Thứ Ba, 30 tháng 9, 2014

Top Trends in Digital Marketing

From wearables and Big Data to personalization and multichannel – the digital economy is transforming business and our everyday lives. Innovations in technology enable new business models and companies can’t risk being left behind.

We’ve taken a closer look at what the new “digiconomy” means for the future of marketing:

Multichannel and crosschannel

More and more consumers are now using a combination of channels. Gone are the days when they would use just one. “Of all media, video is driving the future,” says Matthias Ehrlich, president of Germany’s Federal Association of the Digital Economy. Advertising on mobile devices, linear TV moving online, and new, innovative devices offer a wealth of opportunities for using completely new formats. “A recent Omnicom Media Group study reveals that 80% of Germany’s population expect to be online 24 hours a day by 2025,” says Manfred Kluge, CEO of media and communications agency OMD Germany. There is a clear trend toward display and mobile. In 2011, Facebook didn’t have a single app. Now, most of its revenue is from apps. “More than a billion people a month access Facebook on their mobile device,” says Carolyn Everson, vice president of global marketing solutions at Facebook.

Smartphone, tablet, smartwatch, video, and TV — there are more communication channels than ever before, and their variety is growing. At the same time, consumer behavior is changing. Among those aged 16 to 45, the cell phone has replaced the television as the dominant format. Consumers now use technology in combination: They check their e-mails or read messages while the TV is on. When we shop online, we use a number of different channels. Not only do we buy cross-channel, but we use different channels to compare products. So marketers need a single view of the customer and a multichannel strategy.


Companies have to tailor their offerings more closely to their target markets’ needs and wishes. Software and real-time data analysis tell companies now what content will grab consumers’ attention tomorrow.

Creating emotional connections

“Passionate customers, not satisfied customers, are the key to success. Only passionate customers will write you a rave online review,” says Jonas Thein of Cintellic Consulting Group. Fewer and fewer shoppers go to the store for advice. Instead, they read online reviews in social media. Enter the social customer. This means, though, that companies are no longer able to fully dissect consumers’ purchasing decisions. Before you can have passionate customers, you need a product that generates an emotional connection and does more than meet their expectations. And you need excellent customer service.

Content marketing

To attract and retain customers, the content has to be of high quality. Well-presented articles with valuable and useful information instead of empty phrases boost a company’s credibility and consumer trust. Content marketing is here to stay. After all, search engines list Web sites by relevance.

Data-driven marketing

Companies collect vast amounts of data on how consumers purchase and use products. Special algorithms analyze this data and turn it into useful insights. This is the domain of marketing automation.

There is a clear trend toward the digital showroom. One example is Nina, a virtual assistant that offers personalized customer service. Users can ask it for their credit card balance, book a flight upgrade, or check whether they can catch an earlier plane to their destination. Nina shows how virtual and real worlds are merging, opening up completely new opportunities for marketing.

Customer journey

What are tomorrow’s challenges for marketing? Marketers will still rely on data. They will need the right tools and software to analyze and use that data. To reach customers, they will have to define target markets more precisely and fine tune their interactions. The customer journey has to become their vision. “Technology reveals consumer preferences,” says Jessica Joines, chief marketing officer at Rakuten Marketing. She adds: “The customer journey is the best way of understanding what the customer wants. Consumers are becoming savvier and better at knowing what they want. They have embraced technology and are more demanding.” The marketing of the future will use past data to predict which products customers want and when. This is where predictive analytics and big data play a key role, with the automation of digital channels as another major trend.

Wearables and nearables

Smartwatches, wearables, nearables, and the Internet of Things are the next big trends. They offer users a multisensual experience. Nearables are embedded sensors that, when combined with apps, connect objects to your smartphone. They are small enough to be attached to anything. For instance, if you stick one on a flower pot, it can remind you to water your plant. You can use one on your bicycle to tell you where you left it, or how fast you are going. The opportunities for marketing are endless. The National Football League uses sensors to tell fans in the stadium when their steaks are done. Wearables bring users the right content at the right time. “Yet they will never replace traditional media, especially print,” says Dirk Schart, corporate communications manager at RE’FLEKT GmbH.

Top image: Shutterstock

via SAP News Center

Thứ Bảy, 27 tháng 9, 2014

Planner Job (Detroit, MI, US)



Primarypurpose of position:

Design and developglobal salaried, hourly and contract staffing plans and analytics for regions,business units, and functions.

The HR Planner is a GMWorkforce planning expert and is part of the broader Global Workforce Planning& Reporting team. He/she is required to provide a wide range ofworkforce planning and analytical services to functional and organizationalleaders (including the preparation of annual business plans, workload models,and forecasts), and to align those plans and analytics with GM’sfinancial/budgeting processes.


- Planning

- Design and develop global salaried, hourly and contract staffing plans for region, business units and functions

- Assist in the design, development and execution of functional workload models

- Assist in the design, development and execution of mathematical attrition and hiring models

- Align corporate, regional, and functional staffing plans and planning processes with financial budgets and budgeting processes

- Consult with HR, Finance and functional leaders on strategic workforce planning issues

- Gain and maintain a strong knowledge of GM’s design, build and sell business processes

- Gain and maintain a strong knowledge of GM and external planning processes and practices

- Analytics

- Execute quantitative and qualitative predictive analytics and tools (trending, optimization, etc.)

- Create analytical solutions to address strategic planning issues and support leadership decision-making

- Gain and maintain a strong knowledge of GM and external analytics processes and practices

- Benchmarking

- Design and develop internal and external workforce benchmarking studies

- Project Planning

- Support the design and development of an annual dynamic global project plan for all key people planning and reporting processes


Business Acumen,Functional/Technical Skills, Interpersonal Savvy, Problem-Solving, Influencing,Managerial Courage, Strategic Agility, and Ability to Deal with ambiguity

Qualifications Required:

- Bachelors degree with a major in finance, mathematics, business administration, statistics, computer science, engineering, or related fields or equivalent experience

- Demonstrated skills in data analysis and quantitative techniques

- Demonstrated high-level problem-solving skills

- Demonstrated project management skills

- Expert knowledge of MS Word, PowerPoint, Access, and SharePoint

- Advanced Excel skills

- Proficient research skills including utilization of internal (organizational) and external (e.g. internet) data sources

- Highly-developed written and oral communication skills in English

- Highly-developed interpersonal and team skills

- High degree of honesty and integrity

Qualifications Preferred:

- Masters degree with a major in finance, mathematics, business administration, statistics, computer science, engineering, or related fields

- Experience in IT system development and the ability to: (1) understand the impact of a systems change; and (2) execute a project to achieve the desired outcome

- Experience using HR Management Systems (PeopleSoft and SAP preferred)

- Knowledge of budget process and financial systems

- Knowledge of automotive OEMs and design, build, sell processes

- Knowledge of statistics

- One or more years of HR experience

- One or more years of planning experience

Location: Detroit, MI


All qualified applicants will receive consideration for employment without regard to race, color, religion, age, sex, national origin, disability, sexual orientation, gender identity/expression, or protected veteran status.

Primary Location: US-MI-Detroit

Posting Date: Sep 26, 2014, 3:21:30 PM - Nov 25, 2014, 10:59:00 PM

Job: Human Resources

Thứ Sáu, 26 tháng 9, 2014

New Era of Marketing: Adaptive Customer Engagement

The buzz: Marketing.

The marketing campaign as we know it is dead. Innovative marketers are entering a new era of managing the adaptive customer engagement. But first, their organizations need clear insights into customers’ needs and desires, plus the ability to proactively adapt and react in real-time. Still stuck in old campaign mode? Learn the key components to hit the ground running.

The experts speak.

Liz Miller, Senior Vice President of Marketing, CMO Council : “If you could kick the person in the pants responsible for most of your trouble, you wouldn’t sit for a month.” (Theodore Roosevelt)

Jeff Tanner, Baylor University: “The only sustainable competitive advantage is to learn faster than your competition.” (Peter Senge)

Bernard Chung, SAP: ““If customer advocacy is the destination, customer engagement is the journey.”

Join us for New Era of Marketing: Adaptive Customer Engagement.

via SAP News Center

Thứ Ba, 23 tháng 9, 2014

RTP Trainer/Instructional Designer Job (Detroit, MI, US)

RTP Trainer/Instructional Designer-PUR0003446

This position is located in Detroit, MI.

This position is part of the newly formed Global RTP (“Request to Pay”) Processes, Controls & Compliance area within the GBS (Global Business Services) organization and will report to the Manager, RTP Training & Transformation.

The position will act as the link between various SAP IT functions and the end user community. Ultimate goal is to support smooth and optimum execution of cross-functional business processes through building, maintaining and continuously growing the IT application skills (primarily SAP) and business process proficiency of the end user community. Responsibilities include training and education, ongoing end user support as well as providing input into future system/process changes and prioritization of such changes. End user scope covers the entire “Request to Pay” space, i.e. plant / site customers (requesters), purchasing, suppliers and accounts payable.


- Work closely with the SAP Solution Center team and RTP business process owners to understand upcoming system and process changes to develop new or adjust existing training content

- Determine appropriate delivery methods and transform content (e.g. interactive web based courses)

- Work closely with the Organizational Change Management Team to guide / validate / approve communication, training curricula and materials

- Provide ongoing expertise/support to the user community

- Coach end users one-on-one if needed

- Triage user issues and work with theTechnical Sustain Team on resolution if identified as system defects

- Evaluate Help Desk requests to identity trends and opportunities for new or improved training initiatives

- Create and manage class schedules (deployment related and ongoing)

- Prepare and execute “Train The Trainer” courses

- Prepare and execute Instructor Lead classes for the RTP (Request to Pay) space, e.g. on topics like

- SRM– Shopping Cart

- SRM– Purchase Orders, Contracts

- SAP Sourcing

- ECC– Purchase Orders

- BW (Business Warehouse)

- MM– Materials Management

- Accounts Payable functions

- Develop, prepare and execute supplementary training / education initiatives (specialized “SAP Boot camps”, refresher sessions etc.)

- Build data/scenarios in the SAP training client to support class/boot camp exercises

- Participate in Buyer and or Requester SAP User Forum/Council

- Manage end user feedback (formulate/request system and /or changes/improvements)

- Manage the “Super User” network (knowledge / “Lessons learnt” exchange, regular activities to further enhance SAP knowledge and keep Super Users updated on upcoming system changes)

- Participate in User Acceptance Testing for upcoming releases


To achieve the position objectives, the Learning Center Specialist will:

- Continuously further the end users’ SAP skills

- Improve customer process and policy proficiency through appropriate education/ training initiatives

- Find and implement creative solutions to provide a stimulating learning environment

- Build and maintain client relationships by consistently delivering exceptional service

- Maintain close contact to the SAP Solution Center Team

- Conduct training needs assessments and develop blended education solutions

- Collect, analyze and channel end user input to support continuous system and process improvement

- Maintain close contact to the Sustain Team

- Maintain close contact to the Organizational Change Management Team

- Work closely with the Deployment Team on training activities related to new site deployments

- Travel national and internationally to provide onsite training as required

All qualified applicants will receive consideration for employment without regard to race, color, religion, age, sex, national origin, disability, sexual orientation, gender identity/expression, or protected veteran status.



- Bachelor’s Degree (communications, computer science or science-adult education preferred) or equivalent combination of education and experience

- 2 or more years classroom adult training experience (SAP or other Software preferred)

- Solid hands-on experience with one or more SAP applications (SRM, ECC, Sourcing, Business Warehouse)

- Solid experience in writing, editorial or publishing

- Experience in Purchasing (preferred) and/or Materials Management (preferred) and/or Accounts Payable (preferred)

- Experience in Project Management (preferred)


- Ability to quickly and effectively understand new business processes and systems

- Knowledge of instructional design theory and adult learning principles

- Proven ability to create and deliver engaging and effective training initiatives to build and grow essential knowledge and enhance user adoption

- Excellent analytical and problem solving skills

- Excellent verbal and written communication skills

- Excellent customer services and interpersonal skills

- Strong attention to detail

- Ability to work independently and as part of a team

- Ability to deliver multi-day classroom training

- Fluent in English spoken and written (required)

- Fluent in Spanish spoken and written (preferred)


- Expert knowledge of MS Office Suite (Word, Excel, PowerPoint) (required)

- MS Sharepoint (preferred)

- Adobe Captivate (preferred)

- Panopto (preferred)

- Lectora (preferred)

- uPerform (preferred)

- SAP (see Professional Qualifications)

All qualified applicants will receive consideration for employment without regard to race, color, religion, age, sex, national origin, disability, sexual orientation, gender identity/expression, or protected veteran status.

Primary Location: US-MI-Detroit

Posting Date: Sep 23, 2014, 12:26:16 PM - Oct 23, 2014, 10:59:00 PM

Job: Purchasing

Thứ Hai, 22 tháng 9, 2014

Oxford Economics Study Reveals Looming Talent Crisis in China: Six Gaps to Close by 2020

As economies slowly rebound around the world, the latest research findings from Oxford Economics point to significant gaps between what it takes to engage top talent and what companies actually offer.

The worldwide survey, which was supported by SAP and entitled, “Workforce 2020,” is based on feedback from Chinese executives and employees encompassing C-level, mid-level, and line-of-business managers, as well as front-line employees from a variety of industries. According to these findings, Chinese businesses may not be making human resources (HR) a priority as they struggle to manage talent, cultivate leadership, encourage learning and understand employees. Here are the six major disconnects that represent opportunities for employers and employees.

  1. Companies are unprepared to meet the challenges of the new face of work. While 60 percent of Chinese employees receive ample training on workplace technologies, only 31 percent have access to the latest innovations. In addition, 92 percent of Chinese executives say they are increasingly using contingent, intermittent, seasonal, or consultant employees. Yet only 26 percent believe that this workplace demographic shift requires changing HR policies.

  2. Millennials are different, but not as different as companies think. Thirty-seven percent of executives think millennials are frustrated with the quality of their managers, but just 2 percent of millennials say they are. Yet millennials entering the workforce were cited as one of the top labor market shifts affecting workforce strategy.

  3. Companies don’t understand what employees really want. The most important benefits and incentives to Chinese employees are competitive compensation (60 percent), and bonuses and merit-based rewards (56 percent). However, only 21 percent of companies offer competitive compensation.

  4. Employees and executives agree that leadership is lacking. Just 33 percent of Chinese executives say their company has plans for succession and continuity in key roles. Only 34 percent tend to replace a senior person from within the organization.

  5. Companies are not in sync with the changing workforce make-up. Although the workplace of 2020 will be the most diverse the world has ever seen, only 26 percent of executives say their company has the leadership in place to manage a diverse workforce. What’s more, just 31 percent of employees say their company is committed to diversity.

  6. Sixty-four percent of employees are most concerned about their position changing or becoming obsolete. While 82 percent of Chinese executives say their company widely offers supplemental training programs, only 27 percent of employees say their company provides the right tools to help them grow and improve job performance. For example, demand continues to increase for workers skilled in advanced technologies such as analytics. But just 16 percent of employees say they are proficient in analytics now, and only 33 percent expect to gain that knowledge in the next three years.

The ramifications for companies in China are clear. Top-performing companies will be those that provide employees with access to the advanced technologies required to get the job done. They will give workers of every generation what they want most—competitive compensation and bonuses, along with targeted training and opportunities for career development. In fact, these companies will be easy to spot, surging ahead of the pack as they launch programs now to develop the next generation of leaders, adjusting HR policies to meet the challenges of the workforce of the future.

Follow me @smgaler

Photo: Shutterstock

via SAP News Center

Mobile Data Analysis with SAP Consumer Insight 365

Following IBM's Lead, SAP Just Opened A Six&Year High School In New York City

Following IBM's Lead, SAP Just Opened A Six&Year High School In New York City

Following IBM's Lead, SAP Just Opened A Six&Year High School In New York City

Following IBM's Lead, SAP Just Opened A Six&Year High School In New York City

Thứ Sáu, 19 tháng 9, 2014

Pharma and Technology: Higher Outcomes, Lower Costs

The buzz: Pharma.

Populations are aging. Chronic diseases are increasing, with new strains emerging at an alarming rate.

For these reasons and more, global healthcare costs are skyrocketing while pressure is mounting to develop innovative pharmaceutical drugs.

How can pharma organizations accelerate R&D – without compromising quality – to deliver new therapies that effectively fight complex, life-threatening illnesses like cancer? Is technology the key to improving patient outcomes while reducing costs?

The experts speak.

Ashish Goel, Infosys: “We cannot solve problems by using the same kind of thinking we used when we created them.” (Albert Einstein)

Alan S. Louie, Ph.D, IDC Health Insights: May you live in interesting times.” (Ancient Chinese curse)

Joe Miles, SAP: “If it’s not documented, it’s just a rumor.” (Joe Miles, former FDA investigator)

Join us for Pharma and Technology: Higher Outcomes, Lower Costs.

via SAP News Center

The Business Network is the Future

You may think there’s no such statement as, “my business trip was simple.”

Having travelled most of my adult life, I personally empathize with the business traveler. It doesn’t matter what step in the process you think about – planning, booking, traveling, paying or reimbursement – they all have the equal potential to be intensely frustrating.

However, today I write with good news. Attention fellow travelers of the world: help is on the way!

In case you didn’t see the official press release , the breaking news story is that SAP announced its intent to acquire Concur, the leading innovator of the $1.2 trillion business travel segment. Concur and its 4,200 employees have made it their passion to help travelers experience better trips, simpler invoices and easier reimbursements.

You’ve probably used or know somebody who has used their TripIt application.

Yes, Concur makes beautiful applications and, yes, they do amazing work to make life simpler for travelers. But there’s another piece of the Concur story that makes me even more enthusiastic.

When I think about the individual traveler, I instantly think about the steps in that process I described earlier that could (and should) happen without the traveler ever needing to worry about them. For a hotel stay, why should a traveler even see a hotel bill? It should be as simple for the hotel to send the invoice directly to the employer as it is to e-mail the guest herself. The same should go for innovative companies in the travel and transportation space – if it’s easy for a traveler to use a service, it should be easy for businesses to collaborate, as well. And credit card companies should connect too, creating a single cohesive value chain to make life simpler for the traveler. It should be frictionless, and thanks to the Concur platform, it is.

The idea of frictionless commerce is the foundation of the largest Business Network in the world. After SAP’s acquisition of Concur is completed, more than $600 billion will be transacted on that network annually – 50% more than Amazon, ebay and Alibaba combined.

Bigger than the numbers is the promise of what the Business Network means – for travel and beyond.

I see a new era ahead where businesses connect like people connect. It will be as simple to share plans, invoices and contracts as it is to share photos. The Business Network will extend business processes that used to stop at the walls of the enterprise. It will fulfill the promise of the real-time global Networked Economy to reduce complexity without sacrificing sophisticated work. So when you travel, whenever businesses working together can make your life easier, nothing will stand in the way of that promise.

As the business activity on the network increases, we’ll begin to see new patterns and new models emerge, as well. With the SAP HANA platform powering the Business Network, the potential to innovate for the individual on any device with rich, context-aware applications is limitless.

My challenge to every CEO: get Networked. The opportunity is real and, as Concur exemplifies, it’s expanding as we speak. Run simple.

This post originally appeared on SAP Business Trends.

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Photo: Shutterstock

via SAP News Center

Thứ Năm, 18 tháng 9, 2014

Concur Acquisition: Letter to Customers from the SAP Global Managing Board

Dear Customers,

It is our great pleasure to share the news that SAP announced its intention to acquire Concur. This decision supports SAP’s ambition to help all customers “Run Simple.”

Concur is the leader in the multi-billion market for travel and expense management software. With more than 23,000 customers and 4,200 employees, Concur will extend SAP’s business network. With more than US$600 billion in transaction volume, SAP has the largest business network in the world and delivers frictionless commerce across more than 25 different industries. With Concur, SAP can now address annual corporate travel spend of US$1.2 trillion worldwide.

Together, Concur and SAP can offer truly a unique business value proposition for you:

  • Concur can enhance the value proposition of the SAP business network by addressing one of the important enterprise spend categories – Travel; in conjunction with Ariba and FieldGlass solutions, you can manage most of your critical spend categories effectively in SAP business network powered by SAP HANA.

  • Together, SAP and Concur can deliver the most comprehensive solution for managing corporate travel spend and deliver deep analytics capabilities while being compliant with your corporate travel policies.

  • Concur solutions can enable your employees and end users to have a simplified experience, anywhere, on any device and complemented by wide range of travel services such as trip management, itinerary management and automation.

Our intended acquisition of Concur is expected to close in the fourth quarter of 2014 or first quarter of 2015, subject to Concur stockholder approval, clearance by the relevant regulatory authorities and satisfaction of other customary closing conditions.

Please know that all of us at SAP are tremendously excited at the opportunity to both welcome Concur to the SAP family and help bring additional value to all of our customers. We look forward to detailing the value that Concur, and the entire SAP business network can bring to your business.

Best regards,

SAP Global Managing Board

via SAP News Center

Where Are They Now? DemoJam Winners Look Back and Ahead

Billed as the ultimate geek competition, DemoJam 2014 offers developers, enterprise architects, engineers, sysadmins, and other IT professionals the chance to strut their best technology ideas in front of perhaps the most enthusiastic gathering of peers anywhere around the world.

Lucky finalists have the chance to present their demos at one or all ofSAP TechEd && d-code events being held in Las Vegas and Berlin this fall, followed by Bangalore early next year. With the competition fast approaching, I thought it would be intriguing to hear what advice couple of last year’s winners have for hopefuls in 2014. Here’s what they told me.

Lesson One: Flashy Practicality Wins the Day

When 15-year SAP veteran Krishna Kumar walked away a DemoJam winner last year it was his third time participating and it proved to be the charm. He and teammate Prashant Nirmale, Head of Sales and Delivery at EXA AG India, won for their demo of SAP HANA Based M-Tolling, a cloud subscription-based payment system to collect highway tolls. They were inspired by frustrating experiences sitting in epic traffic.

“I was spending up to 25 minutes waiting in my car to pay tolls every day. We realized that India’s disconnected toll roads needed a cloud solution that integrates big data for multiple companies, mobility for end-users, and government ERP systems for road maintenance,” said Kumar.

The kicker that enthralled the audience was a small-scale replica of a toll gate that Kumar and Nirmale opened using their app during their demo on stage. After seeing the video, an Australian roadways company which had similar problems, embarked on a co-development effort with Kumar in India.

Lesson 2: Dare to be different plus genuinely entertaining

HANAdeck offers welcome relief to anyone trying to make sense of mind-numbing mountains of complex data. This virtual reality system transforms big data into 3-D real-life visualizations that anyone can understand. It was the brainchild of Will Powell and Nic Doodson, respectively Head of Innovation and Associate at keytree, aLondon-based SAP partner. Since winning the 2013 competition, the pair has been deluged by people asking for their opinions on other innovations, and interested in exploring similar use cases. “Since DemoJam we’ve worked with clients to bring some of these concepts to life in a variety of use cases,” said Powell.

HANAdeckAccording to Doodson, it isn’t enough for contestants to have a great idea. “Come up with a different way to present your idea in an entertaining way because your audience has seen countless demos.”

To wit, the team donned Start Trek uniforms for their demo last year making for an admittedly cheesy yet memorably entertaining six minutes on stage. What’s more, they made the user in their 3-D virtual world look like Iron Man, which kept the audience fully engaged.

As astonishing technologies are increasingly embedded in our daily lives, these winners are proof that the bar for the wow factor just keeps rising. There’s no doubt that this year’s innovators will continue the march forward.

Follow me @smgaler

This story originally appeared on SAP Business Trends .

Photos: SAP

via SAP News Center

Thứ Ba, 16 tháng 9, 2014

The Countdown on Data Visualization Has Begun: Top 10 Reasons Why SAP Will Deliver

I’ve been thinking a lot lately about the evolution of the analytics market and in particular, the growth of data visualization as an interesting part of the ecosystem.

From my point of view there are very few companies on the planet that don’t have the ability to connect to data, analyze it, and share the information.

The market is massive, and there are easily accessible solutions ranging from SAP BusinessObjects (with the largest market share in the world) to open source BI solutions, all of which are pervasive. It’s a very competitive market. And in general, technologies like SAP BusinessObjects deliver what large enterprise organizations want – high scale analytics for the masses vis-a-vis reporting, dashboarding, self-service query, and so on.

That said, it’s obvious that technologies like SAP Lumira and those offered by Tableau address a base of users who want to quickly download a tool to query data and apply beautiful visualizations to that set of information. Why did the emergence of these tools take place given that the art of querying data has been around for a while?

I think there are a number of factors weighing in here, ranging from the business user’s need to having quick access to data (unencumbered by IT), to the shift in types of data people need to access. What I find fascinating is that the issues around data haven’t changed regardless of how the information looks. You could fly through your data in 3-D, but if your sales are terrible, that won’t help you change how your company operates. This little quip is just my way of saying that analytics isn’t just about looking at data – it’s about acting on it. That’s what SAP and BusinessObjects have espoused doing for decades!

It’s not lost on me that SAP needs to lead on data visualization as well as business intelligence/analytics overall. SAP Lumira is the heart of our data visualization strategy. You can go to and download the desktop tool for free. If you want to share reports via a secure server, you can get access to that tool on the same site. You can even publish reports using SAP Lumira Cloud instantly as well! (Also free!) The experience is great and easy to access.

While Tableau may position itself as a company that understands how to make it easy to access software, SAP is focused on where the puck is headed. Visualization approaches like Infographics and secure information techniques like trusted data discovery help make SAP Lumira a better option for individuals, departments and companies. Period.

Here’s my countdown of the Top Ten reasons why SAP will deliver the best data visualization experience to our customers today and going forward:

10: We offer complete and secure agile visualization capabilities on mobile

With over 1 million downloads so far, the SAP BusinessObjects Mobile BI app provides the flexibility to visualize information while maintaining security and control for your data.

9: ACT on your data with performance management

Let’s say you’ve “visualized” some data and discover that you don’t have enough inventory to meet demand. Your options are more limited with Tableau, but with SAP Lumira, you are able to take action with SAP’s performance management solutions with just a click of the mouse.

8: With SAP Lumira, you’ll be the iron chef of data prep

You can prep your data with a complete set of data manipulation capabilities in SAP Lumira. These allow users to easily and intuitively combine multiple data sources, create calculations, convert fields, filter, and more. Go even further with enterprise information management solutions including data integration, master data management, and information governance.

7: Bring enterprise BI and departmental BI together

Break down departmental data silos and gain agility with trust by combining data discovery with SAP Lumira – all while maintaining security, governance, administration, management, and trust with the BI platform . See why Forrester Ranks SAP ahead of Tableau and Qliktech in the 2014 Agile BI Wave.

6: Build on what you already have

With 45,000 customers using SAP BI technology, there’s a pretty good chance you can take advantage of your existing BI investments by connecting directly to Universes and SAP Business Warehouse with SAP Lumira.

5: The next generation of visualization is with infographics

What makes a visualization tool better is… better visualizations! The other thing that makes it better is ease of use. Think about what you do when you create a visualization using a data discovery tool. You cut and paste the charts into Microsoft PowerPoint. Why waste time doing all that? Tell your own story instantly in SAP Lumira with interactive infographics. Create the craziest visualization you can think of with custom visual extensions with D3. Go even further with integrated partner solutions like ESRI map integration. This is all flat out better in SAP Lumira.

4: We have predictive analytics for all types

You can take advantage of integrated advanced analytics without needing a degree in data science. Visual discoveries bring predictive capabilities into SAP Lumira to help users uncover hidden insights they would have never known. You’re literally a right mouse click away from being smarter.

3: Shift your focus to the “future” when using analytics

The real value for business analysts is found using predictive/lead analytics, not lag reporting. You can’t drive your car effectively by always looking at your rear view mirror. Use the larger windshield to look forward! You can put the results of predictive models in the hands of business users – in a way that makes sense and in their language – with SAP Lumira. Extend the visualization capabilities in SAP Lumira with more advanced analysis with SAP Predictive Analysis, including R library integration and support for custom predictive models.

2: Bring together a complete picture for BI – not a bunch of disparate departmental POV’s on your company

Data discovery is one aspect of a BI strategy, but is it everything? How are you meeting the needs across the areas of reporting, dashboards, applications, and data discovery? Take advantage of the most complete portfolio of BI solutions on the market to address the needs across the organization from developers, IT, administrators, analysts, and decisions makers.

1: We make sure you don’t compromise

You can grow your BI solution as your business grows and invest in a data discovery solution from the leader in business intelligence.

Connect with Steve on Twitter @nstevenlucas

This story originally appeared on SAP Business Trends.

via SAP News Center

KMD: More Time for Childcare

Senior Application Developer Job (Warren, MI, US)

Senior Application Developer-INF0009145

About the role:

The Senior ME Application Developer is responsible for performing development related tasks for approved Manufacturing Engineering IT applications. This role will utilize standard approved development processes and tools.


Minimum Qualifications

- Bachelor's degree in IT related discipline or equivalent experience

- Senior Java Developer with at least 7 years’ hands on experience in writing, updating, debugging and maintaining Java/J2EE enterprise applications.

- Experience with STRUTS 1.1 framework, ANT, Log4j for current project.

- Ability to work with Spring 3.0, Maven and Toplink for future projects.

- Familiarity with Apache Subversion, Jenkins and Sonar for all projects.

- Expert knowledge of database modeling and data structure principles, techniques and best practices.

- Experience with administration and configuration of Weblogic Application Server in Solaris/Linux environments: JMS Queues, Security Realm and Identity Asserter with groups and users including SAML Configuration, Domain Configuration, LDAP Configuration, Java Transaction API for Weblogic Domain, Data Source and Connection Pooling, Weblogic Key Store creation/configuration, Deployment/Start/Stop.

- Experience with building, updating, debugging and maintaining Solaris/Linux batch jobs.

- Experience working with Oracle databases

Preferred Qualifications:

- Master’s degree in IT related discipline

- Preferred experience with Agile, Scrum, iterative, or waterfall development and project methodologies

- Preferred experience and familiarity with IT best practices (e.g., CMMI, ISO9000, ITIL, COBIT) and their implications relative to repeatable software development

- Experience working with MS SQL databases

- Knowledge of SharePoint

Primary Location: US-MI-Warren

Posting Date: Jul 14, 2014, 3:37:13 PM - Ongoing

Job: Information Technology

Thứ Sáu, 12 tháng 9, 2014

The Future of HR Is No HR

Mike Ettling renews SAP’s commitment to customers at SuccessConnect 2014: expanded road map clarity, support, and partner enablement

In his lively keynote to kick off SuccessConnect 2014 in Las Vegas this week, Mike Ettling, President of HR Line of Business at SAP, was greeted with enthusiastic applause from thousands of customers as he netted out the company’s commitment to directly support their business objectives. Liberally sprinkled with everything from high-potential millennials providing real-time demos on the collaborative power of SAP Jam, to a surprise visit from SuccessFactors founder, Lars Dalgaard, Ettling’s presentation was as entertaining as it was straightforward about SAP’s transformation.

Number one priority is listening to customers

According to Ettling, 75 percent of SAP’s new and updated solution functionality is directly based on feedback from its customers. “You guide it, you suggest it, we incorporate it into the road maps,” he said. “We want to deliver innovations faster to you than ever before. We want you to be able to turn on these innovations a lot faster at your own pace. We really pride ourselves on getting closer to you and understanding your needs and being responsive to your demands.

Noting that many companies forget the service aspects of software-as-a-service, Ettling said, “My commitment to you is that over the next six months, we’re going to turn service into a differentiator for us in the marketplace.”

He then provided a blueprint for how SAP is changing not only services, but also increasing road map transparency and lowering TCO. This transformation is part of a process that will see the implementation of over 45 recommendations based on recently surveyed customers and their expectations of service in a SaaS-based world. Ettling said this will take SAP’s service to a level it’s never been before that will meet and exceed customer expectations. The changes encompass expanded support operations, improved training programs, doubling the size of customer advocacy groups, and the roll-out of the company’s centralized service model for all SAP solutions including cloud and on-premise software. In addition, a new case prioritization model will align with customer business criticality.

Partner-driven support for a Trip Advisor-like experience

SAP is also increasing partner training, and creating a transparent, self-driven partner assessment process in the community. “Think of it as a Trip Advisor for partners,” said Ettling. “We are also investing in our partners through better training and implementation of support and oversight. A significant amount of training is being made to train all customer-facing roles from adoption to support to sales to our product specialists. We’re launching the partner help desk to enable our partners to get rapid resolution when they’re implementing solutions for you.”

Acknowledging that reducing TCO is the overall promise of cloud, Ettling emphasized SAP’s to customer self-sufficiency. To further that end, SAP will open up its partner-enablement training directly to customers.

Road map transparency widely praised

Ettling received the most audience applause when he announced plans to publish product road maps 12 months in advance, providing customers with clearer insight into new functionalities before they are available. Beginning next year, SAP will separate test and production environments allowing customers to regression test and understand upcoming innovations earlier. Customers will also receive a single release document 60 days prior to production releases.

At the same time, Ettling said SAP is continuing to streamline customer migration to the cloud. This includes efforts that simplify and improve productized integrations for “hands-free” migration to the cloud, as well as investments in data center infrastructure worldwide. “We now have a network of ten centers around the world enabling you to run your environments and applications to satisfy different legal requirements.”

The future of HR is no HR

In his closing remarks, Ettling predicted that HR will become the enabler of business goals and the CEO’s objectives when it ceases to exist for its own sake. “HR’s agenda and the business agenda will truly become one,” he said. “The future of HR is no HR.”

Follow me @smgaler

via SAP News Center

Top Trends in Retail

Pat Bakey, Global General Manager for SAP Retail, explains how Big Data, real-time computing, and the cloud are helping retailers.

SAP News: What are the main drivers in the retail industry?

Bakey: If you take a look at the force of change today, it is the consumer, and the speed of change – which is unlike anything these retailers have ever seen before. That in and of itself is a challenge, but what makes it even more so is the fact that this industry – because it is closest to the consumer – has more information and more customer data than any other. This situation has created larger data sets than in any industry imaginable, generating an environment of incredible IT complexity. So here you have an industry that needs to move really fast, with agility, speed, but also has this boat anchor of IT complexity holding it back. That is an extremely scary proposition for retailers.

What trends are you seeing in retail?

What we see happening is the emergence of these super aggregators. These are companies like Amazon, Ebay and Alibaba. These are the traditional “e-tailers” that created these retail value propositions about the endless aisle, unlimited assortment, and a real ability to navigate into new business areas where they saw value. So more than the market caps of these organizations, which are in excess of a €100 billion and capturing a lot of the attention in the press, is the concern retailers have about the trajectory of these super aggregators: how they got there, and their ability to capitalize on these new opportunities.

So their whole attitude about moving quickly, being agile, taking risks, learning from those risks, and moving forward is what has catapulted these super aggregators to the size and the strength that they are right now. A lot of retailers are taking a look at this and ask: How do I compete against those?

What is SAP’s value proposition for retail customers?

The biggest value that we offer retailers is that we can help them simplify their business. When we help them do that, they are able to take advantage of their unique proximity to the customer, the insight they have about their customer, and translate that into business strategies to move and sustain their business forward.

SAP HANA is a great example of how the platform itself can simplify the IT landscape and allow retailers to move a lot quicker. So, historically these retailers have built up large databases, managed by complex indices and data tables, just to physically manage, let alone understand what was going on inside of these data marts and data repositories.

What SAP HANA enables these retailers to do is not only to manage all that data in a more simplified, lower cost manner and manage it real-time, but they’re actually able to create insight into that data at the most granular level.

They now have context of their customer in their business, allowing them to understand more about what is going on at their customers and make more intelligent enterprise business decisions. And the way that we actually deliver this is through our application (SAP Customer Activity Repository), which combines all the incredible insight these retailers have of their customers, both inside and outside the enterprise and marry that with the rich information they have of their enterprise itself. And that really is how SAP HANA with CAR is simplifying the IT landscape and driving greater speed and agility into the business for retailers.

What advantages does the cloud bring to retailers?

In a business environment, where the pace is dictated by the speed of the consumer, you have to keep up. If you’re really good, you are going to be couple of steps ahead of the consumer, trying to anticipate what they want. But at a minimum you need to just keep up with the consumer.

Cloud is an opportunity for retailers to actually deploy solutions faster and with more agility than ever before. Cloud provides retailers a platform to reduce complexity and add greater value for their customers. Retailers need to recognize that it is not about when they leverage cloud, it is about who is in the cloud right now competing against them at a lower cost base and executing a much faster pace of innovation.

Cloud lowers the barrier for new entrants to retailing. Retailers have gone global and simultaneously are moving to a segment of one. These conditions have created all sorts of niche opportunities for really interesting, modern retailing. Naturally, they need to have flexible IT systems that support their businesses, but without a huge staff. Many just have a couple of people that are running the business. What cloud gives them is the ability to actually act big and global while moving really fast.

Photo: Shutterstock

via SAP News Center

Thứ Năm, 11 tháng 9, 2014

From Design Thinking Workshop to Pediatric Reality

Stepping out of the mid-day Bay Area heat and into the open, tailored space, we crowd around Doctor Alan Schroeder, Director of the Pediatric Intensive Care Unit. Smiling nurses, wearing red cloth shirts with flower pins, calmly navigate our surrounding area.

As Dr. Schroeder welcomes us to the medical center, many of us eagerly tip our heads to peer down the colorful halls. A rolling noise catches all of our attention – a little girl in a bright yellow plastic car slips into view, giggling nervously as she spots our crew. “Watch out, everyone,” Dr. Schroeder jokes. “She doesn’t have her license yet.”

Standing in the entrance of the Pediatric Unit of the Women and Children’s Center (WCC), located on the fifth floor of the San Jose Silicon Valley Medical Center, we can already tell that magic is everywhere. A collection of photographs drapes the walls in celebration of children from around the world. Embedded into this thread of décor, creatively curated panels of paintings, featuring butterflies, flowers, zebras, flamingoes, giraffes, and more, often with their heads bowed into the shapes of hearts, bring the space to life in blooming compassion.

The first display we see – a six-piece panel of a butterfly resting on the petals of a flower – carries a subtle note in its right-hand corner: “Love, SAP America.” Shoulders bump as the reminiscent members of our team lean closer to see the cursive on the art. Their similarly-clad backs press together, where each shirt shares the same message, “Helping the world run better.”

In December of 2013, the SAP Design and Co-Innovation Center (DCC) brought together members of the SAP Corporate Social Responsibility (CSR) with those of the Sharks Foundation to facilitate a unique design thinking workshop. “Based on our sponsorship agreement, SAP directs about $375,000 annually to the Sharks Foundation. Going into the workshop, we knew there was huge potential to create social impact through our partnership,” recalls Sally Lawler Kennedy, Innovation and Design Research Principal at SAP and the leader of the workshop. “We used design thinking to define that impact, and then we created several visions for fun and exciting community activities and programs for the partnership.”

Uniting the minds of about twenty SAP innovators and Sharks Foundation activists, the design thinking workshop generated over a hundred new and interesting investment opportunities. One of those ideas sought to re-invent healthcare in the San Jose community, striving for greater resources and stronger care for women and children.

Now, just six months later, what began as a dream on a sticky-note has already begun to take shape in the real world as a legacy project: the $750,000 donation from SAP and the Sharks Foundation sponsoring the Pediatric Floor in the WCC, to be delivered over the next three years, marks a first major milestone in reaching the Center’s $25 million fundraising goal for 2016.

Today, we visit this Pediatric Floor for the very first time, many of us as DCC members in fond remembrance of the workshop that started it all.

As Dr. Schroeder guides us through the pediatric intensive care unit, we realize its intimacy: it boasts a nurse-to-patient ratio of 1:2 and consistently produces excellent outcomes in patient care as a Level 2 Pediatric Trauma Center. “We always encourage families to spend the night,” our guide comments. “We’re happy to accommodate them. I mean, it’s not a hotel, but it’s something.”

A strongly empathetic element, reminiscent of the human-centered design approach embodied by SAP’s DCC, prevails in the center. Our curious eyes find a playroom teeming with oil pastels, puzzles, sand art, stained glass, and a television set, its door teasingly propped open with a chalkboard, welcoming in patients and their families. Stickers of animated owls, trees, and vines adorn not only the internal walls of patient rooms, but also the door leading inside, creatively reconciling the experience of visiting a hospital patient with that of visiting a friend within the comfort of his or her own personal bedroom.

Many of these art pieces can be attributed to the nonprofit arts group Silicon Valley Creates, whose careful hand in designing the wing redefines the healing process in a very deliberate, beautiful way. As our eyes eagerly trace our surroundings, Dr. Schroeder laughs, “You haven’t even seen the roof yet.”

A 12-foot long, bright red play structure welcomes us onto the ledge of the roof, complete with several slides and enough space for kids to run, jump, and climb to their hearts’ delight. Navigating around a few plastic jeeps parked around the structure, we find ourselves overlooking beautiful views both below – where the bustling San Jose city expands like a maze and trails off into the distance – and beside us – where the lengthy, painted ledge simulates a winding, divergent road on green terrain.

When we ask about what’s next, we hear more than one vision for the future. For one, the hospital dreams of extending the walls of the roof higher to create an even bigger safety net for children’s play and greater opportunity for play structure features. Inside the pediatric unit, the doctors and nurses hope to bring in paw prints for the windows and floors, adding an even more playful and friendly touch to the space. They also imagine providing coffee and treats for visiting families and playing light music in the background of the center, to ameliorate the stress that a hospital environment often carries and instead create a more therapeutic and calming space for visitors.

“Since the design thinking workshop just six months ago, we’ve been able to watch this amazing project come to fruition and become this unbelievable, iconic thing in San Jose,” remarks Jeff Cafuir, the Manager of the Sharks Foundation. “One little idea helped catalyze the changes and progress we’ve made up until today, and now we only have more and more ideas for the future. It’s only the beginning.”

This story originally appeared on the SAP User Experience Community website.

via SAP News Center

Top 10 Strategic Workforce Trends for 2020 from Oxford Economics

Study reveals what millennials really want, the most-coveted employee benefits, how to steer clear of the leadership cliff, and more

According to the latest findings from an Oxford Economics study entitled “Workforce 2020,” what HR organizations have in place today won’t drive success in the future. Based on feedback from over 5,400 executives and employees across 27 countries, the study was supported by SAP, and announced at SuccessConnect 2014, a customer event being held September 9-11 in Las Vegas.

The findings lay out exactly what HR, as well as the C-suite, needs to change in order to manage a diverse, mobile, and multi-generational workforce. This transformation encompasses how the organization is structured, optimal HR strategies, corporate culture imperatives, and required resources. Based on this research, here is a summary of the top ten workforce trends for 2020.

  1. HR knows it needs to be a strategic business partner but often lacks the information or insights to get a seat in the boardroom. Only half (52 percent) of executives say workforce issues drive strategy at the board level. Nearly 25 percent say that workforce issues are an afterthought in business planning.

  2. HR doesn’t have the metrics and tools to develop strategies for building the workforce of the future. While 53 percent of executive say workforce development is a key differentiator for their company, they don’t have the tolls and organization to take action. Even when they have data available to them, just 42 percent know how to extract meaningful insights from it.

  3. Millennials may be misunderstood. There’s a significant gap between millennial workforce needs and what the workplace offers. For example, millennials rely more on formal training and mentoring to develop their skills, yet only half of companies have a mentoring program, and even fewer—41 percent—say they offer incentives for pursuing higher education. This blog outlines the major myths and facts.

  4. Companies don’t understand what their employees really want from them. Infinity pools and free food may grab headlines, but less than 40 percent of surveyed employees find those perks important. Employees of all ages rank competitive compensation as the most important benefit. However, only 39 percent of executives say their company offers competitive compensation.

  5. Gaps in leadership capabilities spell trouble for future growth. Only about half (52 percent) of executives say their leadership has the skills to effectively manage talent or inspire and empower employees.

  6. Companies struggle to develop a learning culture. About half (52 percent) of executives says their company can retain, update, and share institutional knowledge, and only 47 percent say their company has a culture of continuous learning.

  7. The 2020 workforce will be increasingly flexible and companies are unprepared. Forty-one percent of executives say their company is increasingly using contingent workers and 42 percent say this approach is affecting their workforce strategy. Yet leadership isn’t prepared to lead to global, diverse workforce. Only 34 percent of respondents say their leaders are prepared to do so—a number that drops even lower to 28 percent in Asia-Pacific.

  8. For employees, obsolescence is a bigger concern than layoffs; training and education come to the fore. Forty percent of employees of all ages say their top concern is their position changing or becoming obsolete. As only 19 percent say economic uncertainty is a concern, their worry over their job is likely skills-related.

  9. Technology skills development continues to lag. Although demand for skills in analytics, cloud, and programming/development is slated to grow sizably over the next three years, less than half of employees expect to be proficient with most of these technologies in three years. For example, while 51 percent of executives say analytics skills are well-represented in their organization, they also report that people with these proficiencies are the most difficult to acquire.

  10. Even though executives cite education and institutional training as the most important employee attribute, companies don’t invest enough in identifying and developing talent within their organization. Less than one-quarter (23 percent) of executives say their company widely offers education as a benefit to keep employees loyal and engaged. Companies with higher-than-average profit margins are more likely to offer supplemental training programs than companies with below-average profit margins.

While some of these findings aren’t too surprising–education impacts the bottom line and employees want a decent salary—together they illuminate gaps corporations need to close for long-term growth. The workforce of 2020 isn’t far away, and there’s no doubt forward-thinking companies are already beginning to address these issues now to prepare for a better future.

Follow me @smgaler

via SAP News Center

Thứ Tư, 10 tháng 9, 2014

SAP Bridges the Learning Gap

LAS VEGAS — Knowledge is power, but according to Workforce 2020, a recent study from Oxford Economics and SAP SE, the majority of global companies are not doing enough to develop it. Nearly 80 percent of employees have not received company-sponsored skills training in the past five years. To help close the skills gap, SAP today announced an expanded vision for SuccessFactors Learning, which includes the release of quick guides and programs capabilities, and partnerships with Coursera,, OpenHPI, and Udacity, helping companies create a culture of continuous learning. The announcement was made at SuccessConnect 2014, being held September 9-11 in Las Vegas.

“Organizations often fail to recognize learning as a critical factor in corporate success,” said Mike Ettling, president, HR Line of Business, SAP/SuccessFactors. “When learning is neglected, employees are ill-equipped to meet future demands. The solutions and partnerships we are announcing today are designed to change this by empowering companies to create a culture of continuous, employee-driven learning that drives innovation and advantage.”

Power to the People

“Employees want to develop new skills and executives want to fill talent gaps from within,” said Jenny Dearborn, chief learning officer, SAP. “But despite best intentions, there is a gap between what companies and employees want and what’s actually being delivered. Through the use of technology, we are empowering companies to close that gap and deliver true business benefits from a more educated and skilled workforce.”

The most effective learning initiatives are employee-driven and self-sustaining, where employees are empowered and equipped to be both lifelong students and teachers. The quick quides and programs features and content partnerships enable companies to deliver such learning and become true learning organizations by improving delivery, personalizing content and engaging all audiences.

Learn as You Go and Grow

Traditional approaches to training content creation are complex and expensive. The cost per learning hour has increased 20 percent in the past three years and is now more than US$1,700 per hour of e-learning content. New partnerships with Coursera,, OpenHPI and Udacity are laying the foundation for the open content network for SuccessFactors and SAP, giving customers access to fresh, next-generation content, with the goal of reducing costs.

With the quick guides feature, companies can produce content that is personalized and relevant, and provide a path for continuous learning that is fun, engaging and accessible anywhere, anytime, from multiple devices. Using the application, employees can easily create step-by-step instructions on any topic and produce compelling digital content which can be consumed on a laptop or mobile device.

Through the programs feature, organizations can create engaging, interval-based programs that match a defined schedule or a learner’s progress. Such programs are useful in onboarding full-time and temporary employees and helping them develop new skills over time without overwhelming them.

“We view SAP and SuccessFactors as a critical component of our talent management strategy, which has improved how we recruit, train, engage and compensate our global workforce,” said Sue Hatfield, director of HR systems, compliance and payroll, Owens Corning. “We believe that learning technology equips us to develop and educate our employees, improve performance, build new job skills and ultimately, careers that are rewarding.”

Owens Corning is not alone in its thinking: “As the economy grows and technology changes accelerate, companies see a tremendous need to revamp and improve their employee learning strategies,” said Josh Bersin, principal and founder, Bersin by Deloitte, Deloitte Consulting LLP. “The Global Learning Management Systems (LMS) market grew by 21 percent to more than $2.5 billion in 2014* and the hottest topic is creating an engaging learning experience by modernizing the learning infrastructure. Companies that truly build an always-on, continuous learning experience can dramatically improve employee engagement, performance and skills.”

A key part of SAP’s learning strategy is to empower people to consume learning when and how they would like — a flexible approach embodied in the SAP Learning Hub site, which is built on SuccessFactors Learning. More than 45,000 site subscribers worldwide have access to over 4,000 courses from the SAP Education organization, including innovations such as the SAP HANA platform, as well as innovations in the areas of cloud and mobility. In a move to significantly expand access to SAP knowledge to individuals around the world, more than 80 courses are available free of charge in the discovery edition of SAP Learning Hub. The recently launched student edition of SAP Learning Hub helps university students prepare for SAP certification exams or for future employment on their chosen SAP career path, an important step toward helping to plug the looming IT skills gap.

To learn more about SuccessFactors solutions and the ways in which they are transforming learning to improve business execution, visit

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

*The Definitive Buyer’s Guide to the Global Market for Learning Management Solutions, Bersin by Deloitte, Deloitte Consulting LLP/David Mallon , Wendy Wang-Audia , Todd Tauber , August 2014

For more information, press only:
Deb Lyons, +1 (650) 522-0967,, PDT
SAP News Center press room;
Adam Novak, PAN Communications, +1 (207) 712-5165,, EDT

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.

via SAP News Center

The Looming Talent Crisis: Research Shows Companies Unprepared for Future of Work

LAS VEGAS — Businesses are facing the most diverse work environment that the world has ever seen with five different generations working together, across geographies — each with different skills, experiences and work habits. More of these workers will be freelancers and long-term contractors. All of this represents a major opportunity for productivity, talent development and employee engagement, but according to new wide-scale research from Oxford Economics, most companies are unprepared to capitalize on it.

As revealed in Workforce 2020, an independent, global study by Oxford Economics with support from SAP SE, most companies recognize the importance of managing an increasingly international, diverse and mobile workforce. However, the majority lack the strategy, culture and solutions to do so. Oxford Economics surveyed more than 5,400 employees and executives and interviewed 29 executives in 27 countries, finding that two-thirds of businesses have not made significant progress toward building a workforce that will meet their future business objectives. The announcement was made at SuccessConnect 2014, being held September 9-11 in Las Vegas.

“To gain advantage in the future, businesses must understand the workforce of tomorrow and its importance to bottom-line success — today,” said Edward Cone, managing editor of Thought Leadership at Oxford Economics. “Our research shows that the C-suite is out of touch with HR on business strategy and priorities, and workers are not getting what they want from their employers in terms of incentives, benefits and training.”

Top Six Workforce Issues Facing Companies

The study’s findings challenge the prevailing wisdom and highlight the most critical issues facing HR professionals. At the top of the list:

1. Compensation Matters Most

According to Workforce 2020, competitive compensation is the most important attribute of a job to two-thirds of respondents — 20 percent higher than the next highest benefit. Retirement plans, flexibility and time-off rank well ahead of amenities such as fitness centers, daycare and subsidized food.

If compensation is what motivates employees, what they are most afraid of is being left behind as a result of insufficient skills and inability to keep up with the latest technologies. “Becoming obsolete” is the biggest concern for today’s worker, twice as concerning as being laid off.

2. Millennials are Misunderstood

Although 51 percent of executives say that millennials entering the workforce greatly impacts their workforce strategy, fewer than one-third say they are giving special attention to millennials’ particular wants and needs — primarily because executives do not understand how they think. Much has been written about how millennials are different in their use of technology and their attitudes toward work than past generations of workers; however, the Workforce 2020 study shows that they are surprisingly similar to their non-millennial coworkers when it comes to workplace priorities:

  • Millennials and non-millennials alike cite compensation as the most important benefit. Additionally, 41 percent of millennials and 38 percent of non-millennials say higher compensation would increase their loyalty and engagement with the company.

  • Contrary to popular thinking, millennials are no more likely than non-millennials to leave their jobs in the next six months.

  • Millennials and non-millennials have similar priorities in areas such as meeting career and income goals and meeting goals for advancement. The two groups have similar views on the importance of corporate values and achieving work/life balance.

“Millennials are a major challenge for companies. As the single largest and most tech-savvy workgroup, they also represent a significant opportunity,” said Mike Ettling, president, HR Line of Business, SAP/SuccessFactors. “Companies that can excite millennials about work, train them to fill in gaps on experience and adapt to their style of working can build a workforce that can successfully execute on the objectives of today and adapt to drive advantage for the business of tomorrow.”

3. The Talent Gap is Widening

Few companies, however, are properly supporting their workers, including millennials. Less than half of employees surveyed as part of Workforce 2020 say their company provides ample training on the technology they need, and less than one-third say their company makes the latest technology available to them.

The need for skills like analytics and programming/development will grow sizably over the next three years, but employees doubt the opportunity to gain proficiency in these areas. While executives cite a high level of education or institutional training as the most important employee attribute, only 23 percent say they offer development and training as a benefit. Incentives for pursuing educational opportunities are also uncommon.

4. Leadership is Lacking

Unfortunately, supporting growth among employees is creating a leadership void. Lack of adequate leadership is cited by executives as the number two impediment to achieving their goals of building a workforce to meet future business objectives. Almost half of those surveyed say their plans for growth are being hampered by lack of access to the right leaders within their organizations.

Only 31 percent of executives interviewed say that when a person with key skills leaves they fill the role from within the organization. Surprisingly, less than half indicate that their leadership team has the skills to effectively manage talent or inspire and empower employees.

5. The Workforce is Changing

As the economy evolves to a state where nearly everything can be delivered as a service, companies are increasingly tapping external expertise and resources they need — and on an as-needed basis — to fill skills and resource gaps and to accommodate rapidly changing business and customer demands. That means more temporary staff, more consultants and contract workers, and even “crowd-sourced” projects. In fact, of those companies surveyed as part of Workforce 2020, 83 percent of executives say they will be increasing the use of contingent, intermittent or consultant employees.

6. Compensation Models, Development and Technology Must Change

This changing nature of employment is affecting workforce strategies. Of the companies surveyed:

  • 46 percent say they will require changes in compensation plans

  • 45 percent say they will require increased investment in training

  • 39 percent say they will result in changes to technology policies to support mobility, bring your own device, etc.

Additionally, 41 percent say they will drive new investments in HR technology that can better support their changing strategies and needs. Investments in HR technology will move beyond traditional core HR systems designed to manage the employee record and drive compliance toward emerging technologies that support recruiting, talent and performance management, learning and enhanced employee engagement.

While more than half (53 percent) of executives say workforce development is a key differentiator for their firm, they do not have the tools and organization to back it up.

Just 38 percent say they have ample data about their workforce to understand their strengths and potential vulnerabilities from a skills perspective, and 39 percent say they use quantifiable metrics and benchmarking as part of their workforce development strategy.

Only 42 percent say they know how to extract meaningful insights from the data available to them.

“When it comes to preparing for the future of work, knowledge is power,” Ettling said. “Tomorrow’s workforce will be more diverse and work differently. Companies must understand this and develop new strategies that support diversity and foster a new level of employee engagement and collaboration — or they will ultimately remain stuck in the past.”

To learn more about the global results of Workforce 2020 and the future of work, visit SAP will share more detailed views of the findings from a regional perspective and at the country level over the coming weeks. Follow the #futureofwork conversation on Twitter with @successfactors.

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

About Oxford Economics

Oxford Economics is the world leader in global forecasting and quantitative analysis for business and government, and the most trusted resource for decision-makers seeking independent thinking and evidence-based research. Headquartered in Oxford, England, with offices in London, New York, and Singapore, and elsewhere around the globe, the firm employs more than 90 professional economists, industry experts and business editors—one of the largest teams of macroeconomists and thought leadership specialists.

For more information, press only:
Bri Vellis, SAP, +1 (650) 645-2544,, PDT
SAP News Center press room;
Adam Novak, PAN Communications, +1 (617) 502-4300,, EDT

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.

via SAP News Center

Project Purchasing Planner Job (Warren, MI, US)

Project Purchasing Planner-PUR0003562

Project Purchasing Planner

Evaluate, define and manage forecasted costs on the project team – Assigned between DSI & VPI / Reports either to Senior Program Manager or Program Manager

Key Roles/Responsibilities

- Initiate the Mater Parts list/GSTS (download list of commodities (e.g. IP, etc.) -New part analysis for project team

- Educate the Project Buyer to use tracking documents

- Support by providing data (consolidated data) to PPM to develop cost targets for each commodity (Part price and Tooling) with program Finance

- Support sourcing preparation and drive sourcing readiness with PPM

- Track sourcing time: forecast and achieved

- Organize the cost monitoring of part price, vendor tooling, ED&D (lump sum)

- Ensure Purchasing data robustness for cost reporting in cooperation with Program Finance

- Consolidating all KPI’s and release the monthly KPIs of the PPM Team (report out to VLD execution team) and prepare data for Project milestones as well as launch readiness one-pager

- Drive Investment Requests for vendor tooling and ED&D lump sum

- Drive mass production price readiness and ensure conformity of prices in orders beforehand over to SMT

Key Performance Indicator (KPI):

- Track latest commodity cost on time (status to target, cost status vs sourced price)

- Ensure vendor tooling is kicked off at forecast cost and on time

- Track sourcing time: forecast and achieved

- Took Kickoff on time

All qualified applicants will receive consideration for employment without regard to race, color, religion, age, sex, national origin, disability, sexual orientation, gender identity/expression, or protected veteran status.



- Bachelors Degree required or equivalent experience

- Degree in Procurement, Accounting, Business, and/or MBA preferred

- Minimum 5 to 7 years of project purchasing experience in automotive industry.

Required Critical Skills:

- Microsoft office tools (Especially Excel)

- Automotive industry experience required

- Knowledge of procurement software is required

- Capable of interpreting market data

- Solid knowledge of contract law and its applications regarding purchasing processes

- Ability to work globally, independently, and self-directed

- Ability to travel at least 5% of time, including international travel

Preferred Skills

- Communication /Facilitation /Discipline /Financial Background

- Familiarity with SMT Commodity structure and component architecture

- Knowledge of materials management

- Able to read blueprints and to understand basic engineering documents

Location: Warren, MI

All qualified applicants will receive consideration for employment without regard to race, color, religion, age, sex, national origin, disability, sexual orientation, gender identity/expression, or protected veteran status.

Primary Location: US-MI-Warren

Posting Date: Jul 14, 2014, 11:41:11 AM - Ongoing

Job: Purchasing

Thứ Ba, 9 tháng 9, 2014

SAP University Alliances Program Members Discuss Big Data and Cloud Computing

BERLIN — The SAP University Alliances program will be hosting its 19th SAP Academic Conference EMEA in Berlin from September 9-10 at the German university Freie Universität Berlin. This year’s theme is “Cloud Meets Data-Driven Processes – New Horizons and Entrepreneurial Opportunities.” The event brings together leading experts in education and research to discuss the growing importance of Big Data and potential business opportunities. At the conference, members have the opportunity to exchange ideas and share experiences with their colleagues, expand their professional networks and secure new contacts for future collaborations as well as joint innovations and research projects.

On the first day, the agenda includes updates on the SAP University Alliances program as well as a keynote by Prof. Dr. Christoph Meinel, director and CEO of the Hasso Plattner Institute, about how the new computing power delivered by in-memory and multicore technologies can help tackle Big Data. Members will also present new and existing projects focusing on Big Data and entrepreneurship, including the SAP University Alliances Innovation Lab and Big Data innovation centers in medical diagnostics. On the second conference day, participants will attend workshops covering topics such as data modelling with the SAP HANA Cloud Platform and ERPSim, the SAP Business One application or a simulated production line by Festo Didactic.

Freie Universität Berlin is providing the venue for the conference and will also become a member of SAP University Alliances in a contract signing ceremony taking place September 9. This will provide the university’s students with access to the latest SAP technologies, allowing them to use these as part of education projects and as the basis for innovations.

Big Data and Industry 4.0

A conference highlight this year is the presentation of the learning factory by Festo Didactic, with its focus on Industry 4.0. Festo Didactic is the world-leading equipment and solution provider for technical education. Participants will be able to experience the MPS Transfer Factory teaching and research platform. The modular system simulates real production facilities and thus provides a platform to explore technologies and applications in the context of Industry 4.0.

“Festo Didactic together with SAP has pioneered new developments in manufacturing; for example, the direct integration of ERP and MES applications via interfaces to the production facility,” said Dr. Theodor Niehaus, managing director at Festo Didactic. “In such ‘future factories,’ production lines and IT are connected to form self-regulating manufacturing systems. This enables customized and highly-efficient production.”

Focus on Future-Oriented Education

“With this conference, we want to offer participants a platform to learn from one another and empower them to apply this knowledge,” said Ann Rosenberg, vice president and global head of SAP University Alliances. “To this end, we will offer networking opportunities, information on SAP technologies and the SAP University Alliances program curricula as well as workshops and train-the-trainer courses.”

The SAP University Alliances program opens up the world of SAP to more than 1,800 universities in more than 80 countries worldwide, and aims to develop highly qualified graduates with critical skills for the 21st century workforce. Through a community of more than 8,000 faculty members as well as engagement at more than 750 events annually, SAP University Alliances has inspired students around the world about SAP.

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

Media Contact:
Marcus Winkler, SAP SE, +49 (0) 62 27-76 74 97,, CET

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.

via SAP News Center