Thứ Hai, 31 tháng 10, 2016

Future of Work: Game on!

How a virtual game helps new hires get onboard at SAP – and with whatever else they need.

Caipei Song started at SAP in August 2016 as associate developer. It’s his first job after graduating from university and he enjoys it. But joining the world of SAP can be quite a culture shock. “At the beginning it was not easy for me to get to know the company because I was not sure where to start,” remembers Caipei.

This is where the Global Development Program for Early Talents comes in. Early talents – hired graduates with up to two-years post-graduation and non-professional experience – join a program where they gain access to the foundational skills they need, and build a sense of community. SAP has ‘gamified’ the traditional learning offerings for new early talent colleagues.

Have Fun and Learn

“I’m also a gamer in my private life. That’s why I was hooked by the SAP learning game. Unlike leisure computer games, this one is intended not only for fun but also for learning,” says Caipei.

Rather than learning in a linear way, gamers solve mission challenges. Each mission is linked to an industry and introduces the player/student to SAP customers in that industry.

The first mission, for example, is about food. In the future we have solved world hunger and the food chain from production to supply is seamless. The problem is that the diversity of food types has reduced significantly. The student needs to find out why, and expand the available food types.

As the learners progress, they earn points and badges. They can earn extra points with games in each mission. To make it more challenging, some games are hidden and require creative thinking.

The gamers also interact with each other sharing and reflecting on their experiences with colleagues on SAP Jam, or taking action with a ‘Go-Do’. An example of ‘Go-Do’ is scheduling a development check-in conversation with their manager, so they can apply their learning on-the-job. Currently, the game has more than 700 active players.

Top 5 Gamer Facts

  • The video game industry is valued at $70 billion worldwide.
  • ‘Atari is a Japanese word that actually means success.
  • Pac-Man was invented by the designer Toru Iwatani while he was eating pizza.
  • The average game player is 31 years old and has been playing games for 14 years.
  • 48 % of all game players are women.

Part of a Bigger Picture

For Caipei, the learning game is a necessity rather than a luxury.

“It is hard for me to sit down and read through several papers to look for information. Playing the game is much more engaging. You can solve puzzles and quizzes or watch videos while you move forward. The landscape is very visual: a virtual microbiological cell system. Finally, I also like the competition. When I found out that there was a leaderboard I wanted to get on top.”

“There are many claims about millennials in terms of trends and their wants,” says Jennifer Prevoznik, global head of Early Talent Acquisition at SAP. “The truth is, like any other employee they want purposeful work and want to be recognized when they excel. But we have to make sure that we have the tools and technology in place so they are set for success.”

Like any other employee millennials want purposeful work and want to be recognized when they excel

Using games to help  introduce new employees to a company is an example of what  the future of work may look like, particularly as prioritizing the right learning platform for diverse requirements becomes more important. But having the right platform is not enough. Caipei has made it to the top of the game leader board, but still says it is no substitute for dialogue with his colleagues and learning from their shared experiences.

via SAP News Center

AGCO Recruits Top Talent While Building Global Brand

Career sites are much more than a source of information for people in search of job opportunities. They have emerged as one of the most powerful ways to build a company’s brand identity, serving as meaningful conversation-starters that can motivate top talents to become employees.

This has been the experience at AGCO, a global leader in the design, manufacture and distribution of agricultural solutions that supports more productive farming through its full line of equipment and related services. Largely formed through acquisitions, AGCO needed to unify its employer brand in more than 100 countries and across five core product brands while ensuring global candidates could connect with the brand of their choice.

Lauri Lipka, Vice President of Global Human Resources, was at the recent SuccessConnect 2016 event, where she and a colleague talked about AGCO’s transition to SAP SuccessFactors Career Site Builder. The company replaced a highly customized, English-language system with centralized, cloud-based software in multiple languages to meet its global recruiting demands.

Lauri Lipka, Vice President of Global Human Resources, was at the recent SuccessConnect 2016 event, where she and a colleague talked about AGCO’s transition to SAP SuccessFactors Career Site Builder.  Image via SAP.

“Having different brands in our portfolio presents its own problems because people in different parts of the world may not know AGCO,” said Lipka. “We couldn’t use our original application beyond the United States because it was only in English. Adding languages was expensive, and it wasn’t easy to keep our recruiting pages fresh. Our old system had limited responsive design options, and we needed mobile capabilities so people can search and apply for jobs on any device at any time.”

Global but Local Design

Using SAP SuccessFactors solutions, AGCO globalized its talent community with recruiting marketing that invites candidates worldwide into one central repository. Recruiters can segment talent by country, building workable paths to hiring. SAP SuccessFactors Recruiting Posting was a game-changer, allowing AGCO to distribute jobs globally. This has increased efficiencies, helping all of AGCO’s brands effectively recruit as never before. It’s also easy to localize content.

“Whether you’re global or local, you need to understand who your stakeholders are,” said Lipka. “For example, when we reached out to our Brazilian counterparts to show them the site design mock-up, they said there aren’t enough photos of people in there. If you’re familiar with Brazilian culture, their feedback makes sense and helped us tailor our site to recruit talented people in their country.”

Using SAP SuccessFactors, AGCO globalized its talent community and unified its brand

Communicate Early and Often

To bring in SAP SuccessFactors Career Site Builder, the team at AGCO partnered closely with IT, HR communications, HR operations and corporate marketing. Global alignment was also crucial.

“You want to create buy-in from the beginning with everyone. We had continuous communication with our regional talent acquisition leads, and with our recruiters from each country,” said Joy Baumgarten, Manager of Global Talent Management and Acquisition at AGCO. “We first worked on the English language site, understanding that any decisions made there were going to carry over to the other language sites. By having everyone on board early, it was easy to rollout the site in other languages.”

Simplicity for Job-Seekers

When it came to page design, AGCO placed the candidate at the forefront, focusing on a seamless, mobile experience from the first click on a job description through application submission. Candidates can access all information from any device, and also connect their social profiles from popular sites including LinkedIn, Facebook and Lingying.

“We had two mantras: ‘One click to apply’ and ‘the easier the better.’ We wanted a clean design with short pages and less scrolling,” said Baumgarten.

For a more intuitive navigation experience for job-seekers, AGCO’s site has hyperlinked each of its positions to their respective brands. Instead of the typical, generic career site call to action, AGCO also allows candidates to sign up for more specific information. “We wanted to have an active shout-out so they can click a link that says email jobs to me,” said Baumgarten.

AGCO also wanted to make it easy for people to find the positions they’re looking for regardless of location. Candidates can browse opportunities by brand, country location, job category and function in ten languages.

“We want to give our candidates the best possible applicant experience,” said Baumgarten. “The reality is that we’re not just offering jobs in English-speaking countries. Our site reflects our global reality. We need to speak to candidates in their language.”

AGCO plans to add more languages, and will begin using advanced recruiting analytics that Lipka expects will improve candidate target marketing.

In a fiercely competitive global market, showcasing exciting global opportunities to job seekers is just part of the challenge. Leading companies like AGCO are coupling recruitment to branding, designing career sites that attract global talent to enable global growth.

Follow me @smgaler

Top image via Shutterstock. 

via SAP News Center

SAP S/4HANA Enhancements Accelerate Digital Transformation Adoption

WALLDORFSAP SE (NYSE: SAP) today announced the SAP S/4HANA 1610 release, the latest enhancement to SAP’s next-generation ERP business suite.

The SAP S/4HANA 1610 Release Increases
User Productivity Across Industries, Improves Supply Chain Performance and Simplifies IT Landscapes

By utilizing a simplified data model and the award-winning SAP Fiori 2.0 user experience, the new release helps reduce complexity and unleash the next wave of business productivity. Through prediction and pattern recognition capabilities, along with machine learning, SAP S/4HANA lays the foundation to reduce exception management for more routine transactions, empowering the workforce to focus on higher-value tasks with embedded analytics and real-time insights.

“With this third major on-premise release of SAP S/4HANA, companies of all sizes can take advantage of innovations offered across lines of business and industries,” said Wieland Schreiner, executive vice president, SAP S/4HANA, SAP. “Innovations in line of business and industry functionality allow companies to realize productivity gains and dramatically simplify their IT landscapes. SAP S/4HANA is the digital core that helps companies run live in today’s digital world.”

Digitizing the Extended Supply Chain

Today customers have even greater expectations, from their discovery and purchasing experience to the personalization and delivery of products and services. As a result, companies need to manage an increasingly complex multichannel supply chain in order to deliver the customer promise made to the “audience of one” delivered through a “lot size of one.” New functional, usability and integration enhancements in the SAP S/4HANA 1610 release allow supply chains to perform better with increased agility, promoting lower lead times, better customer service and higher profitability.

For example, supply chain planners can expect advanced warning of impending material shortages based on inputs from internal and external data sources. With real-time insights, companies can confidently target segments of one with high-value service-based offers, knowing more precisely their ability to profitably fill demand. To help companies manage in the digital world, the following core supply chain enhancements are included in the new release:

  • Advanced available to promise (aATP) offers newly enhanced capabilities to manage supply allocations at multiple levels, with high-performance, real-time ATP order confirmation. Additionally, new back-order processing and interactive rescheduling methodology helps ensure that constrained supply is matched to demands based on customer priority.
  • Inventory management provides simplified and highly scalable transaction management, with enhanced user productivity in a range of SAP Fiori apps to help provide inventory visibility and to track slow-moving items, monitor shelf life and provide real-time status updates of items in transit.
  • Material requirement planning (MRP) includes embedded production planning and detailed scheduling (PPDS) natively deployed without the need for complex integration and data maintenance to help drive accelerated MRP processing times from hours to potentially minutes and enable intelligent constraint-based planning and scheduling.
  • Extended warehouse management (EWM) is embedded to dramatically simplify adoption of advanced warehousing capabilities such as automation with mechanical handling equipment, task and labor optimization and the use of mobile devices, without the need to integrate a separate system. The SAP EWM application can be utilized in both embedded and stand-alone deployments.
  • Environment, health and safety (EHS) management offers comprehensive and integrated new functionality reimagined to take advantage of the digital transformation occurring across the enterprise. It uses real-time data to support EHS practitioners in managing operational risk, worker safety and compliance, with integrated solutions for incident management, chemical management, operational risk assessments, industrial hygiene/exposure monitoring, regulatory compliance and emissions management.

“We participated in the guided beta for the SAP S/4HANA 1610 release, completing the upgrade from SAP Business Suite powered by SAP HANA ECC EHP 8 to 1610 in 10 working days,” said Arnab Mukherjee, manager of enterprise applications, Varian Medical Systems. “We are looking forward to fully deploying SAP S/4HANA 1610 in 2017 as the solution now includes key components such as extended warehouse management and product portfolio management. The simplified data model and corresponding IT landscape are an exciting continuation of innovations such as universal journal, which helps eliminate reconciliation between financial accounting and controlling that first attracted us to SAP S/4HANA.”

Unique Industry Functionality Designed Specifically for In-Memory Computing

SAP is a recognized leader in providing industry-specific functionality to help our customers achieve their business goals. The new SAP S/4HANA release allows organizations to meet specific industry digital transformation needs while delivering greater functionality and simpler integration to a broad set of functions. For example, retail industry functionality such as merchandise management is completely re-architected for the modern retailer providing retailers, as well as customers from other industries that require retail functionality, complete visibility to make holistic business decisions based on harmonized master data.

Oil and gas industry customers can take advantage of upstream and downstream functions, including hydrocarbon product management, that are optimized for high performance on the SAP HANA platform, as well as a real-time inventory planning workbench with enhanced simulation capabilities for supply chain scheduling, providing insight and flexibility to better meet the needs of end customers.

Additionally, the new release incorporates all features of the SAP S/4HANA Finance solution. Companies can transform finance processes by simplifying landscapes while still taking advantage of every innovation released for SAP S/4HANA Finance, from easily accessing the most-granular level of detail to performing simulations on live data.

For more information, visit SAP S/4HANA.

To see how SAP S/4HANA is helping companies big and small win the race to go digital, watch The Spin with Megan Meany: SAP S/4HANA and the Race to Go Digital.

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 335,000 business and public sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit

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Thứ Sáu, 28 tháng 10, 2016

On the Pulse: An Epic Consortium!

In the series The Pulse, SAP TV global anchors Jon Leiberman and Megan Meany take an in-depth look at what’s being done around the world to help save lives.

In this episode, they take an inside look at the epic consortium.

via SAP News Center

Deliver Customer Experience in One Language

Imagine this scenario: You go into a store to buy milk and the signs are in English, the currency is a Krone, the clerk speaks to you in Russian, and the cashier is asking for your money in Tagalog.

Sound like a great experience? I doubt it. It would leave me running from the store empty handed and very frustrated. Instead, your experience as a customer needs to be cohesive, simple and catered to you. If this happens, you’ll likely buy more than milk and leave happy. So why do we do this to our customers? The reason is because we aren’t considering their needs first- and we often don’t have the tools to service them correctly.

Like the situation above, sales, marketing and customer service all share a common need: to be able to quickly and effectively communicate with customers in order to deliver an optimized experience. Each of these departments needs to know what keeps a customer up at night, what industry trends is the customer interested in, and, equally important, what interactions has their organization already had with a customer. Advancements in technology are answering the call and making a more empathetic, and more positive, customer experience possible at every touchpoint.

To deliver an optimized experience, sales, marketing, and customer service all must effectively communicate with customers

But how do you achieve this task? We’ve outlined three simple steps to get you started:

Collaborate to Create Unified Experiences

A unified customer management system that allows business units to view each other’s data, share anecdotal information and collaborate on messaging or strategy is vital. With it, a sales representative can quickly see service data regarding a customer’s issue with a product and how it was resolved. This will impact and inform the next sales engagement—most effectively by acknowledging awareness of the issue and confirming a satisfactory resolution. At the end of the call, that sales rep might add a note specific to the customer’s industry that marketers can capitalize on, creating more targeted content and a more personalized experience for the customer. At every interaction, the organization presents a well-informed, empathetic and unified response to the customer’s history, concerns and desires.

Companies need a customer management system where business units can share information and collaborate on strategy

Deliver an “Always-On, Always Everywhere” Experience

Technology drives an “always-on, always everywhere” customer service evolution. Whether it’s an online chat, remote support, a bot assistant, mobile app or a real person in a social media messaging exchange—our digital world has created a number of new ways for customers to engage companies when they have questions or need assistance. The key is to unify all of these separate customer service channels, so that no matter which channel a customer chooses, the entire customer service team—and in an end-to-end solution every customer-facing department—knows what the issue was and how it was resolved. This can speed up service response times, eliminate redundancy and miscommunication, and continue the consistency of the customer experience.

Use Real-Time Data to Deliver Insights

Data, delivered faster and from multiple engagement platforms, allows customer-facing teams to learn more about their customer’s behavior, location in the buying journey and overall impression of the brand. For example, is this the first time they’ve come to your “store?” What did they say about the experience they had if they’ve been here before? Think about all of the places from which sales and marketing can now collect information: social, mobile, events, and even ongoing post-purchase through the Internet of Things. All of this data keeps them one step ahead of the customer, proactively solving problems and predicting needs and expectations to craft better customer experiences.

Data helps companies solve problems and predict needs and expectations to craft better customer experiences

Live Marketing Puts Customers at the Heart of Marketing

Interactive tools, social media and the IoT are driving a convergence of live engagement marketing and digital. Marketers can reach customers instantly, anywhere, at any time, to test campaign messaging or introduce a new product. The customer is in charge and they speak up. Your job is to listen and respond with continuous care in their language.

Live marketing seizes on externally created conditions that open up opportunities to win and keep customers, essentially making sure they get the product (i.e. the milk) they want and that they keep coming back for more. Having more situational data about the industry, direct competitors, and related industries, can let companies spot a moment where customers suddenly are in need or anticipating a particular outcome, then swoop in with a personalized solution that blows expectations out of the water.

Live marketing seizes on opportunities to win and keep customers coming back for more

The greatest opportunity in the future of marketing is its ability to provide customers with positive—even amazing—experiences. Don’t confuse them by speaking in multiple voices; ensure that you have a cohesive message in all you do, all the time.

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

Top image via Shutterstock

via SAP News Center

How to Build Apps People Love to Use

Developing purportedly dazzling apps is easy. Getting people to use them is something else entirely. The only surefire way to build apps people want to use is by involving them in the design and development process every step of the way.

Having written about Build before, I jumped at the chance to see a demo during SAP TechEd Las Vegas. Here’s my video interview with two experts from SAP, Nir Kol, head of UXD Development Studio and Ben Ceaser, vice president of Product Management.

Bring in the Human Touch

According to Kol and Ceaser, it’s easy to have assumptions about what people find valuable. To create delightful experiences for users, you have to align yourself with their journey – what they deal with every day and hope to achieve. Build gives both seasoned and less experienced developers the tools to understand how people actually work, from their daily frustrations to their aspirational wish list. Reflecting the tenets of design thinking, Build radically changes the development process, allowing designers to tap the power of SAP Web IDE (Integrated Development Environment), a cloud-based HTML5 mobile app tool that’s part of the SAP HANA Cloud Platform.

As the demo shows, Build gives new meaning to fast, real-time collaboration. Developers can quickly turn use case sketches into prototypes, speeding up the iteration process with their project team and end-users. Visualization tools make it easier to turn concepts into designs because the developer can see what everything looks like without having to manually draw it. They can jump start designs with one of many SAP Fiori prototype examples and readily share ideas with end-users for feedback.

It’s time to admit that the “build it and they will come” days are long gone, especially for business software applications. The most dazzling innovations give people what they want most so they actually love to use them.

Follow me @smgaler

Top image via Shutterstock.

via SAP News Center

A Digital Wake Up Call For Large Enterprises: Q&A With Max Wessel

Digital disruption represents the most significant opportunities and threats for companies worldwide. But perhaps one of the most surprising developments in this new era is the disappearance of over 50% of the Fortune 500 since 2000. Although these businesses have the resources and capital to innovate and push the boundaries of the industry, they still fail to remain relevant while losing momentum as a market leader.

Max Wessel, general manager of, recently examined this phenomenon in his Harvard Business Review (HBR) article “The Problem with Legacy Ecosystems,” along with his co-authors Aaron Levie, co-founder and CEO of Box, and Robert Siegel, a partner at XSeed Capital.

Recently, I had the great fortune to sit down with Wessel to discuss how long-established companies, founded in an industrial era, can differentiate themselves in an increasingly digital economy.

Q. Why are incumbents creating a self-defeating prophecy by using old organizational models while engaging in new digital-driven business models to serve their customers?

A: Many global CEOs are embracing digital models, but are unwilling to make the necessary tradeoffs to fully realize their potential. In most situations, CEOs are relying on legacy distributors and suppliers and believe that their network can make that transition with guidance.

Personally, I am skeptical that the right decision is to stick with a traditional network of suppliers rather than making difficult choices to find new vendors that better align with a digital business model. Companies that indulge in this mindset are forced to wear the proverbial bronze handcuffs. To keep the core business alive, they are locked in traditional means of operation – even if there isn’t rapid growth.

At the end of the day, CEOs must make a tough decision: Abandon old ways to make room for innovation or maintain the status quo.

CEOs must make a tough decision: Abandon old ways to make room for innovation or maintain the status quo

How can these businesses free themselves from those bronze handcuffs so they can invigorate innovation and evolve?

Many business models are built around a capability set that is no longer necessary. Through a design thinking approach, companies should consider why customers hire them. From there, they can quickly pinpoint how data is changing that relationship and which parts of the value chain are restricting the success of the customer experience.

Most important, companies can reinvent the business model to make interactions more engaging and valuable. This is not a complicated issue. You just have to start with the very basic foundation, understand what the ideal solution looks like, and build a strategy for building that new vision from the ground up.

To reinvent the business model, understand what the ideal solution is and build a strategy from the ground up

In the HBR article, we talk about how HBO is using an algorithm to deliver high-quality entertainment content at a lower cost. Consumers tend to believe that its service and product are changing. In some respects, HBO isn’t just offering content through an online channel, but it is also providing a concierge service. However, after carefully examining the company’s digital evolution, we can argue that the result is the same: keeping consumers entertained for a chunk of time through the channels they prefer to use. The product isn’t changing nor is the problem – it’s the solution itself.

What should established business consider now to get their digital strategy on track?

CEOs who can best position their business for this new digital paradigm are open about the challenges ahead and can authentically understand what they can do, where they are, and what they need to do to succeed. I don’t know if this is correlative or causal, but this is a uniform trait from my experience.

What do these CEOs do differently? They assess their digital strategy in three phases:

1. Establish what you must do: Make the connection between what clients love about your products or services and the megatrends that are emerging. With this information, businesses can be relatively accurate in predicting how the world is going to work in the future and which solutions can help build a competitive advantage.

2. Develop new metrics: Realize that metrics that indicate long-term success in a data-enabled world are very different from those used in an industrial economy. Instrument an application or connect a device to grab data; don’t just state that each incremental product that’s shipped out will increase margin by a random percentage. With this approach, businesses are better equipped to innovate over time and evolve along with ever-changing demand, opportunities, and risks.

3. Build new partner networks: Look at all of your different stakeholders and figure out how to create new opportunities for them in the new ecosystem. When intelligence is built into applications, a businesses are removing a workflow that was previously governed by a person. Not everyone will be better off in the new ecosystem, but you have to give stakeholders the opportunity to become better off should they make the transition.

To assess digital strategy, establish what must be done, develop new metrics, and build new partner networks

Read Max Wessel’s article “The Problem with Legacy Ecosystems,” in the Harvard Business Review to discover how established companies can differentiate themselves in this new digital landscape.

This story originally appeared on The Digitalist.

via SAP News Center

Thứ Năm, 27 tháng 10, 2016

On the Pulse: Wearables + Data = Healthier People

In the series The Pulse, SAP TV global anchors Jon Leiberman and Megan Meany take an in-depth look at what’s being done around the world to help save lives.

In this episode, they sit down with the CMO of Validic, who reveals why data is so important in healthcare.

via SAP News Center

SAP Sweetens Halloween Chocolate Demand

Halloween is just around the corner, and U.S. retailers everywhere are selling all kinds of spooktacular swag to help Americans celebrate. The popularity of the holiday is more than smoke and mirrors — it’s a major industry in which Americans happily invest.

The National Retail Federation recently released a report that indicates Americans will spend $8.4 billion on Halloween this year, with most survey respondents (more than 94%) planning to buy candy for neighborhood trick-or-treaters. Research shows that chocolate is the No. 1 candy purchased for distribution on Halloween, with more than 90 million pounds purchased the week before Halloween alone.

With SAP customers producing 79% of the world’s chocolate, Halloween is a fang-tastic time to see what a few of them are doing on the technology front to make sure consumers are getting exactly what they want in their candy bowls.

Halloween is a fang-tastic time to see what SAP customers do so consumers’ candy bowls are filled

The Hershey Company

John Ward writes about how Hershey is using SAP S/4HANA to transform its business.

“We use these tools in our supply chain where we’ve been able to influence how we think about inventory, how we procure goods, and how they move thru our system,” said J.P. Bilbrey, CEO of The Hershey Company in a video featured inside Ward’s article. “I can take this interconnective system…ask a question, and visualize it in live time and act on the insights we’ve gained from that information.”

Fun fact: Reese’s Peanut Butter cups are the second most popular chocolate given to trick or treaters. M&M’s and Snickers, distributed by Mars, Incorporated (another SAP customer), take spots 1 and 3.

@HersheyCompany uses SAP S/4HANA in its supply chain


The German-based confectioner that makes Ferrero Rocher, Nutella, Kinder Surprise, and Tic Tac uses SAP HANA to help them analyze cost and profitability data faster, optimize their supply chain processes, and even plan simulation exercises for the surprises inside those Kinder eggs.

“With the help of SAP, we have standardized our way of doing business, we [have] more lean processes inside the company,” according to Enzo Bertolini , CIO at Ferrero.

Ferrero has standardized their way of doing business with SAP HANA

Casa Luker

Columbia-based fine cocoa manufacturer Casa Luker upgraded its IT system with SAP to support growth into the worldwide market. The company is using a number of SAP solutions, like business intelligence and SAP HANA, to help manage its business — and the expectations of it customers — better.

“SAP HANA given us foundation to innovate in the coming years using real-time data, and learn customers’ behavior in order to be one step ahead, and…have the products they want over the next 10 years,” said Gerson Granado, Director of IT at Casa Luker.

@CasaLuker_ can scale their growth into the worldwide market with SAP

Mondelēz International

With brand family members like Oreo, Cadbury, and Toblerone, Mondelez International (with CompriseIT) is using SAP solutions to streamline processes for new product launches and improve master data quality. The sweetest part of it? Costs are lower and products are going to market faster.

“With the majority of the data derived using rules that we maintain in SAP BPM, we can be more certain about our data quality, according to Ajay Patel, Master Data Manager at Mondelēz International. “The data dashboards provide clear visibility into where products are throughout the process, so we can spot and correct issues before they impact operations.”

SAP solutions helps @MDLZ lower costs and get new products to market faster

Learn more about how SAP is innovating with businesses here.

Top image via Shutterstock

via SAP News Center

Celebrating 20 Years of Innovation at SAP Ariba

Twenty years ago, procurement was a manual function driven largely by phone calls, faxes and handshakes. Then along came the Internet. And a company named Ariba. And everything changed.

It all started with the idea that buying and selling among businesses didn’t need to be so hard. That with the right technology, companies could automate the process and interact in totally new ways that enhanced their top and bottom lines.

For SAP Ariba, it all started with the idea that buying and selling among businesses didn’t need to be so hard

“What Ariba was talking about in 1996 was a revolutionary concept,” said Shelley Stewart, vice president and chief procurement officer at DuPont Company. “We took a big chance in embracing it at the time, but it has clearly paid off. Technology and networks have completely changed the way business is done and helped to move procurement from a tactical function to a strategic driver of business value.”

A Focus on Innovation

SAP Ariba paved the way for this transition through innovations that over the last two decades have completely changed the way buyers and suppliers connect and get business done. The company has:

  • Launched the first online catalog for procurement.
  • Developed the first software to conduct reverse auctions.
  • Created the Ariba Network, the first business network that today is the largest, most global on the planet, with more than 2 million companies transacting nearly $1 trillion in commerce on an annual basis.
  • Delivered a comprehensive suite of cloud-based procurement applications that ranks first among all vendors.
  • Went live with Ariba Discovery, the first business matching service that like Tinder or, connects buyers with needs to sellers who can fulfill them.
  • Rolled out Ariba Spot Buy, the first solution to combine the technology, content and expertise needed to gain visibility into unplanned buys with workflow capabilities to get them under control.
  • Released AribaPay, an electronic payment solution identified as the most Disruptive and Best B2B innovation that has been used to process over $80 billion in corporate payments to date.

“You are just warming up,” SAP CEO Bill McDermott said during a town hall meeting at SAP Ariba in Pittsburgh. “And I urge you to keep innovating and rethinking because you have the chance to do things that no other company has.”

Procurement is no doubt a different function than it was two decades ago. But the transformation has only begun.

“No longer just about managing spend and delivering savings, procurement today is about creating opportunities for both buyers and sellers to connect and collaborate across the entire source to settle process in totally new ways that create commerce and drive business advantage,” SAP Ariba President Alex Atzberger said.

This not only requires a new approach, but innovative tools to support it. And SAP Ariba is committed to delivering them.

“We want to digitize B2B commerce for companies around the world and create value for every participant in our network,” Atzberger said. “And to do this, we will create new business models based on the rich data and capabilities that the Ariba Network provides that shake up the way business is done and extend the capabilities of what our customers ever thought possible.”

Good companies learn from the past and use this knowledge to better manage the present. Great companies see and plan for the future. So what does the future look like for SAP Ariba?

What does the future look like for SAP Ariba? Best-in-class cloud procurement

“We want to be the best-in-class cloud procurement provider. It’s as simple as that,” Atzberger said.

It’s a typically ambitious SAP Ariba goal. But one that industry analysts see as well within reach. According to IDC, “The forward-looking road map has never been more exciting. SAP Ariba is clearly on the right road to achieving its stated goal.”

And Atzberger and his team have put the pedal to the metal.

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Businesses Leading in Digital Transformation Derive Greater Value from Diversity, According to Research from SAP and Oxford Economics

NEWTOWN SQUARE, Pa.SAP SE (NYSE: SAP) and Oxford Economics today released new research findings at the Tech Inclusion 2016 Conference, revealing executives of U.S. companies that have transformed their business to succeed in the digital economy are more likely to see the cultural value and positive financial impact that a diverse workforce has on their business.

Analysis of U.S. companies in the Leaders 2020 study affirms the business benefits of diversity, showing a correlation between those who are leading in digital transformation and those who have a heightened understanding of the importance of diversity.

The study finds that nearly half of executives at U.S. companies who are digital leaders have a positive view of diversity’s impact:

  • 49 percent of executives believe diversity has a positive impact on the company’s culture
  • 44 percent recognize diversity’s positive impact on financial performance

Among U.S. companies that lack the technology, processes or workforce required to be a fully digital business, there is greater skepticism about the benefits of diversity:

  • 42 percent of executives and 43 percent of employees believe their companies have effective diversity programs in place
  • 24 percent of executives expect an increase in the number of diverse senior leaders in the coming years
  • 39 percent say it has had a positive influence on culture
  • 34 percent say it has had a positive impact on financial performance

“Diversity is no longer a ‘nice-to-have’ for companies,” said Jewell Parkinson, head of human resources, SAP North America. “This study is evidence of the correlation between organizations that embrace diversity and have better performance because they attract better talent, generate greater employee satisfaction and build stronger unity in problem solving and innovation. And in today’s hyper-competitive digital era, where customer expectations are heightened, organizations need to take steps to embrace diversity in all of its forms or be quickly left behind.”

About Leaders 2020

Leaders 2020 is a survey of 4,100 executives and employees across 21 countries, conducted by Oxford Economics and SAP. The U.S. results paint of picture of digital transformation in its early stages. Only 12 percent of American companies report being a leader in digital transformation, compared to 16 percent globally.

Blueprint for Digital Success

In order for companies to improve their preparation for digital transformation, the SAP and Oxford Economics research recommends taking steps to adopt the following five best practices:

  • Emphasize diversity. Companies that cultivate a diverse workforce and take a broad range of employee perspectives into account are better poised to succeed in a global economy — and to keep employees happy and engaged.
  • Listen to young executives. The growing cohort of millennial executives has a strong vision for leadership in the digital economy. Taking their advice may be a shortcut to digital transformation.
  • Communicate a company-wide digital vision. The best leaders not only have a strategy for going digital — they are sharing it with employees across the organization.
  • Continuously update executive and employee skill sets. Everyone, from the ground floor to the executive suite, needs digital skills and the ability to learn new ones quickly.
  • Flatten the organization. Leadership needs to empower managers and workers across the enterprise to make decisions quickly, without bureaucratic bottlenecks.

Please visit the Leaders 2020 website for more U.S. and global research results and guidance on digital transformation.

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

Media Contact:

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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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Pelicano Foundation Offers Lifeline to Impoverished Children

SAP Digital CRM helps Pelicano Foundation Run simple and digital.

Poverty in Belgium? Unfortunately, yes. About 2.6 million children have dropped below the poverty line in the world’s most affluent countries since 2008 when the global financial crisis began, according to a 2014 report from the United Nations Children’s Fund (UNICEF).

That brings the total number of children in the developed world living in poverty to an astounding 76.5 million. Among them, some 420,000 children in Belgium are growing up in poverty, with most of them living in Wallonia and Brussels. It’s estimated that 18.7 percent of children in Belgium are growing up in households with incomes below the European poverty line.

“Many affluent countries have suffered a ‘great leap backwards’ in terms of household income, and the impact on children will have long-lasting repercussions for them and their communities,” said Jeffrey O’Malley, UNICEF’s then Head of Global Policy and Strategy (currently Director of the Division of Data, Research and Policy). A previous report by UNICEF from 2012 has shown that the failure to protect children from poverty is one of the most costly mistakes a society can make.

Growing Need, Growing Complexity

Pelicano Foundation is a non-profit organization established in 2011 by a team of passionate individuals committed to providing support to impoverished children in Belgium, ages 3-18. Through the foundation, they are helping to identify, address and rectify this critical, and unfortunately growing, issue. They are focusing their efforts on the severe vulnerability and needs of disadvantaged children, be it financial, economic, educational, medical or legal.

Pelicano, however, is not a social, medical or educational institution. Instead, it provides financial support through third-party caretakers, such as schools, relief homes and social-welfare organizations that have specialized and structured assistance mechanisms firmly in place.

The foundation doesn’t work directly with the children or their parents; Instead it raises funds through events, donations and wills, and operates under the endorsement of Her Royal Highness, Princess Astrid of Belgium. The organization raises an average of €350,000 in contributions per year.

“One thing is certain: poverty exists. It is much more than an individual problem, it is a societal problem,” said Christian Hoorne, CEO, Pelicano Foundation. “Poverty is more than a lack of money. It causes exclusion, and families in poverty are discovering that they do not belong and are often subjected to injustices. Pelicano was established with the mission to be the voice of underprivileged children, building them a bridge to wellness.”

Enter SAP Belgium and SAP Digital CRM

Since Pelicano was established, the need to help children has continued to increase and the old paper-based processes that the Foundation used to use to manage day-to-day operations have proven unable to keep up with the growing demands.  So it was time to implement a more sophisticated, digital solution that would improve efficiency and enable greater focus on the core mission of the organization – helping kids in need, instead of worrying about paperwork.

SAP Belgium stepped up to help Pelicano providing the Foundation with SAP Digital CRM, the company’s first digitally native solution (previously called SAP Digital for Customer Engagement). This simplified cloud CRM solution integrates sales, marketing and service features in one package, enabling a comprehensive customer experience.

“We are using SAP Digital for Customer Engagement to become more efficient and business savvy,” added Hoorne. “Now we’re able to manage all of our contacts and interactions with sponsors and caregivers digitally with this software. We can also share information within the direction committee in a highly simplified way. The solution is providing us a new way of working that we call Pelicano 2.0, allowing us to be more efficient so we can focus on our mission of serving children in need.”

For Pelicano Foundation, the measure of its success is the number of children in need that it reaches. It is providing children with an opportunity to develop soundly in mind and body, and to become strong contributors to society, the economy and the culture. SAP is honored to support the work of Pelicano Foundation.

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For Wide Adoption of Personalized Medicine, Shift the Paradigm

In a recent Oxford Economics study, “Healthcare Gets Personal,” 120 healthcare professionals were asked to respond to questions regarding their organizations’ use of personalized medicine.

Of those surveyed, over two-thirds reported improved patient outcomes from personalized-medicine initiatives and three-quarters of respondents expect to see value on their organizations in the next two years.

Technology is the Driving Force

By leveraging high speed in-memory analytics technology, healthcare organizations can now comprehend astronomical amounts of data.

And by tapping into all this data, like patient EMR information, healthcare professionals can categorize patients into micro-buckets based on ethnic, environmental, lifestyle, and DNA similarities. From there, they can make educated predictions on how different patients will react to different treatments.

With faster access to more effective treatments, physicians have time to serve more patients without sacrificing quality of care.

Changes in Organizational Structures and Regulations

In addition to the right technology, personalized medicine will only thrive under a transformed economic framework, updated regulatory structures, and by remedying issues like privacy concerns.

Of the organizations surveyed, 64% say that they’ve already changed their privacy policies to reflect the increasingly personal nature of healthcare research and treatment. In addition, 60% noted that they’ve already increased patient data security.

However, in order for personalized medicine to truly work, patients must be willing to share their medical data. As the Oxford Economics study states, “The huge amounts of data required to make personalized medicine a reality are more than any single institution can generate.”

Dr. Eduardo M. Sotomayor, MD, director of the George Washington University Cancer Center in Washington, DC said it best, “We need to share data; otherwise we are going to take decades to conquer cancer. I strongly believe that you need to share Big Data in order to make significant advances in the biology and the treatment of cancer patients.”

The more information we can extract information from EMRs, clinical trials, and medical research with analytical software, the better we can target treatments to offer the best results for patients.

ASCO Proves the Effectiveness of Data Sharing

Through its pioneering initiative, CancerLinQ™, the American Society of Clinical Oncology (ASCO) has created a real-world, rapid learning healthcare system that aims to help oncology professionals analyze and share data on every patient with cancer.

“The number of participating practices and providers continues to grow all across the United States, already contributing to over one million patient records in the CancerLinQ™ system,” said Jennifer L. Wong, Chief of Strategic Alliances for CancerLinQ LLC.

CancerLinQ™ leverages SAP HANA to harness, assemble, and analyze all of the information flowing into the system.

“The more data we have on patients, the better chance we have of providing faster, more relevant, and actionable information to drive informed decision-making, potentially enabling more targeted treatments for more people. Currently, only 3% of cancer patients are enrolled in clinical trials. With CancerLinQ™, we can someday tap into information on the additional 97% of cancer patients in the real-world setting, significantly impacting treatment decisions to improve care,” said Wong.

IT’s Critical Role in Personalized Medicine’s Success

“What is extremely important is to have unified data collection. That’s a major obstacle,” says Dr. Sotomayor. “Right now we have silos. Each silo has its own data and each silo is using different software.”

The technology to analyze billions and billions of data sets does exist. It’s now a matter of breaking conflicting interests and coming together to work for the good of society, aiming to cure diseases like cancer, diabetes, neurological diseases, cardiovascular, aging, autoimmune diseases, rare or orphan cancers, and other orphan diseases.

Join our WebEx today, October 27, at 1:00 pm ET with Jennifer Wong, Chief of Strategic Alliances for CancerLinq, and Enakshi Singh, SAP Connected Health’s Senior Product Specialist, as we further explore the Oxford Economics Study findings.

For more stories, follow me on LinkedIn and Twitter @Cmdonato

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


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Thứ Tư, 26 tháng 10, 2016

The Spin with Megan Meany: SAP S/4HANA and the Race to Go Digital

SAP TV Global Anchor Megan Meany has the latest SAP and tech news headlines.

In this episode, learn how SAP S/4HANA is helping companies big and small win the race to go digital.

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5 Tips to Create an All-In Workforce

Within the first five minutes of entering an office, you can tell who is working for you, and who’s just punching the clock.

The ones who are working for you are going the extra mile to drive innovation, challenge the status-quo and find new ways to improve efficiency. They’re the ones who care about the company’s success, not just their own – and they’re what we call “all-in” people.

We can’t expect every employee to be all-in through self-motivation. It’s up to us as HR professionals to join forces with the business to develop a culture of “all-in.” To do that, we need to find new ways to motivate the workforce, reward them and nurture them – in real time. It’s HR’s responsibility to enable investment in employees’ success and, in-turn, our employees will be our biggest assets to drive our success.

HR must enable investment in employee success; in-turn, employees will be the biggest assets to driving success

Today, digitalization is changing our lives. It enables us to connect and share faster, to search and consume in real-time. So why should we miss out at work on what we experience every single day in our personal lives? Technology is the foundation for a workforce that is “all-in” because it provides us with the flexibility and choice to run at our best anywhere, anytime. You can even argue it is one of the key drivers of a happy, engaged and self-empowered employee. So, let’s be honest with ourselves: Why should talents opt for a non-digital work environment when they have the choice? The answer is: They won’t!

Technology is a key driver of a happy, engaged, self-empowered workforce

But while technology is key, even more is needed to foster a vibrant and motivated workforce. From an HR perspective, it’s equally important to invest in the right areas at the right time. It’s about getting people excited to come to work and be happy rather than frustrated because it takes them half a day to get their travel expenses done.

Now, how can we in HR help to create an “all-in” environment? The answer is rather simple: Create processes that are intuitive. Make them simple and aligned to the needs of your business and your people. Leverage modern technology to make them run fast and seamlessly so employees can enjoy a great user experience at work.

HR can help create an “all-in” environment aligned to the needs of the business and its people

Here are five tips for creating and maintaining an “all-in” workforce:

1. Enable people to share and connect

Disconnected silos prevent innovation and ultimately business success. Social collaboration tools can help you to connect customers, partners and colleagues with information, systems and processes to drive results. Social collaboration is a win-win – it helps simplify business processes so customers are more satisfied, and, by the same token, it helps drive employee engagement.

2. Offer continuous growth opportunities so everyone is considered a talent

The shift to e-learning and rich media content puts pressure on companies to quickly advance the way their employees build skills. To build a “high-impact learning organization (HILO)”, cloud-based learning solutions can help standardize learning offerings and drive better analytical insights into organizational learning. It can also enable learning organizations to build a learning experience around the learner and not around whatever is available regarding content or systems.

3. Say ”goodbye” to conventional ways of managing individual performance

Organizations need to reimagine performance management. Conversations are key to building understanding, alignment and trust in today’s fast moving, digital workplace. Additionally, every conversation is an opportunity for development and growth – and we simply cannot afford to miss that. Too much company time is often wasted on administering the performance review process. Also, as more Millennials join the workforce, we see an increasing demand for continuous, meaningful feedback, and new technology can enable employees and managers to request and provide real-time feedback.

4. Put the right leaders in the right places

This means organizations need to connect the dots early so they don’t run short on leaders. Research shows that internal hires have 50% faster time to productivity. As a matter of fact, too many companies are still struggling to identify their future leaders. HR technology can help identify and develop the leaders you need to achieve your business goals.

5. Make sure HR is “all-in” too

HR needs to act as a role-model living an “all-in” culture itself. Full commitment is required to support the business and the company’s employees by providing quality HR services anywhere, anytime. Because one thing is for sure: the war for talent has just begun and “all-in” employees talk about what makes them happy. Anywhere, anytime.

To learn more about how HR can Run Live and foster a highly engaged workforce, visit here.

Join Ed Cone, Deputy Director of Thought Leadership and Technology Practice Lead at Oxford Economics, for a webinar on November 2, where he will reveal findings on leadership in the digital age from the recent Leaders 2020 study. Register hereAll the insights from the Leaders 2020 study by SAP SuccessFactors and Oxford Economics, can be found here. Or join us at SuccessConnect 2016 and join the conversation live.

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Machine Learning Transforms Industries: Video Demos from SAP TechEd

The newest generation of machine learning-enabled applications is transforming how companies are using technology to get closer to customers, giving people more time for innovation so they can create even more valuable products and services.

Consider Internet cafes that fill seats with streamlined ease using chat bots as digital concierges. Or supermarket shelves that let sales reps at consumer packaged goods (CPG) companies see exactly what’s selling (or not) in real time — no physical sensors needed. These are just a couple of the exciting machine learning demo spotlights in my video interview interview at SAP TechEd Las Vegas with Karsten Schmidt and James Rapp, both of the SAP Innovation Center in Silicon Valley.

As I listened to Schmidt describe how customers, developers and others are interacting with HanaHaus 24/7 using chat bots to reserve space more efficiently, I was struck by how much this innovation redefines community. The chat bots communicate in natural, everyday language, making interactions a breeze. Both café and community workspace, HanaHaus epitomizes what’s possible when workspaces themselves foster a vibrant culture of innovation.

The Iris SmartRack application in the supermarket is just as transformational. Camera recognition technology gives sales reps instant insights into consumer behavior around their products. With a real-time snapshot of what’s selling, they can collaborate with supermarkets to make better decisions for future mutual advantage. There’s no time wasted wondering what’s going on with products on the shelves because everyone can see what’s happening at any time.

Context along with the ability to respond to human and machine input are among the important distinctions in this next wave of applications. The first stages of digital business were limited to doing old things on new platforms. This next wave involves doing entirely new things anywhere at all. We may not understand the full impact of machine learning on every industry, but we can be sure it’s going to be massive.

Follow me @smgaler

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SMB Survey Reveals Leadership Gap in Digital Transformation. Is IT up to the Task?

What’s the role of the IT department in digital transformation? A recent report from The Economist Intelligence Unit points to new opportunities for IT executives of small and medium-sized businesses (SMBs) to shape digital strategy in their organizations.

Research and analysis firm The Economist Intelligence Unit (EIU) recently surveyed 201 senior executives at businesses with annual revenues of US$250m-$500m to find out about the progress of digital initiatives in their organizations and their perceptions about the role of IT in digital transformation. The survey was sponsored by SAP.

Digital Transformation with the Customer at the Center

Similar to their counterparts at large enterprises, SMB executives expressed their overwhelming support for digital transformation to drive competitiveness, with two-thirds giving it a very favorable ranking among top priorities in their organizations. In fact, 22% of respondents identified digital transformation as their highest strategic priority, while an additional 42% classified it as a relatively high strategic priority. The objectives that SMBs want to achieve with digital transformation are also very similar to those of large enterprises. The most commonly cited objectives were “improving the way our organization uses data and information” (42%) and “improving our products and services using digital technology” (41%).

EIU survey: 22% of SMB respondents identified digital transformation as highest strategic priority

SMBs face notable challenges of scale and budget that are not commonly shared by large enterprises. To their benefit, however, SMBs are typically more agile in their ability to respond to market pressures. They also benefit from having more established customer relationships, when compared to nimble startups. It is therefore not surprising to see that SMBs are investing in digital technologies that enhance and amplify customer relationships.

According to the survey, in the past three years SMBs have been focused on customer-facing digital initiatives, with 64% of respondents saying that their organization had launched new customer-facing digital channels – a 9% increase over large enterprise respondents. 63% say they have launched new products or services made possible by digital technology. Social media initiatives topped the list as the most common area of investment, named by 73% of respondents. M-commerce, the fastest-growing segment of the online retail sector, is another area of focus for SMBs.

Closing the Leadership Gap to Improve Results

Despite this investment in new technologies, SMBs still risk being left behind in digital transformation. The reason is simple: Digital initiatives at SMBs are not producing optimal results. In fact, the survey uncovered a sizable gap in satisfaction with digital initiatives among SMB executives. Only 17% of respondents were able to say that their company’s initiatives are “highly effective” – compared to 27% of respondents at larger enterprises.

The reasons behind this are as varied as SMBs themselves, but some common themes appeared in the survey responses. For example, at SMBs there is often a lack of strategic oversight to guide digital projects, including the definition of a clear digital strategy. Additionally, digital initiatives at SMBs tend to be led by individual departments, rather than the IT department – as was cited in 32% of the survey responses.

The respondents were vocal in expressing their wishes to see the IT department step up to take on a more active leadership role in the organization. Here is what they said:

  • 39% of SMB executives believe that the IT department should take up a more active role in improving organizational agility; however, just 9% report that their IT department takes active leadership in this area.
  • 40% believe their IT department should lead the organization in selecting, implementing, and integrating digital technology; however, only 14% report that it is doing this.
  • 29% want their IT department to lead on opportunities to innovate; however, just 3% say that it does.

Based on survey results, the EIU concludes: “The most valuable contribution IT executives at SMBs could make to their company’s digital fortunes is to initiate a conversation with their peers about devising a digital transformation strategy that offers a model of cross-functional collaboration that the rest of the organization can follow.”

The EIU however is careful to state that the IT department alone cannot lead digital transformation – not without a supportive corporate culture. Before SMBs can really begin to gain value from the IT department’s experience and expertise, the entire organization will need to evolve.

To read the complete report from the EIU, see Digitising IT: Catalysts for Growth

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SAP Enables Transformative Business Value with New IoT Offerings

WALLDORFSAP SE (NYSE: SAP) today announced the launch of two new Internet of Things (IoT) solutions, SAP Connected Goods software and the SAP Dynamic Edge Processing server.

These IoT innovations allow SAP customers to connect large volumes of IoT devices and real-time sensor data to core business processes for improved business outcomes including reduced bandwidth costs, greater visibility and insight, and enhanced revenue opportunities.

New SAP Connected Goods and SAP Dynamic Edge Processing Solutions Enhance Operational Efficiency, Increase Revenue and Maximize Business Value

“With these new IoT solutions, we are enabling a new level of business innovation and operational value from IoT devices practically anywhere, on a mass-market scale, across industries,” said Tanja Rueckert, executive vice president, Digital Assets and IoT, SAP. “By extending SAP’s digital core and processing capabilities to the intelligent edge, where device sensor data originates, enterprises can minimize latency, enhance operational efficiency and accelerate decision making to optimize data-driven insights.”

SAP Connected Goods

Trade associations estimate the number of vending machines across Europe alone to exceed 3.74 million, with assets and revenue potential worth billions of euros. With such staggering numbers, companies cannot afford the costly expense of lost sales, missed revenue opportunities or dissatisfied customers resulting from underutilized, inoperable or misplaced devices.

SAP Connected Goods is a cloud-based solution delivered on SAP HANA Cloud Platform that is designed to maximize the value of mass-market devices, such as coolers, vending machines or power tools, through remote monitoring, management and central control. It optimizes device availability, utilization and performance by helping ensure adequate stock levels and proper storage. SAP Connected Goods identifies relevant device trends and usage patterns, relies on rule-based alerts for replenishment of goods, and creates customized dashboards with built-in integration to the SAP BusinessObjects™ Cloud solution. It addresses a wide range of mass-market devices across outlets ranging from gas stations to retail stores, pharmacies and constructions sites, and enables alternative business models such as product-as-a-service (PaaS) to attract new customers based on product usage preferences and consumer behavior insights.

SAP Dynamic Edge Processing

Data is growing exponentially among the billions of smart devices that connect information, people and things in the digital enterprise. As a result, organizations experience volumes that can overwhelm network bandwidth necessary to route the data back to core processing centers. The most effective way to reduce transmission costs while maintaining the value of real-time insights is to process more data at the edge, where devices reside outside of the data center.

SAP Dynamic Edge Processing supports a secure, managed platform to bridge physical “things” with the business world. It enriches real-time IoT decision making with business context at the intelligent edge, and optimizes operations by making edge assets and workers operate more efficiently. In addition, it filters the most critical data that should be transferred to the core IoT system while handling other data locally where it originates. SAP Dynamic Edge Processing combines algorithms, syncing architecture and optimized database technology with features for device connectivity and onboarding, offline operation, data reduction, local application platforms, immediate response and local storage.

When implemented together, SAP Connected Goods and SAP Dynamic Edge Processing enhance operational efficiency by distributing the processing of data between the edge and the centralized cloud solution. The ability to analyze incoming data, run business rules at the edge and trigger immediate follow-up actions with SAP Dynamic Edge Processing reduces the overall network traffic and improves the quality of data that is sent for processing by SAP Connected Goods, and thus enables better device monitoring.

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 approximately 320,000 business and public sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit

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SAP XM Extends End-to-End Digital Advertising Offerings Through Partnership with Blackwood Seven

WALLDORFSAP SE (NYSE: SAP) is further strengthening its position within digital advertising delivered via the SAP Exchange Media (SAP XM) platform through a partnership with Blackwood Seven, the leading software company specializing in media mix planning and optimization.

With this new partnership, SAP XM customers can now benefit from Blackwood Seven’s predictive modeling and media automation.

“We are pleased to partner with Blackwood Seven, which will add further expertise in our quest to provide cutting-edge, integrated end-to-end media solutions within digital advertising — from planning to execution and optimization,” said Dr. Wolfgang Faisst, co-founder and head of SAP XM.

Andreas Schwabe, general manager for Germany of New York-based Blackwood Seven, said: “At Blackwood Seven, we create accurate predictions of what effect our customers’ future marketing campaigns will have, based on advanced predictive analytics and existing business and market data. Together with SAP XM, we can now provide holistic data management of all internal and external customer data sources in a real-time approach.”

Blackwood Seven offers data-based planning, analytics and advertising effectiveness forecasts for advertisers in real time via online and offline channels so that customers have an end-to-end full-service model.

“We want to revolutionize marketing by letting advertisers predict, execute and evaluate real business outcomes of their media investments instead of relying on biased human assumptions and media metrics,” Schwabe said. “Our platform provides our customers with the ability to accurately predict the effect of their media spend. Thanks to the collaboration with SAP XM, our customers will now benefit from the end-to-end full service model on a global scale.”

SAP XM, attending Medientage München 2016 today, is dedicated to unlocking the full potential of advertisers’ media buy across the digital advertising ecosystem — bridging direct relationships between advertisers and publishers in real time.

“Both SAP XM and Blackwood Seven focus strongly on the transformation of the digital advertising market,” Faisst said. “We are both fully committed to the principle of transparency and efficiency for advertisers and publishers — and to ensure that our customers benefit from having a next-generation end-to-end advertising model to improve efficiency and performance.”

SAP XM already has strategic partnerships with agencies and partners such as Vertic, SinnerSchrader, Jung von Matt and Mercury Media, and the company is open for collaborating with everyone who commits to transparency and efficiency in the advertising market.

SAP XM helps companies optimize their marketing and advertising efficiency with the SAP XM competitive edge program. The solution analyzes a company’s situation to identify savings and efficiency potential. SAP XM is a starting point for innovative collaboration, which includes the development of a common technological and business-related road map.

At Medientage München 2016 on October 26 Faisst will be part of the panel session “Big Data, or the Future of Media Agencies,” discussing the role of media agencies in the data-driven age with top-level decision makers from the media industry. The same day, Schwabe will be part of the panel session “Programmatic Advertising: Automation at Any Price?”

For information on SAP XM, see and follow the discussion via social channels: Twitter | LinkedIn | Facebook | Xing | YouTube.

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

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Johann C. Freilinger, +49 160 90820178,, CET

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via SAP News Center

Thứ Ba, 25 tháng 10, 2016

Conflictfood: Cultivating Peace

The startup Conflictfood supports farmers in crisis regions sustainably by helping them grow new products and enter international markets — the first step toward an autonomous and secure future.

Not a day goes by in which the media does not report refugee boat rescues in the Mediterranean or streams of refugees on their way to Europe; or they showcase pictures to remind us of ongoing conflicts. Sadly, the reasons for fleeing are all too often the same: war, persecution, poverty. How can we help from here?

The startup Conflictfood is helping by tackling some of the causes of flight at their roots. In 2015, Salem El-Mogaddedi and Gernot Würtenberger travelled to Afghanistan. Their journey began as a volunteer project and ended with several kilograms of saffron in their hand luggage on the way back.


Saffron crop in Afghanistan (Picture: Gernot Würternberger)

Earning One’s Keep: From Opium to Saffron

Afghanistan produces 90% of the world’s opium* and the fields harvested by the Women’s Association in the Herat region of Afghanistan grew opium for many years. Today, bright purple saffron flowers blossom there. In 2008, the Afghan Institute for Rural Development founded the Association for the Cultivation of Saffron, which was completely taken over by men in the beginning. With the help of an NGO and after many discussions with the local council, the women managed to split off and found their own autonomous Women’s Council. The women finally had a chance to communicate autonomously, hold conferences, receive trainings, and sell their saffron harvest independently.

Afghanistan came in last in the World Bank’s ranking on international trade. Conflictfood wants to strengthen the country’s structure from the inside by building up the saffron trade and promoting the Women’s Association.

“After visiting several times during harvest season, we decided to buy the women’s saffron and use the spice to tell a new story about this country that has hardly any media presence,” says El-Mogaddedi. They didn’t know at the time that this idea would result in Conflictfood and that they would travel to other countries with the same goal.

Conflictfood Team

Conflictfood Team: Melisa Mincova, Gernot Würtenberger, Salem El-Mogaddedi, Laura Hellwig (Picture: Melisa Minc)

SAP Supports Social Startups

In May 2016, Conflictfood entered the market with its first product, saffron. The spice was sold in handmade boxes including recipes, product information, and a small newspaper with information about Afghanistan from a non-crisis perspective. This form of packaging also showed great appreciation for the Women’s Association’s work. Since then, the team working with Würtenberger and El-Mogaddedi has grown considerably. They now have external employees and volunteers helping with translations, editorial research, social media, and Web design.

However, before entering the market, they had to deal with a few questions: How do you plan a financial budget? What do you have to consider when setting up a sales and trade concept? This is where SAP comes in to support social startups like Conflictfood. Conflictfood won a scholarship from Startery, which includes a nine-month program during which it can use the infrastructure of SAP’s Social Impact Lab in Berlin, workshops, coaching, and mentoring. This is how Würtenberger and El-Mogaddedi met Anja Engelhardt, their SAP mentor.

As part of its social involvement, SAP Corporate Social Responsibility promotes education and entrepreneurship. The Startery program (previously: Social Impact Start) constitutes an integral component of these efforts, together with Social Impact GmbH. 

Engelhardt studied business administration with focus on foreign trade and for 18 years has worked at SAP in different roles, including as go-to-market lead for travel and transportation the last few years. She first heard about Conflictfood through an internal distribution list and she knew immediately that if she became an SAP mentor, it would be for this project.

“This project is very close to my heart. I love calling those two, even on my days off and I am always amazed about their success and the positive energy they bring,” she recalls with a smile. As an SAP mentor, Engelhardt’s primary job is to offer the startup her advice, but as she has many years of experience in marketing and sales in new markets, she can also guide them on important impulses. “It is important to receive feedback from a third party who is not constantly involved in this,” El-Mogaddedi confirms.

Crowdfunding for the Miracle Wheat

The next product is already waiting at the starting line: Freekeh, a special type of wheat from Palestine that is harvested young and then roasted.

“Palestine represents the Arab-Israeli conflict, which we want to bring back into the media,” says El-Mogaddedi. The Conflictfood founders met a priest in Berlin who actively promotes peace in Bethlehem and helped them get in touch with a small association of farmers there. Diplomatic representatives and NGOs are also important connections that Conflictfood had to make to learn more about the country’s political situation and find out if they were allowed to do their work freely there.

While the Afghanistan expedition was financed out of their own pockets, the Palestinian product is set to enter the market through crowdfunding. At the same time, the “crowd” also serves as a first source of feedback and provides new ideas. The crowdfunding started at the Stadt Land Food festival in Berlin/Kreuzberg. The festival had an overarching theme of how our identity is influenced by food, which is a topic that hits very close to home for Würtenberger and El-Mogaddedi with their startup. Their message: Our consumption choices are always political choices. Do we accept miserable working conditions for lower prices? Do we care if our products were produced through “land grabbing”?

According to El-Mogaddedi: “We are at a point where it is no longer enough just to complain about how things could be done better in our world. We have to do it ourselves. Conflictfood is our small contribution. Everyone has the power to do something about it in their own measure, out of their own strength.”

*Additional information: Afghanistan is currently the world’s leading opium producer. This has grave consequences for the country itself and neighboring countries that lie on the European trade route. To stop the illegal trade, the opium production and the trade network in all countries involved must be dismantled. The European Commission has set up measures together with the ECO member states to promote stability in these regions and improve security and health conditions for the citizens of Afghanistan and other countries along the trade route (Source: GIZ).

via SAP News Center

SAP Ideas Forum: Anonymous Extraordinaries to the Rescue

Earlier this month I had the opportunity to participate in the SAP Ideas Forum on the new Tech Workforce in Boston, and I was introduced to a new term: “Anonymous Extraordinaries.”

This is how TEDxTeen speaker and Civil Rights activist Natalie Warne describes “people who work selflessly and vigorously for what they believe in. People who are motivated by conviction and not recognition.”

I had the pleasure of meeting Natalie this month when she spoke at the forum, and she has an amazing story. In her senior year of high school, she learned about the plight of child soldiers in Africa under Dictator Joseph Kony through the film Invisible Children. She was so moved, she went on to lead a nationwide movement to help pass a bill that would provide funding to areas devastated by the longest war in Africa – an effort that caught the attention of media heavyweights Oprah Winfrey and CNN. Though she became the face and the voice for the movement, she credits its success to the hundreds of people who stood and worked next to her. Natalie calls such people “anonymous extraordinaries.”

Brilliant term, right? And at the SAP Ideas Forum I was surrounded by more than 120 of them. One hundred twenty of Boston’s public sector, nonprofit sector, government officials, big corporations, and civic organizations who work tirelessly behind the scenes for our nation’s students. We discussed how we can all come together to drive opportunity for Boston’s youth regardless of age, color, economic status, or gender.

The SAP Ideas Forum brought together public, private sector, and government reps to drive opportunity for youth

SAP’s Commitment Runs Deep

At SAP, our commitment to diversity and workforce development runs deep. This year alone, we pledged our support to the White House Tech Inclusion initiative, the Computer Science for All Initiative, and have become the first EDGE-certified technology company in the U.S., recognized for our gender equality in the workplace. We feel strongly a career in technology is pivotal, not only to the tech industry, or for the students’ themselves, but to the economic growth of our nation.

In Boston specifically, SAP is in the second year of an IT pathway program at Charlestown High School, also called C-Town Tech. Done in partnership with Jobs for the Future, Bunker Hill Community College, and the Boston Private Industry Council, the initiative looks to provide students a direct line to a technology college and career path. It’s part of SAP Corporate Social Responsibility’s signature initiative of Early College High Schools that includes BTECH in New York City, Skyline High School in Oakland, California, and Templeton Secondary Mini-STEM School in Vancouver, British Columbia.

We’re in This Together

The best part about being in a room with anonymous extraordinaries is their deeply felt passion, drive and commitment to the same cause. All three were echoed by the customers and government officials who joined a panel I had the opportunity to moderate.

For a successful future, businesses need to work with educational institutions to prepare tomorrow’s workforce

Kelli Wells, executive director of Education and Skills for the GE Foundation, stressed collaboration is the driver of a more inclusive workforce. She sees GE as the convener, bringing companies and public sector organizations together frequently to engage and work together: “Often we see things happening in silos, and the reality is to reach the heart of diversity you have to open the doors and collaborate. We may not have all the answers separately, but working together we have a really good shot.”

GE recently relocated its headquarters to Boston and is committed to hiring 8,000 interns ages 16-18 across the globe to give them the experiences inside a corporation, and set them on the right career path.

Daryl Graham, vice president of Global Philanthropy for JP Morgan Chase, explained engagement was essential to break down barriers, and talked about getting his executives outside the building so others can come in.

And there’s a lot of them coming inside. Since 2014, 50,000 young people have been hired through JP Morgan’s summer internship program. The company recently committed $75M over the next five years to address the skills gap for today and tomorrow’s tech jobs, to build a healthy pipeline and create new pathways. Daryl also stressed the importance of skills mapping not just the tech skills, but soft skills. “We live in a digital age where kids are on their phones all the time, but you still have to communicate with people and most companies are seeing a gap in soft skills,” he said.

Ron Walker, Massachusetts Secretary of Labor and Workforce Development, couldn’t agree more. He talked about the $20M Massachusetts Governor Baker invested to address the skills gap in the state, and stressed the importance of teamwork as a skill that’s in high demand. Secretary Walker was keen on a “demand-driven” system that seeks to train potential employees based on the jobs that employers are most needing to have filled. “We have to have business at the table,” he said.

Finally, Dr. Felix Moesner, CEO of Swissnex Boston provided a unique perspective on how training and education works in Switzerland, one of the most innovative countries in the world with the lowest youth unemployment rate: three percent. There, it’s all about the mindset. “In Switzerland, young students are embedded in the professional and adult world. We throw them in and they have to survive,” he said. With 70 percent of young people participating, the Swiss Vocational Education Training system is not only held in high regard, it is also a critical component of the Swiss economic engine.

Felix also stressed the importance of flexibility. “In the tech sector, advances are taking place at a staggering rate. This means the skill one learned four years ago may no longer be relevant today, so it is very important to prepare a flexible and adaptable workforce.”

Felix is right. In my career, I have the privilege of speaking to so many of our customers. Most of them have a digital business strategy and they are starving for employees. The businesses of today need to be working with the educational institutions preparing tomorrow’s workforce to ensure a sustainable and successful future. I truly feel SAP is moving the needle with initiatives like C-Town Tech and the others outlined by our panelists. We’re not 100% there yet, but with a world of more and more anonymous extraordinaries working relentlessly behind the scenes on this important task, there’s nothing that can stop us.

Top image via Shutterstock

via SAP News Center