What's New

SAP Wins Record Five Glassdoor Employee’s Choice Awards

SAP News - Wed, 12/06/2017 - 15:00
In the 10th annual Glassdoor Employee’s Choice Awards, SAP has set a new record, receiving the maximum of five Glassdoor awards in major markets.

In the 10th annual Glassdoor Employee’s Choice Awards, honoring the ‘Best Places to Work’ in 2018, SAP has been chosen as the No. 1 Best Place to Work in Canada and ranked as a top employer in major markets Germany, U.S., France, and the UK.

SAP is one of only two employers to receive all five Glassdoor Best Places to Work awards. Per Glassdoor, no other employer has managed this before.

“Receiving the award in our key markets is a strong endorsement of our efforts to provide a consistent and meaningful employee experience across the globe,” says Stefan Ries, chief human resources officer and member of the Executive Board of SAP SE.

Unlike other workplace awards, there was no self-nomination process for Glassdoor awards. The award is entirely based on feedback from more than 6,600 employees, who voluntarily and anonymously shared a review of SAP on the Glassdoor website.

“What I love most about this achievement is that it relies solely on the input of employees, who have provided feedback on their job, work environment, and management,” said Barbara Althoff-Simon, global head of Talent Acquisition at SAP.

The award does not only create transparency about the work environment. Per Glassdoor data, more satisfied workers lead to better financial performance.

“This is a huge win for SAP,” said Matthew Jeffery, head of Global Employer Branding and Sourcing, SAP. “Glassdoor is crowdsourcing at its purest and best. Reviews left — good and bad — are real and authentic, and we are fortunate that our employees have made us the No. 1 company to work for in Canada, No. 2 in France, and No. 3 in Germany.  That’s an incredible achievement and underlines how far SAP has come and is now recognized as a truly great place to work.”

While Glassdoor only evaluates in the U.S., UK, Germany, Canada, and France, all regions have provided significant input Congratulations, SAP!

Employees who took the time to share their perspectives on what it’s like to work at SAP provide valuable feedback to the company. Writing a review on Glassdoor takes less than five minutes, and it gives you a platform for your voice to be heard. Your review will directly help SAP recruit new, outstanding talent. Simultaneously, it offers SAP ways to improve its recruiting solutions thanks to employee feedback based on interviews. You can post a review here (as well as see first-hand what employees are saying).

For more information, visit glassdoor.com/sap.

Categories: What's New

The Factory of the Future Needs People

SAP News - Wed, 12/06/2017 - 13:45
The leaders of Kibar Holding know that acquiring technology is easy, but employee engagement, like love, is something that can’t be bought.

“Our goal is to be the Industry 4.0 leader in Turkey,” says Ufuk Özdemir, group HR director at this large Turkish conglomerate dealing in steel and aluminum and exporting to over 100 countries. “The only way to achieve this goal is to have engaged employees with the right skills. Yes, we are investing in machines, but we’re also investing heavily in people.”

The Factory of the Future

Manufacturing executives realize that Industry 4.0 is revolutionizing the factory of the future, but there is a widening gap between ambition and transformative action. As KPMG explains in a paper titled “Beyond the Hype,” the challenges are manifold. Strategy, business model, technology, systems, and processes are all part of the equation for success, but the biggest challenge is people.

The fourth industrial revolution demands significant change. New ways of working, new skills and capabilities, new operating models, and new roles and responsibilities will be required. This means manufacturers must adjust their talent strategies to acquire and retain the skills needed to operate in the Industry 4.0 environment. A new culture is needed to manage new “digital employees” and to encourage greater innovation, collaboration, and risk taking.

According to research by Deloitte about the augmented workforce of the future, this new culture will be especially critical because even though tasks are being automated, the human parts of work are becoming more important. Skills such as empathy, communication, problem solving, persuasion, personal service, and strategic decision making are more valuable than ever.

The task at hand for human resources (HR) professionals now is to find leaders who can develop visionary talent strategies and are open to partnering with outside organizations to diversify the recruitment pool. They must find creative ways to position Industry 4.0 as a competitive differentiator.

Mastering Your Own Career

One way to become a leader in Industry 4.0 is to be perceived as a “cool” place to work. Because the company is technologically advanced, data-driven, and highly innovative, Kibar can attract new talent to the industrial sector.

But with 23 companies, the group has always had a hard time keeping track of its workforce. Kibar is a diversified industrial group for metal, automotive, packaging, construction materials, real estate, logistics, and energy.

One key requirement was to have a leadership model that fostered knowledge sharing across the various companies. A manager who has improved efficiency in a car parts factory could probably do the same in a ketchup factory. But to enable such synergies, Kibar needed one view of its workforce and shared talent management processes.

The company decided to implement SAP SuccessFactors solutions to get a single view of its talent and to centralize HR processes. Kibar’s new HR system, called Maestro, enables employees to take employment opportunities into their own hands and be the masters of their own career development. It’s a win win approach. Employees are more engaged, and Kibar has also become more agile due to the ability to deploy its talents across the firm.

“Thanks to the solutions, we can easily track and report on competency gaps per entity, per company and for the entire group. Our goal was to make every manager, everywhere, an HR manager for his team. But to do that, you need a system that’s simple to use. That’s one of the many benefits of the SAP SuccessFactors solutions,” says Ufuk.

Maufacturing today requires rejuvenation in many areas, especially when it comes to drawing next generation talent into the workforce. Thanks to technology, Kibar is now able to cascade goals and knowledge across the entire group and track and measure the competences it needs to remain one of Turkey’s most successful companies.

And thanks to its forward-thinking people strategy, Kibar is certainly well positioned to be Turkey’s leader in Industry 4.0.

Follow me on Twitter: @magyarj

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

Categories: What's New

Saving Lives in Real Time

SAP News - Wed, 12/06/2017 - 11:55

The No. 1 killer in the world is not wars, traffic accidents, or natural disasters — it’s heart disease.

When a missed second can be the difference between life or death, groundbreaking innovators like InCor, Latin America’s biggest heart institute, turn to technology powered by SAP Leonardo to save lives while also helping ensure more humanized healthcare.

Categories: What's New

What Intelligent Enterprises Can Expect from SAP Support in 2018

SAP News - Wed, 12/06/2017 - 10:15
In this exclusive interview, Andreas Heckmann, global senior vice president and head of Support Delivery for SAP Digital Business Services, looks back at SAP’s incredible support transformation and ahead to what’s in store for intelligent enterprises in 2018 from innovations like machine learning and embedded support.

Andreas Heckmann, global senior vice president, head of Support Delivery at SAP Digital Business Services

Q: What are you hearing from SAP customers about support in this era of digital transformation – any major epiphanies?

A: Many customers describe their journey as one of becoming an intelligent enterprise. Everyone has new expectations from the resultant changes that encompass both technology and people. Core business processes, traditionally called mission or business critical, are turning into real-time processes. Running 24/7, 365 days a year, companies have a much lower tolerance for unplanned downtime and performance problems; they are dependent on real-time availability. We’re also seeing a workforce change with generations X, Y, and Z moving up the ranks. In addition, business partners are working together with IT experts as customers flock to cloud-based solutions.

Considering the business hurdles customers face, what are the top priorities every company should demand from support in 2018?

First, customers need support that moves away from traditional reactive mode to proactivity. Problem avoidance uses new self-healing technologies. If support sees that something isn’t right, customers should expect us to act and fix it.

Second, the new workforce wants more choice in support channels, including self-service rather than interacting with an expert. When a customer does interact with experts, they want to do it live.

Third is support that’s built into the product so customers can get the expert they need without leaving their working environment. They shouldn’t need to go to another portal, make a phone call or write an email.

Fourth, in the increasingly complex intelligent enterprise environment with multiple technologies, support must provide a one-stop shop so customers aren’t scrambling to figure out who to talk with for immediate answers.

How is SAP support meeting these new expectations?

We are constantly double-checking everything that we’re doing. For example, we redesigned the SAP Support Portal to make it more user-friendly and intuitive for a mobile-first world. Now whether a customer uses a browser, iPad, or smartphone they easily receive the information they need. The SAP ONE Support Launchpad, which is accessed on the portal, provides customers with a highly personalized experience. Despite having greater functionality in the launchpad, customers see less when they log on because the information is focused on what’s most relevant to them.

Equally important, we introduced real-time support options. Customers can select the Expert Chat button to quickly reach the most experienced support person available on the topic. With our Schedule an Expert service, they can also schedule a time to speak with an expert, like making a doctor’s appointment with support to talk at their convenience.

Can you share some examples of business outcomes customers have experienced as a result of SAP’s transformation?

Customer feedback has been overwhelmingly positive. Expert Chat is a great example. Traditional tickets took several days of back and forth between SAP and the customer to final resolution. Today’s average chat session duration is about 30 minutes, and we’re solving two-thirds of cases that quickly. Already strong, our customer satisfaction levels with Expert Chat service and Schedule an Expert are sky high. We’ve also made the knowledge from our thousands of support experts searchable via Google. To date, millions of customers have viewed our support-created SAP Knowledge Base Articles.

What can customers expect from SAP support in 2018?

We began providing a public view on the cloud service status of our solutions with the SAP Cloud Trust Center. We also provided customers with a personalized view of availability in their cloud environment for the first set of solutions in the Cloud Availability Center, which we plan to expand to more products in 2018. We plan to offer more channels and choices to customers, including extended tasks on mobile devices, and a new mobile app for support. Machine learning is another area we’re very excited about, with algorithms and chat bots on our development road map. We’re currently using algorithms to solve known problems, and exploring chat bots for more complex support issues. Our engineers are using machine learning services internally, testing and training the systems and algorithms before giving to customers. We’ve piloted beta tests of built-in support for SAP S/4HANA Cloud, and plan to move into additional cloud solutions in 2018, adding new functionality with quarterly releases.

Follow me: @smgaler

Categories: What's New

SAP Unveils New SAP SuccessFactors People Central Hub to Help Accelerate Digital Transformation

SAP News - Wed, 12/06/2017 - 10:00
SOUTH SAN FRANCISCO — SAP SE (NYSE: SAP) today unveiled a new way for customers to simplify and speed the use of cloud-based people and organizational data across their businesses with the SAP SuccessFactors People Central Hub solution.

The need for people and organizational data across the enterprise is vital, but integrating this data from disparate systems is complex and expensive. SAP SuccessFactors People Central Hub helps solve this by easily consolidating people and organizational data from legacy systems into a central, cloud-based hub where it’s then integrated and available for use with SAP enterprise applications, such as SAP S/4HANA.

Designed as a simple, scalable tool for SAP customers to kick-start their digital HR transformation and move to the cloud, the benefits of SAP SuccessFactors People Central Hub include:

  • Fast time to value: Packaged integration built and maintained by SAP helps reduce the cost and risk of expensive, complex point-to-point integrations of people and organizational data to other SAP enterprise systems.
  • People-first: Simplified data consolidation means customers can accelerate their digital HR transformation by quickly providing their workforce with engaging, informative and delightful new experiences, such as mobile access to organizational charts and employee profiles. For example, customers can quickly begin using the recently redesigned mobile app, developed through a partnership with Apple, for iOS devices.
  • Future-proof: Flexible deployment alongside the industry-leading SAP SuccessFactors HCM Suite provides new options for each customer’s unique cloud journey and protects existing investments.

“With many organizations in the midst of digital transformation, the most dynamic ones have realized that putting people first guarantees the best result,” SAP SuccessFactors* President Greg Tomb said. “Access to rich data is pivotal to any people-first strategy. But many organizations are having trouble effectively centralizing information stored in a range of legacy systems. SAP recognizes the role seamless connectivity plays in enabling an intelligent enterprise, and we’re thrilled to launch SAP SuccessFactors People Central Hub to help customers turn purpose into performance by unlocking their people and organizational data.”

SAP SuccessFactors People Central Hub is another step toward providing customers with connected enterprise applications. By integrating third-party legacy core HR solutions with SAP offerings — including SAP S/4HANA and SAP Fieldglass solutions — and by increasing access to people and organizational data across the enterprise, companies can take an important first step to the cloud and digital HR transformation.

For more information, visit the SAP SuccessFactors website and the SAP News Center. Follow SAP SuccessFactors solutions on Twitter at @SuccessFactors and SAP 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
United States Only: 1 (800) 872-1SAP (1-800-872-1727)

For more information, press only:
Geraldine Lim, SAP, +1 (415) 418-0945, geraldine.lim@sap.com, PT
SAP News Center press room; press@sap.com
Tim Scarfe, LEWIS Communications, +1 (510) 399-9032, tim.scarfe@teamlewis.com, PT

*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.
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

Accenture's George J. Franz Receives St. Isidore Army Cyber Award

Accenture News - Wed, 12/06/2017 - 07:59
ARLINGTON, Va.; Dec. 6, 2017 – Maj. Gen. George J. Franz, USA (Ret.), a managing director with Accenture Federal Services (AFS), has received the Saint Isidore Army Cyber award, which recognizes individuals who demonstrate exceptional initiative, leadership, insight and cyber excellence within their area of expertise. 
Categories: What's New

'Digital Fragmentation' Poses Threat to Businesses' Global Growth and Innovation According to Accenture Report

Accenture News - Wed, 12/06/2017 - 04:59
NEW YORK; Dec. 6, 2017  – A new report from Accenture (NYSE: ACN) warns that ‘digital fragmentation’ – the rise in restrictions on the free flow of data, IT products, IT services and IT talent across country borders – is disrupting the global business environment and could inhibit companies’ strategies for growth and innovation. 
Categories: What's New

SAP Opens New Co-Innovation Lab at North America Headquarters

SAP News - Tue, 12/05/2017 - 15:00
NEWTOWN SQUARE, Pa.SAP SE (NYSE: SAP) today announced the opening of a new SAP Co-Innovation Lab at its North America headquarters in Newtown Square, Pennsylvania.

SAP Co-Innovation Lab locations provide infrastructure and space for SAP and its partners and customers to co-innovate new solutions to the most pressing challenges organizations face in the digital economy. This new lab, SAP’s second in North America, will have a specific focus on creating business applications that deal with emerging technologies, such as the Internet of Things and Big Data analytics.

Through collaborative framework and emphasis on co-innovation, these SAP labs accelerate the creation of new solutions that span multiple industries. With benefits that include project support, reduced development costs and shorter time to market for new applications, SAP’s partners will be able to provide more value to customers, generate new business and build new alliances. Customers will also be able to take direct advantage from additional access to expertise and technology to transform ideas into solutions at a much quicker pace.

The new SAP Co-Innovation Lab in Newtown Square brings SAP’s global total to 15, with others located in Germany, Brazil, India and China, among other places. The first was opened in 2007 in Palo Alto, California.

These labs are a testament to the important role SAP’s partners play in a customer’s digital transformation journey. Whether it’s the business challenges of today or the anticipated ones of tomorrow, SAP enables its partners to provide customers value in the digital economy.

“Co-innovation builds an agile and vibrant partner ecosystem that drives value through external expertise in digital technologies, hardware and networks,” said Rodolpho Cardenuto, president, Global Channels & General Business, SAP. “Today with the launch of the co-innovation lab on the U.S. East Coast, we are strengthening the innovative power of SAP and its partners in North America by expanding our digital ecosystem in the region.”

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

Media Contact:
Steve Collins, +1 (617) 335-5456, st.collins@sap.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

Three Business Rules to Forget in the Digital Era

SAP News - Tue, 12/05/2017 - 11:15
When it comes to digital business, Andrew McAfee knows a thing or two. A principal research scientist at MIT, prolific writer, and management expert, McAfee is a leader in understanding and explaining how digital technologies are changing business, the economy, and society.

At the recent SAP Leonardo Live event in Chicago that focused on digital transformation, McAfee urged his audience to throw out the business playbook they’ve been using for the past 30 years.

“The right way to run a factory in the steam era became a really, really bad way to run it in the era of electrical power,” he said. “Similarly, during a technology transition — and afterwards — the advice you used to follow becomes bad advice.”

McAfee explained that fast, profound shifts are occurring in three key areas: process, company, and industry. And he provided a new playbook to help companies navigate those changes and succeed.

Process: From People to Machines

The traditional wisdom about process, which McAfee defines as “getting stuff done,” is to let machines handle the routine work like accounting or record keeping, and have people use their accumulated wisdom to make the judgements calls. This is the playbook of yesterday.

Profound shifts are occurring in three key areas: process, company, industry

McAfee explains that in most companies, decisions have typically been based on the highest-paid person’s opinion, or “HiPPOs.” They follow their gut, past experiences, and education, but they are being threatened by what McAfee calls “the Geek” — people who use data to make decisions.

“When the Geek needs to make a tough call, they gather evidence, do the best analysis they can, then they follow the evidence — even if it doesn’t go along with their gut or their experience,” McAfee explains.

“But here is where things get interesting,” he says. “In 136 studies of decision making by HiPPOs versus Geeks, 48 percent of the time HiPPOs added nothing over Geeks’ approach. Furthermore, 46 percent of the time HiPPOs provided an inferior decision. HiPPOs were only clearly better in eight percent of the cases. We need to make HiPPOs an endangered species.”

McAfee believes that with artificial intelligence (AI) and machine learning, “Now we have a new toolkit to help us sift through these crazy amounts data, see patterns, and make very sophisticated, accurate judgements in extremely complicated situations.”

He explained that AI and machine learning technologies have leapfrogged much further ahead today than anyone could have anticipated, and are ready to take over making judgement calls.

“Go is 3,000 year old Asian strategy game. Computers have been laughably bad at Go. Until last year, when the world’s best Go player became a computer,” said McAfee.

Analyzing the game played by AlphGo, a Google AI company, experts focused on one particular move — move 37 — that made no sense to human players but ultimately helped the machine win. The lesson learned? AlphGo doesn’t just play the game better than we do, it plays differently than we do.

McAfee is optimistic: “Together with machines, we’re going to make progress in some very difficult areas. And when we rewrite the business playbook, remember: machines are demonstrating excellent judgement.”

Company: From Core to Crowd

“For about 25 years we’ve been telling business that to succeed they need to strengthen their core — ‘core competency, core strength, core capabilities,’” said McAfee. “The idea of the core is a small number of things that differentiate you from competitors, realize value for customer, help you succeed in your markets.”

But, he explains, now there are millions of interconnected adults on the internet and if you can activate the energy of the crowd, amazing things can happen.

McAfee provided an example where a Harvard Business School expert on crowd sourcing and innovation Karim Lakhani worked with the National Institute of Health (NIH) and Harvard Medical School to try and improve the ability to sequence human white-blood cell genomes. They got good results.

But when Lakhani opened up an online competition to the crowd as an algorithmic challenge they got amazing results in both accuracy and speed. McAfee says the top results, “showed an improvement that was three orders of magnitude faster, without sacrificing accuracy,” compared to the NIH and Harvard Medical School results.

“We’re seeing companies that don’t focus on growing their core. They embrace the crowd from the start,” said McAfee. “We will see how this plays out. But when we rewrite the business playbook, we need to remind ourselves: the crowd is surprisingly wise.”

Industries: From Industry to Platform

“I grew up in McKinsey understanding the playbook rule: There is no substitute for knowing an industry inside and out. For the past 30 years, the business playbook has said industry structure determines successful business models,” said McAfee.

But in three very different industries McAfee argues that platform is making the difference when it comes to disruptive innovation.

Take the smart phone industry: The defining moment was when Apple opened up the App Store as a platform for outside developers. For urban transportation, it was Uber and now group fitness is being transformed with ClassPass, a platform that allows people to take classes at gyms by subscribing as members to ClassPass, not the gym.

McAfee explains: “ClassPass says, ‘Don’t join a gym. Sign up with us. You can pick whatever classes you want and get variety.’ To gyms they sayY ‘you have some empty spaces. We can fill them. You won’t get the full price but some revenue is better than none.’”

Like with Apple and Uber, the platform for ClassPass brings together products, services, sellers, and consumers.

If platforms work, McAfee believes there are many advantages: You get the network effects of increased demand, companies can control the rules of engagement. With an open platform, you can crowd-source innovation and get additional information, which is used to create better pricing and matching of services.

This blows apart the distinct industry-sector differences people used to assume fueled growth and replaces it with the mandate to find the right platform for your business.

McAfee concludes, “I am pretty confident that the successful businesses of tomorrow are going to have a lot more machines, platforms, and crowds in them than today. I am really confident that following the industrial-age business playbook is a really good recipe for failure.”

Categories: What's New

SAP S/4HANA: Personalizing the Consumer Products Industry

SAP News - Tue, 12/05/2017 - 10:15
As the demand for tailored products continues to surge, the race is on for IT to get consumer goods to market faster.

At their local EDEKA grocery store, customers may have noticed they can now buy ready-made packages of mymuesli breakfast cereals — something of a novelty as mymuesli’s business model is all about letting the customer design their own individual cereal mixes. That approach generally works best for the Passau, Germany-based company by selling to the customer directly in its Web shop. The packages being sold through “middle men” like EDEKA, on the other hand, are “mainstream” mixes – those intended to satisfy the tastes of as wide a public as possible.

“We are trending more and more toward the segment of one,” explains Wolfgang Wagner, director of the Consumer Products Industry business area at SAP. “You no longer have that one single product that everyone is flocking toward.”

In short: the producer market is turning into a consumer market.

KPMG: Customers Want Custom Products

Consulting firm KPMG came to the same conclusion in its latest Consumer Barometer. According to the analysts, 54% of consumers queried were more interested in customizable products than mass market offerings; 60% said they had had already configured foodstuffs to their personal preference; and 40% expect companies to offer more personalized products in future. Only one in four were not interested in individualization.

This market trend is having an impact, transforming product lines: As the demand for a personalized user experience increases, manufacturers are churning out a ever wider range of offerings, in ever smaller lot sizes.

“Retailers aren’t necessarily selling more quantities of muesli, milk, beer, or whatever. What they are selling is a greater variety of those products,” explains Wagner.

That means the number of deliveries is going up as well, with smaller quantities per shipment. Gone are the days of a single delivery containing a thousand packages.

The dilemma: Despite the plethora of new products and different packaging and palletizing requirements as a result, IT systems still have to be able to get those products out the door and to the customers reliably and efficiently.

“System performance – in other words, speed – is becoming ever more important in this process,” says Wagner.

The experts at KPMG agree: Manufacturers need to adapt their production processes to the smaller lot sizes – albeit at their own expense. Summing up, IT innovation is crucial to stay competitive, but it’s not a sure-fire guarantee for higher revenue.

Individualization Means Different Products, Not More

A CIO’s challenge is to decide whether or not to give the user department the freedom to proactively create new article numbers with different palletizing in order to launch new products onto the market quickly.

“This freedom can quickly lead to the systems no longer being able to cope with the performance requirements,” explains Wagner. And he adds that even if IT does optimize these processes, it doesn’t necessarily mean you’ll sell more product.

Still, manufacturing departments do not have a lead time of several weeks to react to new requirements – to avoid losing the business opportunity, they have to react immediately. Wagner already has the impression that “the share of small manufacturers is growing, and that the high-volume market is cannibalizing itself into a niche market.”

Case in point: the brewing industry, where specialty craft beers are the order of the day. Established breweries such as Radeberger, should have no problem thinking in smaller units. Should the craft beer sector develop into a lucrative and core business, it can easily be integrated into the sales and marketing processes, with recipe development and material data managed centrally.

One thing is for sure: with the product mix shifting more toward mixed, specialty, and non-alcoholic beverages, the percentage of “pure full beers” continues to decline steadily.

SAP S/4HANA: Identify Demand, Create Forecasts, Keeping Inventory to a Minimum

IT is facing new requirements, which it must reflect in its systems.

  • Know the needs: Companies have to be able to recognize the needs of their customers early on. They need to analyze sales as precisely as possible, spot trends, and use social media to capture market sentiment and understand consumer requirements. Only then will they be able bring appropriate, tailored products to market early enough.
  • Avoid bottlenecks: The faster the products change, the more important it is to be able to reconcile and adjust target and actual figures. Breweries need to know in advance if they have enough empty bottles available for upcoming production, for example. The “classic,” standard-issue beer bottle is slowly disappearing as breweries turn more and more to unique designer bottles. This in turn makes it more difficult for other brewers to find enough empties for their own product. “You have to pre-order the glass for custom-design bottles 18 months in advance,” says Wagner.
  • Simplify ordering: Since real-time systems can detect bottlenecks and requirements, the next step is to turn that insight into action. At best in no time at all. If your inventory starts getting low, you can select suppliers and reorder materials using the same “Insight-to-Action-Panel.”

Amazon Fresh Puts on the Pressure

Amazon Fresh shows that it’s worth having this new transparency available in the systems in real time. Food producers seeking to sell their products through Amazon’s food delivery service are required to supply online retailers with product data at high speed.

“You can’t just wait around for the nightly batch run,” explains Wagner. If you want to be successful, you have to be prepared. Instead of joining Amazon Fresh, some companies in the industry such Radeberger have taken to refining their own, comparable delivery models.

Those that include SAP S/4HANA in their approach stand to benefit. Food retailers in Germany currently make just one percent of their turnover with products they offer online. This is quite meager in comparison to France and England, for example, where online business accounts for six and eight percent of revenue respectively. So there’s still plenty of room to grow online.

Learn more:
Don Gordon, global marketing director of the Consumer Products Industry at SAP, explains the benefits of the SAP S/4HANA solution in three short videos:

Top image via Shutterstock

Categories: What's New

U.S. Consumers Turn Off Personal Data Tap as Companies Struggle to Deliver the Experiences They Crave, Accenture Study Finds

Accenture News - Tue, 12/05/2017 - 08:58
New York; Dec. 5, 2017 – U.S. consumers are locked in a vicious circle with brands over customer experience, according to new research from Accenture (NYSE: ACN). While 44 percent are frustrated when companies fail to deliver relevant, personalized shopping experiences, nearly half (49 percent) are concerned about personal data privacy as they subscribe to intelligent services designed to understand and anticipate their needs. Poor personalization and lack of trust cost U.S. organizations $756 billion last year, as 41 percent of consumers switched companies. Without deeper customer insight, companies cannot deliver the experiences they crave.
Categories: What's New

Accenture Selects Annapolis-Based Celedon Partners as "Small Business of the Year"

Accenture News - Tue, 12/05/2017 - 07:59
ARLINGTON, Va.; Dec. 5, 2017 – Accenture Federal Services (AFS) has selected Annapolis-based Celedon Partners as the recipient of the “Small Business of the Year” award for its outstanding work helping AFS deliver innovative solutions. 
Categories: What's New

Accenture to Host Conference Call Thursday, Dec. 21, to Discuss First-Quarter Fiscal Year 2018 Results

Accenture News - Tue, 12/05/2017 - 07:59
NEW YORK; Dec. 5, 2017 – Accenture (NYSE: ACN) will host a conference call at 8:00 a.m. EST on Thursday, Dec. 21, to discuss its first-quarter fiscal year 2018 financial results. A news release containing these results will be issued before the call.
 
Categories: What's New

Lords of the Functional Rings

SAP News - Mon, 12/04/2017 - 14:45
Sparkling diamonds and precious metals are timeless symbols of commitment for millions of married couples around the world. Traditional wedding rings symbolize the covenant of marriage, but they can sometimes be a bit uncomfortable, especially for people living active lifestyles.

Southern California, 2012: Two friends, KC Holiday and Ted Baker, have recently married their respective wives and are dealing with the day-to-day struggle of metal wedding bands. Cumbersome, heavy, uncomfortable. They began looking for alternative solutions, but nothing existed.

“We were just a couple of guys who wanted to be able to wear our wedding rings in our everyday lives, and the metal rings that we were wearing at the time didn’t necessarily make sense with our lifestyles,” says KC Holiday, co-founder of QALO Inc.

So, they set out to build their own solution. Their goal was to make a more comfortable, safer, and better suited ring for vigorous activities. After a few prototypes and tweaks to the design, KC and Ted debuted QALO in 2013. A silicon-based “functional wedding ring” that symbolizes love and commitment and emphasizes quality, athletics, and the great outdoors.

“We wanted QALO to be about something that was greater than just wearing a ring. It’s really representing who you are as a human being, what’s important to you,” adds co-founder Ted Baker. “I always say the most important things that happen in your life will happen from the moment you get married until the moment you die. So, representing that was always very important to me. And the people that it’s important to as well, those are the people we wanted to attach to,” he said.

A lot of people at that. Within months of the product launch, thousands of people wanted to get their hands on the rings. Soon, millions joined the QALO community and began proudly wearing the innovative rings — including major sports figures like Stephen Curry and Ashton Eaton.

“We wanted QALO to be about something that was greater than just wearing a ring. It’s really representing who you are as a human being, what’s important to you.”

– Ted Baker, CEO and co-founder, QALO

The fast success of the silicon-based rings produced a level of growth most startups can only dream of: explosive growth that was indeed exciting, but equally overwhelming for the young company.

Ringing the Growth Bell

Online orders were booming and the need to transform operations quickly became a focus.

Watch a video

But where to begin? QALO was a growing startup that wanted to continue expanding online and also to infiltrate brick-and-mortar retailers. They knew the time was fast approaching to invest in an enterprise resource planning (ERP) solution that could help scale and run their business end-to-end. As Holiday describes, the company needed to find the right tools to implement and get out of the way of their own growth.

QALO chose a business management software specifically designed for small and medium-sized enterprises to help scale the business while allowing the company to keep ownership of its data.

“We discovered inefficiencies throughout our infrastructure. When you’re growing from 10 to 65 people in a short period of time and there’s so much growth in your revenue as a company, you start to really see where you’re bleeding. We now have a magnifying glass over our customers and are able to really put Band-Aids over wounds as quickly as possible and start to adjust our behavior in order to financially scale the business in a manner which would be fit for a company of our size,” said Baker.

As Baker and Holiday continue to fine tune the company, the QALO team is looking forward to learning more about their business by reading between the data and finding true value in the numbers.

“I think everybody sees the value of understanding your business from a finance perspective. It’s incredible,” says Baker.

Be on the lookout for QALO rings the next time you are at the gym or on a hike.

Learn more about QALO’s growth and experiences with SAP
Categories: What's New

Three Steps to Fast, Accurate Digital Tax Compliance

SAP News - Mon, 12/04/2017 - 10:30
Taxes are not on the top of people’s minds when thinking about digital transformation. While new data-driven business models are emerging in all lines of business, tax compliance typically comes as an afterthought, if at all. But that can be a costly mistake.

Tax authorities around the globe have realized that new business models, especially those related to digital assets, can lead to loss of tax collection. For example, the European Community estimates an annual gap in VAT collection at above 150 billion euros. Therefore, tax authorities worldwide are embracing the latest technologies to crack down on tax evasion.

Frontrunners in the technology race are the Brazilian tax authorities. They were the first to introduce electronic invoicing more than a decade ago, a trend that has spread across Latin America and Europe. Having accurate, real-time information from taxpayers allows authorities to match with the periodic tax declarations and detect inconsistencies with ease.

In addition, authorities are requesting more detailed information from the companies in form of audit files, like SAF-T (Standard Audit File for Tax as established by OECD), to further validate the correctness of companies’ tax assessments.

This evolution has led to two key challenges for companies. First, they must be prepared to fulfill the new digital obligations like electronic invoicing and audit filing. Second, they must also ensure that the data they submit is correct, because authorities will detect non-compliance more easily than in the past.

Responding to the growing compliance demands is not only a question of having the proper tools. It also requires a systemic approach to help ensure tax compliance throughout the whole value chain.

Three Steps to Digital Transformation in the Tax Function

The road map for digital transformation in the tax function can be thought of as a value staircase.

Step 1: Ensure the Company is Tax Compliant

This means fulfilling all legal obligations — digital or not — in time and with accurate data. This can prove a challenge from a purely technical perspective, especially when new requirements are introduced in a short time, for example, the introduction of “SII” electronic invoicing in Spain in July 2017.

SAP eDocuments or the Brazilian SAP Nota Fiscal Eletrônica are robust and well-integrated solutions that enable customers to fulfill the corresponding legal requirements by transmitting transactional documents in real time and in the required format to the authorities

A key concern, however, is the accuracy of the tax data. Many companies have poor visibility into their data quality, because tax-relevant data is often spread over multiple systems and even kept outside the system — for example, in spreadsheets. Consolidating this data in the short timeframe during period close is typically a stressful task for the tax departments. Aside from the time pressure, they must also implement late corrections or adjustments — for example, when invoices have been posted with incorrect tax during the period. This situation leads to a challenge that often cannot be solved in a satisfactory way and leaves the company exposed to the risk of incorrect tax filing.

SAP Tax Compliance is a solution that helps companies gain visibility into their tax data quality by establishing an SAP HANA-based central tax repository on which checking rules — such as, those provided by tax advisory firms — are applied to identify compliance issues. Furthermore, it provides tools to establish a governance for rectifying identified issues with powerful workflow and monitoring tools.

Step 2: Ensure Compliance at Minimum Cost

Once companies have the tools and processes in place to manage the accuracy of their tax data, it is still a challenge to deliver the periodic obligations efficiently. This is especially true for complex obligations like SAF-T audit files, which many companies struggle to generate in time and quality. Often companies use a multitude of tools, including spreadsheets and manual workarounds, which makes the whole fiscal closing process cumbersome and non-uniform.

SAP Advanced Compliance Reporting and the Brazilian Tax Declaration Framework are modern, SAP HANA-based reporting platforms that centralize the generation of periodic legal reports like tax returns and audit files in a user-friendly application with a standardized user experience. They work on a single source of truth from an SAP S/4HANA system, and include features like embedded analytics and audit-proof adjustment capability. This helps to accelerate the fiscal closing process. According to customer testimonials, efforts spent to generate monthly tax declarations have been reduced by approximately 50 percent.

Step 3: Maximize Tax Automation

SAP Tax Compliance and advanced compliance reporting help companies to efficiently rectify compliance issues before they are reported and speed up the fiscal closing process. The ideal situation, however, is to always have accurate automatic tax determination for all transactions in the first place, so that subsequent corrections are not needed at all.

The challenge here is that setting up tax calculation in enterprise resource planning (ERP) systems like SAP ERP or SAP S/4HANA requires expert knowledge and keeping this information constantly up to date with legal changes is cumbersome. This leads to a high risk of human error, especially when non-tax-professionals need to make tax decisions — for example, a purchaser having to choose a tax code in a purchase requisition. These errors usually propagate until the tax declaration and hence create risk of incorrect tax filing, or require additional cost and effort to make the needed rectifications.

SAP Tax Service is a cloud-based tax determination and calculation engine that provides constantly updated tax rules and rates for more than 90 countries in a full SaaS model. The solution removes the burden of the companies having to set up and maintain tax rules. Moreover, it supports accurate tax determination by helping eliminate human error. It is currently available in combination with cloud solutions SAP Ariba Spot Buy, SAP Hybris, and SAP Anywhere. Integration into SAP S/4HANA Cloud is being studied.

Proactively Identify Tax Risks and Opportunities

These three steps can help companies to improve their tax compliance gradually and to respond adequately to the growing demand from the tax authorities around the globe.

Engaging in a digital transformation of this kind can bring further benefits beyond “mere compliance.” Having a single source of truth with accurate tax data allows companies to use advanced analytics — for example from SAP Leonardo — to identify opportunities for tax savings or risks of tax underpayments. Key performance indicators, such as tax-related compliance or financial risks and tax payments including forecasts, can be visualized in SAP Digital Boardroom and serve as a basis for strategic decisions that take fiscal considerations into account.

The SAP solutions presented in this blog can be found in the SAP Solution Explorer as SAP solutions for global tax management.

Top image via Shutterstock.

Categories: What's New

Accenture Pledges Thousands of Hours to Bring Coding to Students with 'Hour of Code' Activities

Accenture News - Mon, 12/04/2017 - 05:00
NEW YORK; Dec. 4, 2017 – Accenture (NYSE: ACN) employees across 56 countries have pledged to complete more than 10,000 Hours of Code and lead coding tutorial sessions around the world during Computer Science Education Week, Dec. 4-10, as part of the company’s commitment to helping students around the world build computer and science, technology, engineering and math (STEM) skills.
Categories: What's New

Accenture Appoints Financial Services Executive Wei Zhu Chairman of Accenture Greater China

Accenture News - Sun, 12/03/2017 - 22:59
SHANGHAI; Dec. 3, 2018 – Accenture (NYSE: ACN) has hired financial services executive Wei Zhu as chairman of Accenture Greater China, effective Jan. 1, 2018. He succeeds Chuan Neo Chong, who continues to work with Wei Zhu on a successful transition. 
Categories: What's New

IDC Study: Seven Insights into SAP S/4HANA

SAP News - Fri, 12/01/2017 - 11:30
Customers that have already migrated to SAP S/4HANA are beginning to see the added value, and putting their reservations aside. Tips from these forerunners include staying close to the standard system and using real-time information.

1. SAP S/4HANA: Two-Thirds of SAP Users

Two-thirds of SAP customers are planning their company’s future with SAP S/4HANA. According to the findings of the latest global survey conducted by market researcher IDC involving 300 SAP users, the question isn’t if  users plan to implement SAP’s latest enterprise resource planning (ERP) software and upgrade or replace the existing ERP system, but rather when.

2. Added Value: SAP S/4HANA Increased Employee Productivity and Reduces Costs

Expectations and concerns vary according to SAP users’ prior experience with the software. Customers already familiar with SAP S/4HANA are more than convinced that the software creates tangible added value. Are employees more productive, does the system really provide information in real time, does it reduce costs? While almost one in three SAP S/4HANA users recognize it as a driver and see the concrete added value, only one in five companies without any first-hand experience are convinced of the benefits.

3. Legacy Code Migration: Fewer Concerns from SAP S/4HANA Customers

When it comes to deploying modern software, users with prior SAP S/4HANA experience are finding it easier to put their reservations aside. Among these reservations are concerns about Legacy Code migration.Thirty-eight percent of companies that are still in the deliberation phase have expressed these concerns, yet for companies that have already used the software in practice, the percentage is only 17%.

4. Modern UX: Software Training is Vital

While 20% of companies currently considering a transition to SAP S/4HANA do not always feel the need to offer their employees seminars and training courses to educate them about the new software, this percentage is twice as large among companies that already have experience with SAP S/4HANA. Although the new SAP user experience provides users with a more intuitive user interface, this is still a transitional phase for employees who have been long used to the traditional SAP GUI, and must be closely supported.

5. On-Premise and Private Cloud Proving Popular: Public Cloud Deployment Model Still in the Minority

According to the survey, when companies implement SAP S/4HANA, most of them integrate their own systems, which can either be run or run independently. The majority — more than 40% of companies planning to transition to SAP S/4HANA or already use it — use the software in a private cloud or in the SAP HANA Enterprise Cloud. Just like the more than 20% of companies that have opted for the on-premise operating model, companies can also make customized adjustments. According to the IDC survey, among companies already deploying SAP S/4HANA, 15% have opted for the public cloud. Only the minority have streamlined their processes to allow them to follow the greenfield approach, and remain close to the standard.

6. In Practice: Majority use SAP S/4HANA Finance

Simplifying processes with support from SAP S/4HANA all started in finance. Even today, SAP S/4HANA Finance is right at the top in the SAP S/4HANA functions ranking. Forty percent of companies using SAP S/4HANA have already migrated their financial systems. Of the companies currently planning an SAP S/4HANA migration, 38% have also opted for SAP S/4HANA Finance. SAP S/4HANA for project management (37%), for HR (36%), and for ERP core processes (35%) are also proving popular among current SAP S/4HANA users. In contrast, functionalities for marketing (19%), procurement (22%), and supply chain management (23%) are currently proving less popular.

7. Implementation Tips: Stick to the Standard, Start out With Clean Data, Real-Time Information for Process Improvements

IDC conducted a web-based survey and face-to-face interviews with nine companies using SAP S/4HANA to find out what tips they would give to other companies that are thinking about migrating to SAP S/4HANA. According to the users, the most important technical hurdle in the run up to migration is to thoroughly prepare the master data. Cleaning up the data to ensure that it’s of high quality is an important requirement for a successful implementation. Another key tip from the users: instead of customer-specific processes, always stick to standard processes defined by SAP. The benefit lies in the fact that companies whose systems were implemented in accordance with the greenfield approach can install all future SAP innovations with ease. Findings from SAP S/4HANA forerunners: Ideally no more customer-specific adjustments, “zero customization.” Based on their experiences, the users also say its important to ensure that the real-time information does not only provide new insights, but that processes are triggered directly and automatically. Failure to do so is wasted potential.

Categories: What's New

Energy from the Cloud

SAP News - Fri, 12/01/2017 - 10:30
In his energy-positive home, SAP employee René Längert is tackling the challenges of the current energy transition head on. Meanwhile, SAP is hard at work on software solutions that could revolutionize the energy market.

René’s motivation is as simple as it is understandable: “I’ve taken on an active role in the energy revolution because I want to make sure my kids live in a healthy environment,” he says. To make his own humble contribution to the cause, René, who has worked in the Products & Innovation Tools department at SAP for 10 years, has invested quite a bit of time and energy of his own into building his home.

Besides using sustainable materials, he has made sure that the house burns no fossil fuels. René gets the energy he needs from his own photovoltaic installation or other renewable sources, which means he’s both a consumer and a producer of energy. His photovoltaic system generates around 9,000 kilowatt-hours each year, covering the some 6,000 kilowatt-hours his home requires (and leaving around 3,000 for e-mobility purposes).

The house produces more than enough energy to meet its needs, but not always at the right times, unfortunately. That’s why René has a lithium iron phosphate battery in his basement, which provides the electricity that keeps the TV running in the evening. This long-lasting storage system also feeds energy into the public grid during shortages. Here, René is a customer of the startup company SONNEN, which hopes to use an intelligent network of batteries to implement a decentralized supply system based on renewable energy.

 One Small Step at a Time

The smallest energy producers actually represent a major step toward achieving the climate goals governments have set to see through the current energy revolution. While this transition is definitely on its way due to rising CO2 emissions and the finite nature of fossil fuels, the right way to go about it is often a contentious subject.

Renewable sources already account for the largest part of Germany’s energy mix (29%). At the same time, Germany is Europe’s largest consumer of brown coal, one of the energy sources most harmful to the environment. Renewable energy is also often generated in places where it isn’t consumed, which makes it impossible to take advantage of peaks in production. Luckily, there are many intelligent ways to distribute and consume energy based on corresponding data.

Big Data Opens the Door to New Types of Energy Use

One of the companies demonstrating how to use Big Data to optimize energy consumption is Switzerland’s Enersis. By combining information on consumption and geography, Enersis creates maps that include various options related to building modernization. Its software enables urban planners to see where such efforts make economic sense, for example, while private users can find out whether installing their own photovoltaic system would pay off. Underneath the Enersis solution’s sleek interface lies SAP HANA, which is in charge of processing the energy data.

“The big energy companies run SAP, which is how we eventually heard about SAP HANA,” explains Thomas Koller, founder of Enersis. “We determined that it’s the best and fastest performance platform out there right now.”

Joerg Ferchow, solution expert in the Utilities industry business unit, at SAP headquarters in Walldorf.

The energy market is evolving at a tremendous pace. In the past, a few major providers served a large number of small — and some more sizable — customers. But now practically anyone can feed energy into the grid or create a startup that offers innovative services, including integrated energy storage. This poses huge challenges to the industry’s leading players. Meanwhile, new technologies like blockchains and the Internet of Things (IoT) are giving rise to all-new business models.

Employees within the Utilities industry business unit at SAP are among those working on how to leverage the related benefits. In one possible scenario, the world’s energy giants could gradually transform from utility companies into service providers, replacing parts of their core business with new offerings in the process.

“These companies could then show customers how they can reduce their energy consumption based on smart meter data, for example, or help them install solar panels on their roofs,” points out Joerg Ferchow, a solution expert in the Utilities industry business unit.

The Key to It All: Smart Grids

Here, the main challenge lies in bringing big companies together with small, decentralized, intermittent producers; using software to connect them on a smart grid; and tying consumption to the amount of energy currently being generated. This is where e-mobility also plays a special role: The batteries in a fleet of electric vehicles can serve as a buffer by taking on excess energy and feeding it back into the grid as required.

SAP helping to see the energy revolution through and realize a digitalized, integrated energy industry

For a long time now, it has been impossible to imagine an energy sector without SAP solutions. But how is SAP currently helping to see the energy revolution through and realize a digitalized, integrated energy industry?

Starting in 2020, smart meters will be required for private households in Germany, replacing the conventional meters previously used. Besides measuring current electricity consumption and reporting it to the utility company in real time, smart meters can identify individual consumers and consumption patterns. This generates a lot of data that can be used as a basis for optimizing consumption, for example – or predicting future energy requirements. Demand can then be compared with the anticipated energy production, the calculation of which should account for weather forecasts and other factors.

To link this data to other information — on the battery levels of electric cars, for instance — and perform various analyses, SAP is working on a solution called SAP Cloud for Energy. With it, utility companies can offer their customers energy management services that promise a number of benefits, including more efficient use of peaks in production.

In the future, energy production plants will also be built in a more decentralized fashion. This means that outages could quickly become expensive or put people’s access to energy at risk. Here, predictive maintenance makes it possible to monitor failure-prone components, such as the power inverters in photovoltaic installations, and identify potential blackouts before they happen.

One day, we may also be able to leverage blockchains and other technologies in advancing the energy revolution. Imagine a regional energy market in which excess electricity can be sold straight on to a neighbor, for example, with a blockchain automatically handling the billing.

A Power Plant for SAP

In its hometown of Walldorf, Germany, SAP is also working on an energy revolution of its own, one involving a facility the company recently built to provide its headquarters with local heating. There, a biomass plant fueled by wood pellets works in tandem with a combined heat and power plant and a gas turbine for peak load periods. This combined approach is a highly efficient way to generate both heat and electricity, and it also makes the company less dependent on utility companies.

While discussions of the energy revolution often come down to the costs, René is confident that his decision was the right one in financial terms, as well. He has made investments in his own facilities, but in the long run, producing his own green energy won’t cost him more than what he would have paid as a “normal” consumer.

As for René’s vision of the future? “If more people start doing it this way, things will get even cheaper. Then we’ll be able to take the big power plants off the grid someday,” he says.

Green Cloud: 100% Green Energy

Since 2014, SAP has used nothing but green energy to power all of its buildings and data centers around the world.

  • Customers can also effectively neutralize the emissions they produce in running SAP software at their data centers by moving their systems into SAP’s “green cloud”.
  • SAP has already won awards for its sustainable data centers.
  • All the carbon offsets the company purchases are required to improve social and/or ecological conditions around the world (through investments in the Livelihoods Fund, for example).
  • As part of its conversion to green electricity, SAP joined the RE100 initiative in 2015.
  • Hasso Plattner, co-founder of SAP and chairperson of its supervisory board, is a member of the Breakthrough Energy Coalition.
Categories: What's New

Marc Teerlink Joins SAP as Global Vice President, SAP Leonardo

SAP News - Fri, 12/01/2017 - 10:00
WALLDORF SAP SE (NYSE: SAP) today announced that Marc Teerlink has joined the company as global vice president for SAP Leonardo, responsible for new markets in artificial intelligence.

A recognized business and thought leader, Teerlink will help drive strategy and vision for the SAP Leonardo digital innovation system and shape SAP as a leader in artificial intelligence and machine learning technologies. He will report to Mike Flannagan, SVP of SAP Leonardo and SAP Analytics, and will be based in Washington, DC.

Teerlink joins SAP from IBM, where he most recently served as chief business strategist for IBM Watson, driving and overseeing the new offerings portfolio for the Watson Platform. As a serial entrepreneur within traditional corporations, he has been inspiring, coaching and leading organizations to reinvent opportunities while turning data into dollars.

“I am very pleased to have Marc join the SAP Leonardo team,” said Flannagan. “He is an innovative business strategist whose experience and vision will help create more value for our customers from SAP Leonardo. I am confident that he will meld broad thinking and passion in his approach to help our customers transform their businesses with the SAP Leonardo technologies including artificial intelligence and machine learning.”

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

Media Contacts:
Jim Dever, SAP, +1 (610) 661-2161, james.dever@sap.com, ET
Samantha Finnegan, SAP, +1 (415) 377-0475, samantha.finnegan@sap.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
Syndicate content