What's New

L’OCCITANE Group Drives Digital HR Transformation with SAP SuccessFactors Solutions

SAP News - Wed, 12/13/2017 - 06:00
SOUTH SAN FRANCISCOSAP SE (NYSE: SAP) today announced that L’OCCITANE Group, the natural ingredient-based cosmetics and well-being producer, has deployed SAP SuccessFactors solutions for human capital management (HCM) to help drive its digital HR transformation across the globe.

By implementing the SAP SuccessFactors solutions, L’OCCITANE has achieved an HR platform that is consistent across the globe and provides better insight throughout its retail operations and improved standardization and efficiency of its HR processes across the group. With reduced administration of core HR processes and a unified, best-in-class user experience for employees, L’OCCITANE Group is now better equipped to attract and retain top talent.

“We chose SAP SuccessFactors solutions to help us simplify and streamline our HR operations,” said Xavier Meulemans, director of Total Rewards and HRIS at L’OCCITANE International. “As a global company committed to growth, effectively attracting and engaging a diverse workforce are paramount to our continued success. With SAP SuccessFactors solutions, we’re equipped to better manage a flexible and changing workforce across different geographies and cultures, while also increasing transparency and efficiency. We’re proud to partner with SAP as we innovate in HR and put people at the center of our digital transformation.”

One of the key HR challenges for the group is aligning different organizational areas within one global structure. With the SAP SuccessFactors Employee Central and SAP SuccessFactors Recruiting solutions deployed internationally, L’OCCITANE’s store employees, managers, HR and corporate office all benefit from having direct access to employee data for better insights and decision-making. Furthermore, all candidates now have access to the same streamlined, easy-to-use application process that is consistent across the globe.

“The retail industry is one of the most competitive industries around,” SAP SuccessFactors* President Greg Tomb said. “L’OCCITANE Group recognizes that investing in a differentiated and digitalized experience for employees today is a strong investment in the company’s future. We’re excited to partner with this leading natural cosmetics group to tell its story about how its people are at the center of its digital business transformation, and how SAP SuccessFactors solutions uniquely support the company’s objectives. Seeing how an industry leader like L’OCCITANE is addressing the realities of today’s global business imperatives can help others better understand what people-focused transformation can look like for their organizations. We look forward to continuing this collaboration and to the success that we hope it will continue to bring.”

L’OCCITANE Group is a leading global producer and retailer, and one of thousands of international organizations using SAP SuccessFactors solutions to help drive their digital HR strategies and turn purpose into performance. As companies look to transform HR to meet the demands of an increasingly global and digital workforce, they are embracing SAP SuccessFactors solutions to help optimize HR processes and enhance the employee experience. With data centers around the world, SAP provides businesses with the tools needed to deliver a unified employee experience across borders while also helping to address local and regional regulations.

For more information, visit the SAP SuccessFactors website and the SAP News Center. Follow SAP on Twitter at @SuccessFactors and @sapnews.

About L’OCCITANE Group

The L’OCCITANE Group is a leading natural ingredient-based cosmetics and well-being producer and retailer with 3,000 retail outlets in 90 countries. A global leader in the premium beauty market, the group offers high-quality products that are produced using cutting-edge technology and natural and traceable ingredients that respect the environment. The L’OCCITANE Group has four brands: L’OCCITANE en Provence, Melvita, Erborian and L’OCCITANE au Brésil.

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 365,000 business and public sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

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*SAP SuccessFactors is a brand name launched in January 2016 and is used here to mean the offerings, employees, and business of acquired company SuccessFactors, which continues to be our legal entity until integration with SAP is complete.
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Categories: What's New

Bees, Organic Honey, Software: Digitizing a Traditional Business

SAP News - Tue, 12/12/2017 - 15:15

SAP TV correspondent Thomas Leonhardi visits a beekeeper and organic honey manufacturer Sonnentracht in Bremen, Germany. The small enterprise needs real-time traceability of their products, strict quality control, and insights into the certification process.

SAP S/4 HANA helps Sonnentracht to manage these requests and fulfill the customers demand.

Categories: What's New

How AI Will Push the Frontiers of Modern Medicine

SAP News - Tue, 12/12/2017 - 11:00
Today, the United Nations estimates that our globe is home to over 7 billion people. That’s seven times more people than only 200 years ago. And on top of this rapid population growth, according to OurWorldInData, we are living longer.

However, what seems to be great news at first poses some huge challenges for current and upcoming generations. For instance, Eurostat found out that while population and average span of life have increased, the years spent in good health have not. This means a lot more people will rely on several extra years of medical support. Especially, degenerative diseases like dementia will become growing issues. For instance, the World Health Organization (WHO) estimates that the number of people living with dementia will increase from currently about 47 million to 75 million by 2030 and triple by 2050.

The projection of such stark reality raises a number of questions about the future of healthcare. How will we deal with the additional patients and overcome the obstacles of providing care as costs and needs increase? And how will the role of doctors change with this development?

Machine learning is pushing the frontiers of modern medicine

Clearly, diverse actors beyond the medical domain must combine their expertise to find solutions to such questions. The emergence of new technologies is an important element to consider during their discussion. Here, machine learning, a branch within the area of artificial intelligence (AI) helping computers to learn from data and discover patterns without being explicitly programmed, is an essential force in steering change. But what has AI achieved in medicine so far and what will be possible within the next decades?

Status Quo of AI in the Medical Domain

While there has been an immense growth of medical knowledge and progress in the area of artificial intelligence, so far only a minor fraction of AI research has focused on healthcare. Only recently have data pools necessary to apply machine learning become publicly available. The reasons for this late availability include patient privacy regulations, error-prone or imprecise data, as well as problems integrating scattered data from several disconnected sources.

With the growing Big Data trend and recent developments in precision medicine, an emerging concept to prevent or treat diseases considering a patient’s variability in genes, surroundings, and lifestyle, comes an increasing awareness of the value of diverse medical data.

In recent times, the field of medical image recognition has experienced major progress thanks to new machine learning techniques. While the technology of deep learning has its roots already in the 1960s, just recently has its full potential became noticeable, due to, for instance, increased data access, algorithmic improvements, and advancements in parallel data processing.

Although humans are strong in pattern recognition for low dimensions and still exceed machine performance by far, manual analysis has become much more difficult for doctors. This has led to the creation of several new positions in the hospital setting, which strongly differ from the traditional roles one normally thinks of.

A good example is the case of Prof. Dr. Christian Wachinger, a computer scientist leading the Laboratory for Artificial Intelligence in Medical Imaging at the child and adolescent psychiatry of Ludwig-Maximilian-University (LMU) Munich. He stresses that “the need for data analysis creates a variance in the hospital setting and opens up new possibilities for computer scientists and data analysts. In short, there is a growing need for people with a unique ability to find meaning behind rising medical data sets.”

The interim professor at the university hospital Munich, who works together with multi-disciplinary teams coming from the medical, technical, and psychological domain, uses machine intelligence to solve clinical problems, such as psychiatric disease or brain anomaly. One recent example of their work is the Brain Age Project carried out in collaboration with SAP. For the project, the team of LMU Munich was joined by the SAP machine learning research team, which works together with diverse academic partners to discover new machine learning methods and trends to empower SAP’s enterprise solutions.

Brain Age Project

Located on hospital premises, the LMU team is at the source to support doctors and patients with their work on advanced treatment methods. This led them to a new framework based on age estimation in the neuroimaging field, which was executed together with machine learning researchers from SAP.

Wachinger explains that the idea of the research project came up when the team discovered that the manual interpretation of magnetic resonance imaging (MRI) scans of the brain was becoming more complex and time intensive. This increased difficulty for doctors is due to many factors, such as larger data sets or growing resolution, and created the need for advanced analysis methods. At the same time, the analysis of MRI scans is of great importance since anatomical changes in the brain can be used to predict a decline in a patient’s cognitive abilities.

Therefore, the Brain Age Project team has used around 1,000 anonymized publicly available MRI scans of healthy subjects to train a machine learning model that spots the signs of aging in the brain. These MRI scans built the basis to detect anomaly in patients when estimating the actual brain age and comparing it to the patient’s chronological age. Hypothetically, a healthy patient should not have a significant difference between both ages. However, for patients with progressed dementia prior to showing symptoms, the model should determine a larger difference between biological and chronological age, allowing doctors to depict signals of disease in its early stage, explains Wachinger. He further stresses that an early detection of neurodegenerative diseases is important because it allows the application of therapies that slow down the progression before symptoms are visible.

Machine learning can help physicians make earlier diagnoses of dementia

The project’s underlying process can be compared to a blood test, where the doctor takes a blood sample and sends it to an external laboratory to get results, which he or she then checks to see whether they lie within a normal range. In the Brain Age project this process is similar: The doctor puts the patient in a scanner to receive an MRI while the machine’s role resembles the role of the laboratory. It uses the MRI scan to run the defined algorithms and provides doctors with a precise analysis of the brain structure.  The doctor then uses this set of results to compare it with the predefined parameters of a healthy subject in order to make a diagnosis. For the patients, this proposed process also comes with advantages. They are still examined and diagnosed by a doctor, and can count on a highly accurate analysis of their brain structure, as well as a shorter waiting time from examination to diagnosis.

Intelligent Machines and the Future of Healthcare

While the Brain Age Project shows the potential of AI in healthcare, the joint efforts of the LMU and machine learning researchers from SAP only mark the beginning of what will be possible in the future. In a future scenario, the developed deep learning algorithm could provide doctors with an automatic analysis of the brain structure while the patient is still in the scanner. This would save the physician plenty of time, which he or she could use for more relevant tasks, such as patient treatment. Until then, ongoing research, testing, and measurable improvements will be necessary to pave the way for intelligent machines in the hospital setting. These machines will not replace doctors, but support them in their everyday work.

Wachinger also sees the role of machine learning in the medical domain as well positioned: “On the one hand, you could try to help the doctors to do their job more efficiently. On the other hand, you can do new things that couldn’t be done before.” These improved and new treatment methods can make a valuable contribution to answer the increasing healthcare challenges of our growing and aging society.

As AI technologies develop, they will transform the way doctors examine their patients, enlarge the possibilities to predict and cure diseases, save healthcare costs and improve medical care in regions where access to healthcare is scarce. Finally, picturing a future of medicine based on data and analytics gives reason for hope but requires continuous research to realize its full potential. The basis of this research is formed by machine learning researchers like Wachinger, who work with diverse medical data to “improve patient care and gain a better understanding of disease.”

For more information about SAP Machine Learning Research,
visit medium.com/sap-machine-learning-research

To learn more about the Brain Age Project see:

Categories: What's New

Accenture Report Identifies Underlying Currents Driving the Shifts of Tomorrow and Ways to Design for Positive Change

Accenture News - Tue, 12/12/2017 - 10:59
NEW YORK; Dec. 12, 2017 – Analyzing the pressing forces acting internally and externally on organizations and society, Accenture (NYSE: ACN) has released Fjord Trends 2018. Its 11th annual report examines seven emergent trends expected to impact business, technology and design in the year ahead.
Categories: What's New

SAP Team Wins Extreme Sailing Series

SAP News - Tue, 12/12/2017 - 10:15
After six years honing boat and crew – supported by SAP analytics – the team has crossed the finish as overall champions in the 2017 series.

Eight world-class teams, 10 months of competition and eight racing venues from China to Mexico. After six years of hard work, the SAP Extreme Sailing Team has arrived on their ultra-high speed foiling GC32 catamaran at the pinnacle of multihull stadium racing.

At the finals in Los Cabos, Mexico, on December 4, the team took the series trophy home for the first time. The Danish team sponsored by SAP has been in the challenge for the cup since 2012, led by co-skippers Jes Gram-Hansen and Rasmus Køstner. This year, Auckland-born Adam Minoprio joined the team as helmsman.

Chipping Away at Victory, Race by Race

“It has been a great journey with SAP and we are so happy to share this victory with them,” said Jes Gram-Hansen, who is now coach of the team. “SAP has been given us from day one such big support on all fronts. The ability to review and analyze our performance on the SAP Sailing Analytics has proved invaluable this season – from race to race we are able to identify areas where we can make improvements and optimize our strategy and planning.

Stefan Lacher, head of Sponsorship Innovations since 2011, when the company entered into its first technology sponsorship in sailing, was thrilled about the news: “Having worked with the team over the past six years, we received top-notch sailing expertise and were able to further enhance SAP Sailing Analytics.

The Role of SAP Sailing Analytics

SAP Sailing Analytics provide insights and transparency to the world of sailing. The teams are able to analyze the races on SAPSailing.com and review real time analytics around race rankings, speeds, maneuvers, bearings and more. The solutions run on the SAP Cloud Platform.

The following video shows how the team applies SAP Sailing Analytics to optimize their performance during the race and identify areas of improvement afterwards.

“Sailing is a very dynamic and technical sport and we’ve seen great developments on the Extreme Sailing Series with the new ultra-high speed foiling catamarans,” notes Stefan. “As the boats get faster, the teams rely on even more technology to be able to review and analyze the races and plan their next strategy.”

The tools provided by SAP not only help sailors analyze performance and optimize strategy, but also to bring fans closer to the action and provide the media with information and insights to deliver a better-informed commentary.

Stay Tuned for 2018

Lacher and Jes Gram-Hansen are already looking to the next season of Extreme Sailing.

“We cannot wait for the new season to kick off and to further collaborate with SAP,” said Gram-Hansen.

Stefan Lacher: “We have some exciting developments planned for the next years and are looking forward to further collaborate with the team and the Extreme Sailing Series.”

Categories: What's New

Bouygues Construction Teams with Accenture and Dassault Systèmes to Accelerate the Digital Transformation of its Construction Project Activities

Accenture News - Tue, 12/12/2017 - 09:29
PARIS; Dec. 12, 2017 – Bouygues Construction is accelerating the digital transformation of its project activities by collaborating with Accenture (NYSE: ACN) and Dassault Systèmes (Euronext Paris: #13065, DSY.PA) to enable it to centrally manage construction projects from start to finish. The initiative is a logical extension of the company’s commitment to further industrialise its operations and enhance collaboration with its supply chain partners. It follows the company’s adoption several years ago of the Building Information Modeling (BIM) methodology, a framework for integrating technologies and processes to drive end-to-end efficiency in construction operations.
Categories: What's New

Four in Five U.S. Physicians Have Had a Cyberattack in Their Clinical Practices, Says Survey by Accenture and the American Medical Association

Accenture News - Tue, 12/12/2017 - 06:03
CHICAGO; Dec.12, 2017 – More than four in five U.S. physicians (83 percent) have experienced some form of a cybersecurity attack, according to new research released today by Accenture and the American Medical Association (AMA). This, along with additional findings, signals a call to action for the health care sector to increase cybersecurity support for medical practices in their communities.
Categories: What's New

Transforming Procurement with SAP Ariba

SAP News - Mon, 12/11/2017 - 12:15
Any woodworker knows that a bond between two pieces of wood is always a point of weakness.

Imagine you need to design a table top that is two meters long but you only have two one-meter planks. You can try dovetail cuts, adhesive, dowels, or brackets. You can then cover them up in laminate or lacquer. Maybe the customer will never know. But that join remains a point of weakness and over time will eventually come apart.

Procurement Transformation Starts With Building a Stable Technology Platform

Like any design project, success depends on building a strong foundation, starting with the technology platform.  So much of our lives rely on technology. But that technology must work consistently. It must be user friendly. And it must be strong and stable over an extended period.

But what happens when all the work you’ve done to create a vision and put in place the technology platform gets turned upside down due to circumstances beyond your control? That’s not a rhetorical question. And the answer I’m hearing in the marketplace is that confusion and chaos are rampant. The recent mergers and acquisition spree in the procurement software market is certainly creating confusion for customers. But worse than that, it’s threatening to derail procurement transformation journeys, breaking the promise of the original vision.

Change Is Hard Enough Without Your Technology Changing Under You

It’s tough out there. We are all trying to find a way through the complexities of operating in the digital economy and undertaking procurement transformations. This means decisions are being made every day on how to manage the future while building a high-performing, profitable organization through digital transformation of critical strategic functions. It’s your classic bi-modal challenge, trying to balance short-term and long-term demands.

Change is hard and procurement leaders are looking for a stable technology partner to help them reach their goals, not just this year, but for the next three to five years — or longer.

There’s No Place for Chaos and Confusion in Procurement Transformations

SAP Ariba brings the much-needed sanity you need to help ensure success in the long game. Many procurement software companies today are inwardly looking, trying to integrate their latest shiny acquisition into the family, arguing over platforms while managers jockey for position in the new company.

SAP Ariba is looking outward. Although we’ve been around for 20 years, the SAP Ariba of today is full of energy, innovating all over the source-to-settle value chain. We’re not burning cycles on trying to bond together companies that we’ve acquired with the software equivalents of adhesive, dowels, and brackets.

So what about these firms that are planning their procurement transformation? They will surely suffer when the platform they are using starts to creak and wobble. Until the adhesive gives away or the dowels work loose. You backed the wrong horse. Sorry.

Procurement leaders have enough on their plate with change management within their own organizations. They don’t need chaos from their procurement solution vendors. They need a partner they can count on, one that has one technology platform end-to-end.

Not one that is putting lacquer or laminate over the joins.

Categories: What's New

Campari Starts Digital Transformation With HR

SAP News - Mon, 12/11/2017 - 11:15
When Campari Group, the sixth largest premium spirits player worldwide, set out to modernize its business operations, it put its people first. It provided its diverse workforce with a modern HR solution that facilitates development and growth throughout the company.

“The primary strategic goals of HR are to attract, develop, and engage our people to support the development of the organization,” said Giorgio Pivetta, head of Group HR at Campari Group.

Campari’s high growth business model focuses on both organic internal growth and external growth through acquisition. In fact, it has acquired 24 companies in the last 22 years and since 2004 has expanded operations from five in-market companies to 20.

“The growth has been dramatic of course in terms of business size, portfolio of brands, and so on, but also in terms of diversity and complexity of our workforce,” said Pivetta.

Transforming HR for Growth

“Toasting Life Together” is Campari Group’s mantra. And being the ambassadors of that culture is embedded in the DNA of the HR organization. “It is important that we nurture our culture around the world and at the same time build a pipeline of internal leaders and managers that can lead and sustain the evolution of the culture in a growth mode,” explained Pivetta.

Accelerating and easing the onboarding of new employees and contractors is essential to the growth strategy and requires HR to have a broad set of business support skills. “HR has to change the way it used to work and expand the portfolio and scope of activities. It must act like a business partner first, then as a functional expert. It used to be the other way around,” said Pivetta.

To function as a business partner, HR needed a modern and flexible HR solution that was integrated with the rest of the company. “From a systems perspective, we need an environment that supports harmonized and synchronized global processes and practices. Because it doesn’t make any sense to reinvent the wheel each time we bring in a new company,” explained Pivetta.

It also needed a system that would bring efficiency, effectiveness, and speed to the HR organization so it could better support line management. “Rather than crunching numbers and spending 80% of our time on collecting and forwarding information, HR needs a system that provides the right support for decision making,” said Pivetta.

Building a Solution for Success

To meet its requirements, Campari Group turned to SAP Success Factors solutions. “SAP Success Factors gives us the integration, global standards, high speed, and user friendliness that we need moving forward,” said Pivetta.

Campari Group is implementing SAP Success Factors in phases. “We want to build up the global infrastructure. We started with performance management and will continue with talent development, recruitment, and compensation,” explained Pivetta.

“SAP Success Factors is a cloud-based solution, which means it’s an agile, user friendly system that is automatically updated with standard best practices. The opportunity to get new functionality and features without spending time designing and redesigning is a paradigm shift,” said Pivetta.

Integration between the different HR functions within the suite also gives Campari a common template for its global business processes. “We used to have different HR systems and processes across the business, so SAP Success Factors is a big step forward for us. It is going to become the global standard for Campari’s HR practices,” explained Pivetta.

Satisfying Diverse Needs

Standardization will bring a lot of efficiency to the company. Many processes will be faster and more simple. For example, managing recruitment and staffing will be less complex. “The integrated system will make it much easier to manage the complexity we have with internal job postings and staffing movements,” said Pivetta. And line managers who are already using the new performance management functionality said the system is quick and easy to use.

Campari Group has a diverse and complex workforce. It spans 65 nationalities, multiple generations, and everyone from manufacturing workers in the plants to the people in sales and marketing. The new solution will enable both HR and other line management to focus on value added activities and strategic decision-making, rather than managing transactions.

“When the full SAP Success Factors suite is implemented we will have a system centered around the needs of our diverse employees, not just a tool for HR,” concluded Pivetta.

Top image via Campari Group

Categories: What's New

2018 Predictions, Pt. 1: VR for Doctors, Smart Cities Grapple with Trust, AI Shakes Up Sales

SAP News - Mon, 12/11/2017 - 10:00
Would you consider tipping a robot for room service at a hotel? Instead of a spoonful of sugar, might a good dose of virtual reality help your doctor be more empathetic to the effects of your illness? What are your expectations for trust in how the government handles your data? Will artificial intelligence (AI) be all that it’s cracked up to be, or will it just confound us as yet another promising but imperfect technology?

These are some of the quandaries you may be faced with in 2018, according to the experts who appeared on SAP Game-Changers Radio 2018 Predictions, presented by SAP. The first installment of a five-part series, the show aired live December 6, 2017.

Host/moderator Bonnie D. Graham asked 15 leading experts, academics, and business influencers what they see in their crystal ball for 2018. Each person was given just two minutes to share their predictions for what the next year holds for their industry, business, the world, and technology.

What the Experts Foresee for 2018

1. 2018 will be a breakout year for service robots. The market is interested and the technology has matured. We’ll start seeing these robots in public-facing roles and business operations, like fulfillment, hospitality, and security.

– John Santagate, Research Manager, IDC Manufacturing Insights

2. Smart cities will be a growth area for 2018 because governments need to do more with less due to budget cuts; the perceptions of risks around security, climate, and employment; and a lot of new technologies that are specifically aimed at government. The big challenge, however, will be establishing trust around data privacy and the role of government.

– Andrew Mack, Principal, AMGlobal Consulting

3. In India, expect to see promising developments from Aadhaar, an effort by the government of India to digitize the data and biometrics of all 1.2 billion residents. With Aadhaar, the government expects to improve efficiency; implement a single, nation-wide tax system; better track down tax evasion, corruption, and false land records. All this put together means there will probably be a far more efficient, digitized India with paperless, presence-less, and cashless methods for delivery of services. There will however be concerns about trust and consent around data.

– Prof. Rajeev Srinivasan, Adjunct Faculty in Innovation, Indian Institute of Management

4. Current conversations about difficult issues will shift training and human resources from the current “don’t get sued” mentality to actually looking at the opportunities in diversity instead of the fear-based viewpoint.

– Nance L. Schick, Esq., Attorney, Arbitrator, Mediator, and Founder of The Law Studio of Nance L. Schick

5. In the retail ecosystem, there will be a continuation of the reinvention of the brick-and-mortar physical store towards becoming an experience center. Related to that is the use of information technology, like artificial intelligence (AI), to create very personalized value propositions for consumers. Retailers will also need to consider creating a digital overlay of the physical operating environment and think about how consumers will interact with that digital twin.

– Brian Kilcourse, Managing Partner, Retail Systems Research LLC (RSR Research)

6. Virtual reality (VR) in its second phase is really taking off. In the U.S. alone, we’re going to see a doubling of a $6 billion market in 2018. We’re looking at VR being used in all kinds of exciting ways, like enhancing medical applications; empathy training for doctors to support, for example, what it’s really like to feel disoriented if you have dementia; and virtual tools for marketers. We’re looking at multi-uses of different kinds of VR.

– Dr. Sara Diamond, President, OCAD University

7. Creativity works best when we don’t take ourselves too seriously. We’ve had a lot in the news lately about travel, as well as self-driving cars, buses, and planes. This is all I want: self-service snacks on the airplane. I want to sit down, select my snack, and have it delivered to my seat [in an automated way] to eliminate the flight attendant blocking the aisle for an hour while delivering snacks in person. I think it’s not too far off.

– Sherryanne Meyer, Human Resources and Technology expert, Americas’ SAP Users’ Group (ASUG)

8. We are going to be seeing far more simple and practical applications of emerging technologies penetrating into the under-serviced parts of the developing world. The first wave involved mobile technologies. There’s going to be a second wave integrating people into richer services than what’s already available. We expect to see a lot of failures as well as breakthroughs, because you are also looking at the social angle when you look at the impact of the technology.

– Prithvi Sen Sharma, Founder, Prakshep

9. My prediction for 2018 is that what I call the social architecture – meaning how can technology and humans blend – will be the new guidance and whoever doesn’t follow this will perish. Digitalization is already leading change; humans must follow. In this regard, what will be important for 2018 will be collaboration, coexistence, and symbiosis.

– Otto Schell, Member of the Board of Directors, German Speaking SAP User Group (DSAG)

10. What’s coming is the use of voice recognition in combination with finance. For example, I would be able to ask my phone, “What is the inventory of a specific store?” and the phone will tell me that. This is similar to having something like a Siri or Alexa, but being able to have a finance “voice” in there that will be able to tell you your financial information.

– Elizabeth Milne, Senior Director, Product Marketing for Finance Solutions, SAP

11. Companies will continue to invest in digital business by digitalizing business processes. It’s going to be a real redesign of the business process as a revolution, not just an evolution. That ties in with more computing power, cloud computing, and artificial intelligence (AI). A lot more companies will adopt these technologies, especially in the healthcare sector and services industry.

– Dirk Lonser, DXC Technology, SAP Go-to-Market Director and Client Principal

12. The future of work really involves a much more distributed team with remote workers. The companies that figure out how to keep their teams collaborating and working well, even though they are not in the same place, will rise above their competitors. We’re going to see more tools to help us collaborate better and hopefully a much better video chat platform. Any investment in technology to help people work across time zones and places will set companies apart.

– Tami Reiss, Founder, Good to Great Product Strategy

13. Particularly in consumer products, we’re going to see a move towards outsourcing the annual sales planning and execution process. We’ve seen teams build up their own skill sets in sales planning, trade marketing, and account management. But given the sophistication required, the next logical step is to start to out-process the pre-planning and analytics by turning over the data and requesting back two or three plan options to assess and go-to-execution on, with the possibility to monitor, track, and be quick, nimble, and collaborative around those very sophisticated algorithmic-driven, multi-dataset-driven plans.

– Gary L. Adams, Industry Principal, Vistex, Inc.

14. Artificial intelligence and machine learning will become mainstream in business in 2018. You can break it down into three categories: 1. Advanced analytics and big data plays, where the aggregation of data will allow the creation of new business models, 2. Business process automation, where we’ll see a high degree of back-end business processing, and 3. Customer experience, where we’ll see more intelligent layers between humans and systems, like voice navigation and human-like virtual assistants.

– Thorsten Leiduck, Global VP Ecosystem, SAP Cloud Platform Go-to-Market

15. Sales experience will be more focused on better messaging, insight when engaging buyers, and much more strategic in the way that salespeople will think about creating great customer experiences from the first moment they interact before a prospect becomes a customer. Tying onto that, we’ll see the evolution of AI in selling, so it’s going to be more sophisticated and help sales leaders focus on things like sales rep quality, lead and opportunity quality, and surface opportunities to cross-sell, up-sell, and identify barriers.

– Barbara Giamanco, CEO, Social Centered Selling

You can hear the full show at
SAP Game-Changers Radio 2018 Predictions

SAP Game-Changers Radio 2018 Predictions Special: Upcoming Shows

For dozens of other insightful predictions that can impact you and your business in 2018 and beyond, listen to all five episodes of SAP’s Game-Changers Radio 2018 Predictions Special.

Part 2 will air live on Wednesday, December 13 at 11:00 a.m. EST/ 8:00 a.m. PST at http://spr.ly/SAPRadio.

Additional shows in the series will air on January 3, 10, and 17, 2018. You can listen to the shows live here.

The experts’ predictions have been edited and condensed for this space.

Categories: What's New

Shionogi Signs Strategic Digital Transformation Agreement with Accenture

Accenture News - Mon, 12/11/2017 - 09:30
TOKYO; Dec. 11, 2017 – Accenture (NYSE: ACN) has signed consulting and strategic outsourcing agreements with Shionogi & Co., Ltd. ("Shionogi") and its subsidiary company, Shionogi Digital Science Co., Ltd. ("Shionogi Digital Science”) to help Shionogi with its digital transformation initiative.

Categories: What's New

Momentum Energy Transforms Its Business with Accenture and Salesforce Sales Cloud, Service Cloud, Marketing Cloud and Community Cloud

Accenture News - Mon, 12/11/2017 - 08:59
NEW YORK; Dec 11, 2017 – Accenture (NYSE: ACN) announced that it has helped Momentum Energy, one of the fastest growing Victorian energy retailers, transform its business by leveraging Salesforce cloud solutions to improve their customer experience, enable new capabilities, and increase competitiveness and growth.
Categories: What's New

Accenture Announces Winners of First 'Accenture Innovation Challenge'

Accenture News - Mon, 12/11/2017 - 01:30
BENGALURU, India; Dec. 11, 2017 – Accenture (NYSE: ACN) today announced the winners of the first Accenture Innovation Challenge, a competition designed to inspire innovation among college students in India. The grand prize was awarded to a team from the Indian Institute of Technology (IIT) Kharagpur for their solution to address sleep disorders.
Categories: What's New

Churning Up Quality Dairy Foods with Innovative Business Solutions

SAP News - Fri, 12/08/2017 - 11:30
How do you earn the trust of 2 billion dairy consumers?

Great taste isn’t the only thing that consumers want in the foods they buy. Increasingly, issues like food safety and product traceability matter a lot, too.

In fact, 69% of consumers cite commitment to food safety as a reason for choosing a retailer, according to Deloitte. And Trace One reports that 84% believe retailers and manufacturers are most responsible for food quality and safety.

Fonterra Co-operative Group Limited is a global dairy company owned by around 10,500 New Zealand farmers and has customers in more than 140 countries.

Fonterra earns the trust of its consumers every day by using the highest quality ingredients and adhering to meticulous manufacturing practices.

“Fonterra’s vision is to make a difference in the lives of two billion people worldwide by the year 2020. To earn consumer trust, you need the ability to track and trace all the ingredients that go into your dairy foods.”

– Andrew Longwill,
Information Services Manager Australia,
Fonterra Co-operative Group Limited


Looking for Process Perfection

When the milk from grass-fed cows arrives from farms in countries such as New Zealand and Australia, Fonterra’s production plants transform it into butter, cheese, and other dairy foods under individual process orders.


Many time-consuming and tedious transactions must occur to complete just one process order. And to ensure quality and food safety, Fonterra performs confirmations and collects data all along the way.

Recently, Fonterra implemented a custom app designed to streamline some factory operations that once relied heavily on paper production information (PI) sheets.

“The PI sheets we used were old and clunky,” said Simon Crowley, chief enterprise architect at Fonterra. “We’re looking to digitalize the plants and offer our people a more consumer-like set of process interfaces.”


Simplifying Your Own Job

The project started with a design thinking workshop that gathered the input and ideas of the factory workers themselves.

Then the team provided operators and production supervisors with a mobile interface featuring a simplified user experience covering more than 200 individual process-order management tasks.

“Our mantra in manufacturing is more floor time, less terminal time.”

– Rob Howell,
General Manager of Manufacturing Operations Australia,
Fonterra Co-operative Group Limited

Keeping the Milk Flowing

At present, Fonterra has implemented the new quality app at its Cobden processing plant in Victoria, Australia. Cobden is home to the award-winning Western Star Butter brand. This facility alone processes more than 295 million liters of fresh milk a year.

Today, Fonterra workers here are churning out dairy foods with instant visibility into process order progress and a simplified method for capturing critical production and quality data.

The custom-developed application provides employees with simple step-by-step procedures and easy access to common transactions. The single screen interface eliminates the use of complex paper process information sheets, streamlines multiple transactions, and supports real-time data on process orders.

Specifically, the Cobden plant has reduced the time to enter inspection identification by 62% – while reducing the time to correct overproduction errors by more than 99%.

As Rob Howell, general manager of manufacturing operations for Fonterra Australia, observes, “We want our operators and production supervisors to spend their time on what they do best – concentrating on the machinery, the output, and the quality of our dairy foods.”

Partnering for Success

To simplify more than 200 process-order management processes, Fonterra worked with the SAP Innovative Business Solutions organization and used the SAP Fiori user experience.

Fonterra now intends to roll out the custom app to an additional six facilities in Australia.


Categories: What's New

SAP Leonardo Centers: Your One-Stop Shop for Digital Transformation

SAP News - Fri, 12/08/2017 - 10:15
Warehouse clubs carry almost anything you’d ever want to buy. These retail wonderlands stock a seemingly endless supply of goods — from groceries to clothes to furniture — creating a one-stop shop for customers.

Unfortunately, you can’t get everything from a store like this. For instance, you can’t walk into a building, grab digital transformation from the shelf, and put it in your shopping cart.

Or can you?

A Real-World Place to Embark on Your Digital Transformation Journey

While implementing a digital transformation strategy at your company isn’t as simple as walking into a store and purchasing one, there is now a tangible destination you can visit to start your journey, fuel your existing one, or display your results.

SAP Leonardo Centers, part of a global network of connected locations, serve as go-to sites for digital inspiration and co-innovation. They also act as delivery mechanisms for SAP Leonardo Innovation Services. The centers offer physical spaces for companies and partners to explore how new technologies like the Internet of Things (IoT), machine learning, blockchain, Big Data, analytics, data intelligence, and cloud can help spur game-changing digital transformation.

At these centers — currently located in Bangalore, New York City, Paris, and São Leopoldo — SAP experts lead visitors through four critical phases:

  • Inspiration: During this phase, visitors attend various cross-technology showcases curated around industry scenarios or solutions that customers would see in their “at-home” environments. These sessions allow visitors to experience the power of today’s emerging technologies and discover how adopting these difference-making tools can radically transform entire organizations and business models.
  • Ideation: Customers can collaborate with SAP through design thinking to jointly explore how they can tackle their greatest challenges with the SAP Leonardo digital innovation system.
  • Prototyping: In the past, prototyping was a theoretical exercise completed on paper. Today, SAP experts can help customers or partners build actual prototypes that enable everyone from C-level executives to everyday product users to experience how a new digital solution could benefit the enterprise.
  • Piloting: Following the creation of a solution prototype, it is crucial that customers institute a pilot program that brings new digital capabilities into the live enterprise. This allows customers to adequately asses how their new tools could help their organizations and refine these findings in an iterative innovation process. They can better evaluate ROI and determine whether investing in the full development of a new solution would generate worthwhile business outcomes.

If an organization decides to move forward with a technology, it can embark on its journey with SAP Leonardo Innovation Services to identify and connect to cutting-edge technologies and shorten time to value. These services offer a guided approach to digital transformation and result in a proof of concept.

SAP Leonardo Centers Bear Fruit

Several businesses have already collaborated with SAP at an SAP Leonardo Center or a predecessor site to create new technologies:

  • Cafés Richards, a French coffee company, co-innovated with SAP to develop a connected coffee machine that enables the organization to track sales and consumption in real time. It also allows Cafés Richards to remotely conduct routine repairs or perform preventative maintenance on coffee machines.
  • Cielo, Brazil’s largest credit and debit card operator, collaborated with SAP to design a cloud-based solution that improves e-commerce transaction authentication approval processes and reduces fraud, a major problem in the country.
  • Burger King partnered with SAP to enhance the equipment at its approximately 500 stores throughout Brazil. Equipment at the fast food restaurants will now contain sensors that enable Burger King to monitor its kitchen devices in real time and conduct predictive maintenance, allowing the company to anticipate risks and prevent malfunctions to refrigerators, grills, and more.

Global Framework, Local Flavor

All SAP Leonardo Center locations are built around a common global framework, helping ensure guests receive similar, consistent experiences wherever they visit. Each center highlights SAP Leonardo technologies through tangible showcases and offers space for co-innovation, design thinking, and prototyping.

But each SAP Leonardo Center is tailored to focus on specific topics, markets, or industries that are especially relevant in the region where the facility is embedded. For instance, experts in the Brazil center have a strong knowledge base in agriculture, so the IoT showcases there highlight precision farming. In New York City, the SAP Leonardo Center prioritizes finance, banking, and insurance.

Digital Transformation: Don’t Go It Alone

Your organization’s digital transformation shouldn’t be overlooked. It’s simply too important to your future success. In fact, 87% of companies feel digital transformation presents competitive opportunity, according to Capgemini and MIT research.

SAP Leonardo Centers offer you a chance to collaborate with digital transformation experts and partners in spaces solely dedicated to innovation. By combining efforts – rather than undertaking this complex endeavor alone – your enterprise can leverage the strengths and expertise of knowledgeable professionals and begin your digital transformation journey on the right foot.

Learn More

For more information, email LeonardoCenter@sap.com.

Categories: What's New

SAP SuccessFactors People Central Hub: Making Integration Easier, Increasing Access to People Data

SAP News - Thu, 12/07/2017 - 13:00
SAP just launched SAP SuccessFactors People Central Hub, a new solution in our portfolio, available now in all regions and industries.

Here are the most important facts about it.

What business problems does SAP SuccessFactors People Central Hub solve?

In a nutshell, SAP SuccessFactors People Central Hub is about making integration to human resources (HR) systems easier and increasing access to HR data. This helps customers to simplify and speed the use of cloud-based HR and people data across their organizations.

Let’s first look into the integration aspect. HR data is needed beyond HR — it is essential for many other enterprise systems to run their business processes. User administration, workflows and approval processes, project staffing, and cost assignments are just a few examples of where the respective systems for finance, manufacturing, sales, etc. depend on an accurate and up-to-date feed of people data from the originating HR system. Creating integration among those systems today is a pain point and high cost factor for many businesses, especially considering the maintenance effort when systems get upgraded.

The second aspect is about usage of people data. In many companies today this data is locked in outdated legacy core HR applications where only a small group of HR employees have access, even if this data is not confidential. Let’s say that a company wants to give business users access to an org chart to facilitate plans for a reorganization project or to create transparency about roles and responsibilities. In this case, they have to spend money to purchase an extra standalone org charting solution and integrate this with their core HR system. Or an HR expert has to manually extract the data and upload it to a desktop publishing tool for further processing. This makes the process too error-prone, complex, and expensive. Therefore the data remains unavailable to employees.

What features does SAP SuccessFactors People Central Hub contain?

Many customers these days are moving to SAP S/4HANA, building the digital core for their future business system landscape and utilizing the latest and greatest innovations for finance and other business modules. With SAP SuccessFactors People Central Hub, SAP gives these customers a so-called productized integration for SAP S/4HANA. This means that they receive prepackaged integration content that is designed, built, and maintained by SAP experts, helping ensure that both sides communicate smoothly.

We also provide productized integrations for other SAP solutions like SAP Fieldglass, SAP Cloud Platform Identity Authentication, and more. In addition, SAP SuccessFactors People Central Hub comes with the integration center tool and SAP Cloud Platform Integration middleware to build custom integrations, enabling customers to also connect third-party downstream business systems with their core HR system more easily.

To increase people data usage and transparency, SAP SuccessFactors People Central Hub provides all employees — and contingent workers if they use SAP Fieldglass — access to features including org chart, people profile, and people search. Better yet, this can be used on a desktop computer via browser or on mobile devices, using our sleek new UI. For many employees this can be a “wow” moment to make digital HR transformation tangible to them.

Technically the new solution is based on SAP SuccessFactors Employee Central technology and infrastructure. It therefore contains mature features and can easily be upgraded to a “full-blown” SAP SuccessFactors Employee Central solution in the future. Essentially, customers can select a road map with two small implementation steps instead of one larger one when migrating their core HR system to SAP SuccessFactors Employee Central. Note that SAP SuccessFactors People Central Hub itself is not a core HR solution — it does not allow entering/changing master data or provide business logic for associated processes like benefits or time management.

What customer segments do we target with this offering and what value do they get?

For all customers that use a non-SAP core HR solution today, SAP SuccessFactors People Central Hub will bring many benefits. It makes integration to SAP S/4HANA and other downstream business systems easier and gives all employees access to real-time people data. It can also be a first step into the cloud and lay the foundation for moving core HR and other HR solutions to SAP SuccessFactors.

Customers that run SAP ERP HCM today may already use a productized integration to SAP S/4HANA but can utilize the modern people data services like org chart and people profile on mobile devices. When planning their road map to the next generation of cloud-based HR systems, SAP SuccessFactors People Central Hub can be a great starting point.

Many companies today have multiple core HR systems in a distributed landscape — for example, because of acquisitions or independent market units. In this case, SAP SuccessFactors People Central Hub can be used as a consolidation hub, helping ensure that all people data is collected and integrated with SAP S/4HANA and other downstream business systems.

To summarize, SAP SuccessFactors People Central Hub helps lower cost and risk of integrations, increases access to people data, and can be a great asset in a customer’s digital HR transformation strategy. With its attractive price point and short implementation cycle, it provides fast time to value, realizes a “people-first” strategy, and is a future-proof investment.

Other New Features Across the SAP SuccessFactors HCM Suite

SAP SuccessFactors People Central Hub is just one of the many great enhancements you will see in this release. Learn about the new features and enhancements for the full SAP SuccessFactors HCM Suite here. Be sure to check out our Q4 2017 Release Highlights document and hear from our new head of product, Amy Wilson, in our Q4 2017 release video:


Categories: What's New

Hasso Plattner Founders’ Award Finalist Profile: Contract With the Future

SAP News - Thu, 12/07/2017 - 12:45
When you think of legal departments, do you think of rigid processes and bone-dry text? Think again. The intrapreneurs from Global Finance & Administration (GFA) at SAP are generating true value for customers.

Two years ago, the contract team in Global Legal at SAP faced a difficult decision: Should they continue to optimize their existing processes and tools, squeezing out the last few percentage points, or should they tackle the issues they had identified head-on and put everything under the microscope? The former choice was surely the simpler one: It would have allowed them to stay on familiar ground and take the beaten path to ensure that things worked as expected.

So what was it that encouraged the team to take the path less traveled, turning everything inside out and subjecting it to thorough scrutiny?

“We saw that each line of business had its own processes for archiving contracts,” says Kai Jacob, who is responsible for legal information management at SAP. “We quickly recognized that we needed a central store and a common understanding for staging contracts.”

Drafting contracts – whether for sales contracts, supplier contracts, or others – was a highly manual process that generated a major workload not only for the attorneys, but also for everyone else involved. And because the different contracts were often saved on different servers as well, the entire process was highly susceptible to errors.

The situation at other companies’ legal departments is similar – often combined with the mantra of having to do more with the same or fewer resources. Attorneys at the in-house departments realize that they have to rely on digitalization, and the advantages it offers, to combine their legal expertise with the necessary entrepreneurial flair.

New Way of Doing Things

To achieve this, however, the central organization requires full access and control over all legal texts, such as contracts and the corresponding metadata, templates, clauses, form letters, and guidelines – as well as the business information about expenditures and resource consumption. In short: The increased requirements often face a defragmented information landscape from the perspective of the legal department.

This gave sufficient motivation to SAP’s internal Global Contract Management Services (GCMS) team to not only find a solution for themselves, but also to seek additional value for SAP customers whose specialist departments face the same problems.

“With our limited resources, we could have tried to further optimize our existing product, the Contract Management Solution (CMS). Instead, we set our sights on a paradigm shift, by expanding our focus from contracts to legal content in general and seeking to enable both the management and creation of legal content. It was important for us to develop this solution in SAP’s core solution, SAP S/4HANA, because it was the only foundation that enabled a comprehensive, sustainable solution for our customers,” says Kai Jacob.

In the spirit of a startup, the intrapreneurs from Global Legal at SAP worked together closely with solution management and standard development. Instead of enhancing their existing CMS, they started completely from scratch. In this way, the GCMS Team managed to launch a standard SAP product in less than a year: SAP S/4HANA for Legal Content.

Numerous Improvements Achieved

The team developed a product that covers the entire life cycle of a contract, including drafting, review, and checks of contracts and the corresponding contract data. It should go without saying that a feature for electronic contract signing is included. But the solution can also do more: It selects suitable content from a library of templates and clauses to prepopulate contracts and other legal documents.

Jochen Scholten, head of the legal department at SAP, says: “We manage more than 750,000 contracts based on some 6,500 templates. At peak times, we generated some 10,000 contracts every day, nearly half of them completely automatically. Thanks to the changes that the GCMS team initiated, we have been able to simplify and improve the contract process significantly: we can achieve ‘healthier’ deals with less negotiation effort. As such, we have given the colleagues involved in the contract process greater flexibility to concentrate on strategic tasks.”

In Kai Jacob’s words: “In this project, we questioned the defined limits and ultimately discarded them. We have succeeded in developing a one-of-a-kind product for SAP that, as the sole solution on the market, is fully integrated in the company’s processes and SAP’s digital core, SAP S/4HANA.”

The Hasso Plattner Founders’ Award is the highest employee recognition at SAP, awarded annually by the CEO to an individual or a team.

Finalist Fast Facts

  • Submission title: Intrapreneurship: Going Beyond Boundaries
  • Board area: Global Finance & Administration (GFA)
  • Team: 14 employees from GFA
  • Achievement: Together with the P&I SAP S/4HANA Procure Team, the employees developed a standard product that also benefits SAP customers — in less than a year from kickoff to release-to-customer.
  • Impact: The contract management system (CMS) can help reduce SAP’s contracting time by 90%, saving the company millions of euros in operating costs each year. In addition to this added value, the standard SAP product SAP S/4HANA for legal content can also help customers to manage not only contracts, but also all kinds of legal content. It also offers additional functionality for contracting analytics and automatic legal content assembly.
Categories: What's New

How Banks Can Help With an Aging Society and Alzheimer’s

SAP News - Thu, 12/07/2017 - 10:15
Last month, the Lloyds Open Banking Challenge Hackathon, #BuildanOpenBank, took place, with 14 teams including SAP taking part. The goal was to show — within 48 hours — an open banking value proposition, how it would work, and a business plan.

SAP looked at how a bank might address the needs of people that are vulnerable or are becoming so, such as from Alzheimer’s disease. In the UK, one in 70 suffer from the onset of this debilitating yet predictable disease. The SAP team used the persona of “Glenda Wichita” to show a business case worthy of investment through APIs and intelligent management of the vulnerable person’s account.

Open banking, with its trusted third party (TTP) approach allows for providers to find, suggest, and evaluate a proxy process for Glenda. A proxy is an agent, TTP, legally authorized to act on behalf of another party.

The bank can identify the onset of Alzheimer’s or other changing financial risk by analyzing the change to usage patterns of the account holder; for example, forgetting to pay the rent, utility bills, or any regular payments. Banks currently use predictive analytics and case work processes for other activities. By using similar processes with the vulnerable, the bank can observe and confirm signs of deterioration, and gently nudge Glenda into seeking advice.

Once it is established that Glenda is at risk, a proxy process needs to be pursued — essentially, power of attorney over the account. Currently, the power of attorney privileges tends to be binary, the proxy having complete or no control over the account. The banking industry currently handles accounts manually with workarounds. For example, a bank sets up a joint account to cover a proxy added to that account, or the person at risk hands over their online details to a proxy to act as Glenda.

The onboarding of the vulnerable person into the proxy process requires sensitivity in its approach and handling from the bank. The solution provides great comfort and helps reduce risk to the financially vulnerable. The bank can also provide a view on the appropriateness of Glenda’s proxy.

A change to the proxy process is required and what is needed is a variable and increasing or decreasing level of control over an account based on the vulnerability. Each vulnerability is different — with Alzheimer’s, the condition of the person at condition is worsening and the proxy, in turn, needs more control over the account.

Open banking’s open APIs and cloud technology support the vulnerable on proxy banking. At the hackathon the SAP team demonstrated:

  • Detecting anomalous events
  • Showing how Glenda is becoming vulnerable
  • Knowing Glenda’s circumstances and identifying a suitable proxy

The business case has a respectable return on investment (ROI) when including:

  • Income for providing and servicing proxy banking
  • Cost reduction by eliminating the manual workarounds
  • Using technology to show the true size of this market within the client base
  • No regulator fines as the bank is compliant to “fair banking” for the vulnerable

Through open banking, banks can help ensure that the vulnerable are protected, their needs managed, and that this process is financially rewarding to the bank and the trusted third party. By identifying and assisting vulnerable people in their financials, banks become an increasingly caring, trusted, and relevant part of the community.

Categories: What's New

SAP Innovative Business Solutions Organization Empowers Clients to Achieve Their Greatest Goals With Unique, Leading-Edge Software Innovation

SAP News - Thu, 12/07/2017 - 10:00
WALLDORF SAP SE (NYSE: SAP) today announced that the SAP Innovative Business Solutions organization expanded its business model.

It is now collaborating with clients in an end-to-end innovation process to discover, design, develop and run tailored solutions in the cloud, on premise or in hybrid scenarios that address their specific mission-critical business needs.

Formerly known as SAP Custom Development, SAP Innovative Business Solutions offers clients direct global access to more than 2,000 development professionals and 38,000 R&D and services experts. To date, it has delivered more than 4,000 individualized solutions to over 1,500 clients.

“How they innovate and who they partner with is a very personal decision for modern companies as they navigate the digital economy, and it is fueling the need for high-value application development services,” said Klaus Weber, executive vice president and general manager, SAP Innovative Business Solutions, SAP. “Organizations are being forced to transform much more rapidly and more often, knowing that their customers, partners and employees are demanding simpler and faster interactions delivered with a personalized experience, accessible anywhere and on any device.”

SAP Innovative Business Solutions serves as a trusted partner and provides a proven process to guide clients through the end-to-end innovation journey:

  • Discover with exploration workshops: Clients can look beyond the boundaries of what they think is possible using a guided design thinking process. They can ideate and identify opportunities that will be most valuable to their business and translate their ideas into first-design prototypes.
  • Design with innovation sprints: From conducting research to creating concepts, clients collaborate in innovation sprints to create a solution design that zeros in on their exact business needs and direction. Journey maps are created around the client’s personas and user profiles. Processes and interaction flows are validated with key users through storyboarding. User interaction with the future solution is tested with wireframes and mock-ups.
  • Develop with innovation projects: From concept to productive solution, clients collaborate using an agile development approach that places users at the center of every stage of development. This transforms ideas into unique software solutions, leverages the latest technologies and creates value early and often.
  • Run with services for support, continuous improvement and operations: Clients can protect and run their individualized solutions over the long term. They can choose the right deployment option that fits their needs and scales to their business and technical landscape. By taking advantage of the same unified support infrastructure and cloud operations centers as SAP, clients can increase operational stability, cut operating costs and enhance business innovation.

“Working with SAP Innovative Business Solutions to develop a mobile cloud-based application was invaluable in making our vision of accessing real-time data a reality,” said Victoria Guy, general manager of HSSE, Operations & Technical, Shell Aviation. “The solution has transformed the refueling experience by improving data accuracy, reducing costs and increasing operational efficiency – resulting in time savings per transaction on average of 13.3 hours per day per airport. It allows us to serve our customers better and scale for future demands quickly and simply.”

Clients can take the next step toward making innovation real and learn more about the SAP Innovative Business Solutions organization at www.sap.com/innovbizsolutions.

For more information, 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 365,000 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
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For more information, press only:
Martin Gwisdalla, SAP, +49 (6227) 7-67275, martin.gwisdalla@sap.com, CET
SAP News Center press room; press@sap.com
Erin Albright, FleishmanHillard, +1 (617) 692-0543, erin.albright@fleishman.com, ET

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.
© 2017 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 Study: Budget Is Biggest Roadblock to Digitalizing the Midmarket

SAP News - Thu, 12/07/2017 - 04:00
WALLDORF SAP SE (NYSE: SAP) today announced that an international study found that access to appropriate budget is key to digital transformation in the midmarket.

The SAP Digital Transformation Executive Study* found that more than a fifth (21 percent) of all small and midsize enterprises (SMEs) surveyed cited lack of budget as the biggest hurdle to becoming a true digital business. This reason was followed closely by lack of time (15 percent) and sophisticated technologies (15 percent).

Lack of employee know-how does not appear to be a reason for the slow pace of digitalization in the midmarket. Just 8 percent of the SMEs found this to be the biggest challenge and only 7 percent see poor planning as a problem for their digital journey. As such, the SME segment differs greatly from large enterprises, who say their biggest challenge is a lack of employee expertise (25 percent).

Additional insights include:

  • Customer experience is the starting point for digital transformation. Almost all (92 percent) of the most successful “digital leaders” – a group the study identified as leaders who are more intelligently, effectively and quickly creating change than their rivals – surveyed have a digital process in place to improve customer experience.
  • The same group of “digital leaders” overwhelmingly (73 percent) said that digital efforts aid in attracting and retaining top talent.
  • More than half (57 percent) of all SMEs surveyed see a shorter time to market as the biggest profit driver for their companies over the next two years. An increase in brand awareness ranked second (39 percent), followed by an increase of employee engagement (38 percent) and the development of new products and services (36 percent).
  • Only 3 percent of SMEs said their digital transformation projects were managed by dedicated teams, compared to 24 percent of large enterprises.
  • No matter the size, the main responsibility for digital transformation in the enterprise lies with the IT department (75 percent), making it critically important to have an active role in corporate planning and setting strategy.

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

Media Contacts:
Angelika Merz, SAP, +41 (58) 871-7216, angelika.merz@sap.com, CET
Erin Albright, FleishmanHillard, +1 201-572-1802, erin.albright@fleishman.com ET

*Methodology: Oxford Economics was commissioned by the SAP Center for Business Insight program to conduct and analyze a survey of over 3,000 executives in 17 countries about their readiness for digital transformation. The survey included more than 1,300 companies with revenues below US$500 million. Also analyzed were responses from companies with $500 million to $1 billion in revenue to understand better how digital transformation efforts change as companies grow. Fieldwork for the SAP Digital Transformation Executive Study took place from January through May 2017.
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. Such statements reflect our current views and assumptions and all forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from those statements. The factors that could affect SAP’s future financial results are discussed more fully in our filings with the U.S. Securities and Exchange Commission (SEC), including the most recent Annual Report on Form 20-F filed with the SEC. The future-oriented statements reflect the point of view at the time they were made. Readers are cautioned not to place undue reliance on these forward-looking statements.
© 2017 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 AG in Germany and other countries. For more information about the trademarks, copyrights, and their usage, see http://www.sap.com/corporate-en/legal/copyright/index.epx#trademark.

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