Thứ Tư, 30 tháng 9, 2015

Getting ‘Em and Keeping ‘Em

The buzz: Values. 

Does your corporate culture tell current employees and your future workforce, the ones you’ll NEED to hire in the next 1 to 3 years, that you can help them achieve what they value most: better life balance, not just more money?

If Yes, you need to get that marketing message out to potential new hires.

if No, you’d better get started.

Think of it this way: What would make me want to join your company?

The experts speak.

Kirsi Paalanen, My Orange Villa: “Anyone who stops learning is old, whether at twenty or eighty. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young.” (Henry Ford)

Katelynn Heckett, Deloitte: “Learning in the age of technology means we must learn tomorrow’s skills today.” (Robert Pavur)

Sherryanne Meyer, ASUG: “No, I’m trying to make it better! I’m not gonna spend the rest of my life working my ass off and getting nowhere just because I followed rules that I had nothing to do with setting up, OK?” (Tess McGill in Working Girl, 1988 film)

Join us for Getting ‘Em and Keeping ‘Em.



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Performance Management: Are Today’s Practices Working?

The buzz: Time for a makeover?

Performance Management (PM) began informally around World War 1. By the late-1950s, many companies adopted formal, personality-based PM practices without a self-appraisal component. Complaints arose about PM ineffectiveness.

Fast-forward to today. Most organizations are using a PM strategy intended to drive the right behaviors toward a specific outcome, but 80% believe it’s not delivering.

Is your PM maximizing or hurting your employees’ productivity?

It’s time to examine the good, bad, and ugly of PM, and learn about improvement strategies you can use now.

The experts speak.

Dr. Steven Hunt, SuccessFactors: “Sweeping generalizations about certain performance management methods being universally good or bad are almost always wrong.”

Josh Bersin, Bersin by Deloitte: “Traditional performance appraisals are dinosaurs.”

Pam Seplow, SAP: “Good judgment comes from experience, experience comes from bad judgment.” (Will Rodgers)

Join us for Performance Management: Are Today’s Practices Working?



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Coaching Women Entrepreneurs: Starting Smart – Part 2

The buzz: Good for you!

You’re a woman with an exciting, innovative, game-changing idea for a new business? Impressive! Bravo!

But will you have what it takes to stay the course if your path to success is less smooth than your male counterparts’?

Take heart. An experienced startup coach can help you build a strategic network, navigate the business ecosystem, and survive unfair and sexist setbacks.

Executive producer, SAP CLO Jenny Dearborn says, “I feel empathy for smart, talented, hard-working women not getting the breaks in life they deserve. That’s why we’re bringing you a coaching session today.”

The experts speak.

Doug Johnson, Innosphere: “You’ve got to be very careful if you don’t know where you are going, because you might not get there.” (Yogi Berra)

Susan Lucas-Conwell, Growth Resources Inc.: “Done is better than perfect.” (Sheryl Sandberg)

Lindsay Roselle, Candescence Group: “Owning our story and loving ourselves through that process is the bravest thing that we’ll ever do.” (Brené Brown)

Join us for Coaching Women Entrepreneurs: Starting Smart – Part 2.



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Social Selling: Engaging in the Social Conversation

The buzz: Building blocks.

Attention, sales reps: If you (still) believe a LinkedIn profile is all it takes for a positive social brand and reputation, you’re not even close. It’s just the beginning.

Building on the social listening skills we covered on our last episode, you now need to start engaging in social conversations with prospects and customers in a targeted, relevant, caring, educational way – and no “hard sell”.

Tune in for best practices Do’s and Don’ts, and their impact on your brand and the brand you are selling.

The experts speak.

Chris Boudreaux, Social Media Governance: “You are a human being, and what human beings do is art, new stuff, connection… There’s a big difference between being Dell and being Michael Dell… You are not a brand. You’re a person.” (Seth Godin)

Casey Ryan, SAP: “I’d rather be a failure at something I love than a success at something I hate.” (George Burns)

Reuven Gorsht, SAP: “There are no old roads to new places.”

Join us for Social Selling: Engaging in the Social Conversation.



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High Tech ERP Helps EvoShield Protect Athletes and Grow Business

Playing sports is great in many ways. Besides the obvious health and fitness benefits, sports can sharpen minds, improve communication and teamwork skills, boost confidence, teach values like determination and hard work, and (for those who make it professionally) fatten wallets.

The main downside to playing sports is injury. According to a report by the U.S. Department of Health and Human Services, Nearly 2 million Americans every year receive treatment in emergency departments for sports-related injuries. And that’s only the number that end up in the emergency room. Many more injuries are treated by family doctors, school nurses, coaches, team trainers, or go untreated.

Cost of Injury is High

More people play sports when they are young, so unfortunately the younger population is getting hit with injuries the hardest. The same HSS report said an estimated 12 million individuals between the ages of 5 and 22 years suffer a sport-related injury annually, which leads to 20 million lost days of school and approximately $33 billion in healthcare costs.

So what is being done about it? The stats seem to indicate not enough. Athletes, coaches, parents, and trainers all need to take more responsibility. Many injuries can be avoided but too often simple precautions are not taken. Risks are ignored and athletes continue to play when they shouldn’t.

Injury Prevention is Critical

That’s why EvoShield, a game-changing protective apparel company, is developing protective equipment that helps prevent injury in the first place. Its advanced, lightweight protective gear is unique in that it can be molded exactly to each athletes’ body.

To get the custom fit, the protective pads, which start out soft, are wrapped tight against the athletes’ body to create a mold. After about 15 minutes the mold hardens into a protective shield that is perfectly shaped and comfortable to wear.

If equipment isn’t comfortable or effective athletes aren’t going to use it. EvoShield gear fits like a second skin and prevents injury. That’s why its popularity exploded and business has taken off.

A High Tech Business Solution

To keep winning with the technology it provides on the field, EvoShield had to improve the technology it was using to run the business. The accounting system it had in place since its founding in 2007 could not keep up as the company grew and changed. New partnerships with large retailers and professional sports leagues created demand and challenges the old system couldn’t handle.

EvoShield needed its business processes to run efficiently. Management required better information for decision making, and the company had to communicate better with its business partners.

To ensure it had a business software platform in place that could sustain its aggressive growth plans, EvoShield selected the SAP Business One application powered by SAP HANA. With implementation support from Effective Computer Solutions, the solution was up and running quickly and EvoShield had new insight into the business.

Higher Profit and Better Service

The new ERP system gave EvoShield real-time access into data that was never available before. Now management can make data-driven decisions instead of relying purely on experience and gut feel. In addition, process and data integration across the enterprise has improved sales and purchase order management, as well as inventory control.

Profit and loss management has also been simplified. Employees can easily analyze sales order margins to see which ones are more profitable, and the company saved more than 20% on shipping for events marketing through better cost center analysis.

Customers have benefited as well. EvoShield improved on-time shipping to consumers by 67%, with most orders shipping the same day, thanks to streamlined, paperless order entry, management, and execution.

EvoShield’s new ERP system is much like the products it sells. It is a customizable, lightweight solution that fits the company well and keeps it in the game – even if it gets hit by a wild pitch.

Building a success company is hard work. SAP’s affordable solutions for small and midsize companies are designed to make it easier. Easy to install and use, SAP SME Solutions help you automate and integrate your business process to give real time actionable insights. So you can make decisions on the spot. Find out how Run Simple can work for you. Visit sap.com/sme.

This story originally appeared on SAP Business Trends.

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Growing the Business with Connected Networks

Social networks play a crucial role in the era of digital transformation. Common examples include businesses using Twitter, Facebook, LinkedIn, and Pinterest for customer service and engagement. So why shouldn’t we bring social networks and collaboration to our customers in the B2B sector?

Business networks, like Ariba, enable companies to communicate better with partners and suppliers. What Amazon has done in the consumer world, businesses can now do with other businesses – namely, create networks that make the purchasing process faster and easier. They can also support new partnerships: companies can find new suppliers, and sellers can find new customers. For example, the Ariba business network connects over 1.7 million companies, proving great buying and selling opportunities that unconnected businesses are missing. Since SAP Ariba is cloud-based, it also reduces operating costs, missed sales opportunities, and slow cash flow.

In 2000, two sisters in Cape Town, Gheelmeyah Rylands and Ruwayda Tambe, launched the startup company, Sage Health Solutions. The company manufactures, sells, and distributes a broad range of medical and remedial equipment and supplies to public- and private-sector customers, including specially made mattresses and pillows covered in a skin-soothing antimicrobial, antibacterial, waterproof fabric. Initially, Sage was only able to respond to requests for quotations (RFQs) manually, a time-consuming and labor-intensive process. So the company joined the Ariba network to make its bidding process more efficient and accelerate the sales cycle. During its first five years on Ariba, Sage Health Solutions grew from a modest idea to a multi-million dollar business. Today, 80 percent of Sage’s business comes from Ariba’s automated platform.

With SAP Ariba, we are transforming B2B commerce by digitizing all business transactions and business content across value chains globally. This combination is creating new business value for our customers. For example, companies have reported 60 percent improvement in order accuracy.

But SAP’s vision for the network goes beyond the simple ordering of office supplies and traditional point-to-point connections. Our customers can manage all their business expenditures and integrate the network’s content into existing business processes.

The world is quickly moving from a procurement network to a “network of networks,” which includes many elements: suppliers, B2B, logistics, financials, people, and travel and expense. To better serve our customers, SAP will integrate in-memory analytics capabilities through SAP HANA. This will allow customers on the Ariba network to analyze market data, supplier information, transactional history, and contract terms in real time. This way, they have the facts before they make a purchase or sales decision – whether at the office or on the go. They can compare their reports with those of competitors in the network. By doing so, they will see which products are in high demand. In addition, companies can optimize their supply chains.

The Era of Collaboration

Business networks are bringing us closer to what is described as the Virtual Enterprise. Already today, we are seeing collaboration everywhere: between companies and their customers, between businesses and their suppliers and partners, between platforms, applications, and networks. SAP is providing everything to support this, enabling companies to focus on their core business in completely new ways and faster than ever. Digitization changes how business is done, but also offers new ways – and companies not reacting to this change run the risk of being left behind.

This story originally appeared on SAP Business Trends.

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Statement on Women in Leadership at SAP

SAP has been working to optimize its workforce diversity for many years and we strongly believe that more leadership positions should be held by women.

On our 17-member Supervisory Board, there are four gifted and experienced women: Anja Feldmann, Gesche Joost, Margret Klein-Magar and Christine Regitz. We believe a quota system for board seats can only be one of many levers we must use to lift the number of leadership positions held by women. It is our intention that by 2017, our Executive Board should have at least one woman member. Ingrid-Helen Arnold, our CIO, has been active on our Global Managing Board since 2014.

Of all leadership positions at SAP, 23 percent are now held by women. That represents a five percentage-point increase since 2011. We want to get to 25 percent by 2017. A broad range of general support plus targeted initiatives for women and by women are absolutely essential to raise the number of top management jobs that women hold.

We take a wide view, looking at every aspect of the whole picture. Aside from addressing leadership as such, our approach includes excellence in talent management, health management, and childcare facilities.



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Change Champions Reveal Hidden Secrets Of Career Success

We’re all familiar with the well-worn cliché that change is the only constant in life – especially in the workplace. So how should employees actually deal with change when it arrives at their cubicles? And how can they avoid getting too comfortable with “best practices” that may no longer be relevant when coping with today’s rapid change of pace?

These questions, and many more, were discussed during the recent SAP Radio broadcast, “Success Secrets of a Change Champion.”

Yesterday’s Best Practice, Today’s Bad Habit

According to Sara Kimmel, Vice President of Research and Advisory Services at Human Capital Media, change makes a lot of people uncomfortable because when things are changing, they’re not entirely sure what they should be doing or how they can best prepare for whatever is coming that’s going to be different.

“The answer on how to make things more efficient and effective in the workplace was to create more structure, codify more process and practices and rules of thumb to make things better,” said Kimmel. “But the workplace that businesses and employees are facing now never really stops changing. And yesterday’s best practice can be today’s bad habit that keeps us from being competitive in the marketplace.”

So, what’s the answer? Kimmel believes the solution is two-fold. First, learn to be a better collaborator by reaching out to other people in the organization and utilize their strengths. Second, learn to be a better communicator.

“If things are changing, people need to know and they need to know what they should be doing,” said Kimmel. “They need to know how things have been changing. This is what we’ve learned about successful management in businesses today from the research.”

The Courage to Reinvent Yourself

According to Carrie Brown, Vice President of User Adoption for SAP, it takes courage to be changed, to lead change and to live in change.

“As you become accomplished with an area, it’s good to remind yourself that there’s more that you don’t know than there is that you know,” said Brown. “It takes courage to continue to reinvent yourself and to help others reinvent themselves.”

What if employees push back? Can they still serve as a change agent without having to step up to the aforementioned characteristics?

Showing up and bringing your best intentions and capabilities and participating is part of being in the change process, according to Brown.

“You don’t always have to lead the process, but you don’t have to resist the process either.”

Removing the Blinders

Marcia Conner of Impact Ingenuity found that large organizations are “beautifully blinded” towards change and are not that different from the people who are resistant to it.

“Those who embrace it are the ones who aim for perspective transformation,” said Conner. “I encourage everyone to think about what makes each individual unique and figure out who they are and how they can move forward.”

And while most organizations try to hire the smartest people they can, when they arrive at the organization, they are often treated like idiots.

“I encourage everyone to actually realize we have brilliant people around us, and we should be treating them that way,” said Connor.

Moving Beyond the Status Quo

More than 50% of every knowledge workers’ time is spent on simply maintaining the status quo – which is a global waste of resources and a nonstop dampener of innovation. So how do we get past this? Instead of asking employees to do more, ask instead what can be replaced?

As Conner puts it: “What we can remove that is not working well today and how can we find more efficient, effective, fun, vibrant and energetic ways of working and replace those that we have been doing for so long because ‘that’s how we always do it around here’”?

By 2020, 83% of the workforce is going to be contingent. The roles people play are constantly changing and the way work gets done is changing, according to SAP’s Carrie Brown.

“People are moving from less static roles into more dynamic roles so the ability to consider what to stop doing is something we don’t do often enough.”

Human Capital Media’s Sara Kimmel agrees, believing that efficiency comes from more innovation – which comes from reflection and thinking about what you are doing.

“People are not machines. You can’t just fit more in by being busier. You have to fit more in by thinking about how things could be better and how things could be different.”

Eager to fit in more of this SAP Radio broadcast? Click here to listen to “Success Secrets of a Change Champion” in its entirety.

This story originally appeared on SAP Business Trends.

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SAP Once Again Ranked As a Global Sustainability Leader

WALLDORF — For the ninth consecutive year SAP SE (NYSE: SAP) has maintained its position as the software industry leader in the Dow Jones Sustainability Indices (DJSI).

Since its inception in 1999, the DJSI has become a leading benchmark for investors who integrate sustainability aspects into their portfolios. SAP has been listed since the beginning.

SAP has also been reconfirmed as a constituent of the Ethibel Sustainability Index (ESI) Excellence Europe and ESI Excellence Global as of Sept. 21, 2015. Forum Ethibel is an independent association that was created in 1992 and recognized as an expert in rating, independent audits and certifying that products and services meet environmental, social and governance (ESG) and ethical standards.

SAP gained excellent results in the 2015 ESG report issued by Sustainalytics, a sustainability research and analysis company that supports investors with the development and implementation of responsible investment strategies. In the report, SAP improved in every category. SAP’s renewable energy program and supply chain monitoring improved significantly to the maximum score of 100 points.

“We are pleased that SAP is again recognized as a worldwide sustainability leader in the DJSI and Ethibel Sustainability Index as well as in the Sustainalytics ESG report. It shows that we are on track with our strategy to embed sustainability across the company and help ensure the long-term success of our customers and our own business,” said Daniel Schmid, chief sustainability officer, SAP SE. “On the other hand, ratings like these are critically important in helping business leaders and investors make decisions about whom to do business with. They increasingly want to understand how sustainable their partners are.”

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

Media Contact:

Bettina Wunderle, +49 7544 970 538, bettina.wunderle@sap.com, 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.
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SAP Unveils New Solution for Product Lifecycle Costing, powered by SAP HANA, Designed to Improve Profitability

WALLDORF — SAP SE (NYSE: SAP) today unveiled its new SAP Product Lifecycle Costing solution. This stand-alone offering, which is powered by SAP HANA, can be connected to ERP solutions and any other business system using existing data to create better pricing information for an initial product cost estimate.

It is part of the SAP solution strategy for the extended supply chain, a holistic business approach to managing the entire lifecycle of a product, with connected processes in design, manufacturing, logistics and service.

Manufacturing companies are facing increasing pressure to provide innovative, customer-driven products and quotations at competitive prices. Lack of product visibility early in the quoting process has typically resulted in profitability losses downstream, when the actual production order is priced. For some manufacturers, the variance between the quote and the production price results in profit losses counted in the millions of dollars.

In manufacturing industries, product costing for new products is often performed using Microsoft Excel-based spreadsheets and not integrated into operating business systems like ERP, data for which is created at a later stage. The early phases of new product development involve a multitude of stakeholders who would benefit from visibility into ERP data as well as from a way to simplify the maintenance of an overwhelming maze of spreadsheets.

Designed to drive profitability, SAP Product Lifecycle Costing allows companies to manage product costs and quotations for both new product innovations and customer-specific engineered products in line with strategic targets. In the early stages when the design is evolving and master data is incomplete, transparency and proactive management are critical to help secure future product margins.

SAP Product Lifecycle Costing is designed as an end-to-end solution for early engineering, quotation and lifecycle costing. As such, it provides a high-performance, real-time calculation engine with a modern, dedicated and role-based user interface. It offers Excel-like configuration and can be personalized. The solution includes:

  • Flexible, hierarchical product-costing structures, with native integration with the SAP ERP application and product lifecycle management (PLM) data structures
  • Open, standards-based application programming interface (API) for integrating with other applications
  • What-if scenarios and analytics to support smart design, production, and supply chain and sourcing decisions based on alternative product structures, cost rates or quantities
  • Standard SAP business application security, locking and versioning

With this broad set of functions, companies are now able to accurately calculate against target cost, mitigate financial risks, shorten quotation cycle, reduce time to market, shrink development costs and increase product profitability. SAP Product Lifecycle Costing was built together with 30 co-innovation customers who helped design and shape the solution in a true design-thinking experience.

“SAP’s approach is to support the design-to-profitability paradigm in the best way possible while giving engineers the freedom to create new products by not hindering them with premature business data needs,” said Hans Thalbauer, senior vice president for the Extended Supply Chain, SAP. “It is no longer a question of who owns or creates the data, but how to enable all stakeholders to work together in that early stage. The ability to deliver your products faster than anybody else is a key differentiator. In our opinion, future economic success will rely on early insights into profitability to mitigate risks and identify alternatives early on. Only by optimizing the entire design process will manufacturers be able to deliver better products faster and at lower cost.”

SAP Product Lifecycle Costing will be showcased at the International SAP Conference on Product Lifecycle Management, being held on October 1–2 in Darmstadt, Germany. SAP Product Lifecycle Costing is now available for early-adoption customers as part of the SAP Ramp-Up program.

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

Media Contact:

Angela Schwecke, +1 (416) 791-2692, angela.schwecke@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.
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Thứ Ba, 29 tháng 9, 2015

What Recipe Makes This Bread Business So Successful?

In its most basic form, it starts with flour and water. Yet this simple recipe is the foundation for a food so fundamental to human existence that it has been called the staff of life.

We’re talking about bread, of course. And depending on what part of the world you call home, that could be roti, tortilla, pumpernickel, or baguette.

In all of its many forms, bread is a worldwide favorite. According to some analysts, the global bread market is expected to reach US$170 billion this year.

So what does it take to become a leader in this time-honored industry? Perhaps that also starts with a few basic ingredients.

Making the Brands You Enjoy Every Day

Switzerland’s ARYZTA AG is one of the largest bread and frozen bakery companies in the world. It has about 60 bakeries and kitchens around the globe in North America, South America, Europe, Asia, Australia and New Zealand. ARYZTA’s offerings span a wide range of sweet and savory baked goods that include artisan breads, buns, rolls, muffins, cookies, pastries, donuts, and pizza. In addition to a booming retail business, the company serves a broad commercial base of quick service restaurants, hotels, caterers, convenience stores, and other foodservices channels.

The ARYZTA name might not be familiar to you, but it’s almost a guarantee that you know one or more of the Company’s leading international brands. Coup de Pates®, La Brea Bakery®, Cuisine de France®, Hiestand®, Oakrun Farm Bakery®, and Otis Spunkmeyer® are all part of the ARYZTA family.

Global leadership and market share like this are no accident. ARYZTA’s success is built, at least in part, on two things: a carefully crafted growth strategy and an IT infrastructure designed to support the company’s vision.

Growing through Acquisition

Historically, ARYZTA has expanded through a balanced mix of organic and acquisition growth. And in the last 17 years, ARYZTA has acquired at least a dozen major baking companies.

ARYZTA has specific criteria for the companies it wants to acquire. This includes targeting businesses that can extend ARYZTA’s geographic footprint, provide product expansion and cross-selling opportunities, and increase penetration into focused customer channels.

Los Angeles’ La Brea Bakery is a prime example. La Brea Bakery, which ARYZTA has owned since 2001, became a local sensation after it helped spark an artisan bread renaissance in the late 1980s. Now it is one of the largest artisanal bakeries in the United States.

Supporting the Strategy with Agile IT

ARYZTA’s growth strategy is supported by a corporate IT philosophy that values agility, standardization, and accelerated time to value.

The company’s systems landscape, for example, includes cloud-based HR solutions from SuccessFactors, an SAP company.

“These solutions have helped us lay the foundation for a consistent global workflow,” explains Abuzar Atieque, Global Director for HR Information Systems at ARYZTA. This consistency pays dividends when it comes time to integrate a newly acquired company. “Instead of taking months or years to do an HR integration,” Atieque says, “It now takes us only weeks.”

ARYZTA is also standardizing the sales operations across its many businesses with global rollouts of the SAP Cloud for Sales solution. The idea is to provide enterprise-wide access to real-time information and a comprehensive 360-degree view of customers and business partners. This insight helps ARYZTA drive sales and marketing campaigns while eliminating the manual sales processes once managed with spreadsheets.

Measuring Success

“How we measure success is speed to market,” adds Harish Ramani, ARYZTA’s global CIO. “We want to integrate quickly to drive value back into our enterprise and, most importantly, value back to our customer.”

ARYZTA seems to have the right recipe to do just that.

Start with some corporate agility, add a little workflow consistency, and enjoy the results.

You might also like:

Please join me on Twitter at @JohnGWard3.

This story originally appeared on SAP Business Trends.

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SAP Positioned as a Leader in 2015 Gartner Magic Quadrant for Horizontal Portals

WALLDORF — SAP SE (NYSE: SAP) today announced that it has been positioned by independent analyst firm Gartner Inc. as a leader in the Magic Quadrant for Horizontal Portals report.*

SAP is categorized as a leader in the portal market based on its “completeness of vision” and “ability to execute” in this highly competitive technology segment.

According to Gartner, digital business requires organizations to improve customer, employee and partner engagement and satisfaction in the midst of an explosion of information, devices and apps. Additionally, according to the report, portal offerings must step up to meet the escalating demands of digital businesses.

“We believe the positioning recognizes our ongoing investment in enabling our widely deployed SAP Enterprise Portal for the SAP Fiori user experience as well as the new SAP HANA Cloud Portal,” said Björn Goerke, EVP and head of SAP Products & Innovation Technology Division. “Our portal continues to be a key element of our integration strategy, helping existing and new customers of SAP Business Suite 4 SAP HANA (SAP S/4HANA) to boost their users’ efficiency through a single point of access to all their business processes, whether on premise or in the cloud.”

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

Media Contact:

Susan Miller, SAP, +1 (610) 661-9225, susan.miller@sap.com, ET

*Gartner, “Magic Quadrant for Horizontal Portals,” published September 15, 2015 by Jim Murphy, Gene Phifer, Gavin Tay, and Magnus Revang.
Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.
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.
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How to Design Your Company’s Digital Transformation

The September issue of the Harvard Business Review features a cover story on design thinking’s coming of age. We have been applying design thinking within SAP for the past 10 years, and I’ve witnessed the growth of this human-centered approach to innovation first hand.

Design thinking is, as the HBR piece points out, “the best tool we have for … developing a responsive, flexible organizational culture.”

This means businesses are doing more to learn about their customers by interacting directly with them. We’re seeing this change in our work on d.forum — a community of design thinking champions and “disruptors” from across industries.

Meanwhile, technology is making it possible to know exponentially more about a customer. Businesses can now make increasingly accurate predictions about customers’ needs well into the future. The businesses best able to access and pull insights from this growing volume of data will win. That requires a fundamental change for our own industry; it necessitates a digital transformation.

So, how do we design this digital transformation?

It starts with the customer and an application of design thinking throughout an organization – blending business, technology and human values to generate innovation. Business is already incorporating design thinking, as the HBR cover story shows. We in technology need to do the same.

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Design thinking plays an important role because it helps articulate what the end customer’s experience is going to be like. It helps focus all aspects of the business on understanding and articulating that future experience.

Once an organization is able to do that, the insights from that consumer experience need to be drawn down into the business, with the central question becoming: What does this future customer experience mean for us as an organization? What barriers do we need to remove? Do we need to organize ourselves differently? Does our process need to change – if it does, how? What kind of new technology do we need?

Then an organization must look carefully at roles within itself. What does this knowledge of the end customer’s future experience mean for an individual in human resources, for example, or finance? Those roles can then be viewed as end experiences unto themselves, with organizations applying design thinking to learn about the needs inherent to those roles. They can then change roles to better meet the end customer’s future needs. This end customer-centered approach is what drives change.

This also means design thinking is more important than ever for IT organizations.

We, in the IT industry, have been charged with being responsive to business, using technology to solve the problems business presents. Unfortunately, business sometimes views IT as the organization keeping the lights on. If we make the analogy of a store: business is responsible for the front office, focused on growing the business where consumers directly interact with products and marketing; while the perception is that IT focuses on the back office, keeping servers running and the distribution system humming. The key is to have business and IT align to meet the needs of the front office together.

Remember what I said about the growing availability of consumer data? The business best able to access and learn from that data will win. Those of us in IT organizations have the technology to make that win possible, but the way we are seen and our very nature needs to change if we want to remain relevant to business and participate in crafting the winning strategy.

We need to become more front office and less back office, proving to business that we are innovation partners in technology.

This means, in order to communicate with businesses today, we need to take a design thinking approach. We in IT need to show we have an understanding of the end consumer’s needs and experience, and we must align that knowledge and understanding with technological solutions. When this works — when the front office and back office come together in this way — it can lead to solutions that a company could otherwise never have realized.

There’s different qualities, of course, between front office and back office requirements. The back office is the foundation of a company and requires robustness, stability, and reliability. The front office, on the other hand, moves much more quickly. It is always changing with new product offerings and marketing campaigns. Technology must also show agility, flexibility, and speed. The business needs both functions to survive. This is a challenge for IT organizations, but it is not an impossible shift for us to make.

Here’s the breakdown of our challenge.

1. We need to better understand the real needs of the business.

This means learning more about the experience and needs of the end customer and then translating that information into technological solutions.

2. We need to be involved in more of the strategic discussions of the business.

Use the regular invitations to meetings with business as an opportunity to surface the deeper learning about the end consumer and the technology solutions that business may otherwise not know to ask for or how to implement.

The IT industry overall may not have a track record of operating in this way, but if we are not involved in the strategic direction of companies and shedding light on the future path, we risk not being considered innovation partners for the business.

We must collaborate with business, understand the strategic direction and highlight the technical challenges and opportunities. When we do, IT will become a hybrid organization – able to maintain the back office while capitalizing on the front office’s growing technical needs. We will highlight solutions that business could otherwise have missed, ushering in a digital transformation.

This story originally appeared on SAP Business Trends.

Top image via Shutterstock



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Let’s Get Real About Real-Time Data

Alan Kay, the Xerox PARC founder and visionary computer scientist, once said, “Don’t worry about what anybody else is going to do… The best way to predict the future is to invent it. Really smart people with reasonable funding can do just about anything that doesn’t violate too many of Newton’s Laws!”

Alan wasn’t the first* to express the view that the future can, at least in part, be invented, but he was one of its leading proponents laying much of the groundwork in the early 1970s for what would become the personal computer and ultimately, the digital revolution.

For corporate leaders and their companies in the midst of the transition to becoming digital enterprises, that future is real-time computing, or what I prefer to call ‘in the moment’ computing – the ability to make instant decisions based on live rather than stale data.

Real Real-Time

Technologists have been talking about real-time computing for years, but it is only in the last few years that new technology platforms like SAP HANA (which is built around a reimagined database with built-in analytics and other functionality) and in-memory computing have made real, real-time computing possible.

So why is this important for business users? Because in our hyper-connected digital world, speed and flexibility really do matter. Customers, and consumers in particular, have become accustomed to having access to the latest information where ever they are, whenever they want it and on whatever device they choose to use. They have short attention spans, demand the best customer experience and they expect near instant gratification.

“Every second counts when you want to deliver real-time recommendations to customers based on their location, activity, or status,” said Forrester Research in a report published last month on (The Forrester Wave: In-Memory Database Platforms, Q3 2015).

Forrester points out that the traditional approach of storing data on disk and later integrating and analyzing it isn’t good enough anymore; decision makers need the perfect recommendation in seconds, not days or weeks.  “Storing and processing customer data, events, and clickstreams in memory supports such sub-second, low-latency access,” said Forrester. Translation?  To be relevant in today’s digital economy, it has to be able to analyze and deliver insights on huge volumes of disparate data – quickly.

It has got to be fast and able to deal with huge volumes of disparate data to be relevant in today’s digital economy.

In-Memory Database Uses

Here are some examples. The reservations systems for hotels, concerts, sports events, restaurants, and car rental companies. They all use in-memory data platforms to deliver the enhanced customer experiences that allow you or me to choose a table, seat, or room in real time, even when hundreds and thousands of others are doing the same thing at that the exact same moment.

Or consider directors in today’s corporate boardrooms. They need to be able to make decisions immediately based on up-to-the minute information, and to assess investment opportunities in real time rather than having to wait hours, days or perhaps weeks for IT to run a report.

Sounds simple? Yes, but until recently storing and processing larger amounts of data in memory was not an option because the hardware was prohibitively expensive and the old-style (legacy) relational database products were too slow and cumbersome and incapable of handling the huge volumes of structured and unstructured data that modern applications, including predictive analytics, now depend on.

Over the past few years this has changed. Today’s disruptive in-memory database platforms like SAP HANA, are changing the way we build and deliver systems of customer engagement (replacing old and limited customer relationship management (CRM) systems) and are transforming the practice of analytics, predictive modeling, and business transaction management.

Digital Enterprise OS

To be successful in the digital economy, companies need to be running real-time applications on a true and complete in-memory data platform – think of this ‘platform’ as the ‘operating system’ for a digital enterprise.

Although some companies have been using real-time apps for decades, they previously required extensive application coding and customization to deliver extreme performance and that limited their use to a few specialized functions like stock trading and fraud detection. But this is no longer the case.

Today, for example, major retail stores, mid-sized retailers, and eCommerce sites like Ebay and Amazon have started to exploit in-memory data platforms and big data (structured, like sales records and unstructured, like customer comments on social media) in a big way. Similarly equipment manufacturers are using sensors, machine generated data and in-memory systems to analyze the performance of everything from tractors and jet engines to production line machinery and predict in real-time when a part might fail and need replacing.

“The in-memory database market is new but growing rapidly as enterprise architects look at supporting new and emerging fast data insights, applications, and processes,” said the Forrester report. But not all in-memory databases are created equal. Most, for example, rely on old techniques such as data caching and unlike SAP HANA, require additional layers of technology in order to support real world applications.

Razor-Sharp Focus

“SAP’s razor-sharp focus on in-memory technology is paying off,” said Forrester while noting that SAP HANA already had more than 7,200 customers at the end of the second quarter this year.

Those customers are taking charge of their own futures, investing in a technology platform that provides them with a rock-solid foundation to run and extend their digital core as they transform into digital enterprises. Rather than waiting for the future, they are inventing it. The (real-time computing) train is leaving the station and it’s time for companies to jump aboard or risk being left behind.

*Footnote: The first to express this concept was scientist Dennis Gabor who was later awarded a Nobel Prize in Physics for his work on holography. In his book, “Inventing the Future,” published in 1963, he wrote “The future cannot be predicted, but futures can be invented.”

This story originally appeared on SAP Business Trends.

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Latest Version of SAP Adaptive Server Enterprise Brings New Innovations to Mission-Critical Transactional Applications

WALLDORF — SAP SE (NYSE: SAP) today announced availability of the new release of SAP Adaptive Server Enterprise (SAP ASE).

With this new release, SAP aims to modernize transaction-intensive applications such as those in financial services, telecommunications, retail, healthcare and transportation to meet the new demands of the digital economy, which has millions of transactions occurring 24×7 globally, on premise and in the cloud.

“Transactional applications are at the heart of every digital enterprise, and a highly reliable, trusted digital core forms the necessary foundation,” said Steve Lucas, president, Platform Solutions, SAP. “With this new release SAP is providing significant new innovations for increasing transaction performance, continuous availability and efficient deployments, enabling customers to be successful in the digital economy.”

SAP ASE provides high-performance, proven reliability and lower total cost of ownership that many applications rely on, including SAP Business Suite, SAP Business Warehouse and SAP Solution Manager as well as a number of partner and custom solutions with extreme transaction processing requirements.

The latest release of the enterprise edition of SAP ASE provides:

  • High-performance transaction processing: The new SAP ASE database MemScale option supports extreme transaction processing applications executed by large numbers of concurrent users.
  • Rock-solid business continuity: With the new SAP ASE database always-on option, customers can run 24×7 global operations using a unified high-availability and disaster recovery architecture with rolling upgrades and automatic application failover.
  • High efficiency: SAP ASE workload analyzer option allows database administrators to simulate potential workloads and optimize system environments for operational efficiency and non-disruptive deployments.

These new features further extend recent innovations such as SAP HANA accelerator for SAP ASE, which accelerates reporting applications in SAP ASE using SAP HANA, and expanded support for cloud-based deployment of SAP ASE through Amazon Web Services (AWS), SAP HANA Cloud Platform and SAP HANA Enterprise Cloud. In addition to providing various options for cloud deployments, a flexible licensing model is now available that provides unlimited nonproductive usage of SAP ASE, enterprise edition.

“UZ Leuven is the largest healthcare provider in Belgium and a longtime SAP ASE user,” said Reinoud Reynders, IT manager, Infrastructure & Operations, UZ Leuven. “While evaluating the enhanced transaction processing capabilities offered as part of the SAP ASE database MemScale option in the latest release, we achieved a 250 percent improvement in transaction throughput. This new functionality will allow us to scale our existing environment to add more hospitals and users, and continue to provide superior performance for our electronic patient management application.”

Learn more about the latest version of SAP ASE here.

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

Media Contacts:

Susan Miller, SAP, +1 (610) 661-9225, susan.miller@sap.com, ET
Britney Schaeffer, FleishmanHillard, +1 (212) 453-2457, britney.schaeffer@fleishman.com, ET

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
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Thứ Hai, 28 tháng 9, 2015

SAP to Hire 1,200 Graduate Developers in 2015

WALLDORF — SAP SE (NYSE: SAP) plans to hire 1,200 graduate developers globally in 2015. To help ensure their efficient onboarding, the company is establishing an early talent program tailored to development needs.

“At SAP, developers work in a very agile environment in so called sprint teams of 10,” said Stefan Ries, chief human resources officer. “They shape new ideas together, create, discuss, discard some, drive others in a common effort — all within one week. We consider them winners with a high aim for creativity, flexibility and team spirit.”

The company develops in all of its more than 100 locations around the world, oftentimes on sensitive topics with high social impact. Current examples are the consolidation of cancer research with the help of the SAP HANA platform and the development of an app for easy and centralized refugee registration in Germany.

The Products & Innovation (P&I) group at SAP focuses its hires on young developers from Germany, India, China, North America and Bulgaria. The company engages with the next-generation workforce through various early talent programs, as the “develop&impact” program. To be launched the first week of October, it is intended to support new developers during their first year at SAP through tailored trainings, networking and mentoring opportunities.

Likewise, the SAP University Alliances program prepares next-generation talent for the digital age. It scouts early talents through events like the SAP InnoJam, a 32-hour design thinking competition to further coding and data analytics skills. At the SAP InnoJam in Berlin, taking place now, early talents are working on challenges in the area of entertainment and higher education and research. The next SAP InnoJam event is taking place October 26-27 in Palo Alto, California.

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

Media Contact:

Dana Rösiger, SAP SE, +49 160-90820259, dana.roesiger@sap.com, 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.
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When Smart Cities Fight Mother Nature

The City of Buenos Aires is battling the elements by installing sensors that analyze weather data on the SAP HANA platform.

Anyone who has ever spent a cold night huddled on a rooftop surrounded by rising flood waters knows it’s terrifying.

Alejandro Zelada, a survivor of massive floods in Buenos Aires in 2013, describes the experience. “It was like a wave, like a tsunami, and all the furniture started to float,” said Zelada whose family was luckier than many others as the water rose over six feet in the streets around his home. “We only lost our belongings, but others lost their lives.”

The Argentine capital is just one of hundreds of cities around the world that face massive devastation caused by catastrophic floods every year. One of the most beautiful port cities in the world, Buenos Aires is built on the banks of Rio de la Plata. Not only is it surrounded by water, it sits on nine other rivers that run underground beneath it. One third of its 3 million people live in a flood prone area.

Technology to the Rescue

Flash flooding often occurs in cities like Buenos Aires that are plagued by torrential seasonal rains simply because trash and debris clog storm drains and city sewers. If maintenance crews knew when and where to clear them, a lot of damage could be prevented.

Almost 100 people died when Buenos Aires and the surrounding region flooded 2 years ago, and the cost came close to 103 million dollars. After that disaster, city leaders were determined to be better prepared next time. They decided to mitigate risks by expanding the use of technology.  The city installed sensors in over 30,000 storm drains that measure the direction, speed and level of water.

Along with weather reports and citizen alerts on social media, the city can now analyzes sensor data on the SAP HANA platform to determine in real time which areas need immediate support.

Last year the citizens of Buenos Aires braced for the worst during non-stop downpours resulting in the most rainfall ever registered in the city’s history. Public officials, however, remained confident, and sure enough, the city did not flood! Neighboring towns that are not running the same solution continue to flood.

A Digital Roadmap to Improve Lives and Save Resources

The World Bank forecasts that global flood losses will reach $1 trillion per year if cities do not start taking preventive measures. Buenos Aires has taken the first steps and is becoming an exemplar in smart city management, not only overcoming the challenge of floods, but changing its entire infrastructure with the help of simple and innovative technology that improves citizens’ lives and saves precious public resources.

Other public and private entities are following suit. Earlier this year enough rain fell in Texas to cover the entire state 8 inches deep leaving many homes and businesses without electricity for days. CenterPoint Energy, a company responsible for delivering electricity and gas to 5.5 million customers around the state, was well prepared. The use of IoT (Internet of Things) technology such as sensors and other devices to collect and analyze data helped them make decisions quickly about where to send maintenance crews to minimize damage.

Like the city of Buenos Aires, CenterPoint is on a journey of digital transformation to solve complex problems with state of the art technology. Using IoT apps built on SAP HANA Cloud Platform they are transforming information into action so the company can manage the volume, veracity, velocity, and variety of their data. As a result, not only does CenterPoint reduce operational costs and manage its assets and resources more efficiently, consumers are also saving energy and money.

Buenos Aires and CenterPoint are just two examples of enterprises that are using technology to completely reimagine how they do business and run operations.  These enterprises are responding to the fact that citizens and consumers expect a new type of experience and smart solutions that make life easier and safer.

By building a digital roadmap now, they are securing their relevance for the future because they are adding true value to their stakeholders: they are either improving products and services or reducing their costs!

The Cities of the Future

With the world population continuing to urbanize and the climate changing rapidly, the economic, social and environmental factors impacting cities will require an even stronger and quicker response from city planners. Programs like SAP Future Cities will play a key role in enabling leaders to better respond to citizens, make faster decisions and manage scarce resources.



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SAP Positioned as Overall Leader for Access Control and Governance by KuppingerCole

WALLDORF — SAP SE (NYSE: SAP) today announced that independent analyst firm KuppingerCole has positioned SAP as the leader in all four categories in the KuppingerCole Leadership Compass for Access Control and Access Governance Solutions for SAP environments.

KuppingerCole’s Leadership Compass is a tool that provides an overview of a particular IT market segment and identifies the leader in that market segment.

The report states that “by adding the right Access Control components to their SAP infrastructure, organizations can significantly improve enterprise risk management and corporate compliance with applicable laws and regulations.” According to KuppingerCole, “It is clear that the overall leader is SAP with its Access Control product. This clearly reflects the role SAP plays within this special market. Full coverage of all required functionality and a constantly maturing product offering lay the foundation for this overall leadership.”

“Due to our broad and innovative product portfolio, we believe the KuppingerCole report recognizes SAP leadership in access control and governance,” said Kevin McCollom, global vice president, Solutions for Governance, Risk and Compliance, SAP. “With SAP solutions for governance, risk and compliance, our customers can better manage risk while helping ensure profitability and growth.”

SAP Access Control is a market-leading application for monitoring and enforcing user access and authorization controls. It helps prevent fraud and misuse of information and maintains compliance with international financial reporting and risk management regulatory mandates. In addition, the application supports access management activities such as access requests, automated provisioning, role management, emergency/superuser access and access certification.

The full report can be found here.

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

Media Contact:

Susan Miller, +1 (610) 661-9225, susan.miller@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.
Photo: Shutterstock



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Sanitas Troesch Says Goodbye to 100 Aggregates

When the proof of concept for SAP BW powered by SAP HANA on a test system was successful at Sanitas Troesch, it represented the first important step toward running SAP HANA at the Swiss wholesaler and retailer.

If branch managers at Sanitas Troesch want to find out how business with a certain customer is growing and check out some important details, they need to be patient. At the Swiss wholesaler and retailer of kitchen and bathroom fixtures, it takes the system around 20 minutes to determine the total revenue generated by the customer, as well as which field employee is responsible for the account, the sales figures for that employee over the past few months, and how many orders are open. In the SAP HANA-based SAP Business Warehouse (SAP BW) test system that runs parallel to production operation, however, this information appears on the screen within 34 seconds.

Finding out how much revenue a high-quality faucet, am Alterna bathtub, or a Svizra kitchen generated last fiscal year compared with the year before takes a product manager several minutes. In contrast, the SAP HANA test system churns out the results in just four seconds. It can filter out all the quotations worth more than 50,000 Swiss francs just as fast — 75 times faster than before.

Trial Run for More SAP HANA Projects

“Employees won’t have to wait as long for their results,” says Mirko Wagenhäuser from SAP partner FIS. In his capacity as SAP BW project lead, Wagenhäuser oversaw the test transition to SAP HANA. No one has yet to quantify the efficiency gains that SAP HANA will bring, but one thing is clear: the first important step has been taken toward running SAP HANA at Sanitas Troesch. Even before the start of the proof of concept (POC), Sanitas Troesch CFO Markus Riess described the project as “a trial run for more SAP HANA projects.”

In Wagenhäuser’s opinion, “SAP ERP on SAP HANA would make sense particularly in conjunction with our industry solution FIS/wws.” This would also entail some changes to the company’s business processes.

But first, the Zurich-based midmarket company with 970 employees and annual sales of 576 million Swiss francs (€554 million) wants to jettison 100 or so aggregates in SAP BW, which are currently responsible for the long overnight load time. Aggregates can help improve performance and are a good technical tool for creating reports reasonably fast on a conventional database. “However,” Wagenhäuser explains, “The many and diverse reporting needs cause problems, because the data has to be rolled up into aggregates at night.”

Daniel Schubert, controller at Sanitas Troesch, adds, “The night is hardly long enough to transfer all the daytime transactions to the operational systems.”

This is because new data records are continually being added to the more than 300 million already in existence. New orders and quotations, open orders and quotations, rejected quotations — every change produces a new data record. And the system must be up-to-date every morning. Based on load tests in the test system, FIS reckons that processing will be complete in four hours in the future.

“The flatter structure and fewer data updates help reduce the load time,” says Wagenhäuser. “In addition, improved compression saves space, and read performance is optimized thanks to column storage.”

SAP BW on SAP HANA at Sanitas Troesch: POC and Migration in a Few Mmonths

According to FIS, the POC for SAP BW on SAP HANA at Sanitas Troesch took it just a few weeks, from the detailed planning to the delivery of an SAP BW system on SAP HANA, operated in parallel using production data. To execute the POC, the FIS service subsidiary FIS-ASP provided a suitable SAP HANA server. The Sanitas Troesch business departments were then given five weeks to test the software on the system copy.

The next step is set to commence soon: the migration of SAP BW to SAP HANA.

“In terms of effort, it’s comparable to an SAP BW system upgrade with a bit of housekeeping and some preliminary and follow-up tasks,” explains Wagenhäuser. The go-live for the production system should be completed within a two-week period.

Then, what power user Schubert already experienced in the test phase will become reality — faster reports and better performance. The switch to SAP BW on SAP HANA will undoubtedly mean that Schubert will have to deal with a good number of requests, because he is responsible for the ongoing development of reporting. The new opportunities will prompt a desire in the business departments for more, and more detailed, analyses and also, for example, dashboards that could be built using SAP BusinessObjects Design Studio.

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Global Goals 2030: Using Data To Achieve Worldwide Sustainability

Friday, September 25, 2015, wasn’t not just another Friday. It was a remarkable day that will go down in history in every corner of the world. It’s the day that 193 world leaders gathered at the United Nations (UN) Sustainable Development Summit 2015 to adopt 17 highly ambitious Sustainable Development Goals.

With the ability to improve billions of people’s lives around the world, these goals are aimed at ending poverty, protecting the planet, and ensuring prosperity for all by 2030.

On its website, the UN states: “For the goals to be reached, everyone needs to do their part: governments, the private sector, civil society, and people like you.”

To ensure that “everyone” is doing their part, the UN is encouraging participating countries, private and public sector organizations, and everyday citizens to take part in an extensive worldwide week-long launch. There will be a wide array of events – from celebrity concerts, movie premieres, tweeting campaigns, and much more – with the hope of gaining the support of everyone around the globe.

As one example, a few inspiring individuals started Project Everyone, an independent organization that now has a wide range of supporters. Its mission is to communicate the UN’s Global Goals to 7 billion people around the world in 7 days, between September 26 and October 2.

Clearly, this is an initiative that the entire globe is embracing.

Big Data Pivotal to a Sustainable Future

The UN recognizes that technology – and specifically data – will play a big role in the achievement of the sustainability goals. In fact, Ban Ki-moon, the UN Secretary General, recently made the statement that the data revolution is giving the world powerful tools that can help usher in a more sustainable future.

Certainly anyone involved in driving any of the sustainability goals will use data to monitor their path. They will use it to assess where they are today in relation to sustainability, where they want to be in 15 years, and what progress is made along the way.

But more importantly, data will be key to how the world gets there.

Collectively, there will be significant amounts of money – billions, in fact – invested to achieve the 17 goals over the course of the next 15 years. Having the right data and analytic tools will be imperative in ensuring that those investments are used wisely.

Using Data to Accelerate Sustainability

To support the data revolution, a multi-stakeholder group of governments, civil society, private sector, international organizations, academic, statistical and data communities, and networks came together to form the Global Partnership for Sustainable Development Data (GPSDD). The official launch of this partnership is on Monday, September 28. Its mission is to support data-driven decision-making by catalyzing more open, new, and usable data.

As the GPSDD works toward this mission, it will help the world achieve the sustainability goals faster, more effectively, and with long-term impact through initiatives and actions such as:

  • Strengthening country data-ecosystems
  • Filling critical data gaps
  • Improving data literacy and capacity
  • Increasing data openness, sharing, and leveraging
  • Mobilizing and aligning resources
  • Reinforcing and catalyzing principles and protocols

Big Data Already Making a Difference

There is no doubt that the use of data will have a widespread effect on sustainable development between now and 2030 as it helps the world address some of the most difficult challenges. High-quality, timely, and reliable data can pinpoint where poverty still exists and where young girls are violently mistreated. It can also depict where the greatest deforestation is occurring, and where cases of HIV/AIDS are still on the rise. In turn, the right data, at the right time, can spur on private investments in sustainable development and help rebuild failing economies.

Simply put, data will help everyone do their part in making the world a better place.

Here are a few examples of how data is already helping:

  • Made in A Free World” designations let customers know what goods are made without slavery, thus helping free more than 30 million people still enslaved today.
  • The Barcode of Life organization is using DNA barcoding to discover and document every living creature on earth so that endangered species can be protected.
  • Organizations such as the Amazonas Sustainable Foundation are using data visualizations and analytics experts to achieve goals such as eliminating deforestation, promoting environmental awareness, and improving the quality of life for thousands of people.
  • Mobile, Big Data, and Internet of Things technologies are being used in smart cities around the globe like Barcelona to manage services and resources and improve citizens’ quality of life.

The Chance to Change History

On the UN Web site, Ki-moon says, “2015 is not just another year, it is a chance to change the course of history.” As an anchor partner in the Global Partnership, SAP is proud to be part of this change as we fulfill our vision and purpose to help the world run better and improve people’s lives. In addition to our technology leadership, we will facilitate our customers’ contributions through our application and technology portfolio. We will also offer our industry knowledge and business process expertise when and where needed to support the achievement of all 17 goals by 2030. We hope you and your organization will support this endeavor as well.

To be one of the 7 million people reached in 7 days, visit Project Everyone between September 26 and October 2. To understand the role data can play, discover where you can view The Human Face of Big Data documentary in the coming months. And, lastly, share how you plan to take part in sustainable development with David on Twitter@davidpjonker.

This story originally appeared on The Digitalist.

Photo: Shutterstock



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Award-Winning SAP Fiori 2.0: Seriously Fun Business Application Design

In this exclusive interview with SAP News, Maricel Cabahug, Senior Vice President of Global Design and User Experience at SAP, shares her thoughts on winning the prestigious Red Dot Design Award for SAP Fiori 2.0, and how SAP is transforming business application design for the digital economy.

Maricel Cabahug, Senior Vice President of Global Design and User Experience at SAP

Maricel Cabahug, Senior Vice President of Global Design and User Experience at SAP

SAP News: What were your first thoughts when you found out SAP Fiori 2.0 had won the Red Dot Design Award?

Cabahug: We are honored and humbled that SAP Fiori 2.0 has won this award. It is like the Oscars of the design industry. While our customers know our global design team sets the design bar very high, being recognized in such an international competition only reinforces that we’re headed in the right direction. We are leading the market into a new era of user experience for business applications in the digital age. This is design that has to be as fun as consumers expect in their daily lives, while also delivering the seriously world-class, reliable performance that business depends on.

How has SAP Fiori evolved since it was first launched in 2013?

SAP Fiori is the story of designing the modern user experience for business applications. It began with the top 25 most broadly-used SAP apps, and has expanded to over 500 apps today. We helped our customers take a giant step forward with the first iteration of SAP Fiori that was expressly designed to simplify everyday tasks with an intuitive and easy user experience for the most popular SAP business applications.

Tell us the back story of SAP Fiori 2.0 – why was it developed and what’s the big idea behind it?

We realized it was time to evolve the SAP Fiori user experience to accommodate more complex scenarios. SAP Fiori 2.0 is the perfect manifestation of digital age application automation because it provides intelligent, contextual-based support for people across the company working on more complex tasks. Traditional business applications operated on a “pull” concept. SAP Fiori 2.0 innovates with a “push” model, anticipating tasks based on an employee’s role, and also bringing in real-time data from other systems across devices tailored to each situation. Think of it as a Siri-like personal assistant experience that automates tedious, repetitive tasks.

Can you provide some specific examples of how SAP Fiori 2.0 will transform how people work every day?

The SAP Fiori 2.0 design concept frees up employees to focus on high-value activities that require human intelligence. It’s really the next evolution of process automation. We’ve created a VIDEO that showcases how SAP Fiori 2.0 simplifies one of the most complicated scenarios in ERP – sales order entry. Even in situations with constant interruptions, exceptions and other complex events, SAP Fiori 2.0 automatically prioritizes tasks, accesses relevant information from other systems, and drives the resultant workflows, doing what computers do best. This leaves room for people to do what they do best, focusing on tasks that demand human judgment and creativity. We see some consumer applications evolving in this way, and this offers exponential benefits to companies when they can use their people resources to perform tasks machines cannot do.

As SAP Fiori 2.0 becomes the new face of SAP S/4HANA and other SAP solutions customers across the enterprise will be able to experience its benefits for both simple and complex transactions.

As SAP Fiori 2.0 becomes the new face of SAP S/4HANA and other SAP solutions customers across the enterprise will be able to experience its benefits for both simple and complex transactions.

What can customers expect as SAP Fiori 2.0 rolls out?

SAP Fiori 2.0 will be the new face of SAP S/4HANA and other solutions. As we bring SAP Fiori 2.0 into the SAP portfolio now through next year, customers across the enterprise will be able to experience its benefits for both simple and complex transactions. These include people in specialist roles in departments like sales, warehouse management, planning, customer service and finance. While some of these workers are experienced SAP users, many more are digital natives newly entering the workforce. SAP is committed to giving these employees a simple yet powerful user experience, regardless of the complexity of their responsibilities. I’m very excited because SAP Fiori offers a modern user experience for business applications that is foundational to every company’s evolution and growth in the digital economy.

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SAP Wins Prestigious Red Dot Award for Design Concept

WALLDORF — SAP SE (NYSE: SAP) today announced that its planned SAP Fiori 2.0 user experience (UX) design concept won a Red Dot in the Interaction Category at the Red Dot Award: Design Concept 2015.

The Red Dot Design Award is one of the most prestigious design awards worldwide and honors innovation, concepts and visions. SAP earned the award in the fiercely competitive Design Concept discipline, which this year received 4,680 entries from 61 countries.

“We are honored and humbled to receive the Red Dot Award for our next-generation design concept for SAP Fiori,” said Sam Yen, chief design officer for SAP. “To be recognized by peers in the design industry is evidence that our continuous focus on user experience and our design vision have reached new levels of distinction in the market. Great design, while very difficult to achieve, results in a unique user experience that is personalized, simple and effective. This is key to winning in the digital economy.”

Red Dot Design Award, founded in Germany in 1955 as an award for products, is internationally recognized as a symbol for excellence. Designs are awarded in three different disciplines: Product Design, Communication Design and Design Concept. The Design Concept discipline was established in 2005 to recognize creative minds and celebrate new design conception and innovation. Today, the Red Dot Award for Design Concept has grown to be the largest and most recognized professional design competition for design concept and prototypes worldwide. The competition for Design Concepts is based in Singapore, which is also home to the Red Dot Design Museum Singapore.

The award was announced at a ceremony held in Singapore on September 25.

To get the inside scoop on design at SAP, watch the video:

Next Evolution of SAP User Experience Ushers in the Next-Generation Modern Look and Refined Visuals

Introduced in 2013 as a collection of 25 apps, the SAP Fiori UX has evolved into the new user experience for SAP software, across solutions such as SAP Business Suite 4 SAP HANA (SAP S/4HANA), the SAP SuccessFactors Employee Central solution, Ariba mobile solutions and the SAP Cloud for Customer solution. The new UX reflects a broader paradigm shift, moving from a focus on features and functions to users and their experience. As a result, SAP is bringing simplicity to a complex world so people and teams can be more productive and work better, faster and in entirely new ways.

SAP Fiori 2.0 is envisioned to be the next evolution of the SAP user experience design concept and is planned to be the new user experience for SAP S/4HANA and other solutions. Conceived in collaboration with SAP customers, this next-generation SAP Fiori UX design will be the new face for digital enterprise software and will show first examples of contextual and multimodal interaction.

“SAP Fiori UX has helped simplify the use of SAP software at DONG Energy,” said Simon Schmidt, SAP Fiori consultant, DONG Energy A/S. “With SAP Fiori, SAP has taken a major leap forward in the area of user experience.”

“An intuitive user experience is crucial for us as our employees all over the world must be able to tap into our systems to manage data and get insight instantly from a smartphone or tablet,” said Andrew Marici, SAP IT Applications analyst, Pacific Drilling Services. “With SAP Fiori UX, our users don’t need any training — that makes things easy and efficient, and keeps costs down.”

The design concept for SAP Fiori aims to deliver a series of innovative new features such as improved contextual interaction, enhanced relational navigation for complex settings, action-oriented personal notifications, real-time collaboration in an enhanced transactional model and improved productivity tools. The updated design aims to deliver improvements while still staying consistent with the original design principles of SAP Fiori — role-based, responsive, simple, coherent and delightful.

Watch the next-generation SAP Fiori UX demo video:

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

About SAP

As market leader in enterprise application software, SAP (NYSE: SAP) helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device – SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. SAP applications and services enable more than 293,500 customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

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SAP Joins Global Partnership for Sustainable Development Data as Founding Member

WALLDORF — SAP SE (NYSE: SAP) today announced that it is joining the Global Partnership for Sustainable Development Data as a founding member to help governments and citizens achieve the UN’s 2030 Sustainable Development Goals (SDGs).

The Global Partnership for Sustainable Development Data is a collaboration of governments, nongovernmental organizations (NGOs), companies and citizens who have committed to harnessing data to achieve measurable advancement toward the SDGs.

As the world undergoes rapid digital transformation against a backdrop of major challenges such as climate change and persistent disease, customers are already making use of SAP solutions in projects relevant to the SDGs. For example, mobile, Big Data and Internet of Things (IoT) technologies from SAP are being successfully used in Buenos Aires to help mitigate flooding during seasonal rains, which are expected to intensify in the future.

To help people everywhere understand the crucial role of data in monitoring and achieving the SDGs, SAP and the Global Partnership for Sustainable Development Data will host 100 screenings of the award-winning documentary film The Human Face of Big Data, in 10 languages in locations worldwide.

“The 2030 Sustainable Development Goals are everyone’s responsibility and an urgent to-do list for the world; they are reflected in our vision to help the world run better and improve people’s lives,” said Daniel Schmid, chief sustainability officer, SAP.

“We will help in every way possible, with our Big Data and other solutions, our corporate social responsibility activities, and through advocacy with our sizable global community of customers, employees and partners,” said Isabella Groegor-Cechowicz, global general manager, SAP Public Services.

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

Media Contacts:

Mat Small, +1 (510) 684-3552, m.small@sap.com, PDT
Erin Albright, FleishmanHillard, +1 (212) 453-2344, erin.albright@fleishman.com, 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.
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