Thứ Hai, 31 tháng 7, 2017

Webinar Series: Discover SAP Cloud Platform

Building a technology platform in the cloud can be a dream come true. The move can shorten time to market, lower costs, enable real-time scaling of resources, and much more.

But unless you’re a startup, it can also bring unexpected hurdles, complexity, and headaches along the way without the right support.

The market is awash with cloud platforms (aka Platform-as-a-Service) from which to choose and are available from both vendors well-known and established as well as up-and-coming startups with niche offerings.

Join us from our upcoming five-part webinar series to help you learn all aspects of SAP’s cloud platform offering, SAP Cloud Platform. We have divided the series into five parts so that you can start from the beginning for our first webinar that talks about the state of the platform-as-a-service (PaaS) market today and why you should care, followed by four more webinars that dive into different SAP Cloud Platform topics covering such key areas as:

  • How to build the business case for a cloud platform
  • Understanding the key capabilities and cloud services of SAP Cloud Platform
  • How to leverage SAP Cloud Platform to personalize and extend existing apps or a richer customer experience
  • How to more effectively digitize your business to capture new market share or engage employees for longer retention.

Experts from our SAP Cloud community and partner community as well as outside experts will take turn hosting and delivering different topics throughout the series to help you learn about SAP Cloud Platform from different voices and different perspectives.

The first one starts on Aug 3, 2017. We hope you join us!

Register for the Discover SAP Cloud Platform webinar series here.

This story originally appeared on the SAP HANA Blog.

via SAP News Center

Pride@SAP: Way to March

Thứ Sáu, 28 tháng 7, 2017

Managing a Diverse Team: Nine Languages to Say Hello

My formula for successfully managing a diverse team? It’s similar to a marriage; it’s all about communication.

While the Europe, Middle East, and Africa (EMEA) region is diverse, Central and Eastern Europe (CEE) has maybe even a bit more to offer: It consists of 15 different countries, features 25 languages with three different alphabets, and spans from Poland to Macedonia.

Managing a marketing team in such a diverse area is a multilayered challenge. It requires knowledge of different customer preferences, employee behavior, and workplace culture, as well as local habits and traditions. There is, and has always been, a learning curve in my job. Over time, I have developed kind of an own metric for each country that helps me in my daily job.

Stereotyping Doesn’t Help, but There are Some Patterns

I am originally from Slovakia. According to traditional stereotypes, a typical Slovak likes hospitality, and is friendly and welcoming—most likely the best personal traits when it comes to managing people in culturally diverse countries. But even though stereotyping doesn’t help, I find certain patterns in how we communicate and discuss critical business topics: People in the southern countries of my region have a different temperament than in the north. They get excited about things quickly, but I also find they are more emotional and passionate in discussing, for example, their performance.

Awareness of this cultural difference helps prevent us from taking things personally. I have learned that a lively and emotional discussion does not challenge my authority as a manager. Rather, it reflects a special culture of expression, which is fine with me.

Managing a Diverse Team

Workplace culture and individual preferences vary between different parts of the CEE region, and even between single countries. My team in the Czech Republic rarely meet for coffee, but they set up meetings frequently in the business context, and the longer the meeting, the better it is.

In contrast, my colleagues in the Adriatic region, such as in Croatia, appreciate informal breaks for socializing and exchange. For them, a half-hour break–optimally outside of SAP–solves issues much more effectively than a meeting.

To succeed in day-to-day team management, I need to know and internalize these differences. But to make the team work, I must also create awareness among the entire team. That’s why I use employee gatherings like team meetings or off-sites as a platform for team members to learn about each other. We try to think out of the box by doing elevator pitches about our countries, local traditions, or even celebrities from our home countries. It helps us embrace our differences and discover commonalities.

Managing Diverse Customer Preferences

Because often there is only one marketing representative per country to cover all local activities, collaboration is essential to create synergies. The CEE team runs campaigns in 9 different languages and hosts SAP Forums in 13 various locations. But even for SAP’s globally renowned event format, there is no one-size-fits-all approach for CEE. Even in neighboring countries, completely different approaches add to a successful regional forum.

For example, in Romania, the most productive SAP Forum would be located in a five-star hotel. It would take just a few hours, featuring a speaker from abroad offering high-level content in the English language. Most attendees in this area prefer to just show up and leave after a while. In Hungary, however, customers would love to attend even a four-day event in the local language, with in-depth content from A to Z, including vibrant business and entertainment programs.

Speaking the language of the customer is no less important than speaking the language of the team. True success comes when you can speak at least some words in local languages—it shows respect for my conversation partner and opens doors. Over the years, I have learned to speak nine languages—some better than others—but all well enough to say a friendly “hello.”

Juraj Polerecky is head of Marketing for Central and Eastern Europe at SAP

via SAP News Center

Fit@SAP: From Fulfilling Wishes to Conquering Mountains

For SAP employee Dirk-Jan Slingenberg, there’s no mountain too high, no goal too far, no dream too big.

Flowers, a book, finally a new pair of socks? What birthday wishes have you fulfilled recently? If you ask SAP employee Dirk-Jan Slingenberg, you’ll hardly believe your ears.

Fulfilling his father’s 70th birthday wish was hardly an easy task. Bert Slingenberg wanted to celebrate his special birthday in style with his two sons. But not just anywhere; specifically 5,895 meters above sea level on the top of Kilimanjaro, the tallest mountain in Africa.

Bert Slingenberg had already given his sons a one-year pre-warning. Dirk-Jan didn’t require much persuasion, and was up for the challenge. The goal was set and the preparation could begin. Yet without being in good physical shape, an undertaking of this scale wouldn’t be possible. “Due to work and also to my family life I did no sports at all and I was not in great shape,” Dirk-Jan concedes. “I knew that if I didn’t prepare, I wouldn’t make it to the top.”

Dirk-Jan works as a business transformation principal at SAP Digital Business Services in the Netherlands. He travels a lot and is often with customers. Naturally, he prefers to spend his free time with his wife and children. So where was he supposed to find the time for an intensive training program?

At the beginning, Dirk-Jan got his motivation from the “Run Your Health” program, a local initiative launched by SAP Netherlands. Using the preogram’s SAP platform and a fitness tracker, he could measure his activity and keep tally on his progress.

“Dirk-Jan is very dedicated, to his work, but also dedicated to his colleagues and to everything he does,” says his manager, Richard Dingemans. Thanks to regular training sessions, Dirk-Jan was ready to take on the adventure of a lifetime. In January 2016, the three Slingenbergs conquered Kilimanjaro and reached the summit on the morning of their father’s 70th birthday.

They currently have no plans to tackle another mountain peak, but Dirk-Jan would be game for the challenge. During his one-year preparation period, he developed a passion for running, and this is something that has stayed with him. The SAP employee now regularly runs half marathons, most recently in June at the annual “SAP Run” in S’Hertogenbosch.

Run Your Way Program

A program led by SAP Global Health Management aims to support and encourage SAP employees of all generations and physical conditions to invest in their health and well-being by moving more throughout the day. Using Fit@SAP, a global activity platform powered by SAP HANA, employees can find their own way to move more together and develop healthy habits.

via SAP News Center

SAP CHRO Stefan Ries: “Digitalization Is a Massive Opportunity”

How can digitalization benefit people at SAP? SAP Chief Human Resources Officer Stefan Ries talks about the HR agenda and shares his personal experiences since returning to SAP in 2014.

Q: How can digitalization benefit people at SAP?

A: These days, digitalization is often seen as a job killer or a sword of Damocles, particularly in Europe. But I prefer to see digitalization not as a risk, but an opportunity.

For SAP as an employer, digitalization is a massive opportunity. We take the technology of the past and prepare it for a new future, and provide employees with a great user experience, a sort of “app experience.”  Along with other criteria, such as work responsibilities, salary, and development opportunities, this is a decisive factor for our young applicants. We can inspire talented candidates to join us by offering them the chance to work in a world that is closely connected to the tools they use in their everyday lives.

I see this as a very strong argument as to why we should open ourselves to the benefits of digitalization. It isn’t just a vision for the future, but something hugely relevant for us today.

And what does this mean for jobs?

As a technology company, digitalization has long been key issue for us. We are the front runners, and have been paving the way in the cloud for the past four or five years. So, what has happened during that time? We have not cut back on jobs, but instead created thousands of new ones every year. Just think about the work in the Innovation Labs, the SAP Digital Boardroom, or the success of SAP S/4HANA and SAP HANA.

These developments also mean we have to prepare employees for what’s to come. The best example of this is Digital Business Services, where currently an additional €15 million is being invested in professional development. When I returned to SAP in 2014, we had a training budget of €70-80 million, which is a considerable amount in itself. This year it was €190 million. Despite the increase in the number of employees, this is still a remarkable leap, and puts us way ahead of our competitors and other industries

What’s your personal approach?

I personally learn best when I’m visiting customers. In the first half of the year, I attended almost 50 customer meetings. This is also one of SAP’s unique selling points – under the “Accelerate Winning in HR” initiative, we’ve trained approximately 180 HR employees who meet customers together with SAP SuccessFactors colleagues. For me, this is an extremely important and valuable learning experience.

In the HR context, we’ve been hearing the word “experience” a lot. What is meant by this?

Ultimately, the employees are our customers, our consumers. So, we asked ourselves how we could make HR more hands-on and straightforward. And that all starts with language, followed by HR applications, along with training managers and the growth of expert careers. But it’s also about how we communicate the information in an easily understandable way. Therefore, we are currently investing in simplifying HR offers and making them more user-friendly.

You returned to SAP in 2014. What has been your “experience”?

You can still feel the joy here. Being able to experience the diversity of approximately 87,000 employees spread across the world isn’t something you see every day. I also don’t know many companies who have had to adapt their business like we have, and have nevertheless managed to stay both innovative and successful.

Which concrete goals have you achieved for the employees? And what’s next to come?

At the start, I knew I needed to focus on a few select areas to be able to make tangible, long-lasting changes. Let me give you an example. Four years ago, it was clear from the employee surveys that training and development was not well perceived, but this has undergone a complete turnaround. A second example is management culture. In the past, we didn’t offer consistent trainings, meaning that we received very critical feedback from some areas of the Company. We have therefore invested in a consistent and clean approach to professional development across all management levels. The result has been that employee engagement and leadership trust have both increased.

As a next step, we have the two big topics: expert careers and performance management with SAP Talk. These topics must follow the same course as management culture, and training and development.

There are five generations working together for SAP. What does HR do in this area?

I always say to people that we don’t just have early talents, we also have mature talents – and I’m one of them! Here we have a wealth of experience at our fingertips. The expert careers topic is no coincidence. It applies precisely to the large number of employees who form part of this generation.

If you’ve been in your job for 10 to 15 years, of course you start wondering what your next career goals might be. If we manage to identify targeted development measures, we can make an effective contribution to motivating this group of employees. We intend to bring this career path up to the same level as the management career path, but we’re not quite there yet.

I’m sure that this can be a key to the success of the mature talents.

At SuccessConnect hosted in London in June, you came onto the stage in a punk outfit. Why don’t you tell us a little about that?

I’m a person who often likes to shake things up. I came onto the stage in a punk outfit to the music “Should I Stay or Should I Go” by The Clash. This is the question our talents ask themselves every day, and therefore it seemed like a fitting choice. I wanted to send a message. HR is a key part of any company, and we shouldn’t hide from the spotlight. At SAP, there is nothing more important than the people. This is our HR employees’ area of expertise, and we have a right to be proud of that just like any other department in the Company.

What is the cooperation like between HR and SAP SuccessFactors when it comes to HCM software?

We work very closely. We’re currently planning to go live in the fall with the final module, SAP SuccessFactors Employee Central, and then internally we’ll be 99% completely on the SAP SuccessFactors standard, which we also offer to customers. Together with the HR organization, we are essentially the Formula 1 test drivers of our own software.

This also receives a lot of external attention. For instance, we worked together with Deloitte to produce a study on our HR transformation. This went down a storm with the customers, as SAP is regarded as the absolute benchmark in the industry.

SAP reached its target of having 25% women in leadership positions. What are your thoughts on this?

Four or five years ago, no one believed this was possible. But now we’ve managed it, and even a couple of months ahead of time! This was a great result, but what does 25% mean? This was simply the target that we set internally. We’re nevertheless far from where we want to be, and therefore we’ve set a new, even more ambitious target.

Many underestimate the impact this has outside the Company, and not just with our gender target, but also with programs such as Autism at Work. Alongside the work responsibilities, this is not just a key criterion for young people, but also for experienced professionals. People often tell us in interviews they think it’s great that the Company sets ambitious targets, as this shows them how determined SAP is, and how we don’t just rest on our laurels. This helps SAP enormously.

Stefan Ries is Chief Human Resources Officer and a member of the Executive Board of SAP SE. He previously worked for SAP from 2002 to 2010. He returned to the company in 2014, assuming global responsibility for human resources, and was appointed to the SAP Executive Board in April 2016.

More links:

  • Web series “The Future Factor” – In this episode, SAP’s Chief Diversity & Inclusion Officer Anka Wittenberg talks to professor Iris Bohnet from Harvard Kennedy School of Government about The business case for diversity.
  • SAP case study Bersin by Deloitte: HR Digital Transformation

via SAP News Center

Thứ Năm, 27 tháng 7, 2017

Artificial Intelligence: Why Neural Networks Continue to “Hobble”

Now that platforms and their related services have become commonplace, all eyes are on artificial intelligence.

“Systems are scalable, and complex ones can be trained quickly,” says Wolfgang Wahlster of the German Research Center for Artificial Intelligence (DFKI). Nevertheless, there are some challenges.

According to a recent study by analysts at the consulting agency McKinsey, technology companies invested between US $20 billion and US $30 billion in artificial intelligence (AI) last year – three times more than in 2014. Ninety percent of those investments were for research and development and practical software applications, while 10% went toward AI acquisitions.

According to the experts, the initiatives that have sprung forth from those investments are having a positive effect on operating margins in many industries. Automobile manufacturers that commit to AI, for example, can expect to achieve a seven to eight percent margin, whereas those that don’t can be happy just to break even or make a bit of profit. AI is also proving worthwhile for financial services providers (12% margin versus a two percent margin) and the health industry (17% margin versus –1% margin), the analysts report.

From Smart Services to Artificial Intelligence

At the recent Digital Summit in Ludwigshafen, Germany, acatech president Henning Kagermann met up with DFKI head Wolfgang Wahlster to discuss the latest advances in AI.

At CeBIT 2017, Kagermann had just handed over the final report from the “Autonomous Systems” expert forum to German Chancellor Angela Merkel. For Kagermann, AI is a logical continuation of the activities that were carried out in the realm of smart services, which mainly focused on the use of platforms and their services.

Henning Kagermann and Wolfgang Wahlster talk at the Digital Summit about the progress AI and machine learning have made to date.

Wahlster: The breakthrough in machine learning came last year. The fact that software was capable of learning was nothing new, because it had already been able to do that for years. What was missing was the scalability. When you looked more closely, you realized that the big proof points were still in their infancies, “Mickey Mouse” systems not yet mature. We had developed systems that delivered great results in very specific, small but unique domains – “nerd systems,” to exaggerate somewhat.

Thanks to machine learning, which is based on huge data volumes, we are now able to scale our systems to tackle the really big issues. Not only can we now learn end to end and use machine learning, we can also plan activities in real time. And this activities planning together with neural learning has also enabled us to significantly improve language and image understanding. In addition, we now have enough training data at our disposal thanks to Big Data.

Last but not least, the breakthrough in high-performance graphics cards and their programming has enabled us to develop very powerful systems, so that today we can train complex systems within 20 to 30 minutes.

Kagermann: Amazon recently started selling groceries in Germany via its Amazon Fresh platform, and claims to check every single strawberry for freshness before shipping it to the customer. No one needs to worry about decaying produce anymore.

Wahlster: Image understanding (machine vision) has become so incredibly fast in the meantime that we’re moving more and more away from testing only random samples. Nowadays, we can check the quality for each individual instance. Pakistan, for example, has huge mango plantations. But some of the mangos contain threadworms, so they are all barred from import into the European Union (EU).

With the help of machine learning and infrared cameras, though, we’ve found a way to check every single fruit. Such a testing procedure might also even make the mangos much cheaper for us in the long run, should they ever be allowed into the EU.

Kagermann: Autonomous driving, which the DFKI is also researching, is a much-discussed topic in AI. Collecting training data is so easy, yet we don’t even know all of the scenarios that exist in traffic. You’d have to travel up and down the streets for years, filming every possible situation. Is that the reason DFKI now generates artificial data?

Wahlster: Yes, doing so is really important, because one of the major problems in artificial intelligence and machine learning right now is the lack of mass data for very dangerous traffic situations. Take for example when a deer jumps in front of your car at night – there are no YouTube videos that could teach the system how a car should react in this case. There simply isn’t enough mass data available for the car to learn from.

The idea is to create synthetic data and teach vehicles on that basis. I expect we’ll be able to make great strides with this approach in the next two to three years.

Kagermann: Autonomous driving will need to prove to us that it can make driving much safer. Have we come that far yet?

Wahlster: It is essential that these kinds of systems also contain an explanation component. Unfortunately, today’s machine learning methods are not yet sophisticated enough to get the systems to explain the decision to us. We can use the systems for “classification” tasks, such as in the case of the strawberries and mangos, or to distinguish between a pedestrian and a truck. More complex decisions aren’t in the cards yet.

And there is a further problem: Self-learning systems are not capable of deleting false or obsolete data once learned. It is extremely difficult for them to pull that information out of the neural network again. In humans, this works via “extinction learning.” People who’ve become used to a chronic pain caused by poor posture while walking, for example, can/have to retrain their neural network to walk properly again, through physiotherapy for instance. A machine’s neural network doesn’t do that. It will continue to “hobble.”

Kagermann: How can we ensure that a statistics-based self-learning system adheres to ethical rules?

Wahlster: Systems must stick to these rules, that’s the No. 1 priority. Compliance will have to be checked against the standard scenario catalog drawn up by the German National Ethics Council. If a car doesn’t follow these rules, it won’t be allowed on the road. TÜV (safety) inspections will be done to confirm a car’s ability to master abnormal situations. But one thing is already clear: It will be some years yet before self-learning in the car makes sense and is ethically tenable.

Top image via A. Schmitz, 2017; Henning Kagermann (left) and Wolfgang Wahlster

via SAP News Center

Machine Learning: Making Customer Service Operations Smarter and More Strategic

Thứ Tư, 26 tháng 7, 2017

How Machine Learning Helps Swarovski Fix Your Crystal Teddy Bear

Swarovski crystals are loved by many around the world. With countless high-end designer and retail partners, they adorn everything from evening gowns to cell phone covers. And people’s love of Swarovski has made it a prized collector item, particularly for figurines and jewelry.

But what happens if someone chips their crystal teddy bear?

At the recent SAP Leonardo Live event in Frankfurt, Werner Huber, Corporate IT Manger from Swarovski, explained the process.

“In the past, repairs have been an extremely manual process. A customer would bring their broken item into a local store. The store managers would send the item to the Swarovski repair center in the Austrian Alps, which typically receives over 100 things each day. Then the repair technician would have to manually identify the correct material number for the piece, find out when it was produced, what business unit it came from, and determine the exact parts required to fix the item.”

Werner continued, “Technicians up to this point have developed home-grown solutions: they manually search through Swarovski catalogues or just Google it.”

That’s why Swavorski teamed up with SAP. Together they developed a machine learning application to help automate the process of identifying and classifying broken items.

As a result, Swarovski has a new process that is faster, less error prone, scalable and able to respond to demand more flexibly. Now technicians can run service tickets, with an image of the broken product, through the machine learning application. The product is automatically categorized, and repair staff can get precise information about the product: what it will take to fix it, how much it will cost — and if it’s not fixable, the app will provide suggested substitutions that might interest the customer.

Sebastian Wieczorek is a director at the SAP Innovation Center Network, which spearheads the company’s machine learning strategy and products. He explained, “If you take the image of the bear, the algorithm understands the semantic concept of the image and returns a handful of results – all are animals, matching one or more of the concepts in the image that the algorithm was trained on.”

The application uses machine learning, but it also relies on SAP’s visual recognition technology – a subset of machine learning that mimics human vision. Applications using computer vision can automatically “see” and understand pictures and videos faster than humans could ever hope to. The algorithm can be trained on particular images: in this case, thousands of Swarovski product images in catalogues.

SAP has incorporated  the functionality to recognize and classify images in an API, which sits on SAP Cloud Platform, making it easier for companies to custom-build applications like the Swarovski app.

Swarovski was founded in 1895. But like many traditional businesses, the company is finding that it  needs to embrace newer technologies to keep customers happy and engaged. This is one example where digitizing operations enables the company to  serve customers more efficiently. Swarovski is  also exploring how technologies like artificial intelligence can help the company better  understand and keep their loyal customer base.

Like the next season of Swarovski collectibles, we are eagerly awaiting more examples of Swarovski’s evolving digital strategy.

via SAP News Center

SAP Names Greg Tomb President of SAP SuccessFactors

WALLDORFSAP SE (NYSE: SAP) today announced the appointment of Greg Tomb as president of SAP SuccessFactors,* the leading provider of cloud-based human capital management (HCM) solutions to more than 48 million users worldwide.

In his new role, Tomb will oversee the company’s efforts to help organizations put people at the heart of digital HR transformation and maximize each employee’s unique potential.

Tomb, who has been with SAP for 19 years, most recently led the high-performing SAP HANA Enterprise Cloud business in addition to overseeing sales for SAP’s Global Services organization. He has also served as president of SAP’s North America region and as executive vice president of Global Cloud Sales. In addition to his successful career with SAP, Tomb has served as CEO of Vivido Labs and has held management positions at both Accenture Consulting and Comergent Technologies.

“Greg understands the importance of the cloud and the critical role of HR in building the employee experience and culture it takes to win in the digital economy,” said Robert Enslin, member of the Executive Board of SAP SE and president of Cloud Business Group, SAP. “I couldn’t be more delighted that such a proven, respected and trusted executive will drive our SAP SuccessFactors business and leadership in the HCM market.”

Tomb holds a bachelor’s degree in engineering from Penn State University and a master’s degree in business administration from Loyola University of Chicago.

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

Media Contacts:
Jim Dever, +1 (610) 661 2161,, ET
Geraldine Lim, +1 (415) 418-0945,, PT

*SAP SuccessFactors is a brand name launched in January 2016 and is used here to mean the offerings, employees, and business of acquired company SuccessFactors, which continues to be our legal entity until integration with SAP is complete.
Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
© 2017 SAP SE. All rights reserved.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see for additional trademark information and notices.

via SAP News Center

openSAP: SAP’s Own Know-How

It’s been four and a half years since the openSAP platform was launched, and the free massive open online courses (MOOCs) have already become a well-established further development format for SAP topics.

There are already 125 MOOCs available, and more than 500,000 course completion certificates have been awarded.

openSAP Enterprise MOOC at SAP: The Principle

The principle behind the MOOCs at SAP is simple: In 10-minute videos, experts present technical content about in-memory technology, SAP Cloud Platform, machine learning, and SAP S/4HANA. At the end of each presentation, the course participation receives two questions to check how closely they were listening, and if they understood the information. At the end of each week, the course participant is given a deadline to complete specific pieces of work.

There are currently six week-long training units included within the six-week-long “Touch IoT with SAP Leonardo” SAP course. The final exam tests whether participants have internalized the material, and whether they have earned their course certificate.

“It’s up to the course participants to choose when they study,” explains Clemens Link, who brought the openSAP MOOC platform to life four years ago. “Those who want to achieve a high point score should be sure to stick to all the deadlines.”

openSAP: 125 Courses, 2 Million Registrations

There are currently over 125 courses available on the platform. There are 500,000 participants, with an average age of 34, and over 2 million course registrations. Over 40,000 people have registered for the first SAP HANA and SAP S/4HANA courses, and the current SAP Leonardo course has currently over 18,000 participants. Link estimates that one in four students successfully complete the course.

The courses are thematically oriented, and cover topics prescribed by SAP management. Currently these include SAP Leonardo, SAP S/4HANA, and SAP Cloud Platform, as well as product-relates topics such as data science. Compared to the MOOC pioneers from the U.S. — including the Stanford University-operated platform Coursera, the Harvard University and MIT jointly-operated platform edX, and the Google and Facebook-funded platform Udacity — a 25% completion rate is a positive result. In the U.S. this result is much lower, as only three to seven percent of participants finish the course on average.

MOOCs on openSAP: Facts at a Glance
  • Launch: 2013
  • First course: Introduction to Software Development on SAP HANA with more than 50,000 participants
  • Course sign-ups: 2 million
  • Certificate issued to date: 500,000
  • Most popular courses: SAP HANA (ca. 40,000) and SAP S/4HANA (ca. 40,000)
  • Number of courses to date: 125
  • Participants: SAP partners (50 %), SAP customers (30 %), SAP employees (12 %), students and freelance professionals (8 %); 90 % with a business background
  • Average age of participants: 34 years old (between 22 and 80)
  • Survey (based on responses from 65,000 participants): 50% would recommend the courses to others (Net Promoter Score, NPC), 94% believe that the skills and knowledge acquired can help them in their future work, 98% are (very) satisfied with the openSAP Learning Experience, 96% are (very) satisfied with the content for openSAP courses and 99% could imagine participating in another openSAP course.

openSAP Lessons Learned: Getting Hands On

For Michaela Laemmler, who worked in “Education Production” before joining the openSAP team four years ago, the MOOCs mark a paradigm shift. “Back then, we created the trainings and offered them to participants, but rarely received any feedback,” explains Laemmler, when discussing the diverse eLearning approaches. “Receiving positive feedback for good course content is a huge motivational boost for our team,” she says.

Laemmler also welcomes questions and comments from participants if there are problems or misunderstandings, as this helps them make things better. The openSAP also welcome criticism, for instance, if a presentation or course expert doesn’t meet expectations.

After the first four years, one thing is clear: the course participants want more than just presentation slides. “They want to see what the applications look like in the system, and have access to them,” says openSAP portfolio manager Link,who names this as one of their key lessons learned; “they want to see how the software actually works.”

MOOC: Deadlines and Point Scoring Boost Motivation

Unlike eLearnings which allow participants to extend their learning sequences, SAP MOOCs have set deadlines. Each successfully completed learning unit is awarded with points. “You can keep track on your progress, and this boosts motivation,” says Link, who has already successfully completed 50 MOOCs – if only to keep on top of how the new Stanford, Harvard, Google, or Microsoft courses are structured.

July 27, 2017 marks the end of the first course from the SAP Leonardo series. Afterward it will be possible to join the course through the backdoor for a fee of €39.00 in exchange for a reactivation code. This means participants won’t learn together with thousands of others across the world and there’s a chance the content may become out-of-date in the months after the course has finished. There are a few latecomers who have made use of this option. SAP is also repeating a selection of courses that were particularly popular.

In-Memory Data Management: HPI MOOC as Initial Spark

When it comes to the first SAP enterprise MOOCs, SAP Co-Founder Hasso Plattner also had a part to play. At the end of 2012, Plattner introduced a pilot MOOC at the Hasso Plattner Institute on in-memory data management. 12,000 participants joined the course, which the research institute had put together using filmed Hasso Plattner lecturers compiled into easily digestible units.

For Clemens Link, this was what prompted him to introduce the topic at SAP. Based on the first platforms that had come from the U.S., it was clear that more business customers were participating in the online courses than students. Managers and specialists in companies enrolled for the courses to be able to keep their fingers on the pulse of technological developments.

In 2013, Link first began launching courses on SAP HANA, design thinking and mobile development on the openSAP platform. In the years that followed, it rose to more than 30 new courses every year. In 2017, approximately 20 MOOCs have been launched, another 20 are on the way, and will be announced between four to eight weeks before the course start date.

Every Second openSAP User Comes From an SAP Partner

For a time, openSAP was a contentious issue within the company. Ultimately, the courses provide free SAP know-how for everyone who wants it. The question was: what does SAP get in return? It has since become clear that it is not only SAP colleagues using openSAP for further development, and preserving resources, but also SAP partners and customers who use it as an opportunity to stay up to date. SAP partners make up over half of the number of total users, and several thousands are registered in openSAP courses.

Ultimately, openSAP serves to support the SAP ecosystem whose main objective is to implement SAP software for customers. openSAP portfolio manager Link is thrilled to have launched so many courses: “As soon as colleagues offer the right courses, we’ll start producing videos.”

Top image via Shutterstock

via SAP News Center

Thứ Ba, 25 tháng 7, 2017

Creating Simple, Scalable HCM Solutions for Mid-Market Customers

Life is fast paced and ever changing, everyone needs a helping hand sometimes and for that reason, good friends are absolutely invaluable. That’s why people ideally surround themselves with individuals who can help them think through challenges, provide solutions, and bring out the best version of themselves.

Think about your most reliable friends, your support network, for a second. Wouldn’t you agree that a good friend can make all the difference when you need support in handling a tough situation or a big life event, or the encouragement to move in a new direction in your life?

If a quality support network is so important to your personal life, why would it be any different in business?

At SAP, we’re actively trying to change the way people do business. In an industry obsessed with personal growth, we’re trying to spread it around. We’ve invested in a business model where our success is directly linked to that of our partner ecosystem — we want to do our very best for them because when they win, we all do.

Working in collaboration with our partners, we at SAP are lucky enough to work with some of the best and brightest companies in the world, across 25 industry verticals and beyond. We take immense pride in providing products and services that increase speed and efficiency while also freeing up more time to do whatever it is they do best, whether that’s financial services or farming.

At the same time, we want to arm our partners with all the tools and best practices they need to best support customers. This is especially true when working with small-to-midsize companies that may not have the resources, time, or funds to stretch to full-blown or lengthy implementations. Often, some SMEs aren’t event completely aware of what they want until they try it, so they seek advice and support from our partners.

That’s why we launched the new SAP SuccessFactors partners packaged solutions, to help our partners to create simple, pre-configured, affordable, scalable HCM solutions for mid-market customers. This offering empowers partners to leverage the knowledge, expertise, and best practices they’ve built up from implementing SAP SuccessFactors solutions, to create their own unique packaged solutions that they are able to deliver much faster and more cost-effectively in order to meet the needs of SMEs.

The package will include much of the functionality a growing HR department may need – from core HR (SAP SuccessFactors Employee Central) to SAP SuccessFactors Recruiting or SAP SuccessFactors Performance & Goals to SAP SuccessFactors Succession & Development and SAP SuccessFactors Compensation. Wrapped around this will be other value-add benefits, including possible finance options, to make it more accessible to the SME. This helps make it even easier for partners to identify and deploy best-in-class tools to their customers, simply and affordably, with a better time-to-value. And for mid-market customers, they get access to world-class HCM solutions that could otherwise been unattainable.

We have already begun rolling it out to some of our most trusted partners — 30 of them across EMEA and MEE — with some very exciting results. Our partners tell us that the new packaged-solutions are opening the doors to many more SMEs and giving them the chance to benefit from world-class HCM solutions to grow their business.

When our customers and partners win, so do we — that’s why we’re keeping that sentiment at the core of this new offering and many more to come.

Cathy Daum is senior vice president of Global GC & GB Cloud Sales & Solutions at SAP

via SAP News Center

SAP Accelerates Innovation in Arizona With Opening of New Regional Technology Hub

TEMPE, Ariz.SAP SE (NYSE: SAP), a global leader in enabling digital business, today announced the opening of a state-of-the-art office at a new tech park built on the 58-acre-large Grand at Papago Park Center in Tempe, Arizona, in the heart of the Phoenix metropolitan area.

The presence of SAP, who is a massive, global enterprise software provider in Tempe, further establishes the region as a rapidly developing technology hub, akin to a young Silicon Valley.

This new growth isn’t just good for big tech companies, however.

As a result of the boom, Phoenix is seeing an influx of new start-ups moving to the region, taking advantage of the welcome combination of a unique local culture, supportive community leaders, comparatively affordable rents and the proximity to other impactful technology brands, both big and small.

“The expansion of SAP is yet another step in the right direction for Tempe’s technology industry and our community as a whole,” said Mark Mitchell, mayor of Tempe since 2012. “We’re proud of our work to put our region on the map as a competitive, global hub for technology innovation and to spur our local economy in the process.”

The SAP office in Tempe will serve as the global headquarters for SAP’s fastest growing business – small and midsize business (SMB). Fittingly, the company is tripling its investment in its SMB and channel business over the next three years, making the rapidly growing Tempe an action center for some of the most exciting and explosive growth businesses.

“Tempe will serve as our SMB headquarters for the United States,” said Christine Gavin-Johnson, vice president, Commercial and Channel Sales, SAP North America. “We plan to hire 150 employees over the next three to five years in this area to help grow this critical business for our company.”

Innovation is at the center of this move for SAP, as the Tempe office will serve as a hub for some of the company’s most forward-thinking product development. It will span diverse industries, ranging from apparel and footwear to sports analytics and machine learning. For example, the SAP software development teams in Arizona were pivotal in helping the National Hockey League (NHL) develop interactive and immersive player and game statistics applications.

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

Media Contact:
Jackie Montesinos Suarez, +1 (786) 325-0568,, ET

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
© 2017 SAP SE. All rights reserved.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see for additional trademark information and notices.

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How to Benefit from Upgrading Your Digital Mindset

More technologies are simultaneously reaching maturity than at any other time in recent memory. Getting the most out of cloud, mobile, Big Data, IoT, machine learning, artificial intelligence and other maturing technologies will require organizations to open themselves to new ways of thinking.

Technology providers will have to open their minds too, which is one reason that SAP offers its new digital innovation system. SAP Leonardo must focus on its users’ business outcomes, especially those driven by maturing technologies such as IoT, according to Stacy Crook, IDC research director of IoT.

“SAP’s big strategy for IoT is … to tie people with things and processes,” Crook stated in TechTarget recently. “SAP has deep industry knowledge and a lot of information that will be useful in these IoT workflows.”

But users seeking to make the most of that information — and IoT workflows — must change their way of thinking. And while the Internet is full of listicles defining digital mindset, SAP has a new four-part definition that includes investing in next-generation technology.

Improving Problem Solving and Employee Engagement

“Leaders [in digital transformation] report a high level of investment in cloud computing and enterprise mobility, double-digit growth in Big Data and analytics and the Internet of Things (IoT), and hypergrowth in machine learning and artificial intelligence,” stated an SAP study conducted with Oxford Economics.

An SAP Leonardo-driven digital transformation has already empowered Caterpillar Inc.’s workforce to fix problems in real time — and to improve business outcomes. The system yielded outstanding employee engagement during recent project for the Peoria-based manufacturing giant, according to Marty Groover, Business Construction Products Operational Technology manager at Caterpillar.

“Without having to go pull all of the data out of the system, it automatically starts driving that cognitive use of the data to solve issues in the moment so we can produce better quality of processes and products,” Grover said of Digital Manufacturing Insights at SAP Leonardo Live earlier this month. “The hourly employees love it, and want more of it.”

But just because users enjoy digital technology doesn’t mean that they started out in favor of it.

Winning Over Reluctant Workers

A digital transformation pilot freed up 85 percent of nurses’ time according to Incor’s Guilherme Rabello.

There can be many obstacles to digital transformation, from a lack of leadership to an absence of change management expertise, as the SAP/Oxford study noted. But buy-in amongst conservative medical professionals was critical at the largest heart hospital in Latin America, according to Guilherme Rabello, Commercial and Market Intelligence manager at InCor (Instituto do Coração  – HCFMUSP).

“We had to convince them that … the technology was not dragging them out of their main service, but assisting them to provide even better care to their patients,” Rabello said at SAP Leonardo Live. “So we engaged with all of them upfront, and we showed them why we were doing [what we were doing].”

InCor’s uptake of SAP Leonardo was quick, especially for younger medical professionals who are comfortable in digital environment, according to Rabello. And the pilot freed up 85 percent of InCor nurses’ time; because they spent less time writing down data points, they could spend more time connecting with their patients.

Now imagine a patient with about 10,000 sensors sending more than 5,000 signals per second.

Streamlining High-Speed Train Operations

The same way a physician wants patients to stay healthy — without unnecessary treatment — Italy’s primary train operator seeks the most efficient way to keep its trains running optimally, according to Danilo Gismondi, CIO of Trenitalia Spa. Big Data analytics uses data from each train’s myriad IoT sensors to help Trenitalia minimize downtime and maintenance costs by fixing trains when conditions — not schedules — dictate.

“We were looking for an end-to-end platform — not a single solution — but something able to manage the huge amount of data coming from the sensors onboard,” said Trenitalia’s Danilo Gismondi.

“We were looking for an end-to-end platform — not a single solution — but something able to manage the huge amount of data coming from the sensors onboard,” Gismondi said of the Dynamic Maintenance Management System at SAP Leonardo Live. “The platform must manage this data, transforming the information for the decision makers and the maintainers.”

Additionally, cutting-edge statistical methodology within SAP Leonardo predicts malfunctions and breakdowns, which helps Trenitalia improve its maintenance processes — and its service to about 2 million passengers each day. It also helps spot faults or glitches, which might have otherwise taken a perfectly good train out of service for unnecessary maintenance.

Maturing Technologies — and Mindsets

“What sets the leaders apart is that they have internalized the need to transform how they think as well as what they do — to create a digital mindset across the organization,” the SAP/Oxford study stated. “This is the difference between saying ‘we need a mobile app’ and ‘we need new ways to serve customers in the ways they want to be served.’”

Caterpillar, InCor and Trenitalia chose to seek new ways to serve their customers, evolving their mindsets and maturing their business models concurrently with maturing technology, such as IoT and Big Data. Benefits include increased employee engagement, greater efficiency, minimal equipment downtime and reduced maintenance costs.

Click here for the SAP/Oxford study

Follow Derek on Twitter: @DKlobucher

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

via SAP News Center

Corporate Sponsorships Reimagined: TSG 1899 Hoffenheim

In less than 10 years, TSG 1899 Hoffenheim rose from an amateur football club to the Bundesliga, thanks to investments in talent and technology.

TSG Hoffenheim has always embraced innovation. Even after qualifying for the Bundesliga, we continued in the pursuit of perfection. Taking a data-driven approach to improving player performance was the next logical step, and SAP solutions became an integral part of the team’s championship vision. Several years into our partnership, we can confidently say that their technology allows us to achieve far more than we could have ever imagined.

Corporate Sponsorships Reimagined is a series documenting the experiences of SAP sponsorship partners, in their own words.

Technology in Practice

Football is a complex game that is physically and mentally demanding. To help each player perform at his peak, we sought to personalize training. The spatial capabilities of SAP HANA allow us to adjust training for each player by analyzing data on how he behaves in changing situations and different game conditions. We also utilize data generated by sensors embedded in the players’ uniforms and equipment. We use these millions of data points to identify individual players’ strengths and weaknesses, which can be harnessed for both game performance improvement and injury prevention.

“SAP software has transformed our ideas of training, planning, and match preparation as well as our powers of analysis with simple tools that we can work with easily”

Technology in Games

The benefits reaped from our partnership reach far beyond practice. During games, we can extract patterns from a complex set of player metrics, including motion, position, velocity, and heart rate. The thoughtful and careful examination of this data can reveal significant information about players, strategies, and tactics that can influence the outcome of a single goal, an entire game, and even a championship season. Thanks to these innovative technology solutions, we can make in-game adjustments with greater confidence and precision.

Our future goals do not have any less emphasis on innovation. Aside from continuing to use sensors to collect and analyze performance attributes, our coaches and trainers want to expand our analytics capabilities and apply them to new uses such as talent scouting and game strategy. SAP will help us translate these ideas into a reality, furthering not only our club, but football as a whole.

Technology in Business

TSG 1899 Hoffenheim can also modernize the stadium’s business practices. For instance, SAP provides us with the necessary tools to run our food and beverage kiosks at full speed, utilize a straightforward and reliable point-of-sales system, and obtain a 360-degree view of our revenue in real time.

We can now also tackle a unique business challenge: because we play in a smaller town, our best chance at long-term growth is online commerce in merchandising. By introducing a new online shop that runs on SAP Hybris, our sales in this particular sector increased significantly – by over a 100% in just the first year.

This partnership has allowed us to innovate far beyond what we had imagined a few years ago.  We are proud to be at the forefront of innovation in the football community and could not have asked for a better teammate than SAP.

Follow SAP Sports on Twitter & Facebook

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Why Tenure Metrics Matter: The Value of a Stable Workforce 

Employee tenure is one of the oldest human capital metrics. Defined as “length of time in a role or organization,” tenure is frequently criticized as a poor measure of employee productivity.

But research indicates tenure is a valuable metric of workforce stability that can help companies maintain steady performance in a world of accelerating change.

The objective nature of tenure historically made it an attractive metric for collective bargaining agreements.  Union employees with greater tenure are said to “have more seniority” and are often given higher pay, preference in work schedules and job assignments, and protection from job layoffs.  Though still commonly used in unionized work settings, relatively little importance is placed on tenure for most non-union jobs.

People often downplay the importance of tenure because it is a poor measure of job performance.  Just because someone has been in a job longer does not mean they are a better performer than a less tenured employee.  In fact, performance in many jobs tends to be curvilinear over time.  Performance is low when employees start a job and are learning what to do.  It climbs as they learn the job, but after a certain amount of time performance may peak and begin to decline.  Work may become routine and boredom and complacency may creep in.  Performance often plateaus below its former peak but above where it started when the employee was totally new.

Because the most tenured employees do not always have the greatest performance, many people criticize tenure as being a lousy metric of employee value.  But such sweeping criticisms of tenure overlook its unique benefits, including the following

Turnover Costs

More tenured employees may not be the most productive.  But they are usually more productive than novice employees.  And they provide value without incurring costs of recruiting and training new hires.  Loyalty has financial value.

Relationship Stability

Building strong relationships is critical to performance of jobs where trust and mutual understanding between employees, customers or partners is necessary to achieve company goals.  Time spent with others is a key factor in driving trust.  As employees gain tenure they have time to build stronger relationships.  Even small differences in relationship tenure can have big impacts.  For example, we conducted a study at SAP SuccessFactors looking at tenure and changes in customer reference-ability over the course of a year.  Customer account managers with as little as 6 months more tenure had a 43% greater likelihood to see increases in customer reference-ability compared to less tenured account managers.

Organizational Wisdom

Wisdom can be defined as judgment and insight gained from experience.  A recent study found no association between length of service and job productivity.  But employees with higher tenure provided more valuable guidance and advice to the organization overall: “compared to employees with two years of tenure, employees with 15 years of tenure are 20% more likely to serve as a critical resource to others and 21% more likely to contribute new ideas for products or services.”

Team Performance

Tenure is critical for collaborative work where relationships have a major impact on business outcomes.  New work groups go through four basic stages of development.

  • Forming when they are first identified as a group.
  • Storming when members establish role expectations and work through initial challenges.
  • Norming when the group develops a shared sense of understanding about each other and how to cooperate and collaborate.
  • Performing when the group begins to achieve peak levels of productivity.

Reaching the norming and performing stages requires time.  Yet many companies change roles, team structures and customer accounts so often that employees are stuck in a never-ending cycle of “forming and storming.”  Group members never acquire enough tenure to reach the “norming and performing” stages.  One way to stop this madness is to place value on building tenure of employee-manager, employee-coworkers and employee-customer relationships.

Measuring tenure is not the same as measuring performance.  Tenure is not so critical that it should prevent making organizational changes.  Nor should tenure necessarily be emphasized over other measures of employee value such as productivity.  But tenure is not a trivial metric to be ignored.  We live in a world characterized by ever increasing change.  In this world, there is growing value in having tenured employees with the kinds of experience and stable, strong work relationships that can only be created through time.

To access a new HBR report, “HR Analytics: Busting silos and delivering outcomes” and to learn more about how SAP SuccessFactors Workforce Analytics can help HR become a valuable player in strategic decision making, visit here.

You can also learn more from customers and experts at SuccessConnect in Las Vegas taking place August 29-31 at The Cosmopolitan. Register here.

via SAP News Center

SAP Preferred Success Plan to Enhance Customer Success

WALLDORFSAP SE (NYSE: SAP) today announced the launch of the SAP Preferred Success plan, another step in simplifying the cloud service and support portfolio from SAP.

  • Helps customers realize expected business outcomes by combining best services from SAP in prescriptive, proactive approach

  • Includes success resources, adoption methodologies, learning resources and advanced support features for a broad set of cloud customers

  • Is an advancement of the current SAP Preferred Care offering and initially available for SAP SuccessFactors solutions, SAP S/4HANA Cloud and SAP Hybris Cloud for Customer

SAP Preferred Success is an advance on today’s SAP Preferred Care offering. With its additional new features, built-in success methodology and adoption focus, SAP Preferred Success helps customers achieve their strategic and organizational goals faster. Using methodologies made possible by the cloud delivery model, SAP Preferred Success allows customers to benefit from an advanced customer success plan built on top of SAP Enterprise Support, cloud editions.

Customers of SAP Preferred Success benefit from metric-driven consumption planning, new and enhanced usage reporting, best-practice guidance and other success resources that identify key inhibitors to adoption and business value. They gain the insight to identify and utilize features within their cloud environment, determine which solutions are most used by employees and understand why and how certain solutions work best for their specific business. This allows customers to orchestrate success and act as a change agent across their organizations.

“Incorporating success, adoption, learning and advanced support resources will help our customers to maximize the value of their cloud solutions from SAP and reach new heights for their businesses,” said Jacques Pommeraud, senior vice president, Global Customer Success, SAP. “The SAP Preferred Success plan builds on our technical expertise, experience from helping thousands of customers and dedication to their success. Our goal is to help them successfully consume and run cloud solutions in a simpler and faster way.”

In addition to driving solution adoption, the benefits of SAP Preferred Success include:

  • A focused learning component: The component includes enhanced learning features, exclusive content for customers and a dedicated customer community forum to interact and share experiences.
  • Availability for a broad customer base: Customers must have a net annual cloud subscription of €20,000 or higher to purchase SAP Preferred Success. SAP Preferred Success is offered at a price of 20% of the net annual cloud subscription.
  • Advanced support features: These features include prioritized incident handling and advanced service-level agreements that build on SAP Enterprise Support, cloud editions. They are available with all cloud subscriptions and include features of the Next-Generation Support concept as well as access to the SAP ONE Support program.

Moving forward, SAP Preferred Success is the recommended go-to success plan for all public cloud customers. SAP Preferred Success is a key milestone in support of SAP’s overall mission to help our customers fully participate in the digital economy by laying the foundation for continued innovation and business model transformation.

“In today’s market, customers are looking for business process improvements, operational assistance and proactive guidance from their support provider,” said Elaina Stergiades, research manager, IDC. “New services and support offerings like SAP Preferred Success can help IT organizations meet those needs, allowing CIOs and IT managers to address business and IT issues more quickly and efficiently as their hybrid landscapes evolve.”

SAP Preferred Success is initially available for SAP SuccessFactors solutions, SAP S/4HANA Cloud and the SAP Hybris Cloud for Customer solution. As SAP prepares SAP Preferred Success to cover all cloud solutions, those other cloud solutions will continue to operate under SAP Preferred Care.

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 350,000 business and public sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit

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Thứ Hai, 24 tháng 7, 2017

Meet TrueRec by SAP: Trusted Digital Credentials Powered by Blockchain

Blockchain is all the buzz in the tech industry right now. Nearly every major corporation is eyeing blockchain for prospective use cases and realizing its disruptive potential.

But what exactly is blockchain? Simply put, blockchain is a distributed, public ledger that maintains a continuously growing list of verified, time-stamped transactions recorded on what are known as blocks. A block contains the hash (like a digital fingerprint) of the transactions recorded on that block, as well as the hash of a previous block, forming a chain — hence the name blockchain.

The blockchain ecosystem is entirely decentralized and comprises nodes (computers) that verify transactions, each with its own copy of the blockchain. Because no centralized version of the information exists, and only the hash of a transaction is recorded on the blockchain, the information can’t be altered — i.e. it’s not vulnerable to hackers — records are easily verifiable, and sensitive information is protected.

Introducing TrueRec

As part of its ongoing innovation around blockchain, the SAP Innovation Center Network have introduced TrueRec,  a secure and trusted digital wallet for storing professional and academic credentials.

In a world where identity theft is a very real threat, one of SAP’s first blockchain applications helps secure information

These credentials could include anything from IDs, such as passport, driver’s license, or voter ID, to educational credentials like university degrees and employment certificates.

As most of you know, credentials are not always easy to verify. They can be easily faked, stolen or lost, and are tedious to authenticate. A pilot, for instance, has to frequently authenticate their license, or a prospective employer has to initiate lengthy background checks to verify a candidate’s credentials.

In a world where identity theft is a very real threat, TrueRec, one of SAP’s first blockchain applications, allows users to maintain sole ownership of their information, easily prove the legitimacy of credentials, collect them in one central location, and securely share them with anyone.

How Does TrueRec Work?

Whenever a new credential or document is issued through TrueRec, the user receives the credential as a TRU file and the digital fingerprint (hash) of the credential is recorded on the blockchain. This ensures that the privacy of the individual is protected because the credential itself isn’t stored on the blockchain. At the same time, with the blockchain as the single source of truth, anyone can instantly verify the validity of the credential upon receiving the same from the user.

TrueRec also does not store the certificate; you’re free to store it wherever you like, for example, on your phone. You can view the TRU file in the TrueRec app and easily share it from the app with your current employer, other institutions, or whomever you choose — anytime, anywhere. They can verify your credentials by simply comparing the documents with the hash on the blockchain.

TrueRec is powered by Ethereum, an open-source, public, blockchain-based distributed computing platform that features smart contract (scripting) functionality, which facilitates online contractual agreements.

Thousands of Students Can Benefit

TrueRec was recently made available to anyone enrolled in the “Touch IoT course for SAP Leonardo” offered by openSAP, an online learning platform and provider of massive open online courses (MOOCs). Over 4500 students currently enrolled in the ”Touch IoT” course will receive and can manage their certification for the course through TrueRec.

TrueRec by SAP is just one more example of SAP’s ongoing work toward unlocking the full potential of blockchain. The SAP Innovation Center Network is excited to continue pushing the boundaries of this groundbreaking technology.

via SAP News Center

Technology Meets Tradition at CHIO Aachen

From July 14 to 23, 2017, the world’s top riders were in Germany for the CHIO Aachen World Equestrian Festival. SAP is a long-standing event partner.

SAP Event Ticketing makes it even easier for horse-lovers to snap up tickets for the show.

CHIO (Concours Hippique International Officiel) has been held in Aachen since 1924. Each year, it attracts over 350,000 spectators from all over the world, some 350 competitors from 30 countries, and 950 horses, plus 600 accredited journalists and over 200 TV crew members broadcasting to 140 countries. It is Germany’s national equestrian event and a true world equestrian festival.

Long-Standing SAP Partnership

The organization behind CHIO wants spectators and fans to have a unique experience of CHIO Aachen, which is why it has been working with SAP since 2012. SAP became the event’s official technology sponsor in 2013. It helped create the app that allows fans to follow the action on their mobile devices. The app enables spectators and fans to access the latest information on the event and the sport, follow the riders as they complete the cross-country and showjumping courses, test and expand their knowledge in an entertaining online competition, and even become part of the action by judging the riders themselves. SAP also sponsors an international showjumping class.

The fan experience begins when spectators go online to purchase tickets. For an event the size of CHIO Aachen, there is so much to watch that the choice is overwhelming. There are many different types of ticket to choose from. During the week of the competition, there are numerous events in different arenas covering five disciplines: showjumping, dressage, eventing, four-in-hand driving, and vaulting. Fans want ticket-buying to be as smooth as possible; the organizer wants to manage availability and sales efficiently.

One Solution for Every Event

Even today, many event organizers in the world of sport or entertainment still use an array of point solutions to cover everything they offer. Though such solutions do the job, they lead to complexity, data silos, and ultimately extra cost. To make it as easy as possible for spectators to purchase tickets and pass through the gate on arrival at the event, and to keep on top of the number of visitors and customer data, CHIO Aachen needed one ticketing solution. It wanted a platform it could rely on and that would meet its needs in the future as well. So, since July 14, 2017, the event’s organizer has been deploying SAP Event Ticketing for CHIO Aachen 2018. At first, tickets will be sold at the box offices on site and on CHIO Aachen’s online shop.

SAP Event Ticketing gives CHIO Aachen a flexible, scalable ticketing solution. It will be able to add more internal and external sales channels and social networking services such as social logins and sharing functions. The solution can be used to set up and sell all types of ticket format and event, such as one-off events and permanent events, and flexible subscriptions.

Seamless Customer Experience

Event organizers can use SAP Event Ticketing to set up their own branded online shop, which is a great way to present their event right from the start and make ticket-buying easy and intuitive on any device. CHIO Aachen’s online shop has a 3D application displaying each arena and a 360 degree panorama that shows the customer the view from every single seat. This function, too, could be fully integrated into the SAP system without needing any special enhancements.

Everything at a glance: the CHIO Aachen online shop

They are also planning to use the integrated ticket reselling function in SAP Event Ticketing for the 2018 event. Allowing only tickets purchased on SAP Event Ticketing to be traded on the platform should help combat ticket fraud.

With the rise of buying online, businesses have to be able to preempt what their customers want and ideally meet their needs on the spot. The integrated analytics in SAP Event Ticketing give event organizers real-time insight into ticket sales and the interests and expectations of their customers and of potential customers. That helps them better tailor their ticket offering and campaigns.

Equestrian sports are among the hardest and most fascinating. The right technology can help bring spectators closer to the action, and make it even more rewarding to watch by giving them a better understanding of the sport. SAP Event Ticketing means that CHIO Aachen is better placed than ever before to fulfill this promise to its spectators.

via SAP News Center

Live Expert Series: What’s New in SAP HANA 2.0 SPS 02

Continuous innovation is a key component of the SAP HANA release strategy. Learn about the new features and updates introduced in the latest service pack stack (SPS).

To understand how the capabilities in the upcoming release will support your digital transformation, join the live virtual expert sessions with the SAP HANA Product Management team. Mark your calendars to participate in the SAP HANA 2.0 SPS 02 series (download meeting invitations below).

Webinar recordings and presentation materials will be available in the SAP HANA International Focus Group (iFG) Community. If you are already a member of the SAP HANA iFG Community, click here. If not,  register at

Date Session Title Presenter Start Time Duration Meeting Invitations
July 26 What’s New in SAP HANA 2.0 SPS 02 – Overview Lori Vanourek, Ammar Naji 8:30 a.m. PT
11:30 a.m. ET
5:30 p.m. CET
30 minutes Download
July 27 What’s New in SAP HANA 2.0 SPS 02 – Developer Persona Thomas Jung, Rich Heilman, Tae Suk Son, Lucas Kiesow, Tom Slee, Volker Saggau 8:00 a.m. PT
11:00 a.m. ET
5:00 p.m. CET
60 minutes  Download
July 28 What’s New in SAP HANA 2.0 SPS 02 – Mission Critical DC Operations Stephanie Lewellen, Ralf Czekalla 7:00 a.m. PT
10:00 a.m. ET
4:00 p.m. CET
60 minutes  Download
July 31 What’s New in SAP HANA 2.0 SPS 02 – Security Andrea Kristen 7:00 a.m. PT
10:00 a.m. ET
4:00 p.m. CET
30 minutes  Download
July 31 What’s New in SAP HANA 2.0 SPS 02 – Advanced Analyst Anthony Waite, Markus Fath, Robert Waywell, Ashok Swaminathan 7:30 a.m. PT
10:30 a.m. ET
4:30 p.m. CET
90 minutes  Download
August 1 What’s New in SAP HANA 2.0 SPS 02 – Dynamic Tiering Courtney Claussen, Ruediger Karl, Robert Waywell 8:00 a.m. PT
11:00 a.m. ET
5:00 p.m. CET
60 minutes  Download
August 1 What’s New in SAP HANA 2.0 SPS 02 – SAP EA Designer Matt Creason 6:30 a.m. PT
9:30 a.m. ET
3:30 p.m. CET
90 minutes  Download
August 2 What’s New in SAP HANA 2.0 SPS 02 – Administration José Ramos, Lucas Kiesow, Kelly Kong 7:00 a.m. PT
10:00 a.m. ET
4:00 p.m. CET
60 minutes  Download
August 4 What’s New in SAP HANA 2.0 SPS 02 – Data Integration Persona Aleks Aleksic, Richard LeBlanc, Ruediger Karl 8:00 a.m. PT
11:00 a.m. ET
5:00 p.m. CET
60 minutes Download
August 9 What’s New in SAP HANA 2.0 SPS 02 – Data and View Modeling Jan Zwickel 8:00 a.m. PT
11:00 a.m. ET
5:00 p.m. CET
60 minutes  Download

This story originally appeared on the SAP HANA Blog.

via SAP News Center

SAP North America Taps Friedrichsen and Monday to Lead SMB Channel Efforts

NEWTOWN SQUARE, Pa.SAP SE (NYSE: SAP) today announced the appointment of industry veterans Eric Friedrichsen and Marc Monday as the new heads of SAP North America’s Small and Midsize Business and Channel segment, and SAP North America’s Channel Ecosystem, respectively.

The SMB market is a top priority for SAP, as growing companies represent more than 80 percent of SAP North America’s 143,000 customers. These appointments underscore the company’s commitment to the small and midsize business (SMB) segment. Together, Friedrichsen and Monday have more than 40 years of experience in the industry. Their objective is to help SAP reach its objective of tripling its channel business by 2020.

“SMB is a market where a great deal of SAP’s most exciting cloud innovation is taking place,” said Friedrichsen. “I’m proud to help the company navigate this tremendous growth area and oversee the strategic investments that will open new opportunities for our customers and partners.”

Marc Monday will report to Friedrichsen, jointly overseeing the investment SAP has made in its channel partners.

The company also announced the appointment of a new vice president for partner recruitment, Cristina Greysman, 20-year industry veteran, who will help SAP actively seek out prime partners in the SMB segment. She will work with Friedrichsen and Monday to build recurring revenue streams.

The cloud-first future at SAP relies heavily on the company’s partner channel, a symbiotic ecosystem of more than 3,000 organizations. This group unlocks new value for customers and strengthens the SAP portfolio as partners help drive local and regional industry expertise – key growth factors as SAP customers continue to embrace the cloud, Big Data and digital innovation.

“Partners are our competitive advantage,” said Friedrichsen. “SMB customers know and trust their local partners, and we value their ability to help drive digital and cloud transformation, as well as deliver rapid-deployment and support services to ensure the highest level of customer satisfaction.”

Friedrichsen brings more than 25 years of experience in the software industry and ran the SMB business at Concur Technologies Inc. prior to joining SAP. Also a veteran of Concur, Monday previously led global business development for the SMB segment, where he was responsible for executing partner strategy and global partnerships to drive SMB sales.

For more information, visit the SAP News Center. Follow SAP on Twitter at @sapnews, SAP Partner news at @SAPPartnerEdge and twitter newbie Eric Friedrichsen at @ericfriedrichse.

Media Contacts:

Jackie M. Suarez, +1 (786) 325-0568,, ET
Steve Collins, +1 (617) 335-5456,, ET

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via SAP News Center

Celebrating 10 Years of the Business Women’s Network at SAP

A grassroots initiative that supports women’s careers at SAP has turned the page on a decade.

Marleen Verhaag

SAP’s Business Women’s Network is celebrating its 10th anniversary. Developed from a grassroots employee initiative, the network aims to support women in pursuing a successful career path at SAP.

“Women play an important role in innovation at SAP,” says Marleen Verhaag, industry value engineer and global head of the Business Women’s Network — which also welcomes men!

She explains how the network’s efforts and expertise contribute to counteracting the skills gap, securing the best talents on the market for SAP, and positioning SAP as an employer of choice for potential applicants. The female perspective is also extremely important in being able to identify customer needs.

Approaching Diversity from Diverse Angles

With more than 10,000 members and 60 chapters, the Business Women’s Network is the largest SAP community to have emerged from a grassroots initiative. The network operates on an international level and focuses on specific matters relating to female SAP employees across the globe.

“The global Business Women’s Network works as an umbrella that brings the chapters together, provides strategic guidance and direction for the network, and helps chapters grow and exchange best practices,” says Marleen.

Every chapter has individual challenges to address, as the conditions vary depending on the country and culture. This is also something that the Business Women’s Network is working to tackle.

“We have to approach diversity from ‘diverse’ angles. There isn’t a one-size-fits-all solution,” explains Christine Regitz, founding member of the Business Women’s Network and a member of the SAP Supervisory Board. The chapters nevertheless work in close contact and support each other in their development, whether its sharing experiences or providing financial backing for startup ventures.

The Business Women’s Network Spirit in the United Arab Emirates

Faranak Farahmand Pour

In this year alone, 20 new chapters have been set up, including the United Arab Emirates, under the leadership of Faranak Farahmand Pour. The young Iranian woman joined SAP as an early talent in the Netherlands in 2013, and it was there she discovered the Business Woman’s Network. The network helped her become acquainted with her new role and establish new contacts. Faranak also participated in a 10-month program helping women advance into leadership positions, where she was confronted with many managerial-type situations.

“We were given mentors who support us in our development, help up better manage the difficulties, and rise to the challenges. It was the best program I have ever participated in,” says Faranak. “Thanks to the support of the network and the program, I have learned to step out of my comfort zone and explore previously uncharted territory.”

For Faranak, it was important to be surrounded by people who want to support the development of others, whether male or female.

When Faranak decided to relocate to Dubai, she was determined to bring the Business Women’s Network to life in her new working environment. She is now leading the chapter, and wants to instigate changes for women in UAE by sharing her experiences. Since the beginning of 2017, the network has already organized various workshops, trainings and events.

“Our current goal for UAE is to prepare women for leadership positions, and encourage them to apply for these sorts of roles. The international work environment in Dubai offers a lot of support in this regard, although the working environment in Dubai is still very much male-dominated.”

A Bold Move at the Time

Dr. Natalie Lotzmann

Fourteen years ago, the idea of launching a women’s network at SAP was unthinkable.

“The Business Women’s Network is down to women who dared to make the topic visible, and challenged the views of those in higher management who didn’t see the low percentage of women in leadership as a problem,” explains head of SAP Global Health, Dr. Natalie Lotzmann.

“I realized that many talented women were battling similar difficulties in their teams. And this began to interest me,” says Natalie. After gaining some scientific insights, Natalie came to the assumption that cultural differences were the underlying root cause, from which SAP could benefit.

In 2003, Natalie organized a large-scale event, bringing on board the former 10 most influential women in leadership positions from SAP in Germany. Contrary to her expectations, the event wasn’t quite the success she had hoped for. “The women were concerned that being associated with ‘women’s issues’ would perhaps compromise their relationship with their male colleagues,” she recalls.

To get the women on side, Natalie offered a private two-day workshop on the topic “Women in Leadership.” The women who participated in the workshop became the germ cell for the first SAP women’s network. They wrote a business case, proposed new measures, and continued to nominate other women to attend other “private” workshops, before finally their network numbers reached a critical high. This is when the movement made itself known. Workshops on the topic “Gender Differences in Business” were also offered to male managers. Among the participants were the former SAP CFO Dr. Werner Brandt and his team.

“In hindsight, it was precisely the right approach. But first we had to pave the way forward,” Natalie now observes. Since then, the topic and the trainings have taken on a momentum of their own.

Stagnation… and Persistent Hard Work

Christine Regitz

Christine also participated in one of the workshops. “I was always very interested in this topic,” she says. In the first workshops, before the Business Women’s Network even existed, Christine discovered the importance of self-reflection. “We learnt how we come across to other people, we talked about stereotypes, and examined how we ourselves are prone to think stereotypically. Receiving feedback from the other participants was also incredibly valuable for me.” Even today, Christine still carries these discoveries with her. “Women shouldn’t put each other down, but bring out the best in each other.”

In collaboration with Carolin Dieter, Christine launched the network in 2007 for all women at SAP. The organizers engaged in extensive discussions with the Executive Board, and put on events and workshops.

“At some point we realized that we weren’t making further progress,” recalls Christine. “So we decided to draw up list of our goals for the coming years. None of us believed that these goals were realistic, but we gave it a shot nevertheless. We set ourselves the goal of having at least one woman on the Executive Board by 2010. Somehow we managed to arrange an appointment with Hasso Plattner to discuss the topic women at SAP. This really set the wheels in motion.”

A Future of New Possibilities

“Today, the network is brimming with new opportunities,” ensures Marleen.

“We are in constant contact with other women, which facilitates decision-making. We talk to people who we would otherwise never encounter, and we have the chance to set real change into motion,” Christine says. But the influence is not only internal: “Our Network also touches customers and therefore brings valuable ideas and opinions into the company.”

“Many other companies reach out to our network to share and gain from our experiences.” And even though SAP had done a lot for diversity in recent years, Christine still sees room for improvement, but is encouraged by recent changes at Executive Board level. “Having Jennifer Morgan and Adaire Fox-Martin on the Executive Board is already a huge step in the right direction,” says Christine. “This is an indicator to other women that it is possible to achieve such a position – and this is really motivational!”

Looking back, Natalie draws a positive conclusion: “I am extremely proud of what this movement has become. The fact that we’ve managed to preserve this spirit is fantastic. It’s developed into a powerful dynamic, which has become part of our working culture.”

via SAP News Center