1. SAP Strategy and Business Intelligence
Paul Hawking
Victoria University Australia

2. SAP University Alliance Program (UAP)
Background
University
SAP
SAP User Group
SAP Academic Program Director
Research
Industry Reports
Best selling author
ERP Systems and Business Intelligence
Visiting Professor
SAP Mentor
Teach Academics
Develop curriculum
Top 10 Most Influential SAP People (InsideSAP)
Presenter
Design Events
Advisor
Past Chairperson 2

3. Top CEO Business Priorities, 2013
Rank
Top 10 Business Priorities 1
Increasing enterprise growth 2
Reducing enterprise costs 3
Expanding into new markets and geographies 4
Increase profitability 5
Implementing finance and controls 6
Talent and workforce management/development 7
Consolidating, standardizing and streamlining operations 8
Execute acquisitions, mergers and partnerships 9
Improve governance, risk, compliance and security
Gartner

4. Strategy and Business Intelligence

5. Public Sector Procurement Process? - Complexity

6. Data Process People Integration Problems 9/11/2011 Last name
Subject vs Course
Process
Weekly vs Fortnightly
Workflow (goods receipt)
People
Application Screens
Information

7. What is an Enterprise Resource Planning System?
An ERP System can be defined as a “modularised, integrated, real time information system with broad functional scope responsible for the processing and management of business transactions”
(Hawking 2005)
Business software used by large companies
Expensive & complex
need on-going support & administration and as such they support a large base of employees
software is integrated and multi-module
Traditional ERP systems have replaced many standalone software packages that companies used such as accounting, stock control, payroll, sales & distribution, production planning
ERP is fast evolving shifting to an e-business focus with recent developments incorporating internet-enabling architecture, CRM, SCM and DW

8. Why ERP? Source: Deloitte Consulting and Benchmarking Partners
Note: Based on multiple answers per respondent
No matter what a lot of companies say the main catalyst for an ERP was disparate systems. All other drivers are related to disparate systems
Source: Deloitte Consulting and Benchmarking Partners
(Based on a study of 62 companies that have gone live with an ERP system)

9. Integrate
Optimise
Informate
Why ERP Systems

11. Business Transformation Projects
Implement strategy through process, then continuously improve process effectiveness and efficiency
Strategy & Business Requirements
Business Process
Priorities
Business Transformation Projects
People
Processes
Tools
Performance = x
100%

12. Business Role of BI (TWDI)
Reporting
What happened?
Analysis
Why did it happen?
Monitoring
What’s happening now?
Prediction
What might happen?
Complexity
Business Value

13. ASUG Business Intelligence Maturity Model
Stage 1
Information Dictatorship 2
Information Anarchy 3
Information Dictatorship 4
Information Collaboration
Information and Analytics
Requirements are driven from a limited executive group
KPI’s and analytics are identified, but not well used
KPI’s and analytics are identified and effectively used
KPI’s and analytics are used to manage the full value chain
Governance
IT driven BI
Business driven BI evolving
BI Competency Centre developing
Enterprise wide BI governance with business leadership
Standards and processes
Do not exist or are not uniform
Evolving effort to formalise
Exist and are not uniform
Uniform, followed and audited
Application Architecture
BI “silos” for each business unit
Some shared BI applications
Consolidating and upgrading
Robust & flexible BI architecture
Stages/categories/activities

14. Measuring BI Success and Value (McDonald 2004)
Create a formal, continuous process for measuring success and value generated
Identify and measure results of each project phase
Establish realistic goals and expectations based on capability / maturity
Business Success
Return on investment
Economic value add
Revenue increases
Cost Savings
Customer / corporate profits
Enables Business Strategy and Completive Advantage
Operational Success
Value Created
Productivity improvements
Process efficiency and effectiveness
Key performance indicators
User Success
User adoption
Usage tracking
User satisfaction
Data problems
Implementation Success
On-time, On-budget
Overall Success of the BI Initiative

15. Meta Data
Data
Integration
Master Data
BICC
Data Quality BI
Strategy
Executive
Support
Skills

16. Systems Applications and Products in Data Processing
SAP AG founded 1972
2011 Revenues: € 14.5 billion
56,000 SAP employees
200,000 customers in 130 countries
More than 10 million users worldwide
Biggest company > 300,000 users
Smallest company < 5 users
~ 250 million lines of code
More than 1,600 partners

17. SAP Targets for 2015 Over €20 billion revenues
35% operating margin (non-IFRS)
To reach 1 billion people
Build a €2 billion cloud business
Become the fastest-growing database Company

18. 40 million $330 million 50 million 75% 32,000 1.5 billion 54 million
SAP has a massive impact on industries, businesses, governments, and communities
40 million
Production of 40 million barrels of oil per day
$330 million
Retail outlets transactions totaling $330 million per day
50 million
50 million Bank accounts
1.5 billion
75%
75% of worldwide annual beer production (1.5 billion hectoliter)
32,000
Production of 32,000 car engines per day
54 million
54 million Annual health-care patient visits (US Only)
107
Defense forces across 107 countries
2.5 billion
Processing of 2.5 billion utility bills per day 
2.2 million
65%
65% of worldwide annual chocolate production (2.2 million tons)
4 million
Production of 4 million tons of chemicals per day
SAP is in a position to make a real difference to the world economy
It’s fair to say, SAP solutions are the power behind a very large chunk of the world’s GDP.
2.5 billion utility bills
50 million bank accounts
65% of the worldwide annual production of chocolate
And, I’m particularly pleased we can be relied upon for 75% of the world’s annual beer production. Thanks goodness that’s in safe hands.
But - does make me wonder about who’s looking after all the wine…..
In May Léo Apotheker took over from Henning Kagermann as CEO of SAP. He has immediately set about putting his stamp on SAP.
Léo has said quite clearly: SAP has to be more relevant and more than #1 in enterprise software. We have to be a catalyst for a better world.
So, understanding the pervasiveness of SAP software, our ability to drive transparency within and across supply chain; to enhance accountability and governance, Leo has clearly articulated a new strategic purpose for our business:….
© SAP AG All rights reserved. / Page 18 18 18

19. Executive Priorities, 2013 Gartner Rank
Top 10 CEO’s Business Priorities 1
Increasing enterprise growth 2
Reducing enterprise costs 3
Expanding into new markets and geographies 4
Increase profitability 5
Implementing finance and controls 6
Talent and workforce management/development 7
Consolidating, standardizing and streamlining operations 8
Execute acquisitions, mergers and partnerships 9
Improve governance, risk, compliance and security
Top 10 CIO’s Technology Priorities
Analytics and business intelligence
Mobile technologies
Cloud computing (SaaS, Iaas, Paas)
Collaboration technologies (workflow)
Legacy modernisation
IT management
Customer Relationship Management (CRM)
Virtualisation
Security
ERP Applications
Gartner

20. SAP’s STRATEGY HANA SERVICES FIVE MARKETS APPLICATIONS ANALYTICS
DATABASE & TECHNOLOGY
MOBILE
CLOUD
HANA
SERVICES

21. SAP’s STRATEGY HANA SERVICES FIVE MARKETS APPLICATIONS ANALYTICS
DATABASE & TECHNOLOGY
MOBILE
CLOUD
HANA
SERVICES

22. SAP ERP – Business Suite
SAP R/3
Enterprise
2000s
2005
Common
Kernel
Open Web services standards
Open integration platform
Interoperability
Model driven
Configurable
Extensible
Services composition
Process innovation

23. SAP Business One SAP All In One SME SAP Solutions
Small enterprises and subsidiaries
“Off-the-shelf” product
Easy to customize
Wide range of innovative functionality
Immediate impact
Easy to use / running in a few days
Low cost of entry and ownership
Low maintenance
Over 800 customers
SAP All In One
Midsize companies and subsidiaries
Complete functionality
Easy to get started
Pre-configured, single database
Adaptable
Industry templates & configurable
Partner network with
Proven solutions and expertise
Proven ROI and over 2000 customers

24. SAP Business By Design
A web-based business management software service which moves away from its traditional software. (“Software as a Service”)
Aimed at businesses with 100 to 500 employees, users can draw together data from different parts of their business.
Includes eight areas of data analytics and management : finances, human resources, supply chain, goals, customer relationships, projects, supplier relationships, and compliance.
The service will cost $149 per month per user. There is a minimum of 25 licensed users, and the cost includes software, infrastructure, services and support

25. World Leader In Enterprise Applications

26. The World’s Top Companies Use SAP

27. SAP’s STRATEGY HANA SERVICES FIVE MARKETS APPLICATIONS ANALYTICS
DATABASE & TECHNOLOGY
MOBILE
CLOUD
HANA
SERVICES

28. Business Intelligence Priorities - Analysts/SAP
Memory
Embedded
Cloud
Business
Intelligence
Collaborative
Self
Service
Mobile

29. BI Consolidation

30. Analytics (Business Intelligence)

31. Business Drivers and Target Groups
Predictive Analysis
Design Studio
Visual Intelligence
Analysis
(OLAP/Office)

32. SAP’s STRATEGY HANA SERVICES FIVE MARKETS APPLICATIONS ANALYTICS
DATABASE & TECHNOLOGY
MOBILE
CLOUD
HANA
SERVICES

33. Big Data?

34. SAP HANA

36. SAP’s STRATEGY HANA SERVICES FIVE MARKETS APPLICATIONS ANALYTICS
DATABASE & TECHNOLOGY
MOBILE
CLOUD
HANA
SERVICES

37. World Leader In Mobility

38. SAP’s Mobility Solution
SAP Business Suite
Databases
3rd Party Applications
Mobile Enterprise
Application Platform (MEAP)
Mobile Device Management
Mobile Consumer
Application Platform (MCAP)
LoB/Industry Apps
Customer/Partner Apps
Analytics Apps
SAP Store
SAP Mobility Platform
Support for All Popular Devices
Instant
Mobilization
Full-Service Platform
Backend Agnostic
Implementation and Hosting Services

39. SAP’s STRATEGY HANA SERVICES FIVE MARKETS APPLICATIONS ANALYTICS
DATABASE & TECHNOLOGY
MOBILE
CLOUD
HANA
SERVICES

40. SAP Cloud Applications
“Loosely Coupled” Line of Business Cloud Solutions
SuccessFactors BizX
EmployeeCentral Global Core HR
Global Cloud Payroll
End-to-end Talent Management
Customer OnDemand
Sales
Service
Marketing
Social Customer Engagement
Financials OnDemand
Core Financials
Sales & Purchase Order Processing
Project Management
Travel OnDemand
Ariba
Strategic Sourcing
Contract Lifecycle Management
Supplier Management
Cloud Suite
Business ByDesign
Cloud ERP for upper mid and subsidiaries – 50 to 1,000 employees
Business One Cloud
Small business essentials - 10 to 100 employees
Cross Solution: Social (SAP Jam) / Analytics / Mobility / Business Networks
SAP HANA

41. Hybrid Model

42. There Is a Huge demand for SAP Consultants
About 164,000 active SAP Consultants in the world (Global and local SIs, Staffing Agencies, Free-lancers, Offshore suppliers)
Annual growth in SAP Consultants demand: 6%
All countries concerned; emphasis on US and Germany, BRIC
Focus shifting due to increasing share of Offshore-Delivery from 9% to 14% of all delivery resources
Main topics:
Mature markets: Experienced (5 to 8 years) consultants - Experts/specialist with process or Industry background, project managers, SAP NetWeaver, ESOA, Offshore capacities
Emerging Markets: Young & Experienced consultants - project managers, commodity skills, ERP, technical (SAP NetWeaver, Basis), mid-market
Between 2007 and 2010, about 30,000 new Consultants (Net New) needed in the ecosystem (up to about 200,000 consultants) of which about 18,000 in onshore and 12,500 in offshore locations
Additional comment on demand for mature markets
Constant feed needed, not only experienced but also prepare for the future, because we did not do so during the internet hype we now have the shortage
We need to continuosly feed the funnel for the future.
As we all know there professionalism and seniority is based on experience. The earlier a Talent gets the chance, the faster we see a new professional with him
Source: SAP and PAC Pierre Audoin Consultants 42

43. Graduates Will Need a Broader Mix of Skills
Competence
Profiles
Solution
Profiles
Industry
Focus
Competence Profiles
Core Competencies
Function-specific know-how
Tools & Methodologies
Consulting / Education know-how
Managerial Competencies
Product and Computing Skills
Application Skills
Technical Skills
Industry Focus
Indicating industry experience collected during projects
Process Skills

44. Paulhawking #SAPVU Paul Hawking SAP Academic Programs Director
College of Business
Telephone:
Mobile:
Paulhawking #SAPVU