruption perspectives, as 1,811 shops had a 22-week window to go-live. High-quality project management and effective risk management were key to the success of this project.

For the production of their new Super Sport Utility Vehicle Urus in the new Lamborghini Smart Factory in Sant’Agata Bolognese, Italy Automobili Lamborghini supported by KMPG Advisory implemented SAP Manufacturing Execution, SAP Manufacturing Integration and Intelligence, and SAP Visual Enterprise in just 11 months. With this innovative and complex Industry 4.0 project Automobili Lamborghini won silver. Lamborghini has achieved improved process efficiencies, such as automatic data collection, and improved maintenance response time through SAP Fiori apps, as well as automatic defects logged by machines and the complete digitalization of car information. The project impressed the judges as Lamborghini made every effort to reduce complexity. The company had a robust process requirement gathering involving all Lamborghini departments to prepare a clearly defined scope, which was then broken down into three parts, with the first phase including all mandatory functionality for the start of production. In addition, where possible Lamborghini leveraged SAP best practices to improve business processes.

HMD Global Oy in Finland is the home of Nokia phones and the regional bronze winner. To support the company’s new business model, moving from in-house manufacturing to an outsourcing model, HMD Global’s ‘Project Polaris’ was launched to enable a large business transformation from on-premise ERP to new cloud-based architecture to reduce costs. SAP Business by Design, a cloud solution covering financials, supply chain, and indirect sourcing, was chosen as the best fit. The solution was rolled out in 33 legal entities in 30 countries in nine months using the SAP Activate methodology (formerly SAP Launch), an agile implementation approach that was recommended by implementation partner Sofigate Oy (former Headstart Oy) to secure quick wins while the business model evolved. HMD Global managed to significantly overachieve its original target of 50% reduction in IT costs thanks to the solution and an amazingly committed and motivated team.

Cloud Innovation

Atlas Copco is a Swedish industrial group founded in 1873 with world-leading positions in products and services that deliver sustainable productivity. For its SAP Hybris Cloud for Customer project the judges awarded Atlas Copco gold. The project sets out to standardize sales and marketing processes from lead-to-order in more than 200 sales organizations worldwide. What stood out for the judges was Atlas Copco’s innovative “catch the bus” approach for the global roll-out. Eight go-live slots were defined per year and the sales organizations can apply for one of the slots but were only permitted to go live when all defined deliverables passed the strict quality gates; otherwise they had to wait for the next available go-live slot.

Silver was awarded to Hampshire County Council (HCC) and its project implementation partner Deloitte for their SAP Hybris Cloud for Customer implementation as part of work to deliver greater efficiency and transform service delivery in the face of ongoing national austerity. Savings were realized from automating processes and providing self-service portals for customers, employees, and suppliers, and by partnering with public sector partners, such as other local authorities, to collectively invest in shared services. The County Council adopted an agile (SCRUM) methodology and leveraged an integrated tool (Microsoft Team Foundation Server) for project delivery. This allowed effective recording of progress, testing, and both pre- and post go-live defect tracking to ensure a successful deployment.

Kesko Oyj, a Finnish retailer that operates in the grocery trade, building, and technical trade and car trade, won the bronze award for the implementation of SAP SuccessFactors solutions with its partner Tieto Oyj to enable Kesko’s growth strategy through improved performance management and pay for performance models. To ensure effective adoption of the solution, the change management approach concentrated on training and communicating the processes instead of highlighting only the new tool that supports it.

Fast Delivery

Netherlands based Philips Lighting is the world leader in the development, manufacturing, and application of innovative LED lighting systems for consumers and professionals. Supported by Acorel B.V. and SAP, Philips Lighting implemented SAP Hybris Cloud for Customer to replace various service applications and support the end-to-end complaint and services processes for the B2B and B2C channels. The new system improved product quality, reduced warranty costs, enabled service growth, and improved customer satisfaction. The judges awarded this project a gold medal in the fast delivery category due to the dedicated project team comprised of business user and IT, focused on sticking to SAP standards and followed the rule set at the kick-off meeting that good is good enough. This ensured the go-live of this complex project within seven months, paving the way for a successful global roll-out of the system in 60 countries in the following 18 months.

Silver winner British American Tobacco rolled out SAP Business Planning and Consolidation integrated with SAP SuccessFactors solutions globally. Project HiTEC (Headcount & Total Employment Cost Planning) has improved efficiency and automated the HR forecasting process, eliminating local planning tools and reducing the consolidation of global HR planning from six weeks to near real time. The jury was impressed by a global project run by a small innovative team of five core resources from IT and HR, as well as business planning and consolidation experts from Bluefin, the Mindtree SAP Practice, managed to deliver the huge project in just five months without missing a single milestone, and now live across 70 countries. This was possible due to their agile collaboration approach to design and delivery focused on business value. A rapid prototype provided stakeholder buy-in and visualization so that changes were identified early which significantly reduced risk and project costs.

Meliá Hotels International (MHI), one of the largest hotel companies in the world operating more than 370 hotels in 43 countries and four continents, supported by SAP won bronze. The MHI@HEC project, has prepared the way for the digital transformation of MHI’s processes by successfully migrating 14 productive on-premise systems to the SAP HANA Enterprise Cloud during one weekend with less than 36 hours downtime. This was made possible with overlapping project phases, a very detailed project plan with all dependencies documented, intensive project monitoring, and as the project team was spread across the globe, robust communication and coordination efforts. The business benefits MIH have already achieved include reducing runtime of business processes and making real-time business insights available.

Innovation

The Smart Finance project by the Netherlands-based All Pension Group (APG Groep N.V.) and Accenture won gold. This greenfield implementation of SAP S/4HANA Finance and SAP Fiori on SAP HANA Enterprise Cloud aimed to standardize processes and lower license cost, whilst focusing on a cloud first strategy. The project leveraged standard SAP software, embracing industry best practices, and rejecting requests for costly custom code development. The other key contributor to the success of the project was having the right people on the project and sponsoring from the Board of Directors.

Waberer’s International Nyrt from Hungary, the leader in international full truckload transportation in Europe and market leader in Hungary in the field of domestic freight and complex logistics services, with a fleet of more than 4,300 trucks, is the silver winner. Supported by SAP, Waberer’s replaced a legacy Oracle ERP system with SAP S/4HANA to consolidate finance and logistics processes across 56 companies, using the SAP Activate methodology. With the new system, Waberer’s now has real-time insights into revenue and cost reporting and month-end activities were reduced by 60 percent, resulting in zero overtime of employees. The project was exemplary with regards to quality management, which was assured by a dedicated Integration Management Team and Quality Management organization supported by SAP Premium Engagement and SAP S/4HANA Customer Care program with quality gates performed at the end of each project phase.

Bronze winner Autostrade per l’Italia S.p.A. implemented SAP Hybris Billing Customer Financials in five months to enable the new digital payment services provided by Telepass Pay for motorway tolls, city parking, and for future business models like car-sharing. The solution has automated some of the core Telepass Pay processes, including a fast credit management, real-time credit check, and delivered a 25 percent reduction in time to manage the 13 million customers master data.  Two of the key factors contributing to the success of this project were an exceptionally skillful project management and the professional and result-oriented project team, including experts from the technology partner Syskoplan Reply.

Congratulations to all local and regional SAP Quality Award winners and their partners for their outstanding implementation projects!
Categories: What's New

The 2017 Regional SAP Quality Awards Winners

SAP News - Thu, 04/12/2018 - 10:15
SAP rolled out the red carpet yesterday to announce the bronze, silver, and gold winners of the 2017 regional SAP Quality Awards.

More than 100 guests attended a magical gala dinner at the Print Media Academy in Heidelberg, Germany, held in collaboration with Intel. SAP and Intel have partnered on various endeavors since 1997, including the SAP HANA platform. Special guests included Franck Cohen, president SAP S/4HANA and Industry Solutions, and Eric Verniaut, chief business officer of EMEA, MEE and Greater China, SAP.

Since 2005, the SAP Quality Awards have honored customers that have excelled in the implementation of SAP software solutions. In 2017, 223 customers nominated their successful projects in 13 market units in Europe, Middle East, and Africa. The 42 local Gold winners — which automatically competed at the regional level where the 12 best-of-the-best projects in the categories Business Transformation, Cloud Innovation, Fast Delivery, and Innovation — were selected by independent external judges, many of whom are winners from previous years. The judges evaluated the projects based on the 10 SAP principles of quality, which include identifying and mitigating risks and using standard SAP functionalities, as well as delivering the primary business benefits the projects set out to achieve.

Let’s find out what the winning arguments were.

Winners in the Four Categories

Business Transformation

Gold winner is Greggs plc, the UK’s leading bakery food-on-the-go retailer with more than 1,850 shops and management of its own supply chain. Program Sunrise achieved reduced costs, increased sales, and improved efficiency and productivity. Together with technology consultants Keytree, Greggs implemented SAP Business Suite powered by SAP HANA (retail, central forecasting, supply chain, finance) and SAP Fiori apps, revolutionizing how shops order stock, reducing bakery waste, and simplifying its IT landscape. The project was critical from a business continuity and disruption perspectives, as 1,811 shops had a 22-week window to go-live. High-quality project management and effective risk management were key to the success of this project.

For the production of their new Super Sport Utility Vehicle Urus in the new Lamborghini Smart Factory in Sant’Agata Bolognese, Italy Automobili Lamborghini supported by KMPG Advisory implemented SAP Manufacturing Execution, SAP Manufacturing Integration and Intelligence, and SAP Visual Enterprise in just 11 months. With this innovative and complex Industry 4.0 project Automobili Lamborghini won silver. Lamborghini has achieved improved process efficiencies, such as automatic data collection, and improved maintenance response time through SAP Fiori apps, as well as automatic defects logged by machines and the complete digitalization of car information. The project impressed the judges as Lamborghini made every effort to reduce complexity. The company had a robust process requirement gathering involving all Lamborghini departments to prepare a clearly defined scope, which was then broken down into three parts, with the first phase including all mandatory functionality for the start of production. In addition, where possible Lamborghini leveraged SAP best practices to improve business processes.

HMD Global Oy in Finland is the home of Nokia phones and the regional bronze winner. To support the company’s new business model, moving from in-house manufacturing to an outsourcing model, HMD Global’s ‘Project Polaris’ was launched to enable a large business transformation from on-premise ERP to new cloud-based architecture to reduce costs. SAP Business by Design, a cloud solution covering financials, supply chain, and indirect sourcing, was chosen as the best fit. The solution was rolled out in 33 legal entities in 30 countries in nine months using the SAP Activate methodology (formerly SAP Launch), an agile implementation approach that was recommended by implementation partner Sofigate Oy (former Headstart Oy) to secure quick wins while the business model evolved. HMD Global managed to significantly overachieve its original target of 50% reduction in IT costs thanks to the solution and an amazingly committed and motivated team.

Cloud Innovation

Atlas Copco is a Swedish industrial group founded in 1873 with world-leading positions in products and services that deliver sustainable productivity. For its SAP Hybris Cloud for Customer project the judges awarded Atlas Copco gold. The project sets out to standardize sales and marketing processes from lead-to-order in more than 200 sales organizations worldwide. What stood out for the judges was Atlas Copco’s innovative “catch the bus” approach for the global roll-out. Eight go-live slots were defined per year and the sales organizations can apply for one of the slots but were only permitted to go live when all defined deliverables passed the strict quality gates; otherwise they had to wait for the next available go-live slot.

Silver was awarded to Hampshire County Council (HCC) and its project implementation partner Deloitte for their SAP Hybris Cloud for Customer implementation as part of work to deliver greater efficiency and transform service delivery in the face of ongoing national austerity. Savings were realized from automating processes and providing self-service portals for customers, employees, and suppliers, and by partnering with public sector partners, such as other local authorities, to collectively invest in shared services. The County Council adopted an agile (SCRUM) methodology and leveraged an integrated tool (Microsoft Team Foundation Server) for project delivery. This allowed effective recording of progress, testing, and both pre- and post go-live defect tracking to ensure a successful deployment.

Kesko Oyj, a Finnish retailer that operates in the grocery trade, building, and technical trade and car trade, won the bronze award for the implementation of SAP SuccessFactors solutions with its partner Tieto Oyj to enable Kesko’s growth strategy through improved performance management and pay for performance models. To ensure effective adoption of the solution, the change management approach concentrated on training and communicating the processes instead of highlighting only the new tool that supports it.

Fast Delivery

Netherlands based Philips Lighting is the world leader in the development, manufacturing, and application of innovative LED lighting systems for consumers and professionals. Supported by Acorel B.V. and SAP, Philips Lighting implemented SAP Hybris Cloud for Customer to replace various service applications and support the end-to-end complaint and services processes for the B2B and B2C channels. The new system improved product quality, reduced warranty costs, enabled service growth, and improved customer satisfaction. The judges awarded this project a gold medal in the fast delivery category due to the dedicated project team comprised of business user and IT, focused on sticking to SAP standards and followed the rule set at the kick-off meeting that good is good enough. This ensured the go-live of this complex project within seven months, paving the way for a successful global roll-out of the system in 60 countries in the following 18 months.

Silver winner British American Tobacco rolled out SAP Business Planning and Consolidation integrated with SAP SuccessFactors solutions globally. Project HiTEC (Headcount & Total Employment Cost Planning) has improved efficiency and automated the HR forecasting process, eliminating local planning tools and reducing the consolidation of global HR planning from six weeks to near real time. The jury was impressed by a global project run by a small innovative team of five core resources from IT and HR, as well as business planning and consolidation experts from Bluefin, the Mindtree SAP Practice, managed to deliver the huge project in just five months without missing a single milestone, and now live across 70 countries. This was possible due to their agile collaboration approach to design and delivery focused on business value. A rapid prototype provided stakeholder buy-in and visualization so that changes were identified early which significantly reduced risk and project costs.

Meliá Hotels International (MHI), one of the largest hotel companies in the world operating more than 370 hotels in 43 countries and four continents, supported by SAP won bronze. The MHI@HEC project, has prepared the way for the digital transformation of MHI’s processes by successfully migrating 14 productive on-premise systems to the SAP HANA Enterprise Cloud during one weekend with less than 36 hours downtime. This was made possible with overlapping project phases, a very detailed project plan with all dependencies documented, intensive project monitoring, and as the project team was spread across the globe, robust communication and coordination efforts. The business benefits MIH have already achieved include reducing runtime of business processes and making real-time business insights available.

Innovation

The Smart Finance project by the Netherlands-based All Pension Group (APG Groep N.V.) and Accenture won gold. This greenfield implementation of SAP S/4HANA Finance and SAP Fiori on SAP HANA Enterprise Cloud aimed to standardize processes and lower license cost, whilst focusing on a cloud first strategy. The project leveraged standard SAP software, embracing industry best practices, and rejecting requests for costly custom code development. The other key contributor to the success of the project was having the right people on the project and sponsoring from the Board of Directors.

Waberer’s International Nyrt from Hungary, the leader in international full truckload transportation in Europe and market leader in Hungary in the field of domestic freight and complex logistics services, with a fleet of more than 4,300 trucks, is the silver winner. Supported by SAP, Waberer’s replaced a legacy Oracle ERP system with SAP S/4HANA to consolidate finance and logistics processes across 56 companies, using the SAP Activate methodology. With the new system, Waberer’s now has real-time insights into revenue and cost reporting and month-end activities were reduced by 60 percent, resulting in zero overtime of employees. The project was exemplary with regards to quality management, which was assured by a dedicated Integration Management Team and Quality Management organization supported by SAP Premium Engagement and SAP S/4HANA Customer Care program with quality gates performed at the end of each project phase.

Bronze winner Autostrade per l’Italia S.p.A. implemented SAP Hybris Billing Customer Financials in five months to enable the new digital payment services provided by Telepass Pay for motorway tolls, city parking, and for future business models like car-sharing. The solution has automated some of the core Telepass Pay processes, including a fast credit management, real-time credit check, and delivered a 25 percent reduction in time to manage the 13 million customers master data.  Two of the key factors contributing to the success of this project were an exceptionally skillful project management and the professional and result-oriented project team, including experts from the technology partner Syskoplan Reply.

Congratulations to all local and regional SAP Quality Award winners and their partners for their outstanding implementation projects!
Categories: What's New

Accenture Named a Leader in IDC MarketScape for Incident Response Services

Accenture News - Wed, 04/11/2018 - 11:59
NEW YORK; April 11, 2018 – Accenture (NYSE: ACN) has been positioned as a Leader in the recently published “IDC MarketScape: U.S. Incident Readiness, Response, and Resiliency 2018 Vendor Assessment” (Doc #US43588417, March 2018).
 
Categories: What's New

Accenture Positioned as a Leader in Gartner Magic Quadrant for Oracle Application Services, Worldwide

Accenture News - Wed, 04/11/2018 - 09:59
NEW YORK; April 11, 2018 – Accenture (NYSE: ACN) is positioned as a Leader in the 2018 Gartner Magic Quadrant for Oracle Application Services, Worldwide.* Accenture is positioned furthest on the completeness of vision axis which assesses market understanding; market strategy; sales strategy; offering strategy; vertical/industry strategy; innovation; and geographic strategy.
Categories: What's New

Web Design with Building Blocks for Non-Techies

SAP News - Wed, 04/11/2018 - 09:30
I always learn something new when interviewing entrepreneurs about their companies and products for this series on SAP App Center, and talking with Jani Hiltunen of LiquidBlox was a revelation.

When I mentioned that I’ve noticed that a lot of new business applications are coming from Finland, where he’s based, he told me that there’s “a tremendous pool of creative talent” there. Jani added that Finland has one of the best educational systems in the world and that it encourages students to explore curiosity and innovation. It also has government-supported conferences and programs for startups. And did you know that some of the biggest gaming companies are located in Finland? I did not.

Jani spoke with me by phone from his office in Espoo to tell me more about LiquidBlox, a software-as-a-service Web design solution that’s now live on SAP App Center. LiquidBlox is a browser-based solution that can be used to create websites and other digital content, and the beauty of it is that it doesn’t require users to have any coding or IT skills. Another revelation: how could that be possible?

Web Design Without Coding

Essentially, Jani and his team have done the work for their users. The LiquidBlox solution is more than just a SaaS content management system (CMS) platform for creating Web pages and digital publications. It includes predesigned templates that are ready for editing and instant use. For example, there are templates for websites, landing pages, news sites, digital magazines and catalogs. Users can also take advantage of the block template gallery to create unique page layouts — for a magazine or catalog, for example — with any number of container blocks for each page. To create layouts from scratch, container blocks can be used to add content to websites, then they can be fine-tuned using the style editor. Thus, the name LiquidBlox: it’s a liquid way to use building blocks. “It may not be the perfect name for an app in Finnish,” Jani said, “but it does work, because customers remember it, even if they often misspell it.”

It’s a really fun and cool tool. Go ahead: you can try it for free on SAP App Center, the SAP digital marketplace where customers can find, download, use, and buy solutions directly from SAP partners.

Of course, I had to ask Jani about his career, and when and how he recognized a need for this kind of tool. It seems that after spending his younger years as a professional basketball player (yes, third revelation uncovered during our conversation), he retired in 2006 and was looking for something interesting to do. Using nothing else but Google, he taught himself how to code, and eventually started picking up clients who needed Web page layout and design.

“I quickly realized that most of the tools for Web content management were designed by engineers for engineers,” Jani explained. “And that made it a challenge for non-technical people to modify or update their content in the same view a visitor to the website sees. I wondered, what would it be like if you didn’t need coding?”

DIY Design

What he learned is that there was a strong demand for the tool that he ultimately named LiquidBlox among small businesses, professional graphic designers, and even marketing departments and individual lines of business in large companies. Jani added that he has many cases where customers have moved from WordPress to LiquidBlox, because they have found LiquidBlox to be a much easier, intuitive and less complex tool to use.

“These customers need a lighter, faster way of building landing pages, creating simple websites or publishing blogs,” added Jani. “For marketing departments, they don’t want to have to rely on an agency or the IT department for a quick, short-term campaign, for example. With LiquidBlox, they can do it themselves. One of our new employees came up with a great analogy: You might think your provider is delivering a turnkey solution, but then you realize you don’t have the keys. LiquidBlox gives you the keys.”

Jani noted: “It brings simplicity to something customers weren’t able to do before. And in fact, that concept ties in very well to what SAP conveys: simplified processes.”

The SAP Connection

I was quite intrigued to find out how Jani had connected with SAP, and I asked him what his impression was before he got involved with the company. “Honestly, I didn’t know anything about it,” he said. “But last year, one of my employees had a small booth at a conference attended by thousands of techies, and SAP found us. What I understand is that SAP customers want more options for innovation, and SAP can provide that by giving them access to its partners. For us — well, we are just a humble startup, and it’s surprising how things have evolved in just a short time. Now we suddenly have access to over 378,000 SAP customers.”

Bill Rojas is senior director of Digital Transformation and Partner Engagement on the SAP Digital team. Contact him on Twitter | LinkedIn.
He kicked off this new series of blogs on partner apps on the SAP App Center in December 2017. Read more here.

Categories: What's New

Web Design with Building Blocks for Non-Techies

SAP News - Wed, 04/11/2018 - 09:30
I always learn something new when interviewing entrepreneurs about their companies and products for this series on SAP App Center, and talking with Jani Hiltunen of LiquidBlox was a revelation.

When I mentioned that I’ve noticed that a lot of new business applications are coming from Finland, where he’s based, he told me that there’s “a tremendous pool of creative talent” there. Jani added that Finland has one of the best educational systems in the world and that it encourages students to explore curiosity and innovation. It also has government-supported conferences and programs for startups. And did you know that some of the biggest gaming companies are located in Finland? I did not.

Jani spoke with me by phone from his office in Espoo to tell me more about LiquidBlox, a software-as-a-service Web design solution that’s now live on SAP App Center. LiquidBlox is a browser-based solution that can be used to create websites and other digital content, and the beauty of it is that it doesn’t require users to have any coding or IT skills. Another revelation: how could that be possible?

Web Design Without Coding

Essentially, Jani and his team have done the work for their users. The LiquidBlox solution is more than just a SaaS content management system (CMS) platform for creating Web pages and digital publications. It includes predesigned templates that are ready for editing and instant use. For example, there are templates for websites, landing pages, news sites, digital magazines and catalogs. Users can also take advantage of the block template gallery to create unique page layouts — for a magazine or catalog, for example — with any number of container blocks for each page. To create layouts from scratch, container blocks can be used to add content to websites, then they can be fine-tuned using the style editor. Thus, the name LiquidBlox: it’s a liquid way to use building blocks. “It may not be the perfect name for an app in Finnish,” Jani said, “but it does work, because customers remember it, even if they often misspell it.”

It’s a really fun and cool tool. Go ahead: you can try it for free on SAP App Center, the SAP digital marketplace where customers can find, download, use, and buy solutions directly from SAP partners.

Of course, I had to ask Jani about his career, and when and how he recognized a need for this kind of tool. It seems that after spending his younger years as a professional basketball player (yes, third revelation uncovered during our conversation), he retired in 2006 and was looking for something interesting to do. Using nothing else but Google, he taught himself how to code, and eventually started picking up clients who needed Web page layout and design.

“I quickly realized that most of the tools for Web content management were designed by engineers for engineers,” Jani explained. “And that made it a challenge for non-technical people to modify or update their content in the same view a visitor to the website sees. I wondered, what would it be like if you didn’t need coding?”

DIY Design

What he learned is that there was a strong demand for the tool that he ultimately named LiquidBlox among small businesses, professional graphic designers, and even marketing departments and individual lines of business in large companies. Jani added that he has many cases where customers have moved from WordPress to LiquidBlox, because they have found LiquidBlox to be a much easier, intuitive and less complex tool to use.

“These customers need a lighter, faster way of building landing pages, creating simple websites or publishing blogs,” added Jani. “For marketing departments, they don’t want to have to rely on an agency or the IT department for a quick, short-term campaign, for example. With LiquidBlox, they can do it themselves. One of our new employees came up with a great analogy: You might think your provider is delivering a turnkey solution, but then you realize you don’t have the keys. LiquidBlox gives you the keys.”

Jani noted: “It brings simplicity to something customers weren’t able to do before. And in fact, that concept ties in very well to what SAP conveys: simplified processes.”

The SAP Connection

I was quite intrigued to find out how Jani had connected with SAP, and I asked him what his impression was before he got involved with the company. “Honestly, I didn’t know anything about it,” he said. “But last year, one of my employees had a small booth at a conference attended by thousands of techies, and SAP found us. What I understand is that SAP customers want more options for innovation, and SAP can provide that by giving them access to its partners. For us — well, we are just a humble startup, and it’s surprising how things have evolved in just a short time. Now we suddenly have access to over 378,000 SAP customers.”

Bill Rojas is senior director of Digital Transformation and Partner Engagement on the SAP Digital team. Contact him on Twitter | LinkedIn.
He kicked off this new series of blogs on partner apps on the SAP App Center in December 2017. Read more here.

Categories: What's New

Accenture Launches Intelligent Enterprise Platform to Help Companies Use Advanced Technologies that Fast-track Enterprise Transformation

Accenture News - Wed, 04/11/2018 - 08:59
NEW YORK; April 11, 2018 – Accenture (NYSE: ACN) is launching the Accenture Intelligent Enterprise Platform, an insight-driven, digitally integrated platform that powers enterprise transformation from business case to roadmap to delivery. The platform captures the most advanced and disruptive Accenture thinking around industry, innovation and technology to help companies reinvent themselves as intelligent enterprises.
Categories: What's New

Everyone Is a Consumer

SAP News - Wed, 04/11/2018 - 08:55
SAP Chief Marketing Officer Alicia Tillman explains why SAP’s sales and marketing tactics must change.

SAP has a head start when it comes to telling its purpose story, says Alicia Tillman, the company’s chief marketing officer.

In the latest video in the Tea for Two series, Alicia, who took over the CMO role eight months ago, notes that unlike many other companies, SAP already has a clear purpose and mission: to help the world run better and improve people’s lives. But, she adds, “We need to tell that story better.”

“My mission since I became CMO has been to really make our purpose come to life internally and externally, because the reality is consumers are interested in authenticity and companies that stand for something — and SAP certainly does,” she says.

Buyers today are not only interested in technology that helps them solve the everyday practical challenges, they’re also looking for companies that stand for something and have purpose at their core. “A brand’s purpose has become a key competitive differentiator,” she says.

Alicia also believes that in today’s marketplace, the traditional division between B2B and B2C marketing no longer makes sense. Today, she says, “everyone is a consumer.”

Audiences are incredibly savvy and have a certain expectation based on their consumer technology experiences. Marketers stand to support significant growth by embracing similar, exceptional customer experiences and democratizing the way we connect with IT leaders and end users.

“We need to focus on creating exceptional user experiences with our technology,” she says. “We need to model the same technology you would experience as a consumer.”

Due to the new ways customers and businesses interact, brands are no longer judged solely on the quality of their products or services, but on the values they champion, and our tactics need to change accordingly.

The most successful companies, Alicia argues, will be those that create communities of users with shared values. “People want to buy from people who create communities that they feel part of,” she says.

Categories: What's New

Everyone Is a Consumer

SAP News - Wed, 04/11/2018 - 08:55
SAP Chief Marketing Officer Alicia Tillman explains why SAP’s sales and marketing tactics must change.

SAP has a head start when it comes to telling its purpose story, says Alicia Tillman, the company’s chief marketing officer.

In the latest video in the Tea for Two series, Alicia, who took over the CMO role eight months ago, notes that unlike many other companies, SAP already has a clear purpose and mission: to help the world run better and improve people’s lives. But, she adds, “We need to tell that story better.”

“My mission since I became CMO has been to really make our purpose come to life internally and externally, because the reality is consumers are interested in authenticity and companies that stand for something — and SAP certainly does,” she says.

Buyers today are not only interested in technology that helps them solve the everyday practical challenges, they’re also looking for companies that stand for something and have purpose at their core. “A brand’s purpose has become a key competitive differentiator,” she says.

Alicia also believes that in today’s marketplace, the traditional division between B2B and B2C marketing no longer makes sense. Today, she says, “everyone is a consumer.”

Audiences are incredibly savvy and have a certain expectation based on their consumer technology experiences. Marketers stand to support significant growth by embracing similar, exceptional customer experiences and democratizing the way we connect with IT leaders and end users.

“We need to focus on creating exceptional user experiences with our technology,” she says. “We need to model the same technology you would experience as a consumer.”

Due to the new ways customers and businesses interact, brands are no longer judged solely on the quality of their products or services, but on the values they champion, and our tactics need to change accordingly.

The most successful companies, Alicia argues, will be those that create communities of users with shared values. “People want to buy from people who create communities that they feel part of,” she says.

Categories: What's New
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