Most companies are ready to accelerate their digital transformation strategies after experiencing a long list of shocks brought on by a lingering pandemic. From supply chain volatility and dramatic shifts in customer expectations to new workplace dynamics, there’s no shortage of inspiration when it comes to enhancing profitability, improving efficiency, and innovating more products and services.

But excitement and motivation are not enough to transform competitively nowadays. As the global economy increasingly becomes based on or influenced by digitalization, businesses will inevitably need to pivot how they future proof their operations and customer relationships with digital technology.

For many organizations across Europe, the first step toward tackling their objectives is leveraging the fresh perspective of a trusted partner – the services organization at SAP.

KITE: Growing Profitable Yields with Insight

Whether developing the latest crop protection products or designing new precision agriculture technologies,ĚýĚýunderstands the value of partnership. The company has joined forces with farmers all over Hungary to redirect the future of food production toward greater sustainability and effectiveness.

After realizing that the region’s farmers needed to digitalize and automate processes that required manual and paper-intensive reporting and data analysis, KITE decided that it needed a technology and innovation partner of its own. Choosing 51ˇçÁ÷Services and Support empowered the company to innovate a precision-farming IT solution, beginning with a six-month design thinking phase guided by the database know-how of 51ˇçÁ÷experts.

Using 51ˇçÁ÷Services and Support, KITE built a platform that automatically collects, analyzes, and shares data and insights in real time and from any source, such as multiple satellite feeds, field consultants, soil samples, and machine units. Farmers can now visually see on a dashboard how the quality of their fields is changing and determine the optimal balance between seeds planted and fertilizer used to help ensure better yields and maximum profits.

KITE CEO Levente Szabo states, “From now on, with the help of 51ˇçÁ÷Services and Support, we have data and analysis to help make our customers’ farming systems more sustainable and profitable.”

Swiss Life: Ensuring Continuity Despite Disruption

As Switzerland’s largest life insurance company,Ěý – consisting of its tied agents and Swiss Life Select sales organization – is always striving to unlock better ways to engage with its customers and sales advisors. However, midway through a project with 51ˇçÁ÷Services and Support, the COVID-19 pandemic emerged and threatened a long pause on its customer experience initiative and ability to sell and fulfill customer needs effectively.

By making its experts available remotely, 51ˇçÁ÷Services and Support helped Swiss Life push through the disruption and move forward with its plan to deliver modern, end-to-end processes that reflected the needs of changing customer behaviors. The two companies worked to deploy multi-cloud solutions, such as 51ˇçÁ÷Marketing Cloud and , to boost customer experience.

“Despite the pandemic, we felt that everyone in the program, including 51ˇçÁ÷Services and Support, was striving hard to deliver this project on time, in budget, and within scope,” states Marc von Wartburg, head of End-to-End Customer Processes at Swiss Life. “And we succeeded.”

As a result, Swiss Life’s sales advisors continue to receive leads, create appointments, get to know new prospects, and give customers the service they expect.

Takeda: Improving Lives with Faster Supply Chains

After discovering a breakthrough stem cell therapy that can improve the lives of people with complications from Crohn’s disease,Ěý needed a partner that could quickly unlock its supply chain’s ability to deliver stem cells on demand within a strict schedule of only 72 hours. The R&D-driven global biopharmaceutical company initially looked at a set of potential partners. Still, 51ˇçÁ÷was the only one that could meet Takeda’s challenging timeline of five months, from kickoff to go-live.

Takeda and 51ˇçÁ÷Services and Support built a fully customized, cloud-based control tower platform that follows the entire supply chain process, from order placement to production and final delivery to the hospital. The platform also considers seasonal trends when generating flight plans, allowing the 150 hospitals with patients that rely on this therapy to be notified of delivery delays and schedule surgeries more efficiently.

“With SAP, we have an enterprise-wide program running where we develop innovative solutions on a cloud platform and leverage modern technologies such as artificial intelligence (AI), machine learning, and blockchain solutions,” adds Nathalie Van Damme, lead of EDGE of ERP Product Management at Takeda.

Uniper: Evolving Energy with Fast-Paced Change

šó´Ç°ůĚý, working with 51ˇçÁ÷is based on time-tested friendship. “We work very closely together,” shares Guido Hoever, vice president of Commercial Solutions IT for Uniper. “Uniper and 51ˇçÁ÷colleagues feel like one team. This is special, and we are proud of that.”

As an energy company striving to empower energy evolution, Uniper relies on 51ˇçÁ÷services to constantly transform and improve its business processes and the ways its people work. The 51ˇçÁ÷ActiveAttention program is one of those services, engaging a close relationship that helps accelerate innovation delivery. Such efforts include implementing solutions and services within , such as the 51ˇçÁ÷Analytics Cloud solution and 51ˇçÁ÷Conversational AI.

The efforts of Uniper and 51ˇçÁ÷have led to efficiencies that enable faster reaction times, less paperwork, and shorter end-to-end processing time. For example, Uniper’s plant maintenance area uses a work clearance management system that permits workers to respond to requests immediately by switching on their mobile devices and getting the approval to start an inspection. Plus, the financial services team has reduced the time spent processing 200 to 300 invoice inquiries daily by 50% and acquired a system that generates a payment status report in seconds.

Hoever concludes, “For the future, I would like to see that we still develop innovations in a short period of time, with a high frequency, and through a strong collaboration between us and SAP.”

Building Trust with Expertise and Innovation

I do agree with Hoever: I also look forward to watching our 51ˇçÁ÷Services and Support experts work with our customers in the future.

Every day, 51ˇçÁ÷Services and Support experts prioritize digital transformation plans, define road maps, re-platform software landscapes, and share best practices – all with a focus that puts our customers’ vision first. And it is our hope that our efforts help ensure an enterprise-wide transformation journey that is always strategic, life-changing, and meaningful.

To tap into expertise, services, and support that can help your business intelligently create value faster with greater visibility, focus, and agility,ĚývisitĚý.

Guido Schlief is senior vice president and general manager of Customer Success in Middle and Eastern Europe at SAP.

But my personal favorite is, in fact, an equation, which I believe is credited to Edward Roberts and is taught by the Massachusetts Institute of Technology: Innovation = invention x commercialization.

The premise is that if either invention or commercialization is missing, there is no value and, consequently, no genuine innovation. So, what does it take to drive innovation in your organization? Here are six core enablers.

Build a Culture of Innovation

Innovation can only blossom in a culture where its leadership encourages ideas from everyone, from junior workers to the director. Financial incentives and gamification can help, but great cultures run deeper. People need the freedom – and confidence – to suggest ideas no matter how bold.

Think of those outlandish fashions on the catwalks of Paris, London, and Milan. The outfits that ultimately roll off the production lines and into stores are simpler versions of those concepts. So, be open to the art of the possible – in the beginning, no idea is a bad idea!

Organizations that make time for their people to learn are simultaneously making time for their people to be creative. Learning leads to imagination and cross-pollination, resulting in action and, eventually, innovation.

Flat management structures can help companies to be more innovative, blended with cross-functional collaboration. If a flat structure and are not in reach right now, consider recruiting a team of innovation champions. Their role is to solicit ideas company-wide and facilitate workshops for brainstorming and debate. When people come together in a safe and empowering space, ideas grow wings and innovation will fly.

Foster Diverse Teams

Research by the Wall Street Journal found that are more innovative than homogeneous teams. Innovation is born from an innate knowledge of your target audience’s needs. ĚýAs most customer bases are varied, it takes a multifaceted group to understand their pains and desires.

If you want your organization to be more innovative, start with your hiring practices. And in the era of remote working, the talent pool open to you needn’t be limited to your doorstep.

Never Forget the Humans

In his , Gilchriest says that human-centered innovation is the way out of the proof-of-concept trap. Keeping people at the heart of new solutions is crucial. Gilchriest argues that four factors are fundamental to successful innovation:

• Desirability:Ěýdefining the value to the consumer
• Feasibility:Ěýthe idea’s technical and regulatory workability
• Viability:Ěýthe commercial case for the idea
• Scalability:Ěýhow the concept can be scaled from a business and technology perspective

In too many instances, the innovation process focuses on only one or two of these factors. Taking a human-centered approach ensures that those the technology touches remain central.

Understand those who will interact with or benefit from the innovation – from internal users to end customers – and continuously look for ways to delight them.

View Failure Through the Lens of OpportunityĚý

American entrepreneur Jeff Bezos left a trail of failed ideas in his wake. These included an online auction site, which evolved into zShops. Amid these failures lay the kernels of brilliance that would set the foundation for the e-commerce behemoth Amazon.

Not all concepts will work the first time. Learning from past mistakes and evolving ideas are vital for innovation.

Learn from Your Critics and Detractors

Now, I’m not suggesting that you should regard your critics and detractors as enemies. I merely quote Tolle to point out that those who speak negatively of your company can be your best teachers. It’s about having the humility to put aside the (entirely human) tendency to be defensive and honestly answer, ‘Are they right?’

Detach yourself from any emotive narrative and look for ways to prove – not disprove – your critics’ views. In doing so, you might well pull opportunities to innovate out from the shadows and into the light.

Where do you begin? Social media listening is one way to learn what people are saying about your products or solutions. And finding ways to capture feedback – both structured and unstructured – should pay dividends. Make it as easy as possible for customers to tell you what they think. And give those in account management and customer service roles the means to share feedback and anecdotal evidence in the ordinary course of their day.

Know Your Competition

Thriving organizations and entrepreneurs do not function in a vacuum. They are acutely aware of the strengths and weaknesses of their competitors and closely monitor what they are doing.

If your company is not in the top spot, understanding why could help you identify what innovations are necessary to get you there. I’m not suggesting copying something already in the marketplace and making it better – that isn’t innovation. Instead, be inspired by what the competition is doing brilliantly and look for gaps your company could fill.

Spark Alchemy in Your Organization

I hope these enablers of innovation spark alchemy in your organization. But change – especially change that endures – requires persistence, perspective, empathy, and no small degree of energy!

My advice is to begin by tackling the ‘low-hanging fruit.’ What small changes can you make today, tomorrow, and next week? An incremental approach is more manageable, and as people begin to see the positive impact, they will be more open to supporting your initiatives. Feel free to and share your thoughts.

Guido Schlief is senior vice president and head of Services for Middle & Eastern Europe at SAP.

As someone operating in a leadership position, I often look to these three for inspiration. Leading teams can be complex in our digital age, where remote working is commonplace and seldom do you get the opportunity to sit with colleagues or clients face-to-face.

There’s no doubt that in this new age of work, leaders need to adapt their strategies if they are to continue to engage their teams and inspire high performance. Taking some of the lessons I have learned from other leaders, I wanted to outline four vital qualities leaders need to succeed in modern times.

Authenticity

All the leaders I mentioned have one thing in common: their credibility. I believe it’s essential to start from a place of authenticity. How you manage people should sit comfortably with who you are. For less experienced leaders especially, who may still be growing in confidence, don’t attempt to be someone you are not. Not only will this be difficult to maintain, but it could also be transparent to others.

Authenticity is vital for another reason. Like your team, you will have tough days, you may feel exposed, and you will wish you had approached certain things differently. These things are what make us human. It may seem counterintuitive, but acknowledging our weaknesses takes strength and often earns more respect.

And it’s in times of adversity and through shared experiences that we can connect more deeply with our teams. Humor is also an excellent coping mechanism and a way to forge bonds.

Approachability

Influential leaders are like magnets and draw people to them. Some tough and powerful personalities may be revered but, conversely, can also be feared. This fear can become a barrier that could inhibit your people from being open about their mistakes or seeking your advice. If you want to build a reputation for openness, greet everyone, make time to chat – even if virtually – and give them your full attention. And this applies to people you don’t work with directly, including catering and cleaning staff. Why? Because it says that everyone matters to you.

Innovation

Innovation starts with having a vision, possessing an adaptive mindset, and being purpose-driven. It also demands collaborative leadership behavior to enable the exploration of ideas. Good leaders create and empower interdisciplinary teams and foster a culture of agile learning.

Also, creating a culture where everyone feels their contributions and ideas are valued and welcomed helps innovation. Often, some of the quietest or most introverted people have the most brilliant ideas. Unless they are encouraged and empowered to speak up, their contributions will be lost.

Empathy

Empathy calls for compassion in communication and being an engaged and active listener. According to research referenced by , empathy is a critical leadership skill. It’s necessary because people are experiencing multiple layers of stress, including the impact of the pandemic. And when people are stressed, research also shows they find it harder to concentrate, take longer to finish tasks, and can compromise their physical and mental health.

How can you lead with empathy? You will be more successful when you not only consider how others might be feeling but when you reach out to them personally. For example, a simple inquiry can go a long way: “I’ve noticed you’ve not been yourself lately, is there anything you would like to talk about or that I can do to help?” You don’t need to be an expert in mental health – just pay attention and take your cues from your team members on how best to respond.

Creating opportunities for people to feel heard and understood makes a tremendous difference. But of course, strong leadership requires action too, and how this plays out will depend on the circumstances. At SAP, we believe a healthy business starts with healthy people. We promote a caring culture where our employees can stay healthy and balanced in a highly competitive environment. SAP’s are integral to our investment in our people.

Guido Schlief is senior vice president andĚýhead ofĚýServicesĚýforĚýMiddle & Eastern Europe at SAP.Ěý

A by University College London and published in the European Journal of Social Psychology revealed that, on average, it takes more than two months before a new behavior becomes automatic. That’s 66 days, to be precise. And this can vary wildly depending on the individual; anything between 18 and 254 days, in fact. Two hundred and fifty-four days is over eight months. That’s the best part of a year for some of us to embrace something new!

Hang On to Your Hats!

We have all experienced enormous disruption over the past few months. We continue to face challenges as we return to our offices perhaps and try to keep pace with fluctuating markets and rising customer and stakeholder expectations.

It’s understandable, therefore, that many of us find comfort in our daily rituals. We know what we’re doing because we’ve always done it that way – even if that way might not be efficient any longer.

Change without Pain?

The enormous potential of technology to make the world of work better, improve customer experience, and help reshape business models is apparent. If we don’t seize opportunities, our competitors most certainly will. Yet, while we are all aware of the importance of technology, these investments are some of the biggest changes we will ever make.

With digitalization accelerating across almost every industry, many of our teams are going through unprecedented change. How can we better support them? How do we leverage new systems and solutions without discouraging – or worse, alienating – our most precious resource, our people?

1. Engage Your User Base Early

Inviting users to join at the beginning of a transformation journey will foster a sense of ownership and empowerment. Don’t just ask for their input and ideas – actively encourage them.

Psychologist Rick Hanson, Ph.D. that our brains are biased towards negativity. So, it’s crucial to explain why you’re planning the change. If people don’t feel fully informed, they may jump to the wrong conclusions and fear the technology will ultimately replace their jobs.

2. Rally a Team of Change Champions

You can’t fly the flag alone, so identify potential super users who can become your change champions. Their first role is to help spread the word! As well as educating the broader user base on the benefits, they can ease the burden on the IT team post-implementation.

It’s vital that users know who to contact should they run into any difficulties with the technology, especially over the crucial early days and weeks. Your change champions can be on hand to support and escalate issues to the IT team as necessary.

The last thing you need is for frustration to creep in and people to give up and return to their old ways when you’ve barely started.

3. Fix a Training Plan

Training is a crucial part of the change jigsaw, and one size does not fit all. Everyone has different learning styles, so consider your audience and offer a variety of training methods.

Some may prefer classroom-style presentations and Q&A sessions, while others opt for step-by-step manuals and how-to videos. Your change champions can contribute. Consider training a highly valuable investment, as you can reuse training materials for onboarding new employees.

One last point: be considerate about the timing of training and the launch date of the new technology. Month-end and financial year-end, for example, are probably best avoided.

4. Enlist Your Leadership Team to Support the Change

There’s a significant cultural piece here too, which starts at the very top of an organization. Your leadership team can play a hugely influential role in the introduction of any new technology. They can help generate a sense of anticipation by sharing the road map with employees.

However, it is also vital that your senior people consider the human perspective at all times. For example, technology could release employees from tedious, low-level tasks and give them more time to focus on activities that make the most of their talents.

5. Inject Some Fun!

Generate a sense of occasion; show what you are doing matters and that everyone is behind it. Consider a pre-launch countdown party or sending flyers and inexpensive novelty items to remote workers.

That’s a Wrap

Here’s a final bonus tip: most long-established companies have accumulated a collection of different technologies over the years. When a new technology is introduced, it can lead to confusion over how it might influence existing infrastructure.

For example, if your organization has many collaboration and communication tools, your people might be confused about which one to use when. So, be clear on what your new technology is replacing and how it fits with other systems and tools.

Guido Schlief is senior vice president and head of Services for Middle and Eastern Europe at SAP.