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A look at recent innovations in Core HR, Time Management, and Payroll

This informative “reverse roadmap” session will highlight the most recent innovations and updates that SAP SuccessFactors has delivered across Employee Central, Employee Central Time, and Employee Central Payroll. You will learn about solution updates and innovations you may have missed and get up-to-speed on recent releases. Attend this session to understand the key functionality and updates that have already been delivered and are available to you today.

MEET THE EXPERTS

Paul Meredith SAP SuccessFactors
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Paul has 22 years’ SAP experience, most of that time in the HR solutions, and is currently responsible for various Core HR solutions, including Time & Attendance and HR Service Delivery. Prior to his role in solution marketing, Paul ran the SAP SuccessFactors User Assistance team.

Before joining SAP (so long ago, it seems like a different life), Paul was earning a crust in Germany as a theatre actor and director and English teacher. A native Welshman and naturalized US citizen, he is based in San Francisco with his wife, 2 sons (one in college), and dog, where he spends his time running, hiking, reading, and spending too much money on his vinyl music collection, and he cannot wait to go to the amazing restaurants and concert venues in the city once the world is back to “normal” (whatever that is…).

Imran Sajid SAP SuccessFactors
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Imran Sajid is an HR Director at SAP SuccessFactors with expertise in cloud and on-premise software across a diverse background of Marketing, Product Management, Education, Professional Services, and Sales/Pre-Sales. He has authored 3 books, spoken at every major SAP conference worldwide, and is a volunteer for the Americas’ SAP Users’ Group (ASUG).

Emily Nagengast SAP SuccessFactors
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Emily Nagengast is responsible for EC & Onboarding Product Management for SAP SuccessFactors. She is a customer focused, proven leader with 13 years of experience working in SaaS HCM space with focus on process re-engineering consulting, implementation, service delivery and project execution.

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Enterprise Data and Analytics State of the Market Benchmark Report

Organizations in today’s digital age face a set of challenges that they have never experienced before. As commoditization of technology continuously lowers barriers to entry across industries, incumbents are being disrupted by players that are smaller, nimble, and agile. New business models, products and services are being launched on a daily basis by new entrants,…...

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Realize an Exceptional Employee Experience with Talent Intelligence

HCM alone is not enough to meet employee expectations. Today’s office is virtual, digital, and diverse, and enterprises need a new way to retain and motivate their workforces. This way forward is Talent Intelligence, which uses deep learning AI to create new enterprise capabilities for competitive success.

Join this talk with Eightfold AI President Kamal Ahluwalia to learn about this important new technology.

  • How deep learning AI reveals the skills and potential of the entire workforce
  • Why delivering talent management using skills and potential boosts retention and productivity
  • How leading enterprises are using Talent Intelligence with SAP SuccessFactors Employee Central today

MEET THE EXPERTS

Kamal Ahluwalia Eighfold.ai
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As the President of Eighfold.ai since 2018, Kamal Ahluwalia leads the company’s growth, pioneering its AI-powered Talent Intelligence Platform into 25 countries around the world, serving more than 100 customers in 13 languages. Kamal brings extensive experience in creating software categories, scaling businesses and ensuring that customer and partner success drives business success. As Chief Revenue Officer at Apttus, Kamal led the company to market leadership in multiple product categories ahead of Salesforce, Oracle, SAP, IBM and others with active endorsements from Global 2000 companies that relied on Apttus solutions. Prior to Appttus, Kamal held leadership positions at Selectica, Model N, Oracle and Apple. In 2019, Kamal’s first book, What’s Next For You: The Eightfold Path to Transforming The Way We Hire And Manage Talent, was published with Eightfold.ai CEO and co-founder, Ashutosh Garg, in support of the company’s mission of finding the right career for everyone in the world.

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Realize an Exceptional Employee Experience with Talent Intelligence

HCM alone is not enough to meet employee expectations. Today’s office is virtual, digital, and diverse, and enterprises need a new way to retain and motivate their workforces. This way forward is Talent Intelligence, which uses deep learning AI to create new enterprise capabilities for competitive success.

Join this talk with Eightfold AI President Kamal Ahluwalia to learn about this important new technology.

  • How deep learning AI reveals the skills and potential of the entire workforce
  • Why delivering talent management using skills and potential boosts retention and productivity
  • How leading enterprises are using Talent Intelligence with SAP SuccessFactors Employee Central today


MEET THE EXPERTS

Kamal Ahluwalia Eighfold.ai
Read More

As the President of Eighfold.ai since 2018, Kamal Ahluwalia leads the company’s growth, pioneering its AI-powered Talent Intelligence Platform into 25 countries around the world, serving more than 100 customers in 13 languages. Kamal brings extensive experience in creating software categories, scaling businesses and ensuring that customer and partner success drives business success. As Chief Revenue Officer at Apttus, Kamal led the company to market leadership in multiple product categories ahead of Salesforce, Oracle, SAP, IBM and others with active endorsements from Global 2000 companies that relied on Apttus solutions. Prior to Appttus, Kamal held leadership positions at Selectica, Model N, Oracle and Apple. In 2019, Kamal’s first book, What’s Next For You: The Eightfold Path to Transforming The Way We Hire And Manage Talent, was published with Eightfold.ai CEO and co-founder, Ashutosh Garg, in support of the company’s mission of finding the right career for everyone in the world.

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To streamline processes and operations while reducing IT teams’ burden, many members of the SAPinsider Community have started migrating to SAP S/4HANA as their core ERP and to cloud-native applications to run their businesses. However, these strategic moves have had implications on access governance, risk management, and regulatory compliance (GRC). A May 2020 SAPinsider research report found that 34% of respondents worked at organizations that were already running at least one instance of SAP S/4HANA, while 78% of the SAPinsider community used at least one of SAP’s cloud-based business solutions – and those numbers have increased.

SAPinsider spoke with Dudley Alan Cartwright, CEO of Soterion, to hear how organizations can apply a holistic view to GRC and how they can navigate Governance, Risk and Compliance (GRC) and Identity and Access Management (IAM) as they navigate the current business landscape and move toward the Intelligent Enterprise.


Addressing Key Business Objectives with Your GRC and IAM solutions.

Organizations implement Governance, Risk and Compliance (GRC) and Identity Access Management (IAM) solutions to address specific business objectives. However, according to Cartwright, the challenge that many organizations face is that they mistakenly believe that their GRC and/or IAM solution is the silver bullet to solve all their SAP security challenges. This often leads to the solution being under-utilized due to inefficient processes surrounding the solution.

He advises that organizations take a more holistic approach when implementing a GRC and/or IAM solution. Companies must weigh the importance of each business objective for their organization. He explains that the typical GRC business objectives include:

  • Ensuring a secure SAP solution
  • Improving efficiencies
  • Complying with regulations (in particular the data privacy regulations)
  • Enhancing business accountability of access risk

Cartwright advises that enhancing business accountability of access risk is often the most challenging of the business objectives to get right. “Due to the technical nature of SAP authorizations, managing access risk has remained an IT function. The lack of business buy-in is often a result of complex solutions and processes. Coupled with this, the lack of senior management support for GRC projects also negatively impacts the ability to shift responsibility to the business,” he says. Organizations need to convert the technical GRC language into a language the business users can understand. This can be done by using the ‘Effective GRC Pyramid’. The ‘Effective GRC Pyramid’ breaks the various GRC activities into individual components. Each component needs to address the organization’s specific business objectives. It is important to appreciate the inter-dependencies between the various components of the Effective GRC Pyramid. Deficiencies in any layer can result in the organization not achieving their desired business objectives,” he explains.


Fig. 1: Soterion’s pyramid emphasizing the interrelationships needed for organizations to take ownership of GRC

 

 

 

Companies that have addressed the SAP role design, and their SAP access risk rule set, generally experience a better business buy-in and accountability. “The SAP role design forms the foundation of all things GRC and IAM. If there are deficiencies in the SAP role design, it does not matter how good the organization’s access risk rule set and GRC solution are,” Cartwright explains.

He reports that organizations who have customized the standard ‘out-the-box’ rule set generally have better business buy-in and accountability. “The rule set customization project not only ensures that the organization monitors risks that are relevant to them, but it also serves as a great education process to educate the business users on the risks applicable to their area of responsibility. Business users who understand the access risks make more informed decisions.” Cartwright says.

 

Security Considerations When Moving to SAP S/4HANA

Since many companies are in the planning phases of their move to SAP S/4HANA, this presents a great opportunity for organizations to re-visit and/or address any SAP security deficiencies they may have, reports Cartwright. “Without proper planning, organizations run the risk of implementing a sub-optimal SAP security solution. This is likely to prove very costly to the organization, as once the SAP authorization solution is live in SAP S/4HANA, it becomes very difficult to fix any deficiencies without considerable effort, cost and business disruption. Look at performing many of the security activities prior to moving to SAP S/4HANA so as not to compete with other project resources, else the security element can be overlooked,” he says.

Cartwright notes that security becomes significantly more complex with the move to SAP S/4HANA due to the Fiori layer. Users will be assigned backend access via the PFCG roles, in addition to Fiori apps and services. Fault finding and general SAP authorization support will become much more challenging. It will be vital that organizations chose the correct SAP S/4HANA and Fiori role methodologies, he says.

As SAP S/4HANA will be very new to everyone, Cartwright says it is likely that SAP functional consultants will dictate user access with no consideration for access risk or on-going SAP security support. The recommendation of using the pre-defined Business Roles may be problematic for many organizations as they may provide very wide or inappropriate access.

Cartwright advises organizations deal with SAP security experts, and to make sure they explain their proposed design and methodology prior to the role build. “Be careful not to place too much importance on end-user experience at the expense of on-going Business as Usual (BAU) SAP security support and maintenance,” he adds.

He advises organizations to use the SAP S/4HANA project as an opportunity to cater for any data privacy regulations that may be applicable in your region. Many of the data privacy regulations require ‘Privacy by Design’. “Know what personal data your organization may hold and of that what is deemed sensitive. Ensure that the SAP S/4HANA role design project caters for this, Cartwright concludes.”

What Does This Mean for SAPinsiders?

In today’s remote settings and cloud environments, organizations can strengthen security and compliance by:

  • Implementing a holistic view of access management and compliance: Instead of depending on a solution to resolve all GRC and/or IAM issues, you need business-wide investment and awareness into GRC, as well as education and training of all members of the team on SoD and access risks, to fully understand the issues and make appropriate decisions for your organization.
  • Leverage access privilege to suit your needs: To ensure that the right people have the right access, you should involve multiple perspectives and should know in advance what roles should be customized to suit your business needs, confirming and agreeing on risks and rulesets that will meet your organization’s needs.
  • View role design through a security lens: A security/GRC professional should help your decisionmakers understand the impacts of decisions based on risks identified through audits. To promote the dialogue, you should have IT and business teams examine regulations and their impacts and discuss role design on a regular basis.

Be proactive in adhering to regulations: Seek technological support in adhering to constantly evolving data privacy laws, and confirm that your cloud vendor hosts data and reports on data correctly. As new users are added to the system, organizations should constantly reassess privileges to confirm that the right people are being given the right amount of access.

ABOUT SOTERION

Soterion is a leading provider of SAP governance, risk and compliance solutions. Soterion’s GRC solutions provide SAP customers with in-depth access risk reporting to allow organizations to effectively managed their access risk exposure. Soterion is focused on simplifying  governance, risk and compliance processes, with a focus on translating complexity into a business-friendly language to enhance better decision making and business accountability.

 

 

 

 

 

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Securing the Intelligent Enterprise from Cyberattacks

RoundTable - Wednesday May 5 at 10 AM ET

Join Onapsis and SAP as we highlight how to address security and compliance issues so you can protect your mission-critical applications. In this session we will discuss the latest threat landscape targeting SAP applications, the importance of keeping up with patches and the need to continuously assess and monitor SAP applications to quickly detect and respond to issues and threats—keeping you protected. Learn how you can integrate SAP applications into your cybersecurity and governance, risk and compliance (GRC) programs.

Join this RoundTable to learn:

  • How threat researchers work with SAP to continually improve security for customers
  • Recent threat landscape discoveries and recommendations for a secure and compliance SAP landscape
  • The benefits of this partnership for SAP customers
  • How to assess your SAP applications for vulnerabilities and misconfigurations
  • Why you need to continuously monitor for internal and external threats to ensure your mission-critical application are protected
  • How to ensure digital transformation initiatives are successful and protected, despite an expanding threat landscape
Register Now

MEET THE EXPERTS

Juan Perez-Etchegoyen CTO, Onapsis
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JP leads the innovation team that keeps Onapsis on the cutting edge of the Business-Critical Application Security market, addressing some of the most complex problems that organizations are currently facing while managing and securing their ERP landscapes. JP helps manage the development of new products as well as support the ERP cybersecurity research efforts that have garnered critical acclaim for the Onapsis Research Labs. JP is regularly invited to speak and host trainings at global industry conferences, including Black Hat, HackInTheBox, AppSec, Troopers, Oracle OpenWorld and SAP TechEd, and is a founding member of the Cloud Security Alliance (CSA) Cloud ERP Working Group. Over his professional career, JP has led many Information Security consultancy projects for some of the world's biggest companies around the globe in the fields of penetration and web application testing, vulnerability research, cybersecurity infosec auditing/standards, vulnerability research and more.

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SAP Customers Plan to Reinvest in Teams, Skillsets, and Technologies

SAPinsider’s Early 2021 Research Looks at Companies’ Investment Plans, What Skillsets Will Become a Priority, and How Company Culture is Changing

by Rizal Ahmed, Chief Content Officer, SAPinsider

Many business and IT leaders who run SAP plan to reinvest in their teams and new technologies in the year 2021, according to SAPinsider research. We surveyed 352 members of the SAPinsider community between December 2020 and February 2021 about their budgets, investments, and teams. We also checked in with our executive community to learn about their upcoming plans for the year. The resounding consensus? Downsizing is out — growth is in.

Survey respondents from both studies show that organizations running SAP will increase budgets, investment, and skills in the year 2021. More than half of respondents to our State of the Market survey (63%) said that they are growing their budgets or keeping them the same. Only 16% said they currently have plans to lower their budgets, and 21% have not yet decided.

Our leadership survey found similar results in that 66% of leaders report that their budgets will stay the same or increase.

When it comes to the teams that play a critical role in supporting, implementing, and executing day-to-day operations of the SAP ERP system and associated SAP solutions, both studies show that over 90% of respondents expect their SAP teams to stay the same or grow in the coming year.

The upward trajectory could be driven by pressure on executives and leadership teams to not only maintain core skillsets, but infuse greater knowledge into its workforce around SAP S/4HANA, analytics, artificial intelligence, integration, and automation. These projects have become top priorities, and organizations need to staff accordingly (Figure 1).

Figure 1 – Skills that IT leaders will be investing in for the year (2021)

The Pandemic Confirms: Transformation is Critical

Most executives were exploring transformation and innovation projects before the pandemic, and the recent disruption only re-establishes the importance of these initiatives. Planning cycles have been dramatically adapted and shortened, putting pressure on organizations to provide constant and immediate views into customer demand and supply chains. A majority of IT leaders interviewed by SAPinsider said that visibility, agility, flexibility, and efficiency have become ‘must-have’ elements of their strategy and technology architectures.

The clarity of these business demands has emboldened leaders to prioritize their innovation agendas and push for change to support new business models and new processes. These areas represent the top two priorities and pressures identified in our 2021 CIO Perspectives Report — 62% of responding executives said that process efficiency was a top business priority for their organization in 2021, while 61% said that supporting new business models and products was a key focus (Figure 2).

Figure 2 — Top priorities for executives (2021)

Our research drilled down into the specific areas that organizations are looking to invest in, and not surprisingly revenue-generating processes such as sales and e-commerce received the highest responses. Core finance — particularly the processes that relate to working capital — as well as supply chain were not far behind (Figure 3). These processes represent the foundation of many companies’ ERP systems and strategy and were significantly tested during this period of disruption. The data shows that leaders and their teams will continue to balance innovation and operation as they evolve their strategic and tactical plans for 2021.

Simplification and automation were identified as two key focus areas related to business processes. Decisions about whether to move to SAP S/4HANA and the cloud have forced many organizations to fully examine the impact of existing, highly customized processes that are difficult to maintain and integrate. As a result, many executives are looking to leverage their current innovation and migration projects to reset user expectations and embrace more standard processes. These conversations are at the forefront of many IT and business agendas, and have fueled, in part, business process analysis and transformation being at the foundation of the recently introduced RISE with SAP offering.

Companies that may not be making massive moves to the cloud and SAP S/4HANA are still exploring ways to make their business processes more efficient and grow the availability of automation
solutions.

Figure 3 —Top functional investments (2021)

People Hold the Key to Transformation Success

People, enabled by technology, will drive innovation and success moving forward, and remote working and isolation have placed employee health, well-being, and motivation at the center of leaders’  priorities. Most executives that we interviewed reaffirmed that the current environment has tested their leadership skills and forced them to adapt their approach. In fact, issues such as hiring, retention,  motivation, training, and change management were among the top challenges cited by our executive community (Figure 4).

“A largely remote workforce is something none of us were prepared for, and in 2021, we are still a virtual workforce,” says Michele D’Alessandro, VP and CIO of Manufacturing IT at Merck & Co. “In 2020, productivity levels were really high, but it has been less than ideal in terms of human interaction,” she explains. “Work and home are so integrated that it’s difficult to draw healthy boundaries and it’s easy to get into a situation where neither situation is healthy.”

To manage through these challenges, many CIOs and other executives are adopting consistent practices of communication, health check-ins, and forming more committees comprised of director and mid-level workers and project teams to ensure there are opportunities to discuss challenges, share victories, and bolster morale in what will be a continued remote environment. Many are also investing in new technologies that facilitate remote working and communication.

As an example, Merck has adopted virtual reality technology in more than 50 locations and for 3,000 workers to enable specialized workers in areas like manufacturing and engineering to work remotely.

But it’s not just keeping employees happy that is critical — just as important is inspiring teams to embrace and lead change in order to keep projects moving forward, particularly those that impact core business processes. When it comes to progress, legacy people are just as dangerous as legacy systems. That is why many executives are getting their most experienced team members involved early on in process analysis and process mining initiatives.

Companies are also putting new user interfaces, mobile applications, and other key solutions in employees’ and users’ hands early so they can see and experience the potential benefits of innovation projects. In some cases, organizations are lifting boundaries around experimentation with new solutions so that innovation can be driven from the bottom up, not just top-down. This approach not only generates new ideas for the organization, but also inspires employees to serve as public advocates and cheerleaders for change.

Gone are the days of multi-year implementation projects to see tangible results. While those projects still exist for complex rollouts, many leaders are promoting more agile projects and methodologies that generate quicker wins and lessons learned. This enables users to understand the potential impact of new innovations more rapidly and provide feedback and ideas to improve the overall project.

Figure 4 — Top leadership challenges (2021)

Technological Innovation Starts with Core ERP and the Cloud

Most respondents to both surveys indicated that they are spending resources and time on SAP S/4HANA — even if it is only to do a thorough evaluation. Our State of the Market report shows that about one third of respondents are in the process of implementing or have already implemented SAP S/4HANA (Figure 5) and results from our CIO survey are similar: Over 40% are in the evaluation stage or building pilot projects while just over one quarter, 27%, are holding off any plans related to SAP S/4HANA.

Despite findings that most customers are not quite there yet, they see the impending reality of such a major transition. That is why SAP S/4HANA sits at the top of the list when it comes to investments in technologies and skillsets. More than half (51%) of CIOs and executives in our leadership study say that SAP S/4HANA will be their most strategic technology investment in 2021 while 48% say that SAP S/4HANA skills will be among the priorities for adding to their team.

Many leaders see SAP S/4HANA as a foundation for bringing agility, flexibility, and visibility to their core business processes. “We had an antiquated platform that was limiting our ability to do new and innovative things with SAP. For us to implement new functionality, it requires significant effort and testing just to do something new. We cannot support the level of innovation we want with that, and these limitations are driving us to build a new digital platform with SAP S/4HANA,” says Michael Mullis, CIO of Ingevity, a chemical manufacturing company based in South Carolina.

Likewise, the cloud further strengthens companies’ core. Our past research shows that almost two thirds of companies plan to run SAP S/4HANA on a cloud of some sort, but cloud investments will extend far beyond this approach.

Our “State of the Market” report shows that in the year 2021 companies will invest in a variety of cloud solutions including SaaS (53%), private cloud (35%), platform-as-a-service (31%), infrastructure-as-a-service (30%), and hyperscaler solutions (26%). Suffice it to say, many companies will be using a mix of solutions and operating in hybrid environments. Many leaders are adopting a cloud-first strategy to simplify their environments, but also to provide flexibility and speed when it comes to infrastructure and resources. This strategy will require new skillsets around cloud and integration.

Figure 5 — Companies current plans for SAP S/4HANA (2021)

The Triple “As” of Technology and Skills Investment

Operations are critical, but so too are visibility and intelligence, and these are enabled by analytics. According to our State of the Market Report, 42% of respondents will increase or significantly increase their investment in analytics. The past year has demonstrated why it’s important to have visibility into all aspects of the business so that companies can react, make decisions on the fly, and model new scenarios in real-time.

Respondents also plan to invest in the cloud (39%), robotic process automation (33%), integration (32%), and artificial intelligence (32%). Operation efficiency and leveraging data to make processes and analytics more intelligent are clear imperatives for most organizations.

Executives and their teams are likewise prioritizing the acquisition of talent and skills that support these technologies. The top in-demand skills include analytics (42%) followed by cloud and infrastructure (24%), and artificial intelligence and machine learning (20%), according to our State of the Market study.

What Does This Mean for Executives?

Accelerate the transformation of your core. Cloud and SAP S/4HANA are not just options but priorities for those that are sticking with SAP ERP. Even if you do not move right away, advance your knowledge and understanding of SAP S/4HANA and its impact on process, architecture, and overall functionality.

Focus on your people and culture when it comes to change. Most leaders acknowledge that strategy and technology mean nothing if you do not have buy-in from all levels of your organization. Successful leaders are getting their people involved by helping them understand the technology and its potential impact. Many are putting early pilots in their hands and giving them free reign to use and experiment.

Fail quickly and often so that you can learn. Agile methodologies for pilots and running projects are ramping up for many early adopters. This type of innovation environment allows companies to experiment and learn without wasting a lot of time or significantly impacting existing operations. Start small with areas that can show quick wins and tangible results. Leverage the cloud to quickly roll out applications and experiment with new technologies.

Aggressively expand your skills across the three “As”. In addition to cloud and SAP S/4HANA, analytics, artificial intelligence, and automation are important to delivering increased value to your business as well as supporting innovation. As many leaders discuss transformation, business processes are at the core of that discussion. It is not just about efficiency, but intelligence and visibility. These technologies offer a way to unlock critical value at the process level.

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From Push to Pull: Deutsche Börse Group’s Approach to Digitization, Process Redesign, and Defining Sustainable User Journeys

Executive Q&A with Lars Bolanca, Head of Corporate IT

If you only try to force change from the top, you will not be able to build sustainable results. Many CIOs fall into a common trap when trying to drive their transformation projects – implementing too much too soon without getting enough support from their teams and line of business stakeholders.

In this article, Lars Bolanca, Head of Corporate IT at Deutsche Börse Group shares the company’s multi-year project and explains how they prioritized innovation within its core processes, starting with basic functions such as purchasing and travel expense before moving to customer-facing and more complex initiatives like Financial Core.

Read the article to:
- Know about the SAP and other cloud-based solutions that Deutsche Börse relies on as part of its journey;
- Learn how the company renovated its existing infrastructure and process landscape; and
- Understand how turning innovation initiatives from push to pull can be useful to gain support for innovation, align user journeys with demand, and achieve process standardization across the business.

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Accelerated and Simplified Move to SAP on Azure

Webinar - On-Demand

Moving to SAP S/4HANA swiftly, effortlessly, and safely is critical for businesses. You need to have a general understanding of cloud migration, know about SAP on Azure, and selective data transition and downtime optimization. How can your organization save time and costs associated with the migration?
Join our experts from Microsoft, SAP, and SNP to know how to benefit the most out of the process and resources. In this session, you will learn how exactly the software, knowledge, and experience of Microsoft, SAP, and SNP perfectly complement each other and guarantee you a transformation journey without detours.
Attend this webinar to:

  • Learn the simple, fast, and secure path to SAP S/4HANA and the cloud
  • Understand software-based sizing and deployment
  • Know how to accelerate and simplify the path to SAP on Azure using selective data transition to SAP on Azure
  • Explore CrystalBridge(r) – The Data Transformation Platform and Cloud Move for Azure
Watch Now

MEET THE EXPERTS

Lutz Lambrecht SNP
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Lutz Lambrecht is the Global Vice President of Partner management and member of SNP’s Executive Team. He is responsible to build and grow SNP’s strategic partner business around the globe. Lutz held roles at multiple SAP Partners, first as SAP consultant, Project Manager and Product Manager for SAP based industry solutions. He was building up and managing SAP consultancies in Spain, Netherlands, North- and South America and Germany.

Martin Scharmach SAP
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Martin Scharmach is responsible for the RISE, S/4HANA Cloud Core business in the region. This includes Germany, Switzerland, CEE (including Austria) and CIS. Martin held various roles at SAP, most recently developing the Cloud Core business in the Global Strategic Customer Segment.

Joao Couto Microsoft
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With more than 25 years of professional experience, Joao Couto is the Vice President for the SAP Business Unit at Microsoft. Prior to this, Joao held leadership roles in Microsoft subsidiaries in Germany and Portugal. Before joining Microsoft, Joao was the CFO at Vodafone Group Commercial in UK and Portugal and VP and Partner at ATKearney Management Consulting. Joao is a transformational leader who is passionate about combining both strategy and execution to deliver rapid business growth in challenging environments through highly motivated and energized teams.

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