openSAP RISE with SAP Week 1 Unit 1 00:00:05 Welcome to the latest openSAP course, RISE with SAP. My name is Sven Denecken, I'm CEO for SAP S/4HANA, 00:00:13 and also heading the SAP S/4HANA Product Success team. Together with my team, I'm focusing 00:00:19 on co-innovation engagements with key clients and partners, a valuable source for sensing trends, 00:00:24 validating proposals and influencing what we do next. In today's initial unit, I will give you an outlook 00:00:31 of what you can expect from this course. Let us start with some housekeeping 00:00:35 and look at the course structure. The course consists of three weeks, 00:00:39 plus one week for the final exam. In each week, there will be a number of video units 00:00:44 like the one you're watching now. And each video is followed by a short self quiz 00:00:49 to recap your knowledge, an entire unit should be easily be consumable during a lunch break. 00:00:55 And at the end of each week, we'll have a weekly assignment. These assignments are graded and you will earn points 00:01:02 for your record of achievement. We also have an online discussion forum 00:01:07 where you can go and ask questions to the experts and leverage it to exchange on topics of interest 00:01:13 with your fellow students and us. You can expect that it will take approximately two hours 00:01:19 of effort to complete each week in this course. In week four, we have the final exam, 00:01:26 which again is a graded online test. You'll receive a record of achievement, 00:01:31 if you earn at least 50% of the maximum number of points for the sum of all weeks' assignments and the final exam. 00:01:39 Now let's have a look at the content. In the upcoming weeks, we'll take you on a journey 00:01:45 and explain RISE with SAP, element by element. We will highlight the different facets 00:01:51 of your business transformation journey to be successful in a digital transformed economy 00:01:56 and how various pieces come together. At the beginning, we'll familiarize you 00:02:01 with the transformation elements themselves. What RISE with SAP is built upon, 00:02:06 and the overall concept followed by some deep-dive sessions of the RISE with SAP ingredients. 00:02:12 Starting with a detailed overview on Business Process Intelligence, BPI, 00:02:17 a holistic approach to describe and measure your business transformation along the journey. 00:02:22 Then followed by further sessions on our business technology platform 00:02:26 and our business networks, you will be familiar with all those ingredients. 00:02:31 Once you know your company's direction, you for sure would want to know how to get there. 00:02:36 Second week, we'll take you on the technical transformation journey, 00:02:40 showcasing the different directions and practical suggestions for your landscape transformation.
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Transcript
openSAP RISE with SAP Week 1 Unit 1
00:00:05 Welcome to the latest openSAP course, RISE with SAP. My name is Sven Denecken, I'm
CEO for SAP S/4HANA,
00:00:13 and also heading the SAP S/4HANA Product Success team. Together with my team, I'm focusing
00:00:19 on co-innovation engagements with key clients and partners, a valuable source for sensing trends,
00:00:24 validating proposals and influencing what we do next. In today's initial unit, I will give you an outlook
00:00:31 of what you can expect from this course. Let us start with some housekeeping
00:00:35 and look at the course structure. The course consists of three weeks,
00:00:39 plus one week for the final exam. In each week, there will be a number of video units
00:00:44 like the one you're watching now. And each video is followed by a short self quiz
00:00:49 to recap your knowledge, an entire unit should be easily be consumable during a lunch break.
00:00:55 And at the end of each week, we'll have a weekly assignment. These assignments are graded and you will earn points
00:01:02 for your record of achievement. We also have an online discussion forum
00:01:07 where you can go and ask questions to the experts and leverage it to exchange on topics of interest
00:01:13 with your fellow students and us. You can expect that it will take approximately two hours
00:01:19 of effort to complete each week in this course. In week four, we have the final exam,
00:01:26 which again is a graded online test. You'll receive a record of achievement,
00:01:31 if you earn at least 50% of the maximum number of points for the sum of all weeks' assignments and the final exam.
00:01:39 Now let's have a look at the content. In the upcoming weeks, we'll take you on a journey
00:01:45 and explain RISE with SAP, element by element. We will highlight the different facets
00:01:51 of your business transformation journey to be successful in a digital transformed economy
00:01:56 and how various pieces come together. At the beginning, we'll familiarize you
00:02:01 with the transformation elements themselves. What RISE with SAP is built upon,
00:02:06 and the overall concept followed by some deep-dive sessions of the RISE with SAP ingredients.
00:02:12 Starting with a detailed overview on Business Process Intelligence, BPI,
00:02:17 a holistic approach to describe and measure your business transformation along the journey.
00:02:22 Then followed by further sessions on our business technology platform
00:02:26 and our business networks, you will be familiar with all those ingredients.
00:02:31 Once you know your company's direction, you for sure would want to know how to get there.
00:02:36 Second week, we'll take you on the technical transformation journey,
00:02:40 showcasing the different directions and practical suggestions for your landscape transformation.
00:02:45 The third week, we'll center around the concept of intelligent enterprise, resilience,
00:02:51 profitability and sustainability. The three key areas characterizing
00:02:55 a successful digitally transformed enterprise. Our team will highlight how the ingredients come together
00:03:02 and to help you on your transformation company journey. Let's kick off week one.
00:03:08 In the first two chapters, I will give you an overview of RISE with SAP and its ingredients.
00:03:14 Next, my colleagues, Rouven Morato and Gero Decker will give you some detailed insights
00:03:19 into business process innovation and our Signavio solution.
00:03:23 We will finalize the first week with a unit on business technology platform by Cecilia Huergo
00:03:30 and in this role, when it comes to the extending business processes,
00:03:34 Cecilia will guide you through the differentiating of commodity processes and how to build the flip side,
00:03:39 differentiating processes on the platform and what you can expect.
00:03:43 This already concludes the welcome unit. See you in the next unit: Transforming Your Business Is Key.
00:03:50 Stay tuned.
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Week 1 Unit 2
00:00:05 Welcome to week one, unit two. In the last unit, I gave you an overview about the course
00:00:11 and what to expect in the coming weeks ahead. In this unit, we'll get you into the real content,
00:00:18 and we'll dive right away into the transformation journey that businesses face these days.
00:00:23 If you would like to learn more about any of those topics, then I will cover them in the unit.
00:00:29 I would strongly recommend the openSAP course "The Business Opportunities of a Digitally Transformed Economy",
00:00:36 which is actually available on the openSAP platform as a self-paced course. Bert and I run this course,
00:00:43 and we're happy that we've received excellent feedback from the learning community,
00:00:47 which might be a good indication for you to check it out as well. Over the years, the speed of business has constantly increased.
00:00:57 It has been propelled by an extensive focus on digital transformation. There can be no doubt anymore
00:01:05 that with the digitally transformed economy the way companies make decisions has shifted.
00:01:11 The digital age allows hungry entrepreneurs to leapfrog industry boundaries and succeed in multiple markets
00:01:19 as long as they bring their core competencies to the table and add value for customers.
00:01:25 In the traditional world, we often experience well-established companies embody the theme of running the company
00:01:32 in the best possible and most efficient way. Hungry innovators, on the other hand, want to get into business and grow.
00:01:41 They look at the top line, aka revenue, rather than the bottom line, aka cost,
00:01:47 and increasingly to the green line, sustainability. The mission is for the next big gig to grow the company
00:01:54 by two- to three-digit percentages or to enter into new market spaces.
00:02:00 Efficiency gains alone are not enough to be successful in this new world. Mobile apps, artificial intelligence, Internet of Things, big data, you name it.
00:02:09 All of that is available. But, what it really comes down to is the ability to deliver
00:02:14 an exceptional experience that offers business value for the end consumer. The aim is to make all touchpoints great experiences for your customer.
00:02:24 The pace of the pre-pandemic world was already fast. The definition of speed nowadays seems to be established on the next-level plateau.
00:02:32 Businesses that once mapped digital strategy in yearly phases must now accelerate their initiatives into monthly or quarterly rhythms.
00:02:40 The COVID crisis similarly provided a sudden glimpse into the future world, one in which the digital has become central to every interaction,
00:02:48 forcing both organizations and individuals further up the adoption curve almost overnight.
00:02:53 It provides a huge opportunity for those that are available and able to adopt and lead.
00:02:59 A world in which digital channels become the primary, and in some cases, the only customer-engagement model,
00:03:05 offers multiple opportunities for those that have the ability to orchestrate this channel.
00:03:10 Automated processes, in contrast to manual processes, require reaction time, create backlogs,
00:03:15 become a primary driver of productivity and ultimately the basis of flexible, transparent, and stable supply chains.
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00:03:22 A world in which agile ways of working are prerequisites to meet seemingly daily changes, customer behavior.
00:03:29 In this unique moment, technology and IT can become the enabler and lead the way to enable companies
00:03:35 to learn and progress more quickly than ever before. The ways they learn from adjusting to today's crisis will deeply influence
00:03:42 their performance in tomorrow's changed world, providing the opportunity to retain great agility
00:03:47 as well as ties with customers, employees, and suppliers. Those who are successful, able to make gains, and stick
00:03:55 will likely be more successful during recovery and beyond. The pandemic's acceleration creates a strategic imperative
00:04:04 for companies, outcome, not output. The move to outcome-oriented and performance-based engagements
00:04:11 don't consider leveraging technology just for the sake of it. If it does not create business value, it's irrelevant.
00:04:18 Adopt intelligence to increase predictability and decrease business risks. Move away from sequenced and manual processes,
00:04:28 which are slowing down your daily business. Manual processes need to be restricted to exception-based handling only.
00:04:35 Effectiveness, not efficiency gains, is the credibility of the new world. Monetizations of the new gold, data.
00:04:44 Without a strong network and partnering, companies will not win. Reliability and trust are the currency.
00:04:51 Efficient order fulfillment and delivery. Serving the segment of one.
00:04:56 Put your customers' needs into the center of all you do. This refers to what I said previously,
00:05:04 make every touchpoint great for all your customers, not only some channels.
00:05:09 Mass customization is replacing mass production. Your digital strategy requires becoming part of your company's execution.
00:05:19 Consider how to run your company as one team. Operational excellence needs to go hand in hand
00:05:26 with cost control and cost transparency. Transform your company towards the ability to deliver on their promise
00:05:35 at the lowest possible working capital. Now, the seismic shift landed already at the gate
00:05:44 and turned value chains upside down. Take a few examples.
00:05:50 Nowadays, the normal order quantity is one piece tailored to the individual. An expected delivery time tends to be ASAP
00:06:00 with a clear, articulated, and reliable fulfillment prediction. But companies are challenged by this customer expectation.
00:06:08 Obviously, an order quantity of one piece has a major effect on the business process itself,
00:06:13 sourcing, material requirements, planning, production, packaging and shipping, and many more.
00:06:21 But companies' processes, including quality management, are mostly optimized for mass production, not mass customization.
00:06:30 It also includes a significant increase in related processes, data and documents, like production orders, delivery notes,
00:06:38 good issues, good receipts, to name a few. You name them all.
00:06:42 In order to ensure profitability, and for example, make or buy decisions, stock or produce,
00:06:49 orders have to be processed in real time in the company within their boundaries with zero touch.
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00:06:56 A straightforward case has to run through the business without any human interaction.
00:07:02 For example, a storefront promising a new service attitude and praising the customer as the king
00:07:08 needs to be followed by keeping the promise with great touchpoints. It requires us to rethink the enterprise definition
00:07:16 being agile across offering, pricing, fulfillment strategies. The pandemic, by the way, is the catalyst,
00:07:24 not the trigger for this change. Now, in my eyes, it is fundamentally important to recognize
00:07:30 that intelligence and automation is not just another change trend. Raising process intelligence is a powerful methodology and solution
00:07:40 to get you back on top of the change. You need an intelligent concept
00:07:44 that can process all collected the data from various sources in real time, analyze patterns, create actionable conclusions to unfold
00:07:52 the full power of your digitally transformed enterprise. Collaboration, agility, and innovation goes hand in hand.
00:08:00 Innovation will boost your enterprise but require strong back-end support.
00:08:04 A transition into the subscription economy, as one example, will change every single function across your organization.
00:08:13 You don't now only sell it. You own it from the idea to consumption
00:08:17 and need to ensure a perfect experience for the user during the entire lifecycle.
00:08:22 The transformation also requires new alliances and collaboration partnerships. The pandemic has shown all of us how fragile supply chains can be,
00:08:30 and borders are unexpectedly closed from one day to the other. As we are living in the global network economy,
00:08:38 local sourcing and pure local collaboration is often lost out of sight. How painful it was for many enterprises
00:08:45 that now have a hard time recovering and keeping pace with the new leaders.
00:08:49 Companies need strong global networks to manage proper sourcing and to create resistance against disruptions.
00:08:56 At SAP, we already operate the world's largest business networks and sourcing networks with SAP Ariba,
00:09:02 but networks serve a broader demand. We also run logistics networks, asset intelligence networks,
00:09:08 and are becoming the network of networks, enabling multiple enterprise businesses.
00:09:13 The network of Intelligent Enterprise helps companies to partner digitally across the globe and common interest,
00:09:20 bringing sourcing and demand together. And a good, fair, and transparent approach is beneficial to be successful.
00:09:27 The success of a resilient company builds on the good and fair relation to suppliers,
00:09:32 and you need direction. Misuse of power, in the long term at least,
00:09:36 always leads to a cut in relationships at an opportunistic moment.
00:09:41 And uncertain times like the pandemic, that taught us that an opportunistic moment could exactly be that one.
00:09:47 And you really need the most powerful partnerships in your networks. And it will finally challenge your company's agility
00:09:54 to an unprecedented extent in an organizational context, the ability to respond to an ever-changing environment.
00:10:00 In other words, your company is flexible enough to adapt to changes fast. In practice, we can see the faster deployment
00:10:08 of new organization models or processes, or an incorporation of partnerships, networks, and even mergers and acquisitions.
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00:10:15 Consider your entire company as a living organism. In an interesting article,
00:10:19 McKinsey characterizes agility as "it rhymes with stability". It is described as a paradigm that achieves this balance
00:10:27 and the paradox that is truly agile organization's master. They are both stable and dynamic at the same time.
00:10:34 They design stable backbone elements that evolve slowly and support dynamic capabilities that can adapt quickly
00:10:41 to the new changes and opportunities. None of this is easy to achieve.
00:10:46 Delivering as a service requires all hands on deck. But we know every customer is actually at a different starting point today
00:10:56 and has a unique path forward to become and rise towards the Intelligent Enterprise.
00:11:01 Digitally-grown startups and other innovations have already embraced digitization across all standardized processes and cloud architectures
00:11:09 but need solutions that can scale and grow and push them forward to accelerate. Companies with a longer heritage and history are facing
00:11:17 complex and often highly customized system architectures, processes, cash cows, and systems that have delivered for decades
00:11:24 but carry a higher cost and lower flexibility, which limits their ability to adapt quickly.
00:11:30 Other companies have started a journey into the new world but are in the very early stage
00:11:35 and aren't yet seeing the power of true transformation, besides tactical short wins.
00:11:39 Again, others are starting on the outer edges of their business and moving selective markets or processes or business to the cloud,
00:11:47 digitizing them, and now must determine how to link these innovations with the core of their business.
00:11:53 The more you move to the right side of the scale, the more you truly transform core business models.
00:11:58 The more you add to company value with tactical quick wins, we'll have to make incremental steps along a longer journey.
00:12:05 The point is, there's no singular path forward. Every business is different and moving forward at its own pace.
00:12:12 Therefore, exactly we designed RISE offerings to help customers understand where they are in the context of their own
00:12:18 compared to peer businesses and performance, define the measures, and move forward at their own pace.
00:12:25 This is a good segway to the next topic because business performance intelligence is measuring the help
00:12:30 to define the best possible starting point for the transformation journey. Consider SAP S/4HANA as your core system
00:12:39 that has been designed to serve as the digital core for the demand of the digital transform enterprises.
00:12:45 It offers a wide range of competitive-edge functionality and has offered them from day one
00:12:51 with many technical innovations way beyond what was possible with any other solution before,
00:12:57 helping you to move away from transactional concepts towards user-centric insight to action-driven models.
00:13:04 Still, one of the biggest challenges for customers is to leverage all these innovation elements as catalysts
00:13:11 to generate a higher business outcome. Designing new, more agile, and more customer-centric end-to-end processes
00:13:18 can be a key enabler for the desired increase in the business outcome. This requires rethinking the current ERP and business processes blueprint
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00:13:27 to challenge best practices from the past. New technologies like RPA or machine learning, ML, are available,
00:13:35 but processes need to be rethought in order to achieve more efficiency and more effectiveness.
00:13:41 BPI is the component to help benchmark processes and key performance indicators. Staff cost reduction and faster time value
00:13:50 are two key outcomes if process design is done right. But if you ask me, nothing beats the voice of our customers.
00:13:57 In my eyes, this is the perfect-fitting customer quote because it hits the nerve of the digitally transformed economy.
00:14:04 Digitally transformed is about empowering your people and making sure our processes can live up to unexpected challenges,
00:14:11 as we've seen during the global pandemic. What more can you expect than being prepared for the unexpected?
00:14:18 Understanding that enterprise agility is not a temporary requirement, but today's norm gives you a great projection
00:14:25 for what is needed in the future ahead. The digitally transformed economy is all about
00:14:31 time to value, speed, adoption, and agility. This customer here, like many others,
00:14:36 shares with us a great story of a transformation from a previous highly configured, tough-to-learn ERP system
00:14:42 towards a focused out-of-the-box solution. They used all implementation accelerators
00:14:48 like SAP Activate methodology and preconfigured content to align solution capabilities with business needs
00:14:55 and achieve a fast time to value. As a consequence, the customer operates seamlessly
00:15:00 across functions, departments, and regions. For new employees, the user experience is much smoother,
00:15:07 more intuitive for faster onboarding, and significantly improves the ERP experience.
00:15:12 As mentioned previously, understanding that agility is the new norm and designing your enterprise following the new paradigms
00:15:20 is a significant step forward and not easy to achieve because we all love what is familiar to us
00:15:26 and openness to change also needs to be continually worked on and exercised. What we've talked about so far has a consequence.
00:15:35 A monolithic core represents the past. The future of ERP enables data-driven business processes,
00:15:42 building intelligent technologies, and even a shift from ERP, enterprise resource planning,
00:15:48 towards an NRP, network resource planning. Because the fulfillment prediction, for example,
00:15:55 can't end at the enterprise borders anymore. It delivers business model innovation
00:16:00 for higher effectiveness and revenue growth, differentiating processes where we use intelligence to generate insights
00:16:08 and reimagine business processes and models to drive effectiveness. Operational excellence with automation
00:16:16 like cost optimization and efficiency gains for commodity processes is where we have defined best practices,
00:16:23 where we heavily use intelligence to automate, and where we generate efficiencies like operational excellence
00:16:29 and the sustainability impact influencing our decision-making. Sustainability, by the way, is more than a trend.
00:16:37 The new norm will be a material flow where the product footprint calculation is as self-evident and transparent as the cost calculation.
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00:16:47 All data driven is a combination of "O" operational, "X" experience, and sensor data.
00:16:53 Underpinning all successes, the user experience and intelligent technology needs to be looked at
00:16:59 across both transactional abilities to drive efficiencies of a new business model, for example, from giving customers the opportunity to buy
00:17:08 what they need as easy as possible across all channels, all the way to generating the right invoices to ensure perfect delivery,
00:17:17 even in volume business, and effectiveness with insights, agility, process design options.
00:17:23 Proving a new business model is even profitable, and actions are to further improve while keeping customer appearances intact.
00:17:32 Let's look at an example of great resilience. COVID-19 has put a lot of pressure on life science industries
00:17:39 where they have realized the large gap in their supply chain strategy. A one-stop shop actually plays for the life science industry
00:17:47 to manage their vaccination procedures and tap into a source of suppliers.
00:17:51 Even those across industries will have to fill this gap to ensure patients obtain life-saving drugs and devices.
00:17:59 Vaccines require a supply chain with speed, transparency, and flexibility. The pandemic detected countries where immense logistical challenges occur.
00:18:08 The vaccines have varying dates, quantities, or handling instructions, which makes planning and distributing them
00:18:14 to vaccination centers and mobile teams an extremely complex task. SAP teamed up with the leading players in the industry to tackle the challenge.
00:18:24 So SAP Vaccine Collaboration Hub is built on SAP Information Collaboration Hub for Life Sciences.
00:18:30 It covers the end-to-end processes from manufacturing to control distribution, to administration, and passed vaccine monitoring.
00:18:39 Let me quickly summarize in clear terms before we go to the next unit together.
00:18:44 Your challenge in the digitally transformed economy is to innovate ahead of the competition,
00:18:49 run effectively during uncertainty, champion cost savings, pivot models to the market space, and scale with speed.
00:18:58 This course is designed to guide you through the RISE with SAP concept to help you set the levers and pace in the right way
00:19:05 to support your journey. This concludes unit two, "Transforming your business is key".
00:19:11 In the next unit, I will talk about the ingredients of the transformation journey. Thanks for listening and hope to see all of you there.
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Week 1 Unit 3
00:00:05 Welcome to week one, unit three. In the previous unit we discussed that transformation
00:00:10 of your business is key. In this unit three, I will walk you through the ingredients
00:00:15 of the transformation journey. Looking for guidance for transformation
00:00:21 starts with transparency and empowerment. What customers need to transform
00:00:27 are business model innovation, effectiveness, and agility, operational excellence, efficiency,
00:00:34 and sustainable decision making. Let me explain what that has to do
00:00:39 with more than 440,000 customers and 77% of the world's GDP touching an SAP system
00:00:46 and why it is important and relevant. SAP has a unique access to data flows
00:00:52 and build the base of new business models and products. We live in a networked environment,
00:00:58 and things are equally connected as enterprises and purposeful networks.
00:01:03 A CO2 footprint question isn't a question within the company borders anymore.
00:01:09 Our customer base is one of the largest in the industry, innovating millions of products and processes every day,
00:01:16 just remember the vaccine example from the previous unit. Let's stroll down to our flagship solution SAP S/4HANA.
00:01:28 ERP from the past isn't ERP for today anymore. All processes are data driven,
00:01:35 be it operational data, O-data, experience data, X-data, and industry 4.0 sensor data.
00:01:43 Artificial intelligence technology enables the consumption of all these different data points
00:01:50 and learns to improve decisions based on it. The human interaction is focused on exception-based handling
00:01:58 with the straightforward process running at the zero touch from a user perspective.
00:02:04 This allows processes to design end-to-end, but with the experience to be looked at across all elements.
00:02:12 Furthermore, we distinguish between two sides of the same coin.
00:02:17 One commodity processes, which are fueled with defined best practices
00:02:22 embody the theme of running the company in the most efficient way.
00:02:27 Commodity processes are addressed via for example, analytical capabilities
00:02:32 and incremental improvements, continuity while improving, increasing efficiency.
00:02:38 Anticipate every challenge of the well-known business for which we make heavy use of intelligent technology
00:02:45 to automate and generate gain efficiencies. While our customers strive for operational excellence,
00:02:52 standardizing was non-differentiating to the maximum. The flip side are differentiating processes,
00:02:59 where we use intelligence to generate insights and re-imagine business processes and models
00:03:05 to drive effectiveness. Disruptive technologies first start typically small
00:03:11 and appear just as a new technical solution or digitization. It might only improve
00:03:17 a small number of process steps initially, but does not have a broader impact on business performance.
00:03:23 The next step would be to use the new technologies to change existing processes or even replace them.
00:03:30 However, it still has only an impact on the cost side, not the business value.
00:03:36 To change that, disruptive technologies must not only influence processes,
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00:03:41 but also generate new products and services. This improves and optimizes the company's outcome
00:03:48 and directly affects the top line. Transformation is reached when we are able to enter
00:03:54 new markets or significantly improve the competitive position in our current market.
00:04:01 Finally, the enterprise resource planning becomes a network resource planning
00:04:06 to spend planning experience and sensor data driven intelligent processes
00:04:11 across entire networks. Finding the ruler we used in unit two
00:04:17 should help to illustrate what building your intelligent enterprise
00:04:21 will not happen overnight. You need to slice and dice your journey
00:04:26 into digestible chunks. Even the longest journey starts with the first step.
00:04:32 When we embarked on our journey with SAP S/4HANA, we were very aware that improving customer centricity
00:04:38 has been one of the key goals of the digital transformed economy.
00:04:43 They're levering fast at higher quality. To do so, we revolutionized many elements
00:04:50 across all functions within core ERP processes with the introduction of SAP S/4HANA,
00:04:56 including for example, material ledger simplifications, a unified general ledger, insight to action processes
00:05:03 based on a unified OLAP and OLTP. Fiori as a base for exception-based handling,
00:05:09 just to name a few. Making use of these innovations
00:05:13 and consider the opportunities to tackle business challenges.
00:05:16 Since we have launched SAP S/4HANA, we have learned with every new release
00:05:21 that the availability of new radical innovations while being adopted and converted
00:05:25 into business outcome for many did not necessarily speak completely for itself
00:05:30 and require more guidance in order to truly drive transformation.
00:05:34 This was the starting point for Rise with SAP, which gives customers all the ingredients
00:05:39 to embark on the transformation journey to the intelligent enterprise.
00:05:44 As you can see on the right side, the ingredients span the journey along the exploration
00:05:48 towards the decision point of realization tools to support and simplify the technical conversion
00:05:55 as well as the core solution to build future upon. The key paradigms are:
00:06:00 standardize, modularize, and accelerate innovation. We do not merely take the existing ERP as it is,
00:06:08 we simplify the system, move it back to standard where possible and upgrade the system
00:06:13 to SAP S/4HANA Cloud. You also consume some of the latest innovations
00:06:18 of SAP S/4HANA Cloud and industry cloud solutions using SAP Business Technology Platform
00:06:24 included in the package via consumption service credits. You can connect to SAP business networks
00:06:31 to foster collaboration outside your four walls with all your trading partners via a starter pack.
00:06:37 We support you with an increasing break out of commodity processes to public cloud.
00:06:44 No data and system lock-in, but yet benefits from infrastructure
00:06:48 as a service specific capabilities. Your ERP data and systems is your asset.
00:06:55 We do not lock you in on one data infrastructure as a service approach provider.
00:07:02 So you have a choice both today and in the future. While we enable your infrastructure-
00:07:08 as-a-service specific capabilities in the context of your business application,
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00:07:12 without any additional steps to be taken from your side. And customers demonstrate how it works.
00:07:19 Let me share some successes with you. Many IT projects strive for faster guided projects,
00:07:25 adopting standardization, simplification, and a higher level of business process integration.
00:07:31 The Rise with SAP ingredients allows customers to leverage this out of the box,
00:07:35 where they follow the SAP Activate methodology in our SAP enterprise management layer content.
00:07:42 More details will be explained in the upcoming units on implementation accelerators
00:07:47 in week two. By choosing to activate both solution and methodology,
00:07:53 customers have repeatedly demonstrated how they have kicked up a notch
00:07:57 and taking business goals to the next level and go above and beyond former baselines.
00:08:03 Long regarded as the world's pioneers of efficiency and productivity, some Japanese companies, for example,
00:08:09 have embarked on a significant transformation journey shifting from highly customized software solutions
00:08:16 to running IT workloads in the cloud and adopting SAP S/4HANA best practice content.
00:08:22 This even more remarkable as the entire country stood in front of a huge innovation challenge few years back
00:08:29 due to globally highest average customization status. To understand why companies are making this shift,
00:08:35 it is worth to revisit Kaizen made of two words, change and better.
00:08:41 The philosophy of continuous improvement involves all employees from the executive
00:08:46 to the field worker and incorporates their improvement ideas into the process.
00:08:51 These ideas have accumulated over the years and sometimes created logically and locally optimized,
00:08:58 but overall having complex software solutions. These locally optimized and highly customized solutions
00:09:04 become a barrier for fast adoption of change. Given the unprecedented pace of change
00:09:10 we experience these days, the local optimals have a tendency to become the bottleneck.
00:09:16 Companies need to change more fundamentally due to digitization market disruption
00:09:21 through new technologies. Supply chain challenges due to recently experience
00:09:26 new normal, like a global pandemic and ever increasing regulatory requirements.
00:09:31 And we believe this is still only the tip of the iceberg. In light of these global changes,
00:09:36 as we see larger companies considering standardization of processes based on industry best practice
00:09:42 an acceptable and welcome accelerator, gaining velocity advantages and effectiveness
00:09:48 in adopting changes, drafts higher degree of standardization and process automation
00:09:53 combined with rapid deployment models. More efficiency and flexibility for the company
00:09:58 as an intelligent enterprise is perceived that it is an advantage over the traditional approach
00:10:04 of local optimization. As an existing SAP customer,
00:10:08 the migration to SAP S/4HANA in the cloud environment, marked the beginning
00:10:13 of a digital transformation journey. Using the inventory and supply chain
00:10:17 management applications, they now handle 2.3 million products
00:10:21 keep the inventory stocked at 390,000 items and have achieved an inventory hit rate
00:10:26 of 90%, imagine that. By automating the quotation process
00:10:31 based on the history, sales results, and other data, they automatically process 50,000 quote requests each day.
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00:10:38 This has led to an increase in order rates. And by leveraging advanced analytics
00:10:42 and reporting across the core business processes, this wholesale company has gained
00:10:46 real-time business insights, allowing them to make data driven decisions.
00:10:52 But the wholesaler did not stop there. To achieve new levels of customer convenience across the entire supply chain,
00:10:58 they have extended SAP S/4HANA with custom applications leveraging
00:11:02 the SAP Business Technology Platform. And with its business transformation centered
00:11:07 on intelligent ERP, this customer is now in a strong position
00:11:11 for further innovation using intelligent technologies. One more, our next customer story
00:11:17 is about one of the global leaders in manufacturing. They are already at the state of the art IT environment,
00:11:24 supporting their business operations and manufacturing processes.
00:11:28 But with the move to SAP S/4HANA, they followed the global trend among manufacturing companies
00:11:33 transforming their organizations in the wake of the intelligent area.
00:11:38 One of the key challenges which this manufacturer wanted to tackle was improving operation
00:11:43 and financial performance across the group. In addition, there was a business need
00:11:48 to regulate the group's accounting system in line with global standards like the IFRS.
00:11:53 Since using SAP S/4HANA, they have addressed both challenges
00:11:57 and added business value by improving visibility, speed up financial management reporting and analytics
00:12:04 through the group or simplified business processes, efficient data acquisition and technology management.
00:12:11 The manufacturer is also taking advantage of the high-speed bill to materials explosion,
00:12:16 and is planning to develop new applications, leveraging the built-in extensibility of SAP S/4HANA
00:12:22 adding speed, flexibility paired with standards. It is a well-known fact that every year
00:12:31 gym memberships skyrocket during January, when people make their new year's resolutions.
00:12:38 However, it's equally well known that memberships plummet very soon afterwards.
00:12:44 Typically those who continue not only believe that exercising is good,
00:12:50 but also understand the reasons why exercising is good. Translating this narrative to your business
00:12:56 you'll find 10 key principles of Rise with SAP, which are needed for you to realize the vision
00:13:03 of an intelligent enterprise best. These principles set the foundation
00:13:07 and drive the maximum customer value in my eyes. Let me share best via examples of a line of business value
00:13:16 along the customer PayPal Giving Fund. They implemented SAP S/4HANA Cloud
00:13:22 with the goal of improving the speed of transactions to help raise even more money for deserved causes.
00:13:29 The solution provided them with a state-of-the-art intelligent ERP system,
00:13:33 which allowed them to support higher transaction volumes, helping people to donate more to their favorite charities.
00:13:41 During the COVID 19 pandemic, it allowed them to support a steady rise
00:13:46 in transaction volume to an average of 66,000 transactions per day.
00:13:51 The guiding principles are key, but not the value itself. The business acceleration counts.
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00:13:57 Another customer example refers to the process insight and best practice, Paul Electronics,
00:14:02 who was looking to improve e-commerce experiences for customers and suppliers.
00:14:07 With SAP S/4HANA, Paul Electronics is powered to assemble to order operations,
00:14:13 which use configurable product permutations with more than 250,000 unique end products
00:14:19 within a catalog of eight million SKUs. They achieved more than 50% faster order processing
00:14:25 larger than 99% on-time performance with supplier managed inventory customers.
00:14:30 Now, on a scaling infrastructure, they are on target to increase its revenue growth
00:14:35 by a 100% in the coming years. And one more, listen to the story of a very ambitious
00:14:41 and successful growth oriented upper mid-market industrial machinery and components customer
00:14:46 who decided to embark on a journey to become an intelligent enterprise
00:14:50 by leveraging SAP S/4HANA Cloud. They are an innovator in the design engineering
00:14:56 and manufacturing of glass-reinforced composite solutions and special fabrications headquartered in Asia
00:15:02 with subsidiaries in Southeast Asia and India. Their wishlist to business leaders
00:15:08 before the project started included high demand of effectiveness gains
00:15:13 and to accelerate regular finance consolidation in a multi-country, multicurrency setup.
00:15:18 Better and faster control of cashflow, increased transparency and operational efficiencies
00:15:23 across the widely spread discrete manufacturing processes and supply chain.
00:15:28 Next generation project forecast, accuracy, reliability, and real-time visibility.
00:15:34 Budget versus forecast versus actuals. Ability to quickly scale and activate
00:15:40 the solutions in subsidiaries. Gaining effectiveness starts
00:15:44 when you can change processes substantially. In this case,
00:15:49 it was the collapse and the runtime of required steps to an unprecedented pace,
00:15:53 which allows them to completely reconsider and redesign business processes from scratch.
00:15:59 Consider your cloud to reduce the runtime and multi-country, multi-currency financial consolidation
00:16:05 so efficiently that you can run a soft close monthly instead of a painful quarterly collection exercise.
00:16:14 This has not only allowed for a completely new insight on cashflow planning,
00:16:18 but it also brings the finance department all involved parties towards the next level of fitness,
00:16:24 sticking to the original metaphor. These changes make the monthly close
00:16:29 even more efficient over time. The customer was able to achieve further considerable
00:16:34 quantitative as well as qualitative benefits with the implementation of SAP S/4HANA Cloud.
00:16:41 75% present time reduction in consolidating, 20% improvement in production efficiency,
00:16:49 less than 30 days to localize and onboard a complete new subsidiary to the ERP system
00:16:54 in a powerful two-tier ERP approach based on SAP best practices.
00:17:00 Let's look further into the recipes of Rise with SAP. Process excellence means aligning and continuously improving
00:17:08 your processes to support business objectives. Successful execution depends on the ability
00:17:15 to quickly identify the most valuable improvement areas across the entire organization
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00:17:20 and apply the right remedial measures. Sustainable success requires continuous monitoring
00:17:27 and execution and goal achievement. Most companies have an approach to managing process changes
00:17:35 and many even have former business processes management programs.
00:17:40 But business leaders are struggling to get all relevant information
00:17:44 in a timely and easy way to make the best decision. They often rely on subjective, qualitative
00:17:51 and manual methods. Many customers look at their core ERP solution traditionally
00:17:58 as a constant backbone with an existing blueprint and handshake with the business
00:18:03 and did not consider too many changes within a release upgrade.
00:18:07 And they looked at SAP S/4HANA as just the next ERP upgrade.
00:18:11 You should not. This often actually results in poor process re-engineering
00:18:16 sub-optimal allocation of valuable company resources and missed improvement potential.
00:18:21 Falling short on company goals has often been the result.
00:18:26 Therefore the best starting point recommendation I can give includes connecting the dots:
00:18:33 foster collaboration between decision makers, business professionals, and IT.
00:18:38 Get insights instantly, use automated advanced process mining processes and data.
00:18:45 Narrow your focus, drill down to find out
00:18:48 where your business challenges really are. And where the business is looking
00:18:53 for receiving transformational support. Start with improving right away,
00:18:58 leverage the data driven process and design as well as simulate your process,
00:19:03 put your customers into the heart of your processes and the end user into the center of your application design.
00:19:10 Find out more details later this week in the upcoming units around business process intelligence
00:19:16 with my colleague, Rouven Morato. Customers on their journey towards becoming
00:19:24 an intelligent enterprise need to extend and integrate their applications and digitize their business processes
00:19:31 to meet their unique needs. Earlier within this unit,
00:19:35 I alluded to the differentiation between commodity processes and differentiating processes.
00:19:40 A quick recap. Commodity processes which we can fuel
00:19:45 with defined best practice, embody the theme of running the company
00:19:49 in the best possible way. They trend differentiating processes
00:19:55 on the other hand, where we use intelligence to generate insights and reimagine business processes
00:20:01 and models to drive effectiveness. Where companies want to differentiate themselves,
00:20:06 boost employee productivity and empower their developers to build innovative apps in an agile manner.
00:20:13 Their business technology platform is the integration and extension platform
00:20:19 that offers all required capabilities. It is an extremely important ingredient
00:20:23 of the overall transformation journey you will receive much more detail
00:20:27 around the SAP BTP later this week from Cecilia Huergo. Looking at the two customer examples,
00:20:36 Cecilia will allude in detail later on, but what I want to share in light of the introduction,
00:20:42 how these customers did benefit from the platform. And the platform's ability
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00:20:47 to expand and extend the reach of apps, data, and processes provide the foundation to standardize and accelerate
00:20:57 development across the SAP and enterprise landscape, deliver the integration platform to keep data and processes
00:21:04 integration across the enterprise and connect the dots. Provide the platform to decouple
00:21:11 the lifecycle of SAP standard solution delivery from you and your partners' developments,
00:21:17 and therefore create a release independency and keep upgrades smoother.
00:21:23 Clearly, it lays the foundation for differentiating processes.
00:21:28 So let's all look forward to the unit. Now, despite the need for network solutions and processes,
00:21:36 most companies are hindered by enterprise centric systems that are not designed for intercompany and cross-company
00:21:43 visibility and collaboration. Many companies still do rely on largely siloed systems
00:21:51 that make it difficult to have visibility, data sharing, and process flows
00:21:56 across intercompany functions. While point-to-point connections exist
00:22:01 with specific customers, suppliers, manufacturers, distributors, and service providers,
00:22:06 it is not possible to have a full view across your network, and this restricts the visibility into end tier networks.
00:22:14 This results in limited collaboration across trading partners,
00:22:18 and you are challenged when looking to discover new trading partners,
00:22:22 it's important to understand the concept of a network ERP and why SAP business networks
00:22:28 is embedded in Rise with SAP. While SAP S/4HANA optimizes ideally
00:22:33 inside the frame of enterprise, networks incorporate the outside and connect it together.
00:22:40 I phrased it already before: the ERP, enterprise resource planning, becomes the NRP,
00:22:46 network resource planning, starting with the visibility into end-to-end supply chains,
00:22:52 into customers, and into trading partners. This is the fuel to a proper sourcing strategy,
00:22:58 fulfillment prediction, and execution strategy. This connects buying, manufacturing,
00:23:05 selling, transportation, and service, all through one business network.
00:23:14 Ultimately, you can expect much higher resilience, but it also translates
00:23:20 into tangible line of business benefits like for example, less stockouts, higher revenue and margin,
00:23:28 lower operating costs, higher asset uptime, less risk, less enterprise challenges
00:23:35 outside the core competencies and better use of working capital.
00:23:40 Looking forward to Paige Cox and Klaus Fischer in week three, where we'll be covering this in more detail.
00:23:50 Now let me summarize before I hand over for the next unit
00:23:55 to Rouven Morato guiding us through unit four. Like the transmission you've seen
00:24:01 at the end of the second unit, you see again, all ingredients at a glance.
00:24:07 Flexibility of infrastructure and operations gives you the option to manage the cloud ERP in concert
00:24:14 with the business network components at your own pace and with your own context.
00:24:20 The Business Technology Platform compliments where you would want to move beyond
00:24:26 commodity processes and differentiate. At the same time,
00:24:30 it serves all integration aspects and allows you to move custom code into a decoupled lifecycle
00:24:36 and make it independent of the core for your cloud-minded design and upgrades.
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00:24:41 SAP Cloud Application Lifecycle Management paired with SAP Activate,
00:24:46 provides the implementation and operations framework for cloud solutions,
00:24:51 for a cloud-centric customer. Structured learning via the Learning Hub,
00:24:56 compliments the offering and drives the adoption within your company.
00:25:02 This concludes unit three Ingredients of the Transformation Journey.
00:25:06 In the next unit four, my colleague, Rouven will give you insights about leveraging business processes,
00:25:13 innovation to transform your business. Looking forward to see you in this session, stay tuned.
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Week 1 Unit 4
00:00:05 Hi, and welcome to week one, unit four. My name is Rouven Morato,
00:00:10 and I'm the General Manager for Business Process Intelligence at SAP.
00:00:14 In the previous unit, Sven talked about the ingredients of the transformation journey.
00:00:19 In this unit, I will focus on leveraging business process intelligence
00:00:24 to transform your business. Let's get started.
00:00:29 You know in these days, the pandemic and all the change that we see in the world, our customers, you,
00:00:35 are asking a lot of questions like, What does great look like?
00:00:40 Where do I have untapped potential? What can I do differently with my SAP software,
00:00:45 with my products and how do I get most value out of it? All of these questions are related to business processes.
00:00:54 Because at the end of the day business processes are what people in the business are doing.
00:01:01 It's the actual execution of their business. And that's why all of these questions
00:01:06 when it's about adapting to change and being able to be more agile,
00:01:11 and getting most out of things, it all comes back to the business process question.
00:01:16 So when we talk about improving business processes, there are in general
00:01:21 two types of overall kind of categories, if you will. The one is the Enterprise Transformation.
00:01:28 It's more program structure, right? It's more kind of a continuous thing.
00:01:33 And there are two then sub-categories there. One is focusing really on a business transformation.
00:01:39 It's triggered out of the business. The business has a need.
00:01:41 It's a big change happening. They need to adapt.
00:01:44 They need to change company-wide and really go down into the different areas.
00:01:49 And the second is more on IT-driven transformation where the next technology trend is coming,
00:01:54 and IT starts to adopt that. And it's more kind of out of an IT perspective.
00:02:00 The second big area is the area of Process Excellence, which is more really project-driven,
00:02:06 but also obviously continuous improvement out of the monitoring.
00:02:10 Where the process is in the focus, right? Where you look into specific processes,
00:02:15 into lean manufacturing, service management, and you want to understand
00:02:18 how can I improve and optimize and become more excellent in that?
00:02:23 And it's obviously also around performance initiatives. Now, when we move on around understanding
00:02:31 what is the key ingredient towards the transformation. To us, it's always four dimensions, right?
00:02:39 It's about people, about process, about system and about data.
00:02:44 Because if you think about transformation, it's always touching all of these components.
00:02:50 At least, the successful transformations that we observe in the market.
00:02:55 Often times if specifically, the reason is the next technology shift
00:02:59 and it's a very IT-centric transformation approach, sometimes process and people gets a bit forgotten.
00:03:07 Normally, IT focuses certainly on the data, but it's not really capturing the process
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00:03:13 and the people aspect. And the same holds true
00:03:16 if it's a very business-centric transformation, sometimes the topics around data quality, data management,
00:03:23 but also the people sometimes, are not being pulled along accordingly.
00:03:28 So for a successful transformation, it's the combination and the strong integration
00:03:34 of all of these components that really make a successful transformation.
00:03:39 And as you can see, business process is one component in there,
00:03:42 but it's certainly a very important one. Because at the end of the day,
00:03:47 system and the data are nothing else but means to run your business process, right?
00:03:54 It's the ingredients for the business process. And the people, they are the ones
00:03:58 that are executing their daily work, which results in business processes again.
00:04:03 So it's a very, very central component. But to be clear, it needs to be a holistic approach.
00:04:09 Otherwise, you will always fall short of your transformation ambitions.
00:04:14 Now, SAP of course, is at the heart of many of your transformations out there,
00:04:20 because a lot of the system landscape is run by SAP. However, we also recognize
00:04:26 the importance of the business process component in the transformation.
00:04:30 And that's why we set up BPI, Business Process Intelligence, which has become an integral part
00:04:36 of our Intelligent Enterprise efforts and our kind of push towards helping our customers
00:04:43 become Intelligent Enterprises, which is at the end of the day, the digital transformation.
00:04:47 And you see it in what we call the burger slide, and I guess you can imagine why.
00:04:52 That it's one layer in that, right? Which is a very important component
00:04:56 to drive the customer's transformation towards the Intelligent Enterprise.
00:05:00 And of course, it's associated also heavily with the S/4 transformations.
00:05:06 Because if you want to go into an S/4 transformation, you need to start in your current reality
00:05:12 of your business process. You need to understand
00:05:16 what's going on with my business process? Where am I?
00:05:18 What's going well? What's not going well?
00:05:20 Where do I need to improve? And then you can transform leveraging the technology
00:05:26 like S/4 and the application to really make things better, better outcomes, better output.
00:05:32 But at the end of the day, really by that transform your business processes,
00:05:36 leveraging the new technologies to new heights. That's the idea of BPI to take customers by the hand
00:05:44 to not only run it as a system transformation from your current ERP to S/4,
00:05:50 but really drive it as a holistic business transformation, including the business process.
00:05:54 But as I said before, it's not only about S/4 transformation,
00:05:58 it could also be about process excellence improving your current execution in Ariba,
00:06:04 in SuccessFactors, in non-SAP systems. BPI is the process layer that helps you transform
00:06:10 for whatever means the transformation has. Now, what do we understand as BPI, right?
00:06:17 For us, it's very important to make very clear. BPI is an end-to-end consideration
00:06:23 of process transformation. It is not only about process mining,
00:06:29 it's really about helping customers throughout the lifecycle of a process, if you will,
00:06:34 to really make it better and continuously improve, if you will,
00:06:38 BPI is our offer to establish process excellence as a discipline in your organization
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00:06:46 and provide you the holistic tool chain for that. And let me quickly run you through.
00:06:52 So you see kind of those different steps, right? But for us, the starting point is below that.
00:06:58 It's what we call the Homebase because we strongly believe that
00:07:02 for really successful transformation, process is key. And for that again,
00:07:08 it's important that the process community has a place where they can come to,
00:07:13 where they can really interact, where the entire organization talks process,
00:07:18 documents, models, defines the future and then, you know, creates the future and then has it back in the Homebase.
00:07:26 So that's where people come to, that's the place to be on process transformation.
00:07:31 Then the real transformation starts with analyzing. It starts with really understanding on a data-driven way
00:07:38 on how am I performing at the moment? Where are my weak spots?
00:07:42 Here comes process mining, for sure. But here comes also elements where we as SAP
00:07:49 can sit right on top of our own applications and provide you insights
00:07:53 out of the box about your process performance, without mining, right?
00:07:57 So we can offer both, we have the combination of both, because we have such a broad application landscape
00:08:02 we can help you immediately. And if you need it broader, deeper,
00:08:06 and across non-SAP landscapes, we can then bring in mining as well.
00:08:10 So it's a data-driven approach and as a starting point to really understand
00:08:14 where do I need to transform. Then obviously you want to design and simulate the future.
00:08:19 You want to understand where should I go? What should I do?
00:08:22 We give you recommendations out of the analysis, but we also provide you the tooling to then be able
00:08:28 to really model the future, and by that be able to simulate.
00:08:33 So what would happen if, right? So what happens if I automate step three,
00:08:37 five and eight of the current process? What does that do to my process KPIs, right?
00:08:42 So what does it do to my output, to my business performance at the end of the day,
00:08:46 which provides you a very strong starting point on the one side for the business case
00:08:50 for the transformation and at the other side, as a starting point for later,
00:08:53 measuring the impact of the transmission. So very, very important.
00:08:57 And then comes the actual improvement. You want to execute the improvement, right?
00:09:02 And we offer you different ways of doing that. On the one side, obviously it could mean going to S/4,
00:09:07 or implementing Ariba, or the newest functionality in SuccessFactors.
00:09:11 It could also be doing things via a bot, right? Implementing intelligent bots,
00:09:17 or via a workflow or via stronger integrating things,
00:09:22 or via a low-code, no-code extension of your system. So they are very different means of fixing
00:09:28 the process problem, but we help you with all of them, right?
00:09:32 So that's a very important component as well, because at the end of the day,
00:09:35 it's not about just understanding where the problem is. It's about creating the value by fixing the problem.
00:09:41 Now, comes here another important element, which is the Roll Out,
00:09:44 which is really making sure that the changes hit the ground, that the end users understand what's going on,
00:09:50 what happened, right? So that's really, really important.
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00:09:53 And we saw this at SAP's own internal transformation. So you need to make sure
00:09:58 that the end users understand the change, and you need them to take them by the hand
00:10:02 and explain what has happened with the process change, and that's very important.
00:10:06 So last but not least, it's about monitoring and making sure that things are running the way
00:10:12 you have modeled it, you have designed it, and also letting the data then flow through that and see,
00:10:17 you know, kind of do conformance checks whether what you have anticipated really happens.
00:10:22 And then it all starts over again. So for us, it's very important.
00:10:25 This is a discipline, it's not only about a mining project. It's really about making process,
00:10:30 excellence process transformation, a continuous discipline. Now, in the context of RISE
00:10:37 and in the context of the S/4 transformation, business process intelligence should be the starting point
00:10:44 every single time a customer does an S/4 transformation. So because you then really start with the right direction
00:10:54 with the right data, with the right intention and with the right kind of,
00:11:00 tooling to help you really execute along the right path. Which means unique insights, with the right benchmarks.
00:11:08 You get specific recommendations. And then along the process of implementing the changes
00:11:15 and along the transformation, you then still get the modeling tools
00:11:20 and can continue to drive change, I mean really define the future for yourself.
00:11:28 So it ties nicely into RISE, which is also the reason why components of BPI
00:11:34 are bundled into RISE but actually every RISE transformation
00:11:37 should leverage business process intelligence. And just to close it out,
00:11:42 so you see the different steps of an S/4 transformation. So like Discover, Prepare, Explore,
00:11:49 Realize, Deploy and Run. So what our ambition is with BPI is two elements.
00:11:55 It's time-to-insight and time-to-adapt. These are the two components
00:12:00 we want to help you to run better. The time-to-insight is if you will,
00:12:05 the Discover and the Prepare phase, where we help you to provide you
00:12:09 with all the required insights for your transformation, as easy as possible, right?
00:12:14 And then also include recommendations, offer you the possibility to then
00:12:19 design the future, explore and define the target state on how should things look like,
00:12:25 and then comes the time-to-adapt, which is the latter part here, right?
00:12:30 Where we want to help you to make things as easy as possible to get things really implemented.
00:12:36 And that could be on the one side, in this example, here on the S/4 side, it's about
00:12:41 the application lifecycle management. So how can you then configure as easily as possible
00:12:47 the S/4 software in this case, right? Because that's really important.
00:12:50 We have understood the problem, you know how to solve it,
00:12:54 but you still need to translate it into IT terms, into application configuration, right?
00:13:00 And that's where SAP together with Signavio now will obviously bring things very nicely together for you,
00:13:07 so that once you have defined the business configuration of a process,
00:13:11 that we make it very easy to implement that business configuration in IT terms for you.
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00:13:17 And then it's all about the people. It's all about the roll out
00:13:20 and making sure people understand where obviously the Signavio collaboration
00:13:24 now plays a major role in making people understand the process changes.
00:13:28 And at the end, it's again about the continuous run and the continuous monitoring
00:13:32 and understanding how the data flows through your system. So this is how we support end-to-end an S/4 transformation
00:13:41 for you on your way forward. So I hope you could capture a few components
00:13:46 of why BPI is so important for the way towards the intelligent enterprise,
00:13:51 but obviously beyond that also for non-SAP customers and non-SAP landscapes,
00:13:56 we provide you holistic tool sets for process excellence and process transformation.
00:14:02 So thank you for your attention and hope to see you soon in unit five, bye-bye.
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Week 1 Unit 5
00:00:05 Hi, and welcome to week one, unit five. In the previous session,
00:00:10 I talked about leveraging business process intelligence to transform your business.
00:00:15 In this unit, we will take it one level deeper, and will focus on intelligent business processes in action.
00:00:24 Let's get started. We have different components in our portfolio
00:00:29 to help you manage your transformation. So it starts with the SAP organic parts,
00:00:36 which we had around since quite a while, which today are called process insights
00:00:41 and process automation, right? They deal with providing you
00:00:46 within the SAP application landscape, the capabilities to get quick time to insight,
00:00:53 but also then help you with our business technology platform components
00:00:58 to really then automate your business processes by low-code RPA and also workflow.
00:01:04 Then we acquired Signavio earlier this year, as you may know.
00:01:08 And obviously they added very, very significant components to our overall portfolio
00:01:13 for managing your business processes with the business process manager,
00:01:18 with analyzing via process mining, which is called process intelligence.
00:01:23 And but also governing and collaborating then on business processes,
00:01:27 which is all around the process hub, but also then the process governance making sure
00:01:33 you have control over your process landscape. So these are the portfolio components overall.
00:01:40 But now let's take a closer look on how, you know, all that fits together and how it supports
00:01:46 our end-to-end process transformation agenda. So in the last unit,
00:01:51 I already introduced that end-to-end flow from analyze, design, simulate, improve, roll out,
00:01:58 and monitor. So if you haven't seen it yet, take a look at unit four.
00:02:02 Now, if you look into the components here, the blue ones, these are, if you will,
00:02:08 the SAP organic parts, where we brought together, all the process components that SAP has already had before
00:02:17 and are now offering for the different steps on that. Let's take a quick look.
00:02:20 So on the analyze phase, there is what we call process discovery
00:02:25 or discovery reports, which are kind of out-of-the-box KPIs and recommendations
00:02:32 that help you start your transformation journey. We have announced a new product launch,
00:02:40 which will happen towards end of August in 2021, which is called SAP Process Insights,
00:02:47 which builds upon the process discovery reports, and now provides a full SaaS application
00:02:55 that allows you to really analyze your ERP data in depth and understand it from a business process,
00:03:01 and business process KPI perspective. What we will also add later in the year is
00:03:07 user behavior mining. So the ability to not only analyze the back-end data,
00:03:12 but really also understand what's happening on the front end.
00:03:15 So how are the users behaving in the system? Where are they clicking?
00:03:20 What are they doing? So user behavior mining in this context
00:03:24 will center around ERP data because obviously SAP knows the meaning of all the fields
00:03:31 in the front end, right? So we can determine the process context of that
00:03:37 by analyzing the user behavior, and bringing those two together,
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00:03:40 the back-end data and the front-end data, provides you obviously with very interesting insights
00:03:45 because you see how the process flows from the documents stored in the back end,
00:03:50 but you also see where are users spending their time in the front end.
00:03:54 So both together, a powerful combination. For the design and simulate,
00:03:59 we obviously provide intelligent recommendations. SAP obviously knows its application landscape,
00:04:04 so we can intelligently map the process problem with the process solution in the application.
00:04:11 So we can tell you, for example, if you struggle with your order-to-cash process,
00:04:16 what intelligent functionality in S/4 is available, which you're today not using,
00:04:20 which might help you to run your process smoother, quicker, more efficient, more agile,
00:04:25 and the same holds true for other applications as well. Now, the improvement part, I already mentioned before,
00:04:32 which is running on our Business Technology Platform, where we have RPA, workflow, low-code and no-code extensions
00:04:39 to really help you also fix the smaller things, if you will, right?
00:04:43 So it might not be an S/4 transformation, but it might be something where you need
00:04:47 to automate certain steps that the user is doing, and therefore you can use these kind of services.