New Florence. New Renaissance.

SAP Nation 3.0 excerpts: a celebration of customers and new products

As with my earlier books, I am excerpting roughly 10% of the 400 page book in a series of posts on my two blogs.

SAP has been in the news quite a bit lately with layoffs and activist investors. There is tons of speculation - positive and negative. With SapphireNow coming up in a week, the buzz should continue.  

To me, the calm, collected reality check usually comes from customers and I am pleased I included over 250 pages in the case studies across industries and countries and the wide range of SAP products customers talk about.  

Here are excerpts from 4 pages which provides a glimpse at customer strategies and new SAP products. The book is available to purchase here.

 

 

SAP Nation 3.0 Excerpts: Chapter 6 Modernizer customers

My new book is now available to buy here in print version, and in the Kindle eBook version. As with my earlier books, I am excerpting roughly 10% of the 400 page book in a series of posts on my two blogs.

In this chapter, I profile what I call Modernizers in my classification of customers for the book

 'Migrations from ECC to S/4 are reviving the old Miller Lite “Tastes great! Less filling!” debate. Michael Broberg of Bluefin Solutions describes what he calls a “stark choice.”

“When they eventually implement SAP S/4, do they treat their prior investment as a sunk cost and re-implement their business model on S/4 (greenfield), or do they largely ignore the market-leading business capabilities S/4 offers and do a technical conversion of their present ECC system (brownfield) — and then he asks, “or is there a (third) alternative?”

SNP Schneider-Neureither & Partner SE calls their third alternative “bluefield.” What color is your migration from ECC to S/4?

It doesn’t matter — you qualify as a Modernizer by this book’s grouping of SAP customers. Other modernizers are moving from legacy, on-prem to SAP cloud solutions like SuccessFactors and hybris. In the migrations to S/4, most customers are being cautious — deploying S/4 on-prem or in private cloud, sticking with the SAP GUI, using traditional SIs like Deloitte and mostly implementing accounting and inventory functionality. They are minimizing change and risk.'

Here are excerpts from 4 out of the 10 case studies in the chapter

Ron Gilson, CIO at Johnsonville Sausage ran a tight ECC shop so his move to S/4 was very disciplined

'Overall, I think SAP has done a good job. The move to HANA simplified the database, but they left compatibility views in place. So, even though they eliminated tables, they left a logical view of the data that looked just like the old physical table so it helped mitigate the code remediation. SAP doesn’t want to position the move to S/4 as an upgrade. They really focus on making folks aware that this is a different code-line, it’s a different SKU and it’s a different product. So it’s a migration to a different product. However, we treated it like an upgrade; our environment was suitable for that approach. We were current on ECC, we were on Enhancement Pack 7, and we had consistently done upgrades. We had minimal custom code concerns, a single global instance and we were already Unicode compliant. .... While I wouldn’t say our go-live was 100% issue free, we had zero major issues. The technology works — HANA and the S/4 code line have proven stable. I think there’s a lot of concern that S/4 is still new and there’s going to be immaturity or bugs in the code. We’ve had a rock-solid experience with the S/4 code line and HANA as the database.'

Sharon Kaiser, CIO at New England Labs faced very different issues in her migration to S/4 and her use of hybris

'Over the last couple of years, I’ve been working with our executive director of production to determine how we can digitize this product knowledge. We had to get the information out of the heads of the scientists, out of their paper notebooks and into the system. This would allow us to provide full batch traceability for our products, a better understanding of what it takes to make our product and the costs involved. We needed inventory management across our components and raw materials, and not just for our finished products. Once all the data is accurately in the system, our MRP runs would be usable... A different use case took us to SAP Hybris, now part of the C/4 product line. We were looking for a PIM [Product Information Management] solution because we have hundreds of products each with very specific, scientific metadata that requires strict management. If you go to the NEB.com website, it is chock-full of charts, diagrams, scientific information, protocols, tools and videos. The NEB website is a reference library for scientists on how to find and use our products. All of the information about that product has to be stored somewhere. We needed a PIM. As we started looking, one of the solutions that popped up was the Hybris Product Content Management solution.'

Christine Reynolds at Terumo BCT describes their global SuccessFactors project

'We used a maturity model to create a business case for our executive team. When it came time to look at other solutions, we did a gap analysis based on our requirements. SuccessFactors came out at the top of the list. We had 365 requirements and, when compared to SuccessFactors, there were only 30 gaps, so it was a 91% fit....We  were  already  using  components  of SuccessFactors, including the LMS on-premise, the Performance & Goals module and the Compensation module. In addition, outside of the U.S., we were using EC as the HRIS. We were pretty well committed to SuccessFactors at the time that we did this analysis. We had also implemented SAP’s ECC ERP, a couple of years prior.... I would fall into the category of people saying quarterly SuccessFactors releases are too frequent. We have a core number of settings that we test before it hits production, and that’s about all that we can handle. We haven’t had too many things break. But, it’s a constant worry. And we’re regulated so, fortu- nately, the LMS upgrade cycle is annual. But even so, it means we spend about half the year preparing and testing for that annual upgrade, and that’s just for the universal features.'

James Johnson, CIO at Carpenter Technology describes their S/4 and C/4 experience

' In my past, I’ve also implemented  and run Salesforce at Honeywell and other companies. Here, in the last year, we have deployed SAP’s Cloud for Customer, C4C — but only the salesforce automation functionality. I have to think hard about how much I would extend it based on the user experience. The integration piece should continue to improve to my back end. With Salesforce, that integration was not out of the box...On the C4C side, I could see doing more. Carpenter’s value is that we are a solutions provider. It’s nice to be able to understand customer issues and route them back to our quality, technical or R&D groups. How could I leverage technology to be able to get to that solution faster, get it to our R&D people quicker and allow them to turn it around?'

SAP Nation 3.0: The bulk print option

Most readers order print-on-demand or Kindle versions of the book. Those formats depend on impressive robotic and content management technology of their own. When it comes to scale for customers who want bigger orders, I turn to the plant of Corporate Graphics, based in North Mankato, MN.

The two videos show the impressive speed and precision of their production process. You can read more of the tech here.

My rep, Randy Kroenke, sent me a note as he started shipping the first batch this afternoon

"The books turned out great, you will especially love the matte lamination on the cover, crisp text and PUR (polyurethane reactive) super-strong glue used for binding and lay-flat presentation and reading."

If you need 25 copies or more, please send me a note.

 

SAP Nation 3.0 excerpts: Chapter 5 Risk-Taker customers

My new book is now available to buy here in print version, and in the Kindle eBook version. As with my earlier books, I am excerpting roughly 10% of the 400 page book in a series of posts on my two blogs.

In Chapter 5, I introduced a "customer bell curve which approximates the types of customer behavior we saw in researching this book."

" One of the most interesting developments in the SAP customer base is the emergence of a breed of Risk-Takers who are using Leonardo tools, SCP and S/4 in the public cloud. While many of their projects are pilots and one-offs, these customers are showing up in industries and conducting business processes that are not traditional SAP strongholds. We profiled some of these customers in Ch. 3, and include more such customers in this segment."

Here are excerpts from 4 of the 10 case studies in the chapter

Queensland OSR, Australia

Simon McKee and Katherine Love about many of the 46 digital initiatives:

"McKee is particularly excited about the ML projects. One of the key business challenges that OSR faces is the late payment of taxation."

'When OSR was looking to solve this challenge, they first needed to understand the factors that led some some taxpayers to pay on time, whilst others did not and gain better insights into the interventions that work versus those that are less effective.

In 2017, OSR ran an ML proof of concept with SAP teams from Queensland Innovation Centre and Palo Alto, CA. Despite what McKee described as limited internal sourced and not necessarily clean data, the machine predicted with 72% accuracy when land taxpayers would likely default on their payment obligations. McKee anticipates that with more internal and external sources and cleaner data they’ll be able to get that number much higher, aspirationally closer to 100%.

The ML proof of concept highlighted to OSR two groups of taxpayers that do not meet their obligations. The first group has no intention of paying. Predictive technology can help with that group by sending out proactive notifications and campaigns to repeat offenders to encourage them to become compliant. The second group wants to pay, but is unable to do so for a variety of reasons. There is plenty of predictive work that can be done with this group, including reaching out to them with better payment terms or relief in case of natural disasters.'"

Bombardier

Global CIO E. Jeffrey Hutchinson about the massive transformation at this aerospace and train manufacturer:

"Hutchinson describes the company’s approach to becoming an intelligent enterprise — but he makes a clear distinction between SAP’s marketing and Bombardier’s vision."

'We’ve got to be faster, more agile, and we’ve got to make better data-driven business decisions. We have to go from where we are today to becoming an intelligent enterprise. But it’s not the definition that SAP will pitch for an intelligent enterprise, because we see SAP as an enabler to it, as a piece of it. Most companies would call what we are doing a digital transformation program. We purposely don’t use the words “digital transformation.” We have a very narrow definition of the word “digital.” To us, the term is way overused. We refer to digital as taking existing customer-facing processes and creating new products or services. Everything else is automation we should have done 10 years ago.'"

"Most early adopters of S/4 are focused on HQ functions. Yes, they need to standardize their financial requirements, but Bombardier is tackling operational areas first. And there, it is confident enough to implement S/4 out of the box, with limited bolt-on and/or customization. In addition, given the large size of the company, the global dimensions of the program and the innovative licensing and deployment model, Bombardier is in the Risk-Taker segment of our bell curve of SAP customers."

GEBHARDT

Stephan Riemensperger at GEBHARDT Fördertechnik GmbH which builds conveyor systems:

"We looked at the market and compared SAP Leonardo to Siemens MindSphere, Microsoft Azure and some open-source solutions. We have had a very good partnership with SAP for a very long time. We have successfully implemented a number of other SAP solutions. The Leonardo IoT solution and roadmap SAP showed us was powerful and fit into our plans. Finally, the SAP headquarters in Walldorf is very close to ours in Sinsheim — only 20 kilometers away. So, for all these reasons, we decided to go with Leonardo IoT."

"We developed a proof of concept in March 2018 with SAP and demoed it at LogiMAT, the International Trade Fair for Intralogistics Solutions and Process Management in Stuttgart. We branded it Galileo IOT and this YouTube video shows all the scenarios. .. We showed condition monitoring in an application that we built ourselves and continue to improve. The foundation was the IoT services and the application enablement was on the SCP....We also developed our own sensor that tracks various metrics.... We created various predictive maintenance scenarios. This required different algorithms and thresholds in the time-series data. If that exceeded a maximum or minimum value, it created a service ticket in our CRM system. It’s a trigger. We can do other tasks with triggers, but in our scenario, we created a service ticket. That starts a process where a service technician goes to the customer site and helps them with the problem.... We created an augmented reality scenario using HoloLens [Microsoft’s mixed reality glasses]. You wear the glasses, go to our equipment and scan the barcode with the glasses. You can see different controls for attributes like vibration and speed. We also transfer the data from the time series database to the HoloLens glasses — so that becomes the single source of truth.'

"We use the SAP AIN as a customer portal. Our aim is that every customer who buys a conveyor system from GEBHARDT will have access to AIN where they will find manuals, data sheets, maintenance manuals and short animations for changing differ- ent components. We have a nice solution from SAP called 3D Visual Enterprise where we use the CAD model. We can show animations on how to change special parts in this CAD model."

Endeavour Energy

Paul Coetser on the projects at a regulated distributor in Australia which is also pivoting from a "government mindset to a privately owned mindset":

""Our  scope  includes  S/4,  Ariba,  Concur, SuccessFactors LMS, OpenText, Enable Now, BW and EAM. In terms of the customer-facing area, we have IS-Utility and the Hybris functionality. We’re also using ClickSoftware, a SAP partner, for the field force and work scheduling. We decided not to go with certain aspects of SAP suite, like Fieldglass. We have deprecated some of the Ariba capabilities because we could not see the value proposition to the business. We are using SCP. We’ve got SAP PO, the pro- cess orchestration engine. S/4 will be in a private cloud on Azure. We will own the solution and the extension framework....

This entire SAP footprint is only one of the pillars that we’re busy with. In total, we have about 150 projects."

Given the complexity of the transformation, Endeavour Energy was recognized as the Best Enterprise & IT Architecture in the Utility Industry at the New York ICMG Conference in November 2018. Bettenay and Coetser were also recognized with awards in other categories. Bettenay commented, “[There’s] still a lot of work to go to success- fully deliver but a great way to end the year and a ringing endorsement on the strategy and architecture that we have put in place.”'

SAP Nation 3.0 excerpts: Chapter 3 “You Did What?!”

My new book is now available to buy here in print version, and for pre-order in the Kindle version (will be released on Friday). As with my earlier books, I am excerpting roughly 10% of the 400 page book in a series of posts on my two blogs.

Chapter 3 contains 5 examples of customers doing stuff with SAP that made me go  “You did what?!” Companies are reversing decisions and going back to SAP. Others are looking at SAP not just for out-of-the-box ERP solutions, and several of them did not fit SAP’s historical industry or business process strengths.

Costco

"To grapple with the wastage issue, the company launched a ML pilot at one of their San Jose, CA, stores, focused on the bakery division where wastage was an especially serious problem. Starting at 5 a.m., employees would enter damaged, destroyed and on-hand items on a tablet, and SAP generated a production run for them."

" As it gets developed even further, we should be able to factor a multi-vendor mailer in three weeks that we didn’t have last year. The system should tell us whether we’re going to increase warehouse or build traffic. And if we increase traffic, we’re going to sell more of this, this and this — because historically, that’s what happened. Then we can develop a good game plan; we can bring staff in for the appropriate hours, and we can make sure we produce the right items."

Pregis

"My team has deep SAP experience, but some of us have memories of SAP from two decades ago when implementations took years instead of weeks or months. SAP has worked with us to stand up a prototype that was basically full-functioning, connecting the Leonardo platform to our field services system, our HANA database and the SAP Analytics Cloud. They did it in three weeks!"

Rainforest Connection

"White’s group takes donated smartphones, surrounds them with seven solar panels (also recycled from industrial by-products), each of which has three photovoltaic strips. The panels power the phones even when hung on tall trees in the low sunlight of dense forests. The devices function as acoustic monitoring devices. They use a simple application that analyzes the live audio stream from the mobile device and isolates the sound of a chainsaw or gunshot from other noises."

Louisiana-Pacific

"The IBP early adopter input has really come through SAP. I’ve been very fortunate to become involved with a focus group of about 30 companies. Through that group, we’ve been able to see, learn, discuss, and understand what each of our companies is doing. I have called specific participants to talk through various topics or decisions. That’s proven invaluable to us and our implementation efforts. We were an early adopter of IBP based on how and when we implemented S&OP, Supply, IO and Demand in a combined solution. But, there are other companies that are far larger than us that have already crossed the bridge on some of the, “How do you scale?” questions."

" The customers showcased exhibit a remarkable diversity in industries and use cases. They represent a very different SAP than I have seen over the last 30 years. It is an SAP which is not just pitching out-of-the-box ERP or HANA."

 

SAP Nation 3.0 Excerpts: Chapter 1 - The North American Continent in the 1800s

My new book is now available to buy here in print version, and for pre-order in the Kindle version. As with my earlier books, I will excerpt roughly 10% of the 400 page book in a series of posts on my two blogs.

"Welcome to the third volume of the continually unfolding saga at the world’s largest application software company. When I wrote the first volume of SAP Nation, five years ago, SAP looked vulnerable. Besides the runaway costs and massive project failures experienced by some customers, SAP appeared preoccupied with its HANA database and almost bored with enterprise applications. Much more concerning, a wide range of competitors were circling around. Indeed, right after S/4 was launched in early 2015, Dr. Plattner was quoted as saying, "If this doesn't work, we're dead. Flat-out dead. It's that simple.”

As this book will show, Dr. Plattner's worst worries have not materialized. S/4 has not been a runaway success but SAP's competition has not exactly gone for the jugular either. SAP's product portfolio and customer base has grown significantly and the stage is set for the next few chapters.

The setting today is similar to that of when the young U.S. nation acquired Louisiana from France in 1803. The real estate doubled but the population was mostly concentrated around the Atlantic Coast. SAP's product real estate has similarly grown, but the majority of its over 400,000 customers are clinging to their previous "homes." Migrating this customer base is SAP's first big opportunity. In addition, an even bigger opportunity awaits. The U.S., energized by a Manifest Destiny call, expanded all the way to the Pacific Ocean.

To understand SAP's bigger opportunity, you have to look back to 2000 when enterprise tech vendors—especially ERP/CRM vendors led by SAP, their systems integrators and other partners—were set to dominate the corporate technology landscape. They had emerged very strongly from the Y2K crisis, and the launch of the EU’s common currency promised another bonanza. Instead, their share of the enterprise steadily declined over the ensuing two decades. They missed out on the contract manufacturing of smart products, digital marketing, cloud infrastructure, industrial internet, process automation and several other trillion-dollar markets. Two decades ago, not many of us had heard of Accenture Interactive or Foxconn. Few of us considered Amazon or GE or Alibaba as tech vendors. Few of us would have speculated that Apple, near dead or Google, not born yet would have many times SAP's annual revenue. The market is fragmented—waiting for fast followers who missed out on the first wave of opportunities. Could that be SAP? Sea to shining sea awaits across the continent of enterprise computing. Is SAP willing to lead with a similar Manifest Destiny call to motivate customers?  Like many historical “empires,” SAP’s world continues to shift and morph as it racks up “conquests” and “defeats.”

" While American leadership arranged for the real estate deals, it took grit and plenty of sacrifice for the population to move west. Wagon trails averaged only 15 miles a day. Covered wagons were too bumpy and dusty, and so most pioneers actually walked the hundreds of miles west. They suffered through high winds in the Great Plains, the extremes of the Rockies and hostility from natives. Those who went by steamboat did only slightly better, facing risks of boiler explosions and water hazards.

And yet, there was a westward pull, with a sense that "It's written down somewhere—it's got to be." If people could not see it in the stars, hear it in political speeches or imagine it in their holy books, they did find a pungent coinage in what John L. O'Sullivan wrote in the July-August 1845 issue of the Democratic Review:

"It is our manifest destiny to overspread the continent allotted by Providence for the free  development of our yearly multiplying millions."

Jefferson may have thought in terms of hundreds (or thousands) of generations, but he clearly underestimated how quickly the country's people would move west. Within five generations, by the end of that century, the country’s citizens were dwelling from "sea to shining sea.

Today, the term “Manifest Destiny” has a checkered image. It evokes confident expansionism but also brings to mind the mistreatment of Native Americans, Black slaves, Mexicans, Mormons and even Chinese workers who helped build the railroad. It reminds us of the many hardships faced by women, the horror of the Civil War and the near-extermination of the American bison. Many paid a heavy price to make the Manifest Destiny a reality.

However, the 19th century also saw the U.S. transformed into a major granary for the world, and an industrial power. It led to massive creation of wealth—culminating in what Mark Twain called the Gilded Age. Naturalists like John Muir and avid outdoorsmen like Theodore Roosevelt (later president) created a national parks system which is even today the envy of the world. The century also featured the construction of the Erie Canal and the transcontinental railroad—and a vibrant, driven stream of immigrants."

" In contrast to what Jefferson faced in 1801, the major enterprise tech vendors like SAP, Oracle, IBM and HP were on top of the "continent" of enterprise computing in 2001. Market leadership was theirs to lose, and in many ways that is exactly what they have done: We see a fragmented market, and an opportunity for someone to step up, acquire massive chunks of “real estate” and similarly motivate customers to move "west." "

SAP Nation 2.0

I am pleased to announce Amazon is taking Kindle eBook preorders for the sequel (click on the badge on left). My company is also taking bulk orders (50+ copies) for the print version. Amazon will offer print on demand for smaller batches when the book is out in early September.

Here is the high level description and attached below in PDF format is the pre-edited preface of the book with details on the chapters.

“In this fast-paced sequel to SAP Nation, author Vinnie Mirchandani updates many of the dimensions of the SAP economy, as big as that of Ireland. The context: In February 2015, SAP announced its next-generation ERP product, S/4HANA. Since then, SAP and its partners have relentlessly marketed the tag word "Simple."

When you factor in SAP's growing product portfolio (much acquired, but not integrated), the customizations and satellite applications at its 300,000 customers, and its ecosystem of 13,000 partners, a different word comes to mind: “Sprawl.”

Will S/4 reduce this sprawl? Will S/4 allow SAP to better compete in the cloud? Will the S/4 rollout mirror that of other next-gen enterprise products over the last two decades? How can customers protect themselves in an economy where new products often result in premiums and overruns?

Anyone with interest in SAP - as competitor, customer, employee, investor, partner - will benefit from pondering the questions in the book. Customers will also profit from its nine strategies to optimize environments on their own while they wait for the SAP promise of Simple.”

Download Preface Aug 5

SAP Nation Excerpt: Customer Strategy C4 – Balance with Open Source and commodity technology

I have been excerpting here from the book’s case studies. They profile 12 strategies across four groupings of customers A) Un-adopters B) Diversifiers C) Pragmatists and D) Committed.

The customer profiled below is part of the third group which has four strategies in the book:

When I heard about Project Slingshot at British Gas, and SAP’s role in it, I was eager to profile it in the book. There are so many unique aspects to the project; CRM, industry extensions, the Internet of Things, a systems integrator who delivers on budget — many of which are elusive to find these days in the SAP roadmap where most recent focus has gone to HANA projects. So, I pursued an interview with Cooper, even delaying the release of the book to include his comments. What I expected was an enthusiastic analysis of the project — instead I got a flattering commentary on the outcomes based performance by the systems integrator, Cognizant, but also questions about SAP’s direction.

Such problems are common with “over customization” of the SAP software. They also reflected SAP’s functional immaturity in this industry vertical, when the project was started over a decade ago. Given this track record in the B2C segment, and that a previous B2B implementation had stalled for a number of years, a different approach was called for. Having come from the telecom industry where SAP has not been a significant industry vendor, Cooper evaluated his options for Slingshot with an open mind. He says he decided to stay with SAP because it was the least-costly option providing the project stuck with
out-of-the-box functionality.

Besides the Red Hat investment, Cooper is a big believer in other open-source software and commodity platforms. From a Big Data perspective, British Gas has a significant commitment to Apache Hadoop. He also likes to use commodity hardware as it is easily swappable and scalable in the form of low-cost servers. The proprietary SAP appliance hardware from its partners around HANA goes against that philosophy. British Gas has evaluated HANA and thinks it is fine for speedier queries. In order to replace its Oracle database, however, HANA would have to match resilience and disaster recovery thresholds needed for heavy transaction processing. When considering the business case for HANA, the years of experience in the team working with the Oracle database and the cost of retraining need to be considered. His conclusion so far
is — British Gas does not have a burning performance problem today to justify the risks of moving to HANA as a transaction engine.

SAP Nation Excerpt: Customer Strategy B4 – Agility Through Best-of-Breed

Over the next few weeks I am excerpting here from the book’s case studies. They profile 12 strategies across four groupings of customers A) Un-adopters B) Diversifiers C) Pragmatists and D) Committed.

The customer profiled below is part of the second group which has four strategies in the book:

According to Martin-Festa, while the consolidation of ERP systems continues in parallel — Schneider Electric is consolidating into a “federation” of 11 ERP instances, most of them SAP-based — the real value is from the sales, inventory, operations, and planning (SIOP) tools on top of these ERP transaction feeders. ‘We get an end-to-end view with Kinaxis, the planning vendor we have partnered with,” says Martin-Festa. “That
allows collaboration and connectivity all the way from key customers to critical suppliers.”

By all accounts, the rollout has progressed well. By the middle of 2014, as Figure 2 shows, collaborative sales forecasts were available for nine countries, distribution planning across 57 distribution centers, and manufacturing planning across five plants. Clayton has shared, at industry events, some of the early returns on investment, including €778,000 of excess inventory in Russia that has been
turned into extra revenue and a significant reduction of inventory levels in Saudi Arabia.

SAP Nation Excerpt: Customer Strategy C3 – Rethink the Customer Experience

I have been excerpting here from the book’s case studies. They profile 12 strategies across four groupings of customers A) Un-adopters B) Diversifiers C) Pragmatists and D) Committed.

The customer profiled below is part of the third group which has four strategies in the book:

“We have the best product in the market. Now we have to also make our interface with our customers the easiest,” says Jeff Robertson, CIO of DigitalGlobe, a leading provider of earth imagery solutions. Its portfolio includes information products derived from imagery, geospatial analytic software, and expert services that derive insight from the imagery.

DigitalGlobe brought in a consulting firm earlier this year to see if the SAP customizations could be reversed by moving to more out-of-the-box functionality that has since been delivered by SAP. It also helped evaluate if the new SAP UX of Fiori and Personas could be leveraged to improve the user experience.

By starting with the customer first, DigitalGlobe is relooking at all of the core lead-to-order processes. A customer advisory board is helping to define the next generation interactions with the company. In addition, DigitalGlobe is leveraging a more agile, rapid, prototyping approach. Rather than defi ning the entire end-to-end experience in detail, the team is quickly configuring and defining new experiences.

It is another example of a pragmatic customer who did not just take SAP’s talk of Fiori UX at face value — especially when SAP expected customers to pay a premium for it