What's New

Blockchain: A Study Rooted in Reality

SAP News - Wed, 04/04/2018 - 10:30
A new study from SAP sends this message to the business community about blockchain: It’s time to get real.

The distributed ledger technology blockchain is in the early stages of an adoption cycle where its vast potential is coupled with hype and skepticism. The latest Gartner Hype Cycle for Emerging Technology places blockchain at its “Peak of inflated Expectations,” citing, “Enterprises are still deciding how to navigate this technology, but the lack of proven use cases and the volatility of bitcoin have created concerns about the viability of the technology.

SAP sought to uncover and validate today’s enterprise blockchain realities by studying hundreds of organizations currently engaged in blockchain-related activities. The results of our survey covered the technology’s future promise, current use cases, necessary focus areas to accelerate market adoption and business impact.  Importantly, these businesses clearly distinguish and separate the blockchain enterprise reality and impact on their business from the bitcoin hype.

Click to enlarge

The Present

According to our study, the majority of companies see blockchain innovation coming from vendors in tech and industry, as 88 percent of respondents believe companies in both areas are driving standardization and collaboration. At SAP, we’ve assembled our own network of over 55 co-innovation customers – double the total we previously released four months ago – showing a market that’s exponentially gaining momentum and increasing innovation. Today’s blockchain innovators span industries, generating new use cases every day in pharmaceuticals, consumer products, automotive, agriculture, telecom, retail, logistics, among many others.

The most important attributes of enterprise blockchain use cases are, in order of priority among survey respondents:

  • Transparency in the value chain
  • Trustworthy shared data
  • Industry standardization

The top priorities illustrate an environment designed to capitalize on blockchain’s logistical and transactional advantages. Over the past year, we’ve co-innovated several new scenarios with our co-innovations customers with these gains in mind, including:

  • Transportation Management: For all transportation modes and industries, driving a blockchain case for international trade. Sellers, buyers, banks and authorities share, review and sign documents electronically, track process statuses and hand over ownership of the e-bill of lading. A secure container release process will be evaluated to reduce frauds and stolen freight.
  • Global Track & Trace: Unified, end-to-end tracking, monitoring and reporting of objects and business processes across supply chain networks. Blockchain technology is used to help make tracking information immutable and tamper-proof for product authenticity and providence. In addition, information stored in the blockchain can be positively traced back to the author/customer/business entity, building the basis for fully automated payment and settlement processes.
  • Advanced Track & Trace for Pharmaceuticals: Enabling pharmaceutical supply chain members to comply with global antidrug counterfeit regulations and to facilitate collaboration between supply chain partners in conjunction with SAP Information Collaboration Hub for Life Sciences.
  • Farm to Consumer: Food producers and retailers coming together to improve compliance and safeguard brand reputation by increasing confidence in food safety. The effort explores blockchain across the broader food ecosystem both as an effective remedy to product counterfeiting and a way to boost supply chain integrity and efficiency.

The Future

Our study identified participants innovating in the present, but also optimistic about blockchain’s future. Ninety-two percent of respondents viewed blockchain as an opportunity, with the most promising use cases ranked as:

  • Supply chain and IoT: 63 percent
  • Legal and regulatory: 19 percent
  • Cryptocurrency: Eight percent
  • Sustainability: Three percent

Across industries, respondents were bullish on blockchain’s future impact on a variety of business challenges:

  • Improving corporate compliance: 96 percent
  • Becoming the system of trust: 83 percent
  • Replacing operational supply chain contracts in five to 10 years: 76 percent

Ultimately, respondents believe blockchain technology will advance farther and faster with the active support and involvement of SAP. Ninety-two percent believe that SAP’s support of blockchain in standard products will accelerate adoption in the supply chain, manufacturing and IoT markets. The same majority would join an SAP-led blockchain consortium.

The numbers don’t lie: blockchain is here to stay, and its vast potential is starting to be realized right now. As we look to the future, we must understand that a wide variety of industry disruption is happening all around us. We’re proud that companies depend on us to guide their blockchain journey – and if you want to help us generate new blockchain use cases, register today to join our efforts.

For more from SAP on the impact blockchain has on the modern supply chain, visit sap.com/blockchain and read the feature story in Digitalist Magazine.

Gil Perez is senior vice president of IoT and Digital Supply Chain at SAP, responsible for developing a range of SAP Leonardo solutions that enable digital transformation.

This story originally appeared on the SAP Innovation Spotlight on Medium.

Categories: What's New

Blockchain: A Study Rooted in Reality

SAP News - Wed, 04/04/2018 - 10:30
A new study from SAP sends this message to the business community about blockchain: It’s time to get real.

The distributed ledger technology blockchain is in the early stages of an adoption cycle where its vast potential is coupled with hype and skepticism. The latest Gartner Hype Cycle for Emerging Technology places blockchain at its “Peak of inflated Expectations,” citing, “Enterprises are still deciding how to navigate this technology, but the lack of proven use cases and the volatility of bitcoin have created concerns about the viability of the technology.

SAP sought to uncover and validate today’s enterprise blockchain realities by studying hundreds of organizations currently engaged in blockchain-related activities. The results of our survey covered the technology’s future promise, current use cases, necessary focus areas to accelerate market adoption and business impact.  Importantly, these businesses clearly distinguish and separate the blockchain enterprise reality and impact on their business from the bitcoin hype.

Click to enlarge

The Present

According to our study, the majority of companies see blockchain innovation coming from vendors in tech and industry, as 88 percent of respondents believe companies in both areas are driving standardization and collaboration. At SAP, we’ve assembled our own network of over 55 co-innovation customers – double the total we previously released four months ago – showing a market that’s exponentially gaining momentum and increasing innovation. Today’s blockchain innovators span industries, generating new use cases every day in pharmaceuticals, consumer products, automotive, agriculture, telecom, retail, logistics, among many others.

The most important attributes of enterprise blockchain use cases are, in order of priority among survey respondents:

  • Transparency in the value chain
  • Trustworthy shared data
  • Industry standardization

The top priorities illustrate an environment designed to capitalize on blockchain’s logistical and transactional advantages. Over the past year, we’ve co-innovated several new scenarios with our co-innovations customers with these gains in mind, including:

  • Transportation Management: For all transportation modes and industries, driving a blockchain case for international trade. Sellers, buyers, banks and authorities share, review and sign documents electronically, track process statuses and hand over ownership of the e-bill of lading. A secure container release process will be evaluated to reduce frauds and stolen freight.
  • Global Track & Trace: Unified, end-to-end tracking, monitoring and reporting of objects and business processes across supply chain networks. Blockchain technology is used to help make tracking information immutable and tamper-proof for product authenticity and providence. In addition, information stored in the blockchain can be positively traced back to the author/customer/business entity, building the basis for fully automated payment and settlement processes.
  • Advanced Track & Trace for Pharmaceuticals: Enabling pharmaceutical supply chain members to comply with global antidrug counterfeit regulations and to facilitate collaboration between supply chain partners in conjunction with SAP Information Collaboration Hub for Life Sciences.
  • Farm to Consumer: Food producers and retailers coming together to improve compliance and safeguard brand reputation by increasing confidence in food safety. The effort explores blockchain across the broader food ecosystem both as an effective remedy to product counterfeiting and a way to boost supply chain integrity and efficiency.

The Future

Our study identified participants innovating in the present, but also optimistic about blockchain’s future. Ninety-two percent of respondents viewed blockchain as an opportunity, with the most promising use cases ranked as:

  • Supply chain and IoT: 63 percent
  • Legal and regulatory: 19 percent
  • Cryptocurrency: Eight percent
  • Sustainability: Three percent

Across industries, respondents were bullish on blockchain’s future impact on a variety of business challenges:

  • Improving corporate compliance: 96 percent
  • Becoming the system of trust: 83 percent
  • Replacing operational supply chain contracts in five to 10 years: 76 percent

Ultimately, respondents believe blockchain technology will advance farther and faster with the active support and involvement of SAP. Ninety-two percent believe that SAP’s support of blockchain in standard products will accelerate adoption in the supply chain, manufacturing and IoT markets. The same majority would join an SAP-led blockchain consortium.

The numbers don’t lie: blockchain is here to stay, and its vast potential is starting to be realized right now. As we look to the future, we must understand that a wide variety of industry disruption is happening all around us. We’re proud that companies depend on us to guide their blockchain journey – and if you want to help us generate new blockchain use cases, register today to join our efforts.

For more from SAP on the impact blockchain has on the modern supply chain, visit sap.com/blockchain and read the feature story in Digitalist Magazine.

Gil Perez is senior vice president of IoT and Digital Supply Chain at SAP, responsible for developing a range of SAP Leonardo solutions that enable digital transformation.

This story originally appeared on the SAP Innovation Spotlight on Medium.

Categories: What's New

Accenture Interactive Named a Leader in Gartner's 2018 Magic Quadrant for Global Digital Marketing Agencies

Accenture News - Wed, 04/04/2018 - 09:59
NEW YORK; April 4, 2018 – Accenture (NYSE: ACN) Interactive has been named a Leader in Gartner’s 2018 “Magic Quadrant for Global Digital Marketing Agencies.1” Gartner states “these service providers focus on strategy, development, execution and measurement of customer-facing digital experiences across the customer journey” and are positioned based on their completeness of vision and ability to execute.
 
Categories: What's New

Google’s Former SVP of People Operations, Laszlo Bock, to Headline SuccessConnect 2018 in Berlin

SAP News - Wed, 04/04/2018 - 09:00
BERLIN SAP SE (NYSE: SAP) today announced Laszlo Bock, former senior vice president of People Operations at Google and CEO and cofounder of machine learning workplace startup Humu, will be a keynote speaker at SuccessConnect in Berlin, one of the top human resources (HR) events of the year, taking place June 18-20 at CityCube Berlin.

Bock will present “Work Rules! Insights from Inside Google and Elsewhere to Transform How You Live and Lead” and share a road map for building an “unbeatable organization.”

SuccessConnect in Berlin will bring together executives and leaders in HR, IT and other lines of business to explore successful HR strategies in the digital economy. As a former Google executive and the creator of the field of “people analytics,” Bock has contributed significantly to the advancement of workplace culture. His SuccessConnect keynote will address how organizations can foster a culture that creates high-performance teams and makes work better.

“Our objectives for hosting SuccessConnect include building community, sharing learning, exciting attendees about how technology can help companies achieve their business goals today and in the future, demoing our cool innovations and inspiring people, as they take a few days out of their regular routines to join us,” SAP SuccessFactors President Greg Tomb said. “At Google, Laszlo Bock is credited with creating the field of people analytics. In his time there, he oversaw the growth of the company from ~6,000 to ~75,000 employees, while ensuring the firm’s culture remained innovative and robust. His career exemplifies what it means to rethink the future of work. With SAP SuccessFactors solutions, we are committed to improving work and helping businesses become exceptional employers, and we are thrilled to have Laszlo highlighting this critical topic at SuccessConnect in Berlin.”

During Bock’s tenure at Google, the company was recognized over 150 times as an exceptional employer, including being named the #1 Best Company to Work For in the United States seven times; the most desirable employer for undergraduates, college graduates and MBAs in numerous countries; the #1 Top Diversity Employer overall; and the best company for women in technology. It also received honors such as a perfect score from The Human Rights Campaign and Corporation of the Year from The United Negro College Fund.

Bock’s first book, Work Rules! Insights from Inside Google to Transform How You Live and Lead, has been published in more than 20 languages and was named one of the Best Business Books of the Year by The Economist, one of the Top 10 Creative Leadership Books of the Year by Forbes and one of Amazon.com’s Top 10 Business Books of the Year.

The keynote will take place Wednesday, June 20, from 11:30 a.m. to 12:45 p.m. CET.

Hot topics at this year’s SuccessConnect in Berlin will include using purpose to drive people and performance; attracting, developing and retaining the best people; tapping into peoples’ full potential; and innovating to thrive in the digital workplace. Don’t miss your chance to experience how our innovative customers from around the world are leading with purpose and transforming the work experience with SAP SuccessFactors solutions.

More information on SuccessConnect 2018 in Berlin is available here. Register here.

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

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

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

 

Categories: What's New

Google’s Former SVP of People Operations, Laszlo Bock, to Headline SuccessConnect 2018 in Berlin

SAP News - Wed, 04/04/2018 - 09:00
BERLIN SAP SE (NYSE: SAP) today announced Laszlo Bock, former senior vice president of People Operations at Google and CEO and cofounder of machine learning workplace startup Humu, will be a keynote speaker at SuccessConnect in Berlin, one of the top human resources (HR) events of the year, taking place June 18-20 at CityCube Berlin.

Bock will present “Work Rules! Insights from Inside Google and Elsewhere to Transform How You Live and Lead” and share a road map for building an “unbeatable organization.”

SuccessConnect in Berlin will bring together executives and leaders in HR, IT and other lines of business to explore successful HR strategies in the digital economy. As a former Google executive and the creator of the field of “people analytics,” Bock has contributed significantly to the advancement of workplace culture. His SuccessConnect keynote will address how organizations can foster a culture that creates high-performance teams and makes work better.

“Our objectives for hosting SuccessConnect include building community, sharing learning, exciting attendees about how technology can help companies achieve their business goals today and in the future, demoing our cool innovations and inspiring people, as they take a few days out of their regular routines to join us,” SAP SuccessFactors President Greg Tomb said. “At Google, Laszlo Bock is credited with creating the field of people analytics. In his time there, he oversaw the growth of the company from ~6,000 to ~75,000 employees, while ensuring the firm’s culture remained innovative and robust. His career exemplifies what it means to rethink the future of work. With SAP SuccessFactors solutions, we are committed to improving work and helping businesses become exceptional employers, and we are thrilled to have Laszlo highlighting this critical topic at SuccessConnect in Berlin.”

During Bock’s tenure at Google, the company was recognized over 150 times as an exceptional employer, including being named the #1 Best Company to Work For in the United States seven times; the most desirable employer for undergraduates, college graduates and MBAs in numerous countries; the #1 Top Diversity Employer overall; and the best company for women in technology. It also received honors such as a perfect score from The Human Rights Campaign and Corporation of the Year from The United Negro College Fund.

Bock’s first book, Work Rules! Insights from Inside Google to Transform How You Live and Lead, has been published in more than 20 languages and was named one of the Best Business Books of the Year by The Economist, one of the Top 10 Creative Leadership Books of the Year by Forbes and one of Amazon.com’s Top 10 Business Books of the Year.

The keynote will take place Wednesday, June 20, from 11:30 a.m. to 12:45 p.m. CET.

Hot topics at this year’s SuccessConnect in Berlin will include using purpose to drive people and performance; attracting, developing and retaining the best people; tapping into peoples’ full potential; and innovating to thrive in the digital workplace. Don’t miss your chance to experience how our innovative customers from around the world are leading with purpose and transforming the work experience with SAP SuccessFactors solutions.

More information on SuccessConnect 2018 in Berlin is available here. Register here.

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

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

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

 

Categories: What's New

Watco Companies Finds the Secret to Valuing Team Members Like Its Most Loyal Customers

SAP News - Tue, 04/03/2018 - 10:20
If how a business treats people is any indication of success, Watco Companies LLC is undoubtedly on the right track. The 35-year-old rail transportation provider has built a reputation for consistent customer satisfaction, while ensuring that every team member in the workforce is safe and treated fairly.

This guiding principle led to an evolution from eight men switching 6.5 miles of rail for one customer to a full-scale operation transporting everything from grains to machinery across 5,000 miles in North America and Western Australia for hundreds of companies. Rachael Peterson, senior vice president of People Services at Watco, believes that the company’s culture and purpose are significant competitive advantages.

“Our team members are the main assets that set us apart from our competition. Every single day, they go out into the field wanting to serve customers better in the safest manner possible,” Peterson shared. “Everything we do has to make their lives easier. Otherwise, we’re failing them, even if our HR administration and payroll jobs are easier.”

The Answer to Easier, Empowering Work in the Field is the Cloud

Although Watco ran an on-premise enterprise human capital management (HCM) solution, accessing information and sending it the right team members was considered a herculean effort in the field. Peterson mentioned, “Our managers used a significant part of their day to complete these tasks and push the information to an HR or payroll team member who manually keyed in the information on the paperwork. We needed to put data in our team members’ and mangers’ hands without delay to empower them to make sound decisions and work in more strategic and meaningful ways.”

The on-premise solution was not well-received by the field teams for one simple reason: they do not use desktop technology regularly because they are working outside repairing railcars and tracks and operating the railway. The workforce needed a simple approach to information submission and gathering.

According to Amy Miori, director of People Services at Watco, cloud-based SAP SuccessFactors solutions was the answer to this dilemma. “The mobile side of SAP SuccessFactors solutions is huge. Almost everyone has a smartphone. Just hearing almost everybody say that they make information access easy has been huge for us. We really can reach everyone, where we couldn’t before.”

Key Learnings Lead to Digital HR Transformation Success

Watco chose an implementation partner to guide the cloud strategy and a managed service provider to handle the day-to-day operation of the cloud platform to enable its HR team to focus on ensuring the entire workforce adopts the cloud HCM solution. With clear guidance, predictable outcomes, faster time to value, and flexible configurations, the company migrated its HCM data to the cloud within 10 months, while strategically maintaining some on-premise capabilities.

Peterson’s team delivered exactly what the field needed in terms of a digital workforce experience by following these critical steps to digital HR transformation:

  • Take care of the data being migrated: Moving data from an on-premise platform to the cloud, even if the two solutions are from the same provider, is not a one-to-one transition. Peterson advised, “There are still a few things that need to be done, including data cleansing.”
  • Customize as little as possible: Peterson noted that the more the solution can be used out of the box, the better. “We chose not to do a ton of customization, which is an advantage,” she said. “For us, SAP SuccessFactors solutions were flexible enough to make that decision.”
  • Consider transitioning team members to new roles: By automating some manual processes and delegating the remainder to a managed service provider, Peterson no longer needed four team members to handle payroll. As a result, she extended new opportunities to people whose former roles were replaced. “Now, they’re fulfilling more-strategic responsibilities, instead of spending 90% of their time rekeying HR data. For example, we transitioned two colleagues into roles that can support team members who are struggling with benefits issues,” she recalled.

By taking this approach to the cloud, Watco is setting the foundation for a highly informed, high-performing team in the field. “We have seen better success with everything now that we are cloud-based,” reflected Miori. “Everything in one system, from recruiting to onboarding to our core HR capabilities. It’s really one whole system.”

Peterson agreed, “When you show folks how much information is at their fingertips with SAP SuccessFactors solutions, you tell them they can do it all on their mobile devices, and you explain how you’re going to make their lives easier, that’s when they get excited.”

Discover how your business can implement SAP SuccessFactors solutions to transition your human capital management capabilities to the cloud based on your unique needs, while protecting your existing investments. Visit the Upgrade2Success resource center to learn more.

Steve Schnoll is global vice president of Strategy at SAP SuccessFactors

Categories: What's New

Watco Companies Finds the Secret to Valuing Team Members Like Its Most Loyal Customers

SAP News - Tue, 04/03/2018 - 10:20
If how a business treats people is any indication of success, Watco Companies LLC is undoubtedly on the right track. The 35-year-old rail transportation provider has built a reputation for consistent customer satisfaction, while ensuring that every team member in the workforce is safe and treated fairly.

This guiding principle led to an evolution from eight men switching 6.5 miles of rail for one customer to a full-scale operation transporting everything from grains to machinery across 5,000 miles in North America and Western Australia for hundreds of companies. Rachael Peterson, senior vice president of People Services at Watco, believes that the company’s culture and purpose are significant competitive advantages.

“Our team members are the main assets that set us apart from our competition. Every single day, they go out into the field wanting to serve customers better in the safest manner possible,” Peterson shared. “Everything we do has to make their lives easier. Otherwise, we’re failing them, even if our HR administration and payroll jobs are easier.”

The Answer to Easier, Empowering Work in the Field is the Cloud

Although Watco ran an on-premise enterprise human capital management (HCM) solution, accessing information and sending it the right team members was considered a herculean effort in the field. Peterson mentioned, “Our managers used a significant part of their day to complete these tasks and push the information to an HR or payroll team member who manually keyed in the information on the paperwork. We needed to put data in our team members’ and mangers’ hands without delay to empower them to make sound decisions and work in more strategic and meaningful ways.”

The on-premise solution was not well-received by the field teams for one simple reason: they do not use desktop technology regularly because they are working outside repairing railcars and tracks and operating the railway. The workforce needed a simple approach to information submission and gathering.

According to Amy Miori, director of People Services at Watco, cloud-based SAP SuccessFactors solutions was the answer to this dilemma. “The mobile side of SAP SuccessFactors solutions is huge. Almost everyone has a smartphone. Just hearing almost everybody say that they make information access easy has been huge for us. We really can reach everyone, where we couldn’t before.”

Key Learnings Lead to Digital HR Transformation Success

Watco chose an implementation partner to guide the cloud strategy and a managed service provider to handle the day-to-day operation of the cloud platform to enable its HR team to focus on ensuring the entire workforce adopts the cloud HCM solution. With clear guidance, predictable outcomes, faster time to value, and flexible configurations, the company migrated its HCM data to the cloud within 10 months, while strategically maintaining some on-premise capabilities.

Peterson’s team delivered exactly what the field needed in terms of a digital workforce experience by following these critical steps to digital HR transformation:

  • Take care of the data being migrated: Moving data from an on-premise platform to the cloud, even if the two solutions are from the same provider, is not a one-to-one transition. Peterson advised, “There are still a few things that need to be done, including data cleansing.”
  • Customize as little as possible: Peterson noted that the more the solution can be used out of the box, the better. “We chose not to do a ton of customization, which is an advantage,” she said. “For us, SAP SuccessFactors solutions were flexible enough to make that decision.”
  • Consider transitioning team members to new roles: By automating some manual processes and delegating the remainder to a managed service provider, Peterson no longer needed four team members to handle payroll. As a result, she extended new opportunities to people whose former roles were replaced. “Now, they’re fulfilling more-strategic responsibilities, instead of spending 90% of their time rekeying HR data. For example, we transitioned two colleagues into roles that can support team members who are struggling with benefits issues,” she recalled.

By taking this approach to the cloud, Watco is setting the foundation for a highly informed, high-performing team in the field. “We have seen better success with everything now that we are cloud-based,” reflected Miori. “Everything in one system, from recruiting to onboarding to our core HR capabilities. It’s really one whole system.”

Peterson agreed, “When you show folks how much information is at their fingertips with SAP SuccessFactors solutions, you tell them they can do it all on their mobile devices, and you explain how you’re going to make their lives easier, that’s when they get excited.”

Discover how your business can implement SAP SuccessFactors solutions to transition your human capital management capabilities to the cloud based on your unique needs, while protecting your existing investments. Visit the Upgrade2Success resource center to learn more.

Steve Schnoll is global vice president of Strategy at SAP SuccessFactors

Categories: What's New

Autism at Work: Only by Embracing Differences, We Can Spark Change

SAP News - Tue, 04/03/2018 - 09:15
The eleventh annual World Autism Awareness Day took place yesterday, April 2. Leading up to the day, SAP Labs in India hosted a number of events to discuss autism at work and how we can integrate – and also learn from – people living with autism.

As a global company with employees from more than 150 nationalities, SAP believes that creating a diverse, inclusive, and bias-free work culture not only makes us a better and happier company; it also makes us a more successful company.

We thrive by having employees from all walks of life – a combination of culture, race, ethnicity, age, gender, sexual orientation, gender identity or expression, physical or mental ability, and work-life situations. This includes colleagues with autism.

Through SAP’s Autism at Work program, we gain strengths by bringing people with different abilities together

SAP was one of the first companies to launch a program to integrate people with autism at work. To date the Autism at Work program has brought nearly 120 colleagues on the autism spectrum in nine countries into the SAP workforce. This includes SAP Labs in Bangalore, India.

But don’t take only my word for it: Read Asha Sreedhar’s story. Asha was a highly qualified job candidate, but found that most jobs had a cookie-cutter approach to skill sets and emphasized multi-tasking, instead of focusing on a candidate’s unique strength. Asha applied for our Autism at Work program in Bangalore. She aced the training and got hired at SAP Labs India after graduation. She has been successfully working as a software test engineer for more than two years now and become an integral part of our global SAP employee community.

In her story, Asha points out some of the very valuable skills that people on the autism spectrum can bring to the team, including emphasis, meticulousness, and dedication. All of them are extremely important in the tech industry; without these abilities, we would not be where we are today.

Asha’s story reminds us that we gain strengths by bringing people with different abilities together. Only by embracing differences, we can spark innovation and inspire change together.

Dilipkumar Khandelwal is president of SAP Hana Enterprise Cloud and managing director of SAP Labs India

Categories: What's New

Autism at Work: Only by Embracing Differences, We Can Spark Change

SAP News - Tue, 04/03/2018 - 09:15
The eleventh annual World Autism Awareness Day took place yesterday, April 2. Leading up to the day, SAP Labs in India hosted a number of events to discuss autism at work and how we can integrate – and also learn from – people living with autism.

As a global company with employees from more than 150 nationalities, SAP believes that creating a diverse, inclusive, and bias-free work culture not only makes us a better and happier company; it also makes us a more successful company.

We thrive by having employees from all walks of life – a combination of culture, race, ethnicity, age, gender, sexual orientation, gender identity or expression, physical or mental ability, and work-life situations. This includes colleagues with autism.

Through SAP’s Autism at Work program, we gain strengths by bringing people with different abilities together

SAP was one of the first companies to launch a program to integrate people with autism at work. To date the Autism at Work program has brought nearly 120 colleagues on the autism spectrum in nine countries into the SAP workforce. This includes SAP Labs in Bangalore, India.

But don’t take only my word for it: Read Asha Sreedhar’s story. Asha was a highly qualified job candidate, but found that most jobs had a cookie-cutter approach to skill sets and emphasized multi-tasking, instead of focusing on a candidate’s unique strength. Asha applied for our Autism at Work program in Bangalore. She aced the training and got hired at SAP Labs India after graduation. She has been successfully working as a software test engineer for more than two years now and become an integral part of our global SAP employee community.

In her story, Asha points out some of the very valuable skills that people on the autism spectrum can bring to the team, including emphasis, meticulousness, and dedication. All of them are extremely important in the tech industry; without these abilities, we would not be where we are today.

Asha’s story reminds us that we gain strengths by bringing people with different abilities together. Only by embracing differences, we can spark innovation and inspire change together.

Dilipkumar Khandelwal is president of SAP Hana Enterprise Cloud and managing director of SAP Labs India

Categories: What's New

Accenture Recognized for Innovation Across Microsoft's Global Procurement with Supplier Partnership of the Year Award

Accenture News - Tue, 04/03/2018 - 08:59
NEW YORK; April 3, 2018 – Accenture (NYSE: ACN) has been recognized with the Supplier Partnership of the Year Award at the ProcureCon Indirect EPIC Awards 2018, which celebrate the most innovative, dynamic and accomplished leaders in the procurement industry, for its work with Microsoft.
Categories: What's New

Accenture Publishes 2017 Corporate Citizenship Report

Accenture News - Tue, 04/03/2018 - 08:29
NEW YORK; April 3, 2018 – Accenture (NYSE: ACN) today released its 2017 Corporate Citizenship Report, which details the company’s goals and progress toward helping improve the way the world works and lives.
Categories: What's New

Accenture and Tomorrow Street, Vodafone's Innovation Centre, Collaborate to Help Late-Stage Startups Scale Globally

Accenture News - Tue, 04/03/2018 - 04:00
LUXEMBOURG; April 3, 2018 – Accenture (NYSE: ACN) and Tomorrow Street, Vodafone’s innovation centre, will collaborate to help growth-stage innovators become successful businesses.
Categories: What's New

SAP Design Talk: Designing Big Games

SAP News - Mon, 04/02/2018 - 10:00
Modern, open-ended video games dazzle players with exciting and immersive experiences: Ubisoft’s Matthew Tomkinson talks to SAP about how they do it.

Big-budget, technically sophisticated video games like Assassin’s Creed, Far Cry, Tom Clancy’s Ghost Recon, and Just Dance have made Ubisoft one of the largest publicly-traded game companies in the world. But what does high-action, blockbuster fun have to do with SAP?

A Big SAP Design Talk

Matthew Tomkinson, user experience (UX) director at Ubisoft, was the latest guest to give an SAP Design Talk at company headquarters in Walldorf, Germany. Hundreds of SAP employees joined the livestream and more than 850 more piled into the cafeteria in building 20 to watch in person. In his talk, Matthew outlined how the different specialists at his company are organized, how computer games are created, what advances in technology have brought, and what’s needed to create game experiences that people can’t help but want to play.

Matthew emphasized the importance of freedom in what they do: “The first video games controlled the environments as much as possible. We have evolved from those highly scripted scenarios to spaces that are much more open-ended.”

 

Ubisoft creates exciting, realistic, surprising worlds where players are free to move around to explore and defend the space they inhabit. That open-endedness doesn’t come cheap. Motivating people to purchase the game and keep playing requires a lot of people, talent, and time. Example: Tom Clancy’s Ghost Recon took five years to develop, required over 800 employees, and involved five studios worldwide. It currently has 10.5 million players. Bottom line? It costs a lot of money to develop a big game, but Ubisoft does it well and shows that it can pay off.

What Can SAP Learn from Ubisoft?

The goal of the SAP Design Talk sessions is to exchange and learn. SAP and Ubisoft are both big, European-based companies with development locations across the globe. Both must create software that works on many devices and platforms and experiment with new technologies before they hit the mainstream. And both must continuously work to keep their development “silos” talking to and thus understanding each other. With those similarities in mind, what can we take away from Matthew’s talk?

  • Never, ever lose sight of your users: Matthew and his team continuously observe their users and “play test” the games (on their own and with users) throughout the development cycle.
  • Communication is king: Keeping the whole team focused on the vision, aware of what the others are doing, and solving problems are essential to creating a coherent and satisfying result.
  • Self-determination for players and employees: Just as players want to move around freely and discover on their own, so do employees. Matthew presents his teams with detailed information about the user needs and the problems that need to be solved, then he gives them the freedom to solve the problems as they see fit.
  • Motivate users: Game designers are masters at motivating people. All software makers need to make sure their users have an enjoyable experience.

The SAP Design Talks regularly bring leaders from the international design scene to SAP. The sessions are held on a large stage for an audience of employees at various locations around the globe, like Bangalore, Montréal, or at headquarters in Walldorf, Germany.

Want to hear more from Matthew Tomkinson? Watch this short video:

Categories: What's New

SAP Design Talk: Designing Big Games

SAP News - Mon, 04/02/2018 - 10:00
Modern, open-ended video games dazzle players with exciting and immersive experiences: Ubisoft’s Matthew Tomkinson talks to SAP about how they do it.

Big-budget, technically sophisticated video games like Assassin’s Creed, Far Cry, Tom Clancy’s Ghost Recon, and Just Dance have made Ubisoft one of the largest publicly-traded game companies in the world. But what does high-action, blockbuster fun have to do with SAP?

A Big SAP Design Talk

Matthew Tomkinson, user experience (UX) director at Ubisoft, was the latest guest to give an SAP Design Talk at company headquarters in Walldorf, Germany. Hundreds of SAP employees joined the livestream and more than 850 more piled into the cafeteria in building 20 to watch in person. In his talk, Matthew outlined how the different specialists at his company are organized, how computer games are created, what advances in technology have brought, and what’s needed to create game experiences that people can’t help but want to play.

Matthew emphasized the importance of freedom in what they do: “The first video games controlled the environments as much as possible. We have evolved from those highly scripted scenarios to spaces that are much more open-ended.”

 

Ubisoft creates exciting, realistic, surprising worlds where players are free to move around to explore and defend the space they inhabit. That open-endedness doesn’t come cheap. Motivating people to purchase the game and keep playing requires a lot of people, talent, and time. Example: Tom Clancy’s Ghost Recon took five years to develop, required over 800 employees, and involved five studios worldwide. It currently has 10.5 million players. Bottom line? It costs a lot of money to develop a big game, but Ubisoft does it well and shows that it can pay off.

What Can SAP Learn from Ubisoft?

The goal of the SAP Design Talk sessions is to exchange and learn. SAP and Ubisoft are both big, European-based companies with development locations across the globe. Both must create software that works on many devices and platforms and experiment with new technologies before they hit the mainstream. And both must continuously work to keep their development “silos” talking to and thus understanding each other. With those similarities in mind, what can we take away from Matthew’s talk?

  • Never, ever lose sight of your users: Matthew and his team continuously observe their users and “play test” the games (on their own and with users) throughout the development cycle.
  • Communication is king: Keeping the whole team focused on the vision, aware of what the others are doing, and solving problems are essential to creating a coherent and satisfying result.
  • Self-determination for players and employees: Just as players want to move around freely and discover on their own, so do employees. Matthew presents his teams with detailed information about the user needs and the problems that need to be solved, then he gives them the freedom to solve the problems as they see fit.
  • Motivate users: Game designers are masters at motivating people. All software makers need to make sure their users have an enjoyable experience.

The SAP Design Talks regularly bring leaders from the international design scene to SAP. The sessions are held on a large stage for an audience of employees at various locations around the globe, like Bangalore, Montréal, or at headquarters in Walldorf, Germany.

Want to hear more from Matthew Tomkinson? Watch this short video:

Categories: What's New

SAP Concur: The “C” in Concur Stands for Change

SAP News - Fri, 03/30/2018 - 10:30
SAP Concur combines cloud-driven business success with a people-centered working culture. Ann-Christel Graham gives an insider’s perspective.

Ann-Christel Graham

As SAP continues to move customers to the cloud, an adaptive, people-focused mindset will be more important than ever. Fortunately, that is exactly what Concur colleagues like Ann-Christel bring to the larger organization.

“At Concur, you feel like you’re working for a new company every three years,” says Ann-Christel, vice president of Enterprise Client Sales for SAP Concur. “If you like change and being challenged, you’re in the right place. Because we’re always up for a challenge. The ‘C’ in Concur stands for change.”

A deeper look inside the company shows what Ann-Christel is talking about. Since the company launched in 1993, it has attracted a group of remarkable, talented people. Year after year, the company has promoted these people across a diverse set of roles.

The result is a passionate team that is ready to go the distance for fellow colleagues. Many Concur founding members are in still in place and going strong today. Their staying power reflects a philosophy and mindset that embraces openness, fairness, and commitment.

The travel platform SAP Concur brings more than 23,000 customers and 25 million users to the SAP Cloud. It also complements the cloud-based commerce network Ariba and the contingent workforce management platform Fieldglass.

Driving an Entrepreneurial Mindset

Ann-Christel is the kind of professional who has thrived in this entrepreneurial working environment. The trained systems engineer began her career with the company in 1997 as one of three IT help desk team members. As the company began its rapid growth trajectory, so did Ann-Christel. She took on a variety of roles with increasing levels of responsibility, helping deliver growth in the U.S., Europe, and Asia. Today, she leads a team of 50 people throughout the U.S., where she is working on a growth initiative for pivoting customers.

Ann-Christel credits her steady rise within the company to a lot of hard work but also to an open working culture that promotes from within. Like SAP, many of these positive attitudes run deep in the organization’s DNA.

“The culture at Concur has always supported hiring from within,” says Ann-Christel. “As we grew as a company, we hired people to meet our new talent requirements for specific roles. But we also looked at a hire’s overall potential in other areas. As new opportunities became available, this allowed managers to seek talent from within and mentor people for these new roles. This practice continues to this day. There are many employees at SAP Concur who have moved across departments and built their careers here. There’s great support for growing talent and promoting from within.”

Shared Opportunities, Shared Values

SAP and Concur have built a relationship based on shared business opportunities and values. For Concur, many of the organization’s simple principles for recruiting, building, and retaining top talent are as relevant today as they were when the company was founded 20 years ago:

Let people be their authentic selves
Concur teams have always been encouraged to ‘come as you are’–to come to work every day as your authentic self. Through a broad range of diversity initiatives, the company has made a point to accept everyone. As a result, there is an entire generation of employees who feel empowered and energized to take on risk, responsibility, and fresh business opportunities.

Focus on people
From the very beginning, Concur placed a great emphasis on helping people achieve a critical work-life balance. By helping people enjoy and support family life, the company nurtures people’s needs as individuals.

“At SAP Concur, family comes first,” says Ann-Christel. “Executives know the names of husbands and wives; kids and pets. I experienced that interest in family and work-life balance first-hand after the birth of my second child. I needed a little more support after his birth. As my maternity leave came to an end, I talked with my manager about my situation. She was flexible, gave me the extra time off that I needed, and worked with me on a plan to ease me back into work. I had used up my guaranteed leave, so I felt very lucky to have that support during a difficult transition.”

Grow your career
Just as SAP has championed initiatives like coffee corners and managing your own career, Concur has also created established career growth paths.

“SAP Concur encourages open dialog about professional and personal goals,” says Ann-Christel. “We’re asked to identify development goals that align with career paths. While you’re invited to speak about your career growth, managers are encouraged to consider internal candidates for new roles. It’s rewarding for both sides. Based on my experience with SAP culture and values, this is one of the reasons I think SAP and Concur fit well together.”

Categories: What's New

SAP Concur: The “C” in Concur Stands for Change

SAP News - Fri, 03/30/2018 - 10:30
SAP Concur combines cloud-driven business success with a people-centered working culture. Ann-Christel Graham gives an insider’s perspective.

Ann-Christel Graham

As SAP continues to move customers to the cloud, an adaptive, people-focused mindset will be more important than ever. Fortunately, that is exactly what Concur colleagues like Ann-Christel bring to the larger organization.

“At Concur, you feel like you’re working for a new company every three years,” says Ann-Christel, vice president of Enterprise Client Sales for SAP Concur. “If you like change and being challenged, you’re in the right place. Because we’re always up for a challenge. The ‘C’ in Concur stands for change.”

A deeper look inside the company shows what Ann-Christel is talking about. Since the company launched in 1993, it has attracted a group of remarkable, talented people. Year after year, the company has promoted these people across a diverse set of roles.

The result is a passionate team that is ready to go the distance for fellow colleagues. Many Concur founding members are in still in place and going strong today. Their staying power reflects a philosophy and mindset that embraces openness, fairness, and commitment.

The travel platform SAP Concur brings more than 23,000 customers and 25 million users to the SAP Cloud. It also complements the cloud-based commerce network Ariba and the contingent workforce management platform Fieldglass.

Driving an Entrepreneurial Mindset

Ann-Christel is the kind of professional who has thrived in this entrepreneurial working environment. The trained systems engineer began her career with the company in 1997 as one of three IT help desk team members. As the company began its rapid growth trajectory, so did Ann-Christel. She took on a variety of roles with increasing levels of responsibility, helping deliver growth in the U.S., Europe, and Asia. Today, she leads a team of 50 people throughout the U.S., where she is working on a growth initiative for pivoting customers.

Ann-Christel credits her steady rise within the company to a lot of hard work but also to an open working culture that promotes from within. Like SAP, many of these positive attitudes run deep in the organization’s DNA.

“The culture at Concur has always supported hiring from within,” says Ann-Christel. “As we grew as a company, we hired people to meet our new talent requirements for specific roles. But we also looked at a hire’s overall potential in other areas. As new opportunities became available, this allowed managers to seek talent from within and mentor people for these new roles. This practice continues to this day. There are many employees at SAP Concur who have moved across departments and built their careers here. There’s great support for growing talent and promoting from within.”

Shared Opportunities, Shared Values

SAP and Concur have built a relationship based on shared business opportunities and values. For Concur, many of the organization’s simple principles for recruiting, building, and retaining top talent are as relevant today as they were when the company was founded 20 years ago:

Let people be their authentic selves
Concur teams have always been encouraged to ‘come as you are’–to come to work every day as your authentic self. Through a broad range of diversity initiatives, the company has made a point to accept everyone. As a result, there is an entire generation of employees who feel empowered and energized to take on risk, responsibility, and fresh business opportunities.

Focus on people
From the very beginning, Concur placed a great emphasis on helping people achieve a critical work-life balance. By helping people enjoy and support family life, the company nurtures people’s needs as individuals.

“At SAP Concur, family comes first,” says Ann-Christel. “Executives know the names of husbands and wives; kids and pets. I experienced that interest in family and work-life balance first-hand after the birth of my second child. I needed a little more support after his birth. As my maternity leave came to an end, I talked with my manager about my situation. She was flexible, gave me the extra time off that I needed, and worked with me on a plan to ease me back into work. I had used up my guaranteed leave, so I felt very lucky to have that support during a difficult transition.”

Grow your career
Just as SAP has championed initiatives like coffee corners and managing your own career, Concur has also created established career growth paths.

“SAP Concur encourages open dialog about professional and personal goals,” says Ann-Christel. “We’re asked to identify development goals that align with career paths. While you’re invited to speak about your career growth, managers are encouraged to consider internal candidates for new roles. It’s rewarding for both sides. Based on my experience with SAP culture and values, this is one of the reasons I think SAP and Concur fit well together.”

Categories: What's New

SAP Mentors: Help Us with Diversity, We’ll Take Care of Inclusion

SAP News - Fri, 03/30/2018 - 09:30
We often hear the words “diversity” and “inclusion” spoken together, but have we asked ourselves why that is? Is it a cause-and-effect type of relationship where one leads to the other, and if so, which comes first? Or is it a symbiotic relationship where one can’t function or blossom without the other?

While you ponder these questions, let me share with you a case study from our very own SAP Mentors program (and follow that up with a couple of opportunities for you to make a difference).

As you know, this program of community advocates and technologists celebrated its 10th anniversary last year. The topic of diversity comes up regularly in SAP Mentor conversations, so much so that we have created a “Mentor Mix” initiative to monitor and make sure we have the right amount of SAP HANA experts versus ABAP experts, and that we have enough coverage in different parts of the world. However, diversity is more, and therefore our Mix needs to be more. A YouTube comment to our SAP Mentors documentary video highlights this:

 

Furthermore, a challenge from SAP CTO Bjoern Goerke (issued over Twitter, no less) encouraged us to define other criteria and put down numbers:

(Thanks to Pat Chaisang for creating this scorecard for us!)

Diversity and inclusion is all I see whenever I speak to any of the SAP Mentors or see photos from events, like this recent tweet from SAP Mentor Graham Robinson at the Mastering SAP event in Australia:

 

However, the scorecard above says we have more work to do when it comes to diversity, and can do better.

I totally agree with a recent quote from SAP Chief Diversity & Inclusion Officer Anka Wittenberg: “By moving beyond a compliance-based approach to an inclusive culture where different groups of people are interacting on a regular basis, we can tap the best that diversity offers to fuel innovation, enhance engagement with customers, and drive success in a digital world.”

I especially agree with all the great things that diversity brings, but have a hard time reconciling why our “mix” is not yet diverse, when our group’s culture is already so inclusive and welcoming. Which brings me back to my original questions, and my own answer about this relationship. I have concluded that inclusion itself does not guarantee diversity, any more than diversity will result in inclusion. They indeed have a symbiotic relationship, and to have one is an opportunity to reap the rewards of the other. In the case of the SAP Mentors, we need to deliberately lead change in order to see change in diversity.

This is where you come in:

  • Help us meet our diversity goal. In addition to nominating active community contributors who have the right attitude and aptitude to be SAP Mentors, please also nominate candidates who stand out but don’t exactly fit into to the usual SAP mold. Yes, we’re talking about assortment too – females, young talent, and business-oriented folks. We’ll take care of the inclusion part.
  • Join our upcoming SAP Community call on April 9, where Stephanie RedivoMoya WatsonHana Nagel, and I will kick off the conversation about the important part that diversity and inclusion play in our technology community.

Do you have a similar or different opinion about diversity and inclusion?

Jason Cao is the SAP Mentors program lead.

This story originally appeared on the SAP Community.

Categories: What's New

SAP Mentors: Help Us with Diversity, We’ll Take Care of Inclusion

SAP News - Fri, 03/30/2018 - 09:30
We often hear the words “diversity” and “inclusion” spoken together, but have we asked ourselves why that is? Is it a cause-and-effect type of relationship where one leads to the other, and if so, which comes first? Or is it a symbiotic relationship where one can’t function or blossom without the other?

While you ponder these questions, let me share with you a case study from our very own SAP Mentors program (and follow that up with a couple of opportunities for you to make a difference).

As you know, this program of community advocates and technologists celebrated its 10th anniversary last year. The topic of diversity comes up regularly in SAP Mentor conversations, so much so that we have created a “Mentor Mix” initiative to monitor and make sure we have the right amount of SAP HANA experts versus ABAP experts, and that we have enough coverage in different parts of the world. However, diversity is more, and therefore our Mix needs to be more. A YouTube comment to our SAP Mentors documentary video highlights this:

 

Furthermore, a challenge from SAP CTO Bjoern Goerke (issued over Twitter, no less) encouraged us to define other criteria and put down numbers:

(Thanks to Pat Chaisang for creating this scorecard for us!)

Diversity and inclusion is all I see whenever I speak to any of the SAP Mentors or see photos from events, like this recent tweet from SAP Mentor Graham Robinson at the Mastering SAP event in Australia:

 

However, the scorecard above says we have more work to do when it comes to diversity, and can do better.

I totally agree with a recent quote from SAP Chief Diversity & Inclusion Officer Anka Wittenberg: “By moving beyond a compliance-based approach to an inclusive culture where different groups of people are interacting on a regular basis, we can tap the best that diversity offers to fuel innovation, enhance engagement with customers, and drive success in a digital world.”

I especially agree with all the great things that diversity brings, but have a hard time reconciling why our “mix” is not yet diverse, when our group’s culture is already so inclusive and welcoming. Which brings me back to my original questions, and my own answer about this relationship. I have concluded that inclusion itself does not guarantee diversity, any more than diversity will result in inclusion. They indeed have a symbiotic relationship, and to have one is an opportunity to reap the rewards of the other. In the case of the SAP Mentors, we need to deliberately lead change in order to see change in diversity.

This is where you come in:

  • Help us meet our diversity goal. In addition to nominating active community contributors who have the right attitude and aptitude to be SAP Mentors, please also nominate candidates who stand out but don’t exactly fit into to the usual SAP mold. Yes, we’re talking about assortment too – females, young talent, and business-oriented folks. We’ll take care of the inclusion part.
  • Join our upcoming SAP Community call on April 9, where Stephanie RedivoMoya WatsonHana Nagel, and I will kick off the conversation about the important part that diversity and inclusion play in our technology community.

Do you have a similar or different opinion about diversity and inclusion?

Jason Cao is the SAP Mentors program lead.

This story originally appeared on the SAP Community.

Categories: What's New

Digital HR Moves Faster in Growth Markets

SAP News - Thu, 03/29/2018 - 14:30
Small and midsize companies are on the brink of a massive change. As digitally enhanced business models, connected products, and automated processes become the norm, employees are demanding a shakeup in every aspect of the workplace as they try to keep up.

Meanwhile, large organizations watch how smaller businesses are impacted first by the digital wave to determine the most-innovative ways to make their workforce more agile.

This desire for internal change is not entirely unwarranted. The workforce mindset, knowledge, and culture can actually get in the way of a successful digital strategy, according to the IDC interactive guide, “HR Transformation and the Digital Journey: How Small and Medium-Sized Businesses Can Deliver Strategic HR.” When ignored, these three factors can bring a business to a downward spiral of mass employee disengagement, new talent indifference, and revenue-sapping inefficiency and complexity at even a faster pace, given their size.

I experienced this firsthand when I left a business-to-business startup for SAP. During the interview process, I was asked a series of questions about HR and business priorities being considered for the next 12 months. I was so nervous when I accepted the job, thinking that my experience at a startup would not meet the demands of a big player like SAP. But to my surprise, we had already tackled these topics six to 12 months prior in the startup. I soon realized that my experience during the dot.com explosion – which gave me expertise in running an agile organization and a keen understanding of HR technology – allowed me to contribute quickly to these issues that the SAP HR team needed to confront head-on.

Source: “HR Transformation and the Digital Journey: How Small and Medium-Sized Businesses Can Deliver Strategic HR,” IDC, 2017.

So why are HR leaders not taking on these challenges directly? The reason is quite simple: They are less likely to be invited to the table to help lead digital transformation.

Why Digital Strategies Should be Focused on People

A digital transformation that delivers a competitive advantage requires an engaged and educated workforce. However, this cannot be done without the support of HR leaders who can address the three critical principles of successful digital initiatives that most CIOs, CTOs, and CEOs do not typically consider.

Align the workplace culture and business strategy with analytics
When it comes to acquiring and developing the right talent, it is important to align strategies and goals for talent management and development, business growth, and digital transformation.

This can be facilitated with intelligent analytics – such as predictive analytics, machine learning, and automation – that can help HR leaders shape the workplace culture and business strategy in parallel. The insights generated by these tools can inform business leaders about emerging operational imperatives that should be included in the digital strategy to meet the expectations of internal and external stakeholders, employees, suppliers, partners, and customers even before they happen.

Acknowledge and support workforce diversity
The more diverse and inclusive the workplace culture becomes, the more necessary it is to view the digital strategy through the lens of various segments of the workforce. Social experiences and generational and ethnic values can overshadow widespread technology adoption by coloring how people communicate and make decisions around hiring, developing, and managing talent.

For example, knowledge from retiring employees needs to be efficiently exchanged to empower a new generation of workers to succeed. The culture of newly acquired companies should be integrated into the overall business deliberately and respectfully. And the preordained biases (both conscious and unconscious) we all carry need to be removed from our decision-making processes.

Build a more engaged, productive workforce with technology
As HR leaders know, digital transformation can change how people – from employees to potential recruits – view the employer brand. It’s an opportunity to redesign processes, offer new transactional and administrative services, and shape new mindsets that will enable employees to deliver their best selves every day.

By tapping the HR function as a true partner, business leaders gain the expertise they need to keep employees engaged, empowered, and invested in a culture of innovation. Intelligent services and artificial intelligence, for instance, eliminate the frustration of manual routine tasks. A center of HR excellence drives one-to-many services such as onboarding, recruiting, succession management, and compensation planning. Plus, collaboration tools can bring the entire business together to provide feedback on organizational experiences and mentor employees who are ready to be developed for new roles.

HR Expertise Maps a Clear Path to Digital Success

From facilitating administrative services to creating a vision for the future of work, HR leaders certainly have their hands full. But no responsibility is more important than helping every employee embrace the changes required to move the business forward competitively. Fortunately, HR leaders are uniquely qualified – and prepared – to understand the workforce’s readiness for such change and to earn the support and commitment of every business leader and employee.

Find out the key trends and actions that make HR organizations uniquely qualified to address the challenges 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.

Brigette McInnis-Day is chief HR strategy and digital transformation executive at SAP SuccessFactors.

Categories: What's New

Accenture to Acquire MXM, a Content-Powered Digital Marketing Agency

Accenture News - Thu, 03/29/2018 - 12:35
NEW YORK; March 29, 2018 – Accenture (NYSE: ACN) has entered into an agreement to acquire New York-based digital agency, Meredith Xcelerated Marketing (MXM), a content-focused leader in integrated marketing, cross-channel strategy development and creative execution. The acquisition will bolster the capabilities of Accenture Interactive in creative services, data-led marketing execution, content strategy and digital marketing.  
Categories: What's New
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