AI is reshaping enterprise support and changing how solution providers think and operate, says Stefan Steinle, executive VP and head of global customer support at SAP, who adds that support has evolved into a strategic driver of business value.

Support in this context refers to services, management and resource allocation used to troubleshoot, address issues and optimise infrastructure within an organisation.

“The focus is on value generation and customer health,” says Steinle. “Support is central to driving business outcomes with AI-integrated platforms. Support teams are becoming more embedded in business strategy. They provide visibility into system performance, user behaviour and operational trends.”

According to Steinle, AI-assisted toolchains and intelligent automation allow organisations to anticipate issues before they arise, streamline performance and improve long-term agility and resilience.

This is an entirely different approach to traditional support execution and application.

“Traditionally, support operated on a break-fix model – issues were addressed when disruption occurred. AI changes this dynamic entirely. Through machine learning, pattern recognition and real-time data analysis, AI can continuously monitor systems, detect anomalies and predict potential failures before they impact operations. This enables preventive intervention rather than reactive troubleshooting.”

AI is also improving decision-making, adds Steinle. “It surfaces insights from vast datasets, identifies optimisation opportunities and recommends actions that improve performance, reduce costs and enhance user experience. In this way, enterprise support evolves from a technical necessity into a value-generating function that actively contributes to business strategy.”

Shift from break-fix significant

AI expert and founder of AIforBusiness.net Johan Steyn says the shift from break-fix to strategic value driver is one of the most significant – and under-appreciated – transformations AI has enabled in organisations.

“For years, IT support was seen as a cost centre: reactive, ticket-driven and measured by how quickly problems were resolved. AI has fundamentally changed that equation. Predictive diagnostics, intelligent triage and automated resolution are not just making support faster – they are making it anticipatory. The best organisations are no longer waiting for things to break; they are using AI to understand system behaviour patterns and intervene before users are even aware of a problem,” says Steyn.

The current status is one of rapid but uneven adoption, he adds.

Rise of autonomous enterprise

AI-assisted toolchains and intelligent automation are transforming ERP systems from static platforms into adaptive, self-improving environments.

According to Steinle, the shift is being driven by predictive maintenance capabilities, where AI analyses historical and real-time data to forecast failures and enable pre-emptive repairs. AI is also accelerating automated root cause analysis by identifying issues across complex system landscapes more quickly and accurately.

In addition, self-healing capabilities are enabling some system problems to be resolved automatically without human intervention, while AI-driven process optimisation tools continue to identify operational inefficiencies and recommend improvements.

The result is ERP systems that become more intelligent over time, enabling organisations to respond more rapidly to change, scale operations more effectively and strengthen operational resilience.

“The integrated toolchain breaks silos and drives collaboration between business and IT. You can confidently modernise your ERP landscapes while staying agile in today’s competitive climate,” says Steinle.

“AI plays a key role in enhancing capabilities by reducing errors and speeding up transitions. Take AI-powered change point detection as an example, where fundamental shifts in system downtimes can be found reliably and hence resolved faster. At the same time, AI-generated requirements reduce manual effort and accelerate the implementation process.”

People and culture

However, Steinle warns that technology alone is not enough.

“While technology is at the core of transformation, you can still fall short when it comes to outcomes if your people are not on board. When you continue to operate in old ways, the AI copilots or the automations are pointless. You get the same issues, but with more dashboards.”

He adds that culture and leadership are critical to successful AI adoption. “As they say, culture is what people do when no one is watching. Establishing this culture is what leadership is ultimately about. How motivated are your people? Are they as excited as you are about new innovations?”

Diverse teams are also essential in solving problems within complex ERP environments.

Nazia Pillay, MD for 51ˇçÁ÷southern Africa, adds: “The next phase of AI adoption is about execution. Organisations are looking for trusted data foundations, strong governance and practical business use cases that can deliver measurable value.”

Early stages

According to Steyn, larger, more mature organisations are already seeing measurable gains – reduced mean time to resolution, lower support costs and IT teams freed up for higher-value work.

“But many organisations, particularly in markets like South Africa, are still in early stages, often constrained by legacy infrastructure and skills gaps. The outlook, however, is clear: AI-augmented support will become the baseline expectation, not a competitive differentiator,” he continues.

Organisations that invest in this transition thoughtfully – with the right human capability alongside the technology – will build a genuine and lasting operational advantage, adds Steyn.

This article first appeared in .

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Modern security teams are consumed with identity and access management, device management, ransomware threats, phishing attacks, awareness training, privacy and compliance.

Due to a pervasive cybersecurity skills shortage, these teams are often stretched thin. In fact, ‘cybersecurity skills’ were the most in-demand among African organisations in SAP’s latest  report, with 86% of companies citing demand.

Organisations know they should keep systems up to date. But all too often, updates are postponed in favour of more immediate priorities, leading to potentially costly delays.

Very costly. A Harvard Business School publication notes that the devastating cyberattacks on the UK’s National Health Service and credit bureau Equifax .

‘Outdated’ explained

Outdated software – referring to applications, platforms or operating systems that have not received critical updates or patches despite newer versions being available – is one of the most persistent and preventable security risks for modern enterprises.

Outdated software also includes software that has reached end-of-life, meaning it is no longer supported by the vendor through security patches and bug fixes. For example, a surprisingly large number of well-known companies , despite those operating systems no longer being supported by the vendors.

Businesses often run these older versions of software out of habit, or due to perceived cost savings. Others fear the disruption of change and hope to avoid costly downtime and change management. But these savings are superficial – the cost of a breach will always outweigh the cost of keeping software updated, especially as .

Reducing risk

Failing to maintain software updates exposes companies to a range of risks, including:

• Known vulnerabilities go unpatched – Every software product has vulnerabilities, but what matters is how quickly they’re fixed. Software vendors actively monitor and patch these flaws. However, once support ends, so does the protection. Cybercriminals actively target known exploits in unpatched software. Since some of these vulnerabilities are widely documented, they risk being exploited if left unresolved.
• Incompatibility with modern defences – Cybersecurity doesn’t stand still. Encryption methods evolve. Firewalls improve. Detection tools become smarter. Outdated software struggles to integrate with these advancements, weakening your security posture across the board. Companies could be investing in the latest cyber defences, but if their legacy apps can’t support them, they remain exposed to significant risk.
• Standing defenceless against new threats – The threat landscape changes daily. Attackers are constantly developing new techniques, from zero-day exploits to advanced phishing campaigns. Unsupported software doesn’t get the updates needed to recognise or defend against these evolving threats.
• The inevitability of data breaches – Once attackers exploit a vulnerability, this can lead to a total compromise of the entire landscape. Personal data, financial records, and customer information all become potential targets. And in the modern threat landscape, it’s not a matter of if a company will suffer a data breach, but when. When a breach occurs, the consequences can be severe: reputational damage, regulatory fines, legal action, operational downtime and financial losses compound the misery. And these aren’t theoretical risks – they’re playing out in boardrooms across the continent.

Staying secure

Keeping the enterprise secure requires a proactive approach that includes a strong focus on maintaining up-to-date software as well as a layered security strategy. Organisations should take note of the following best practices to secure against unnecessary cyber risk:

• Modernise where it matters – Organisations using end-of-life or unpatched software should transition to supported systems. While upgrades may cause some disruption, the risk of a breach is far greater and harder to control.
• Stay current on patches – Even supported software can be vulnerable if it’s not updated. Organisations must ensure their IT teams have a clear process for applying patches and updates in a timely and controlled manner.
• Conduct regular security audits – It’s unwise to wait for an incident before identifying a security gap. Regular vulnerability assessments can identify outdated systems, missed patches, and other blind spots in the enterprise environment, giving organisations the opportunity to fix them before they’re found by someone else.

Technology isn’t static, and neither are cyber threats. The tools and systems companies rely on must evolve alongside them or they become the weak link in an otherwise strong chain. Outdated software might not grab headlines like a major data breach, but all too often, it’s what causes one.

If cybersecurity is a board-level concern (and it should be), then software maintenance must be a strategic priority. In a world of rising threats, staying up to date isn’t just good practice for African enterprises, it’s a critical defence.

The post An Enterprise Security Perspective on Skipping Software Updates appeared first on 51ˇçÁ÷Africa News Center.

To fully leverage the advantages of the latest 51ˇçÁ÷solutions, it is crucial for teams to possess up-to-date skills in the latest product developments. This is where certifications come into play. 51ˇçÁ÷reinvented its certification program earlier this year to commit to innovation excellence and prioritize continuous learning and assessments to get and stay certified. Professionals possessing the skills for the latest 51ˇçÁ÷solutions are set to drive faster implementation projects, reduce risks, and enhance overall business efficiency. This also means an annual renewal of with short assessments on the latest product updates. And with the first deadline approaching –all 51ˇçÁ÷Certifications issued before April 2024 will expire on March 31, 2025– certified professionals must act now to maintain their certification.

Deliver Maximum Value with Validated Up-to-date Skills

SAP’s goal is to make it easier and faster for everyone to learn the latest skills and maintain their certification. The redesigned certification program has two key objectives:

• It provides streamlined access to learning and quick quiz assessments making it easier and faster to acquire and maintain the latest skills and certifications.
• It maintains excellence for innovation by ensuring that certified professionals meet quality standards across 51ˇçÁ÷solutions.

To get and stay certified, only a subscription to is needed. It provides access to all you need to prepare for a certification exam with guided learning resources like expert-led live sessions and hands-on practice systems. Four certification exam attempts per learner per year are already included in the subscription, and it also provides the simple approach to remain certified with short quizzes – making it an all-in-one-solution to gain the latest skills and drive innovation.

51ˇçÁ÷Launches First AI Certification

Being constantly updated, the 51ˇçÁ÷Certification portfolio reflects the latest 51ˇçÁ÷innovations. In line with the growing importance of AI and machine learning skills, 51ˇçÁ÷is introducing its first certification for generative AI developers, set to launch in December. Verifying skills in SAP’s Business AI capabilities and 51ˇçÁ÷Business Technology Platform application extensions, the certification touches on SAP’s Business AI strategy, ethics, and methods for performance for use cases for Large Language Models (LLMs). Using SAP’s generative AI hub, professionals will also work on real-life business problems while upskilling.

This certification among all the others already available highlights SAP’s commitment to equipping professionals with innovative skills critical for the workplace of the future, offering numerous self-paced learning journeys, AI-specific courses, and resources to prepare learners for success in this transformative field.

Your time to act is now

is a commitment to driving innovation excellence. With the first deadline approaching, organizations can now act and ensure that their teams are certified and prepared to meet demands with confidence and expertise in the latest 51ˇçÁ÷innovations. The enhanced certification program offers the chance to partner with certified experts to ensure the success of transformation projects and that they run at their best. And certified individuals can now claim their spot among excellent innovators, staying ahead in their career by renewing their certification.

Do not wait— to lead with excellence to drive innovative.https://www.sap.com/training-certification/learning-hub.html

The post To Ensure Innovation Excellence, You Need to Act Now appeared first on 51ˇçÁ÷Africa News Center.

Organisations running the software are invited to visit the to register for the short courses, which will help the institutions to keep their teams up to date with the 51ˇçÁ÷solution skills.

51ˇçÁ÷prides itself as a global leader in enterprise application software, which helps organisations of all sizes run at their best.

It is estimated that 77% of the world’s transactions revenues touches on the 51ˇçÁ÷system.

UE is offering the courses in collaboration with , a 51ˇçÁ÷implementation partner.

Included in the UE courses are:

• Expert-led live sessions covering deep dives and preparations to stay certified.
• Access to hands-on practice systems to experiment with solutions.
• Four 51ˇçÁ÷certification exam attempts per year and access to enablement and assessment to keep certifications valid.
• Learning analytics capabilities to support individual and team management.

The minimum contract duration for the courses, which work with the entire 51ˇçÁ÷product portfolio, is one year .

The programme covers areas such as financial accounting, management accounting, procurement, extended warehouse management and business intelligence.

Supported languages for the course include English, French, German, Spanish, Brazilian, Chinese, Japanese, Korean and Russian.

To enrol visit: 

The post UNISA Enterprise Announces 51ˇçÁ÷Training For Organisations appeared first on 51ˇçÁ÷Africa News Center.

JOHANNESBURG, South Africa

This is the view of Valencia Karageorgiades, Technology Architect at 51ˇçÁ÷Africa, who says implementing new software within an organisation is a major undertaking that requires a significant investment of time, effort and resources.

“While the software itself plays a vital role in modernising operations and enhancing efficiency, it is equally important to pay sufficient attention to the human element of digital transformation. This requires appropriate and ongoing investment in change management, training and processes to ensure the technology investment delivers the desired outcomes.”

Digital transformation spend to double by 2026

Investment in digital transformation initiatives continues to grow as organisations increasingly recognise the need for improved efficiency and enhanced innovation capability. total global spend on digital transformation will more than double between 2022 and 2026, reaching $3.4-trillion by 2026.

“Organisations are investing more than ever in technologies that unlock new opportunities and efficiencies, and help drive the business forward,” says Karageorgiades. “In light of a challenging global business environment, such investments can help organisations stabilise their supply chains, improve their hiring and talent retention efforts, unlock new markets and optimise spend, all contributing to the overall success of the business.”

Improved change management needed

However, despite the significant investment in digital transformation projects, fewer than one in three digital transformation initiatives succeed, according to McKinsey data.

“Poor change management is often a major contributing factor to poor outcomes with digital transformation,” says Karageorgiades. “ indicates that half of all change management initiatives fail, and only one in three are clear successes. Organisations can therefore make a marked improvement in the quality of outcomes from their digital transformation efforts by investing in effective change management.”

Appropriate investment in change management skills is also required to ensure the business has sufficient capability to drive successful digital transformation outcomes. found that only 18% of African business decision-makers consider change management as an in-demand skill in their organisation.

“Organisations must take steps to build sufficient change management expertise and capacity to support technology investments and unlock the immense benefits of their digital transformation project,” says Karageorgiades. “Understanding and following a few best practices can go a long way to enhancing organisations’ change management efforts.”

Karageorgiades recommends organisations follow four best practices to enhance the quality of their technology implementation and achieve positive business outcomes:

1 Focus on process efficiency

While software can automate and streamline various processes, Karageorgiades says it is crucial to first establish well-defined processes for your business before implementing the new technology.

“Rushing into software implementations without first assessing and optimising existing processes can lead to organisations duplicating those same inefficiencies and outdated practices. Instead, organisations should take time to identify bottlenecks, eliminate redundancies, and align with industry best practices through the use of best-practice templates and other tools.”

2 Train, train, train

The success of any software implementation project relies heavily on how users adopt the new tools and capabilities. “Even the most advanced software will not deliver the intended benefits if users do not embrace it. Training is critical to facilitating user adoption and improving the confidence of employees with using the new system.”

Karageorgiades adds that, without investment in comprehensive and ongoing training, employees may not understand the software’s features, functionality and benefits. “By equipping employees with the necessary skills and knowledge, organisations empower their workforce to handle any issues that may arise, reducing the chances of costly errors or downtime.”

3 Seek a smooth transition

The introduction of new software brings about significant change in an organisation’s processes, which can be challenging for employees. Karageorgiades says a lack of change management often causes employees to struggle to adapt to the new system, leading to resistance, lower productivity, and elevated levels of frustration.

“By engaging employees right from the start of the project and supporting them throughout the implementation and into adoption, organisations create a sense of inclusivity and excitement for the project. This can significantly improve the rollout of the implementation project, reduce the time-to-value, and increase the benefits achieved.”

Karageorgiades adds that effective change management requires a clear vision, ongoing involvement from all layers of the organisation, and sufficient support throughout. “A CIO that invests a sufficient amount in change management can deliver their projects on time, within budget, and with the added benefit of a fully-engaged workforce that has embraced the new capabilities and can drive the business strategy forward.”

4 Sustain long-term success

Karageorgiades says the most successful modern software implementation and digital transformation projects don’t just focus on short-term goals, but rather a sustained, long-term strategy of continuous innovation and improvement.

“Organisations that can sustain their investment in change management, training, and upskilling can ensure they maximise the benefits from their investment. By fostering a culture of learning and improvement, and removing the fear of change, organisations will be better able to evolve with their technology investment and more easily capitalise on emerging opportunities.”

Overall, investing time, effort and resources in change management efforts ensures a smoother transition, maximises user adoption, streamlines processes, mitigates risks and sustains long-term success. “By recognising the importance of these elements and incorporating them into the implementation strategy, organisations can unlock the full potential of their technology investment and drive meaningful business outcomes,” says Karageorgiades.

The post Digital Transformation Success Hinges on Effective Change Management appeared first on 51ˇçÁ÷Africa News Center.

For many organisations, the last few years have been the most disruptive in living memory. Organisations and their IT teams have had to accommodate huge changes to the way people work and deploy new technology tools to support their teams while unlocking new capabilities to meet changing customer demands.

Since the start of the pandemic, organisations have had to enable remote and hybrid work environments, digitise their supply chains to better deal with disruptions, and utilise technology to develop new business processes and revenue streams, all the while delivering an exceptional customer experience.

Despite the worst of the global pandemic seemingly over, spending on digital transformation continues apace. Global investment into digital transformation is expected to reach $1.8-trillion in 2022, . By 2024, it is expected that direct digital transformation investments .

Understanding poor digital transformation

Despite this abundance of digital transformation initiatives, few companies achieve the outcomes they seek. found that only 14% of companies that have begun digital transformation projects have seen sustained performance enhancements as a result.

For technology companies and their partners, this poses a serious challenge. Every digital transformation project that falls short of expectations is a wasted opportunity for innovation, not to mention the sunk costs and time.

The customer expectations of what their digital transformation should achieve have also changed. Common expectations for modern business transformation initiatives include clear, positive business outcomes, an exceptional customer experience, and a high level of engagement velocity to ensure the project runs smoothly and can achieve its milestones according to strict timelines.

The reasons for failure can vary. Typically, digital transformation projects fail because of a lack of clear goals, poor leadership support, ineffective change management which may lead to internal resistance, lack of suitable skills, and poor understanding of the current state of the business and how the digital transformation is meant to enable new capabilities.

Four solutions to common transformation challenges

However, common digital transformation challenges can be overcome. In our experience working with organisations across the continent and the world, the following four methods can greatly improve the chances at digital transformation success:

1 Understand your digital transformation maturity

One of the biggest obstacles to a successful digital transformation initiative is a lack of clarity over what the transformation is meant to achieve. Is the business seeking efficiency gains in high-priority business processes? Does the business need new capabilities for managing its workforce, or is it a matter of meeting changing customer expectations?

Without a solid business case, digital transformation initiatives will fail to illustrate value since there’s no clear way to measure progress.

Technology companies and their implementation partners have well-developed tools and processes to help organisations measure their present level of digital transformation maturity, identify clear areas for improvement, and then provide input on a transformation plan that aims to deliver gains in the priority areas.

2 Focus on continuous value generation

One of the biggest changes in how organisations adopt and consume new technologies and associated capabilities is in the concept of continuous value generation. Digital transformation projects are no longer only measured by the immediate outcomes, but also in how the organisation can continuously generate greater or different forms of value from their investment.

For example, a retailer that invested in a new customer loyalty system may want to use the data from that system to deliver hyper-personalised offers, or even launch new products and services tailored to customer preferences. Rather than start an entire transformation project from scratch, the retailer would benefit from simply building on what has been done to date, ably supported by expert partners that can guide the project to a successful outcome.

Technology companies and implementation partners therefore need to look beyond just one successful project and take an approach of continuous value generation. It’s less a case of knock-and-drop and more a case of partnering for the long term.

3 Ensure a steady mix of relevant skills

A lack of appropriate skills can undermine the success of any digital transformation initiative. The IDC estimates that IT skills shortages will affect 90% of organisations by 2025, at a cost of over $6.5-trillion.

Without access to the correct skills, organisations will fail to successfully complete digital transformation initiatives, and will not generate the desired value through new digital capabilities.

In response, organisations should invest in programmes and partnerships that can ensure a steady mix of relevant skills. This can be done through internal skills development initiatives, collaboration with partners that have the correct skills mix, or through other skills development programmes.

Initiatives such as 51ˇçÁ÷Skills for Africa, for example, provides African organisations an opportunity to secure SAP-trained graduates that have gone through a months-long work readiness and skills development program and can make an immediate impact on digital transformation efforts.

4 Don’t neglect change management

No digital transformation initiative can succeed when end-users don’t adopt the new capabilities to drive the desired outcomes. In fact, a poor change management program can undermine the entire project’s success at the last mile, scuppering months of work and leaving the organisation with lower levels of competitiveness.

However, the opposite is also true. From internal resistance to change to poor adoption of new capabilities, several common challenges with successful transformation initiatives can be addressed through an effective change management program.

And yet, only 34% of change management initiatives are a clear success, .

Here, technology partners can play a vital supporting role. By providing insight into common obstacles and best-practices from similar projects elsewhere, technology partners can help organisations identify high-impact areas for effective change management and ensure business users are supported and enabled all along the way.

This can drive greater adoption of the new capabilities that resulted from the digital transformation project, and help the business drive positive outcomes that can boost competitiveness, unlock new revenue streams, drive innovation and achieve efficiency gains in the project’s priority areas.

The post Four Ways to Overcome Common Digital Transformation Challenges appeared first on 51ˇçÁ÷Africa News Center.

Throughout my 20-year career in the high tech industry, I have helped companies from a wide variety of industries. They had different perspectives on where the marketplace is heading and which opportunities and risks require their attention. And in nearly every engagement, their executives wanted unique ideas and approaches to solve the same fundamental challenges.

Yet no matter how distinct they are from each other, all companies face the same fundamental decision as their customers evolve, economic dynamics shift, and competitors find new advantages. Do they keep doing things like they’ve always done or continually transform with the changing tides to deliver on the expectations of today while evolving their vision for tomorrow?

I hear this debate in boardrooms a lot more now that consumers, employees, strategic partners, and government regulators measure business success through the lens of the triple bottom line of financial, societal, and environmental impacts. But this is not the time for fast, temporary solutions or fashionable greening; such initiatives can never satisfy an insatiable demand for sustainable operations, products, and services. Structural changes are needed to meaningfully impact the environment, economy, and people’s quality of life.

Research data from supports my reasons for urging companies to take a long-term view on their decisions and actions. The study suggests that the success of product and service innovation and customer demand fulfillment depends on a business’s capacity to operate responsibly and with accountability. You may even be surprised to learn that the improvements on these primary market-facing factors far outrank concerns over regulatory compliance and competitive differentiation.

Going Beyond What’s Top of Mind Today

The sustainability topics that were top of mind for executives just five years ago are no longer enough to pursue a greener, more socially responsible agenda in today’s terms. Don’t get me wrong, I still believe reducing greenhouse gas and carbon emissions, optimizing resource use, and adopting fair labor practices are still important. But the lens has widened beyond this view of virtuous capitalism. The definition of sustainability is extended to address how companies connect revenue to their value chain’s impact on climate change, social inequality, and chronic poverty.

In other words, sustainability must be considered a business driver. Case in point: 10 years ago, logistics service organizations focused on reducing fuel use. Now, they are at a point where their attention has evolved to include the downstream and upstream effect of their supplier’s extraction processes, refining operations, and distribution strategy. Such factors range from operational performance and environmental safety to pay equality and workforce safety.

I know that not every company is on board with the idea of sustainability’s role as a business driver and the conversation. However, the services delivery groups that I lead at 51ˇçÁ÷are watching sustainability become a concept that is no longer reserved for large enterprises. More and more, small startups and medium-size organizations are acting on sustainability issues not as a by-product of their existing business models, but as a purpose-driven mindset for building the future of their business success.

Optimizing Impact with Purpose-Driven Support Services

In most engagements, 51ˇçÁ÷customers start the sustainability conversation with general objectives, such as reducing carbon emissions, resource consumption, or un-recycled production waste. But as our customers dig deeper into their business issues and goals, they eventually ask how their existing 51ˇçÁ÷solution investments can help support a wider set of sustainability-focused initiatives. Such efforts may range from climate action and the circular economy to socially responsible value chains and holistic steering and reporting.

Fortunately, sustainability is embedded in our DNA. The 51ˇçÁ÷Services and Support team and our strong ecosystem of partners play a distinct role in this evolution of our customers’ long-term vision. We help our customers transform their business models for the future by architecting and deploying the right solution for each unique challenge, which includes how sustainable they should become. This is accomplished by combining our deep expertise in 51ˇçÁ÷solutions, technologies, and business processes with each customer’s business opportunities, risks, and vision. And we also leverage the same technologies and practices within our own organizations to “walk the talk” alongside our customers.

Take, for example, 51ˇçÁ÷Business Technology Platform (51ˇçÁ÷BTP). This technology brings together intelligent enterprise applications with database and data management, analytics, integration, and extensible capabilities into one platform for cloud and hybrid environments. It enables our customers — and us at 51ˇçÁ÷— to integrate and create value from their enterprise data and applications as they strive to achieve their goals within the context of an ever-changing business environment.

Our customers expect more from 51ˇçÁ÷than just providing applications and tools that generate nice-looking reports, offer insightful analytics, and connect operational, experiential, and financial data. They rely on our technologies and expertise to better reconcile their operations with rapid changes across social, economic, and ecological dimensions and they seek guidance for how to leverage their investment in 51ˇçÁ÷solutions and technology to support their vision for the future. With services experts from 51ˇçÁ÷and our extensive ecosystem of partners by their side, they can build a digital foundation that supports the ongoing evolution of their business. And in return, organizations can provide their stakeholders — customers, employees, and critical business partners — with the self-services, performance, experiences, and insight to create sustainable value.

We are committed to empowering businesses to increase their performance today while continuously architecting innovations that meet their purpose and vision for tomorrow and contributing to a better society, environment, and economy. And to deliver on that promise, we are constantly evolving our solutions, service offerings, and in-house and partner expertise to reflect changes in regulatory requirements, market dynamics, and business process approaches to further amplify our customers’ potential as sustainability innovators.

A Better Future for Generations

Sustainability may have been treated as the fashionable business trend of the moment, but I believe the world deserves better and we can do better. Our planet — and the future survival of any business — cannot withstand a half-hearted approach any longer.

I encourage executives to stop thinking about sustainable practices as an afterthought and start demonstrating the vigor and discipline to turn sustainability into a long-term strategy and integral part of day-to-day operations that go deep into the value chain. Then, and only then, can businesses help create a more hospitable world for future generations.

To learn more about how 51ˇçÁ÷can help support your sustainability strategy, check out our .

Augusta Spinelli is interim president of Services and head of Services Intelligent Delivery Group at SAP.

This article first appeared on the 51ˇçÁ÷News Center.

The post Sustainability: An Evolving Business Driver Here to Stay appeared first on 51ˇçÁ÷Africa News Center.

The new service package supports customers with a structured, easy-to-consume approach to achieving a sustainable business. It includes an overview of the SAP^ÂŽ product and services portfolio and enables customers to align their processes and business needs to create an innovation or implementation road map. The package provides analysis and reporting tools, which provide greater visibility into key indicators, such as resource consumption, sustainable product development and worker safety.

Enterprises will be able to apply environmental considerations to business processes for zero-waste resource consumption. They will be also able to implement parallel accounting of financial and sustainable gains while measuring environmental impact. Companies have the option of working with 51ˇçÁ÷experts to create road maps and implement eco-relevant functionalities in their business systems. Benefits of using the sustainability reporting these services offer include allowing a company to choose an indicator, such as CO2 generation, and use that information as a benchmark to start its journey to becoming greener.

“The world is changing,” said Stefan Luckert, head, Services Sustainability Solutions, SAP. “We want to offer holistic solutions that support businesses wherever they are along their journey to sustainable business.”

Consumers are shifting to more sustainable products and services. Employees are focusing their career choices on responsible employers. Investors are increasingly considering and integrating environmental risk and social data into their investment decisions. As a result, executives around the world are making sustainability a strategic priority. The sustainability service package from 51ˇçÁ÷allows enterprises to become purpose-driven and resource-sensitive faster and in a smarter way.

The sustainability service package is the next chapter in the ongoing story of SAP’s support for a greener, more resilient, safer future. By digitalizing the sustainability-related work companies do – and by helping more of them follow the path to sustainability – 51ˇçÁ÷is helping to transform the sustainability promises companies make today into the bedrock of the future.

Learn more about the . Visit the . Follow 51ˇçÁ÷on Twitter at .

This article first appeared on the 51ˇçÁ÷Global News Center.

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Using the IDC MarketScape’s comprehensive assessment framework and customer feedback gathered through online surveys and phone interviews, the study analyzed 15 vendors offering implementation services for 51ˇçÁ÷with a focus on next-generation 51ˇçÁ÷products. The study indicated an increase in 51ˇçÁ÷S/4HANA adoption. It noted, “All vendors have dedicated offerings and joint go-to-market strategies with 51ˇçÁ÷in place to help enterprises transition to 51ˇçÁ÷S/4HANA.” Two primary categories, capabilities and strategies, served as key measures of short- and long-term success. 51ˇçÁ÷was named a leader.

“With each of our offerings, including next-generation implementation services, 51ˇçÁ÷prioritizes our customers’ innovation and digital transformations to help them achieve critical business objectives,” said Shane Paladin, president, Services, 51ˇçÁ÷SE. “As 51ˇçÁ÷aims to support customers in their journeys to becoming intelligent enterprises, we are honored to be recognized as a leader among next-generation implementation service providers.”

According to the study: “51ˇçÁ÷utilizes its services, support and tools to help its customers deliver the valuable experiences to their own end customers.” The study noted under SAP’s strengths, “Buyers rate 51ˇçÁ÷highly for providing appropriate and high-quality resources for 51ˇçÁ÷projects and for utilizing proven 51ˇçÁ÷services delivery methodologies/tools. Similarly, IDC values SAP’s client adoption strategy and the company’s next-generation tools/IP strategy.”

As the study states: “To meet 51ˇçÁ÷customers’ unique needs, 51ˇçÁ÷services are delivered holistically by 51ˇçÁ÷Services and Support or as a complement to the services of 51ˇçÁ÷ecosystem and partners.”

51ˇçÁ÷offers expert support at every step of each customer’s digital transformation journey.

For more information on SAP’s offerings for next-generation implementation services and products, please visit .

To read an excerpt of the June 2020 report, please visit (doc #US46141520).

Visit the . Follow 51ˇçÁ÷on Twitter at .

Media Contacts:
Martin Gwisdalla, SAP, +49 (6227) 7-67275, martin.gwisdalla@sap.com, CET
51ˇçÁ÷Press Room; press@sap.com
Jennifer Kohanim, FleishmanHillard, +1 (617) 692-0535, jennifer.kohanim@fleishman.com, ET

About IDC MarketScape: IDC MarketScape vendor assessment model is designed to provide an overview of the competitive fitness of ICT (information and communications technology) suppliers in a given market. The research methodology utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each vendor’s position within a given market. IDC MarketScape provides a clear framework in which the product and service offerings, capabilities and strategies, and current and future market success factors of IT and telecommunications vendors can be meaningfully compared. The framework also provides technology buyers with a 360-degree assessment of the strengths and weaknesses of current and prospective vendors.

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to 51ˇçÁ÷are intended to identify such forward-looking statements. 51ˇçÁ÷undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
Š 2020 51ˇçÁ÷SE. All rights reserved.
51ˇçÁ÷and other 51ˇçÁ÷products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 51ˇçÁ÷SE in Germany and other countries. Please see for additional trademark information and notices.

This article first appeared on the 51ˇçÁ÷News Center.

The post 51ˇçÁ÷Named a Leader in IDC MarketScape: Worldwide 51ˇçÁ÷Next-Generation Implementation Services 2020 Vendor Assessment appeared first on 51ˇçÁ÷Africa News Center.

The report’s analysis of 13 top vendors in the specialized insights service provider landscape was based on three core categories: market presence, strategy and current offering. 51ˇçÁ÷was named as a leader.

“Across all our 51ˇçÁ÷offerings and teams, we instill a commitment to providing our customers with the best tools, support and strategic insights they need to be successful at every stage of becoming an intelligent enterprise,” said Shane Paladin, president, Services, SAP. “Continually helping customers identify and utilize data-driven insights is critical to driving business value, and it is an honor for 51ˇçÁ÷to be recognized as a leader among specialized insights service providers.”

The report determined that with its product-specific orientation, the 51ˇçÁ÷offering stood out from the pure-play insights providers. And according to the report, “References appreciate 51ˇçÁ÷as an unbiased expert leading the sessions.” Additionally, 51ˇçÁ÷was noted for its new change-management engagement for evangelizing new capabilities. It also was cited for its offering of custom development for 51ˇçÁ÷products.

51ˇçÁ÷offers personalized support and development through a variety of tools and services once the initial implementation of its software products has been completed. As 51ˇçÁ÷introduces products and services tailored to specific business needs, ongoing expert analysis will be integral to the insights 51ˇçÁ÷offers to help customers achieve their full business potential. To SAP, this recognition signifies its differentiating strength: serving customers throughout their digital transformation journey.

For more information on analytic services and insights from SAP, please visit . To read the full report, download “.”

Visit the . Follow 51ˇçÁ÷on Twitter at .

Media Contacts:
Martin Gwisdalla, SAP, +49 (6227) 7-67275, martin.gwisdalla@sap.com, CET
51ˇçÁ÷Press Room; press@sap.com
Jennifer Kohanim, FleishmanHillard, +1 (617) 692-0535, jennifer.kohanim@fleishman.com, ET

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to 51ˇçÁ÷are intended to identify such forward-looking statements. 51ˇçÁ÷undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
Š 2020 51ˇçÁ÷SE. All rights reserved.
51ˇçÁ÷and other 51ˇçÁ÷products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 51ˇçÁ÷SE in Germany and other countries. Please see for additional trademark information and notices.

This article first appeared on the 51ˇçÁ÷News Center.

The post 51ˇçÁ÷Named a Leader Among Specialized Insights Service Providers in Recent Report by Independent Research Firm appeared first on 51ˇçÁ÷Africa News Center.