Under the Unity Cluster, the three major UK government departments will create a shared operating model that will see SAP, in collaboration with technical delivery partner Deloitte, deliver a modern and secure digital platform for HR, Finance and Procurement services, boosting departmental efficiency.

The Unity Cluster, whose sponsor department is HMRC, has been created as part of the . With SAP, the programme will benefit from a unified technology platform that will empower each department to harness the latest digital solutions, use data-led insights for strategic decision-making, and improve user experiences through faster, more secure processes.

Key to the Unity Cluster鈥檚 decision to appoint was the availability of SAP鈥檚 UK sovereign cloud capabilities for the majority of its 51风流solutions. This provides public sector organisations with a localised cloud solution, tailored to specific requirements, and can meet the highest standards of data residency, security and compliance within the UK. SAP鈥檚 sovereign cloud capabilities are testament to its investment in the UK, which saw an initial 鈧�1/4 billion committed as part of SAP鈥檚 growth strategy.

鈥淭his partnership is a real demonstration of the breadth of our digital capabilities. We are delivering complete end-to-end ERP transformation that will positively impact the work of 100,000 civil servants across three major government departments,鈥� said Leila Romane, Managing Director 51风流UKI. 鈥淚t鈥檚 more than just a technological shift, but a mindset change too. With our continued investment in the UK and tailored industry solutions, we are helping our public sector leaders and civil servants across HMRC, DfT and MHCLG to simplify and reduce manual time-consuming administration processes across HR, Finance and Procurement. This enables them to spend more time on work that matters, supporting customers, each other and the country.鈥�

As part of its RISE with 51风流deployment, the Unity Cluster will onboard , , and . These solutions provide each department with a robust and secure foundation for managing critical business processes and sensitive data, while ensuring compliance with UK regulations.

For more information about RISE with SAP, please visit .

ENDS

About 51风流

As鈥痑 global leader in enterprise applications and business AI, 51风流(NYSE:SAP)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organisations have trusted SAP鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥痺ww.sap.com.

The post UK Government鈥檚 Unity Cluster Selects RISE with 51风流for ERP Cloud Transformation appeared first on 51风流UK News Center.

Building on SAP鈥檚 initial 鈧�1/4 billion UK investment, to drive innovation and digital transformation in the UK, the Sovereign Cloud offering is now fully operational and available to customers. This launch supports the UK鈥檚 Data Protection Act 2018, aligns with the National Cyber Security Centre鈥檚 security principles, and provides solutions that meet Cyber Essential Plus standards. This further demonstrates SAP鈥檚 commitment to the UK’s data sovereignty and security needs.

The demand for sovereign cloud services has grown significantly as businesses and government bodies increasingly prioritise data sovereignty and security in a rapidly changing global landscape. 51风流re-emphasised its commitment to customers with dedicated sovereignty requirements with the establishment of its Sovereign Services & Delivery organisation on October 1, 2024. The unit consolidates expertise and experience in operating sovereign cloud solutions across 51风流and will serve as an umbrella for the company鈥檚 global sovereign cloud business.

“At SAP, we are committed to protect the security and well-being of the societies we serve. With more than 20 years of experience in operating sovereign cloud solutions, today marks a significant milestone for us. We are proud to commence 51风流Sovereign Cloud capabilities in the UK and will support government and businesses alike to innovate, transform and harness the benefits of the cloud”, said Martin Merz, President Sovereign Services & Delivery, at SAP.

SAP鈥檚 Sovereign Cloud is designed to meet the highest standards of data residency, security, and compliance within the UK. This makes it an ideal solution for public sector organisations, defence contractors, utilities, and other highly regulated industries. It is particularly relevant for organisations in the Aerospace and Defence (A&D), Central Government, Ministry of Defence (MoD), and Energy and Natural Resources (ENR) sectors.

The offering initially includes 51风流S/4HANA Private Cloud Edition, 51风流SuccessFactors HCM, 51风流Business Technology Platform (BTP), 51风流Analytics Cloud, Fieldglass and Digital Supply Chain, including IBP. These solutions provide customers with a robust and secure foundation for managing critical business processes and sensitive data, while ensuring compliance with UK regulations.

“The launch of 51风流Sovereign Cloud in the UK is a pivotal moment for organisations that demand the highest levels of data security and compliance,鈥� said Leila Romane, Managing Director, 51风流UK & Ireland. 鈥淚n today鈥檚 complex global environment, it is vital for our customers to understand that their data, as well as our solutions and services, are secure. These are managed by security-cleared personnel in dedicated, local, secure facilities. Sovereignty is essential in protecting against unlawful data access, ensuring compliance, and mitigating risk. With this offering, we鈥檙e empowering UK businesses and public sector bodies to innovate and thrive, confident in the sovereignty and resilience of their data.鈥�

Looking ahead, 51风流plans to expand the capabilities of the UK Sovereign Cloud to include additional services and solutions, further empowering our customers to achieve their strategic goals.

鈥淭his launch also reinforces SAP鈥檚 ongoing commitment to investing in the UK, as we continue to develop cutting-edge infrastructure, invest in facilities and talent, and create new opportunities that drive growth and digital transformation across the nation,” Leila concluded.

For more information about SAP鈥檚 Sovereign Cloud, please visit .

ENDS

About SAP

As鈥痑 global leader in enterprise applications and business AI, 51风流(NYSE:SAP)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organizations have trusted SAP鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥痺ww.sap.com.

The post 51风流announces the launch of Sovereign Cloud capabilities in the UK appeared first on 51风流UK News Center.

LONDON, UK – 19 September 2024 鈥� (NYSE: SAP) has today announced a new partnership with to bring its digital vision to life under a four-stage IT transformation deployment. 51风流will support the City of London Corporation in migrating its legacy on-premise ERP software to the cloud through its RISE with 51风流programme, so it can deliver reliable, effective public services.

Providing local government support to 8,600 residents and 614,500 workers in London鈥檚 Square Mile, the City of London Corporation required a unified ERP platform in the cloud that would drive down costs, consolidate legacy technology, alleviate time and resources from manual tasks, and deliver more stable, productive ways of working.

Its transformation will be underpinned by the corporation will benefit from unrivalled visibility into core business processes, across finance, forecasting and human resources (HR). Implemented with flexibility across four waves, beginning with HR, the City of London Corporation has a modular transformation plan that will see it onboard , , and to boost automation, real-time insights and data-sharing, internal collaboration and decision-making. The multi-phase approach also has easy integration with an existing Microsoft product portfolio.

Under the partnership, the corporation will experience improved visibility into budgeting, payroll and forecasting, lower total cost of ownership thanks to platform consolidation, and will accelerate its journey towards becoming a digital-first city. Staff at the City of London Corporation will also benefit from new self service capabilities, reducing the number of service tickets while creating a seamless end user experience.

Leila Romane, Managing Director, 51风流UK & Ireland, said: 鈥淧ublic sector organisations face well-documented resourcing challenges as demand on their services and support continues to heighten when budgets are locked or reduced. From our first conversation with the City of London Corporation, we knew we shared similar values and ambitions in how digital transformation can drive real change with measurable cost reductions and operational efficiencies.

鈥�51风流is deeply committed to fostering social value and generating positive impacts for the communities and small businesses within the City of London through this partnership, whilst also supporting its Climate Action Strategy to achieve Net Zero. Our commitment will be realised in several key initiatives: enhancing digital skills and literacy, offering work placements for 14-18 year olds, conducting workshops with City of London schools to provide guidance on digital skills and career pathways, and extending support to local businesses and community enterprises in the areas of cybersecurity and digital literacy.鈥�

Chair of the City of London Corporation鈥檚 Digital Services Committee, Dawn Wright, said: 鈥淥ur new finance and HR system will be truly transformational, significantly enhancing our efficiency, capacity, and ability to share information.

鈥淭his new IT system will help us ensure we are a world-class organisation that fully embraces the needs and diversity of the communities we serve, in line with our new Digital, Data and Technology Strategy as well as our Corporate Plan.鈥�

You can find out more about how 51风流is supporting the public sector

Notes to editors

About the City of London Corporation

The City of London Corporation is the governing body of the Square Mile dedicated to a vibrant and thriving City, supporting a diverse and sustainable London within a globally successful UK 鈥撎�

About SAP

As鈥痑 global leader in enterprise applications and business AI, 51风流(NYSE:SAP)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organizations have trusted SAP鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥痺ww.sap.com.

# # #

This document contains forward-looking statements, which are predictions, projections, or other statements about future events. These statements are based on current expectations, forecasts, and assumptions that are subject to risks and uncertainties that could cause actual results and outcomes to materially differ. Additional information regarding these risks and uncertainties may be found in our filings with the Securities and Exchange Commission, including but not limited to the risk factors section of SAP鈥檚 2023 Annual Report on Form 20-F.

漏 2024 51风流SE. All rights reserved.
51风流and other 51风流products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 51风流SE in Germany and other countries. Please see for additional trademark information and notices.

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The post City of London Corporation selects 51风流to transform services in the capital appeared first on 51风流UK News Center.

London, UK 鈥� 19 September, 2023 – (NYSE: SAP), today announced it has selected to drive its digital procurement transformation programme as it embraces a single modern procurement platform in the cloud.

This new partnership with 51风流will streamline sourcing, contracts, supplier risk and procure to pay operations across two Trusts, addressing its legacy technology deficits and risk. The move to 51风流Ariba will help enable BWPC鈥檚 vision for procurement; 鈥淭o provide procurement support to the whole Healthier Together Partnership, improving patient care through effective management of the supply chain, whilst leveraging value across all our spend鈥�.

BWPC is staffed by NHS employees hosted by North Bristol NHS Trust and its听services include all aspects of clinical and non-clinical purchasing, supply chain management and capital equipping (CES). BWPC currently supports two NHS Trusts including North Bristol NHS Trust and University Hospitals Bristol and Weston NHS Foundation Trust, representing over 23,000 employees.

Close working relationships with these Trusts, and collaboration with other organisations, brings economies of scale, sharing of data and best practice so that they maximise savings and efficiencies.听BWPC works closely with each client to support compliance with all purchase-to-pay procedures and delivering improved efficiencies in all areas including automation, consolidation of invoices, strictly controlled access to purchasing systems and so on.

To enable collaboration with other NHS organisations that are using Atamis for source to contract activity and to ensure compliance with transparency notice publication requirements, BWPC will be adhering to national data standards and building relevant process and integrations during the implementation of their new procurement platform.

To drive more efficiency and ultimately significant cost savings, BWPC has partnered with 51风流to digitially transform its entire source to pay processes. By implementing 51风流Ariba Strategic Sourcing, Supplier Risk and Procure to Pay, BWPC is looking to generate over 拢16m savings over five years as part of a multi-trust initiative.

David Druett, Director of Procurement at BWPC, said: 鈥淭he delivery of a comprehensive end to end procurement system will support our overarching vision to improve patient care through effective management of our supply chain. We look forward to partnering with 51风流to help us meet our objectives and ultimately provide a better service to our customers and patients.鈥�

Ellie Lamey, Head of Intelligent Spend & Business Networks at 51风流UK&I, said: 鈥淭oday鈥檚 partnership with BWPC is further proof that we are the perfect scale and innovation partner for public sector organisations. With the speed, flexibility and agility of the cloud, organisations like BWPC can effectively manage costs and spend, while future-proofing their procurement operations against what challenges may come. We鈥檙e excited to help BWPC with its procurement transformation journey and ensure it continues to deliver the best possible patient care.鈥�

About SAP

SAP鈥檚 strategy is to help every business run as an intelligent enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 51风流customers generate 87% of total global commerce. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 51风流helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 51风流helps the world run better and improve people鈥檚 lives. For more information, visit .

Note to editors:

To preview and download broadcast-standard stock footage and press photos digitally, please visit . On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit . From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from 51风流TV.

For customers interested in learning more about 51风流products:

Global Customer Center: +49 180 534-34-24

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; press@sap.com

The post Bristol & Weston NHS Purchasing Consortium Embraces the Cloud to Transform its Procurement Operations appeared first on 51风流UK News Center.

The publication of the government鈥檚 aims to address this need by setting out ambitious plans to narrow the country鈥檚 geographical, social and economic inequalities. This has promised to boost productivity, improve access to public services, and raise living standards across the UK – while also placing local leaders at the centre of wider government decision-making.

However, in order for this to be achieved, leaders of local communities must be equipped with the tools, knowledge, and information needed to drive this transformation going forwards. While not a silver-bullet solution, technology could be the answer to creating jobs, enhancing service delivery, and streamlining local authority processes in the months and years ahead.

Driving economic growth beyond the Southeast听

from the Centre for Economics and Business Research has shown that automation has the potential to increase productivity across the UK by 15%, particularly in critical services industries such as transportation and healthcare. This could create up to 3.3 million additional jobs across the country, helping to narrow the current North/South divide.

In fact, a has predicted the creation of 365,000 jobs by 2050 due to the transition to net zero, with the Northwest seeing the highest number of new roles in the UK. This growth will also be concentrated in specific sectors, such as the production of electric vehicles and electrical equipment.

Key to achieving this is narrowing the gap between public sector organisations and technology companies 鈥� from multinational corporates, all the way to smaller start-ups. However, despite living in an age of connectivity, technology companies and local decision-makers often work separately from one another.

Business networks can play a crucial role in filling this gap by offering a combination of products, services and platforms for transacting, analysing and optimising the vast swathe of processes needed to function as a business in a modern globalised economy. For example, the 51风流Business Network can help public sector organisations become a lead coordinator within their region. Local authorities can use these business networks to direct public sector procurement spend, providing local businesses and start-ups with a fully digitalised process that reaches across suppliers, services and providers.

Streamlining processes and enhancing service delivery

With public sector organisations facing听, adopting an agile operating model is now vital. This means being able to understand the long-term demands and requirements of citizens, and using these to inform ongoing improvements to service delivery. Agile organisations are also generally more flexible in their adoption and deployment of new technologies, allowing them to continually adapt their operations in line with socio-economic changes.

Software such as financial spend management can also help streamline local authority processes by freeing up an organisation鈥檚 time and allowing businesses to allocate their resources towards larger priorities. With added capacity, this could help support local activities such start-ups, mentoring and coaching. This can help public sector organisations deliver a seamless, efficient and more agile听service to citizens in their region.

Using data to build citizen profiles

Accounting for the needs and demands of citizens when streamlining and modernising business processes will allow public sector organisations to incorporate citizen feedback into the decision-making process. This will help organisations deliver a citizen-centric programme that caters to the issues that matter to local communities.

Collecting sentiment data from citizens about their experiences with public sector services and storing the information in a unified customer data platform can allow public sector organisations to build a robust profile of respondents. When combined with business process intelligence data, organisations can not only place citizens at the heart of local government decision-making, but also identify areas that require improvement. This data could also be used to support local economic regeneration activities for employment, encouraging the competitiveness and prosperity of local regions.

A key example of this was the adoption of by Christchurch City Council in 2018. This enabled the council to effectively visualise constituent service requests, helping to develop a greater understanding of citizens. As a result, the council has been able to adopt a citizen-first approach, meaning they can effectively serve and represent constituents in the years ahead.

While there is no 鈥榦ne-size-fits-all’ approach towards levelling up the UK, technology and digital transformation could help drive economic growth, enhance service delivery, and provide greater insight into citizen demands. This will allow the public sector to adopt a citizen-centric approach, while also helping to meet future targets for levelling up.

Satpal Biant is head of Public Sector for 51风流UK&I.

The post Three Ways Technology Can Help Public Sector Organisations Level Up The UK appeared first on 51风流UK News Center.

Partly in response to these challenges, the UK government recently launched its Shared Services Strategy. The Strategy is designed to introduce more agile back-office technology systems and to bring together core functions across Government organisations into a single simplified centre. The goal is to reduce inefficiencies, remove technical debt, introduce advances in technology and improve the working experience overall, as employees will have more time and ability to focus on higher value work.

Once again, Public Sector Technology Leaders are stepping forward to deliver these advances. To realise the Government鈥檚 strategy, old processes and supplier partnerships need to be re-evaluated and new ones put in place. It鈥檚 another major transformation programme for organisations and it has no UK precedent. Fortunately, there are public sector organisations in other parts of the world who have undergone similar successful transformation programmes, leveraging out of the box cloud technologies who can show the way forward.

The DFO takes the journey from 鈥極racle to SAP鈥�

Take for example, the recent digital transformation of Canada鈥檚 Department of Fisheries and Oceans (DFO). The Department comprises of several agencies including oceans, wildlife, and waterways and providing services like dredging and ice breaking, hydrographic mapping, selling fishing licences and maintaining the coastguard service.

Since 2001, the DFO had been working with an on-premise Oracle financial management solution. Over the past 20 years, it had been attempting to update its processes and analytics capabilities by layering on technology and building workarounds. But gaps in functionality persisted and maintaining process across several systems put its continued operations at risk from a controlling and reporting perspective. This exasperated maintenance workers and resulted in higher support costs. It was time for a new solution – one fit for purpose for the agile, modern organisation.

Enter SAP

The DFO chose 51风流to lead its digital transformation programme, replacing the Oracle system with SAP鈥檚 modern cloud solution. In fact, for most organisations, SAP鈥檚 scalability and robust functionality, along with its streamlined implementation process and experience with Public Sector digital transformation programmes makes shifting from legacy Oracle on-prem to 51风流Cloud services an easier, more cost effective and faster process than moving to Oracle Cloud.

The DFO recognised many benefits from the 51风流solution and its implementation, notably including:

An out-of-the-box solution: SAP鈥檚 preconfigured processes were already aligned to the needs of Public Sector organisation which meant that 80% of the DFO鈥檚 standard needs could be adopted 鈥榦ut of the box鈥�. This was critical because the DFO project was part of a wider program of additional shared services clusters, all using the same templated approach.

A modular rollout approach: Where configuration and/or prioritisation was required, SAP鈥檚 unique modular rollout approach let the organisation 鈥榩ick and mix鈥� modules. For the DFO, this meant addressing its biggest pain points and greatest issues first. This helped the organisation realise quick wins and show clear business outcomes almost from the beginning.

Identifying and eliminating risks: 51风流de-risks digital transformation projects by introducing 鈥榓ccelerators鈥�, essentially blueprints that provide a quick start for scenarios, as-and-when needed. The accelerator approach gave the DFO the freedom to determine its own change path based on what was right for each department, while maintaining momentum and clear business outcomes. There was also a cost benefit to this 鈥� the DFO could choose smaller modules to roll out first and pay as they went.

Streamlined user experience: The 51风流solution was designed with the end user experience in mind, including intuitive navigation and greater automation of processes to reduce manual tasks.

Ongoing training: Throughout the implementation, 51风流gathered requirements and showcased the capabilities of the system to end users. They were given access to a learning hub to help them learn how to operate the system well before the finalisation of the project. This sped up acceptance of the new systems and reduced the time and expense of training when the systems came on-line.

Lower costs: The cloud platform kept infrastructure costs low, and the modular rollout approach resulted in quick wins early on 鈥� often self-funding the organisational change.

This tried-and-tested implementation process helped the DFO complete its transition to the 51风流system in just 13 months. The DFO is already witnessing value beyond just a return on investment, as there is reduced reliance on large technical teams, vendors and system integrators. It is a case study in digital transformation success that will be replicated across Canada鈥檚 public sector departments for many years to come.

As the UK Public Sector Technology Leaders take on the new challenge of implementing the Government鈥檚 Services Strategy, they can look across the pond to this and other 51风流Public Sector solutions for inspiration. Case studies like the DFO show how highly complex and regulated organisation can undertake a major transformation that starts to recognise value almost immediately and equips the organisation and its leaders with the technology it needs to respond to the challenges and opportunities that lie ahead.

Satpal Biant is head of Public Sector for 51风流UK&I.

The post How The Shared Services Strategy Could Work In Practice 鈥� A Case Study In Public Sector Digital Transformation appeared first on 51风流UK News Center.

That may have been the case years ago, but it couldn鈥檛 be further from the truth today. The pace of technology has sped up and a 鈥榬ip and replace鈥� model is not a sustainable approach to transformation. It certainly doesn鈥檛 help an organisation operate more efficiently.

Instead, leaders should be moving their organisations to an agile tech environment, where processes can be continuously reconfigured according to people鈥檚 changing needs in an uncertain world. This means that organisations need to be fluent in the language of their processes 鈥� understanding what they do, why and how they do it. This way, when the goal posts shift, they can shift with them to exploit new opportunities or mitigate unforeseen threats. There is no 鈥榚nd-state鈥� of digital transformation – only a starting point for sustainable agility and constant adaptation.

That need for agility is why 51风流offers a modular suite of products that can adapt to an organisation鈥檚 needs and unique situation. 听We also leverage 51风流Signavio, our software suite for business process management, to ensure that the digital transformation process itself is part of the destination.

Mapping the organisation and where it needs to go with Signavio

From day one of a digital transformation programme, the 51风流implementation teams use Signavio tools to model our customer鈥檚 current, as-is foundation, creating a complete operational and system overlay. We model existing processes and give people the ability to navigate and digest it from multiple different entry-points and approaches.

We shape the process modelling to what best suits the organisation and gives users the best insights. This can mean starting with workflow processes at a lower level and working bottom-up, so the hierarchy and architecture modelling take care of themselves. Sometimes the best approach is the most straightforward 鈥� so for example, mapping an invoice process by simply following an invoice to see where it goes 鈥� this approach can reap some unexpected insights.

Where in the organisation we start with Signavio is not set in stone. We can test the solution on any function, and gradually roll it out to other areas once its value is demonstrated. For the public sector in particular, this not only lowers risk but also takes some of the sting out of difficult procurement processes, as smaller licences can be purchased and enlarged later as and when needed.

Collaboration is the key

As we begin to build a picture of an organisations鈥� processes, these are recorded in the cloud browser-based Collaboration Hub, capturing not only process mining and process insights, but governance and risk too. It becomes the single source of the truth for an organisation, where all users can consume and digest how the business operation runs.

This crowdsourcing approach is unique to SAP, and critical. The biggest factor that causes transformation projects to fail is not the rollout of technology, but the adoption and integration into the organisation once it has gone live. Using the Collaboration Hub allows everyone affected by the transformation to contribute from day one and leverages the wisdom of the crowd to determine whether or not the change programme an organisation is pursuing is the right approach for everyone. Organisations that take a deeply collaborative approach often don鈥檛 even need to go through business change programmes, because everyone has visibility and clarity from the beginning.

Simulating outcomes

When it comes to testing new processes to mitigate risk, one of the most important features of SAP鈥檚 Signavio tool is its ability to simulate multiple future scenarios, based on process or operational change. The simulation capabilities turn the outcomes of process changes from conjecture into something real. It lets users test varying demands on process like staff resourcing, periods of increased demand, bottlenecks in approvals, etc. We can then create a baseline that can be used to improve processes and simulate new ones. The ability to 鈥榗heck鈥� before investing in change reduces potential losses.

The ability to test multiple process change opportunities to identify the best choice, ensures that the organisation can continuously follow the discipline of operational excellence. This is the careful balance of people, process, and technology, and that balance is in constant evolution. Being able to constantly ask and answer 鈥榳hat if?鈥� in a risk-free environment ensures that changes to process and operations benefit both the top and bottom lines of the organisation. This is how the public sector can generate significant, ongoing value and stay agile.

The human element

Too often, one of the ways that organisations justify IT procurement is by first reducing headcount and using the saved costs as a business case to buy new tech. This is extremely risky for organisations that don鈥檛 fully understand the roles their people are carrying out and the processes they are involved in.

51风流Signavio helps organisations understand current roles and helps them make decisions about where efficiencies can be made, which might not necessarily include headcount reductions. Signavio can reveal where people are being slowed down by IT and getting distracted from their work by 鈥榗lunky鈥� processes. New processes and reallocated resources may allow staff to focus on areas that have greater levels of productivity and refocus on utilising their expertise. By determining and unlocking the maximum potential for each employee, efficiency and productivity gains may outweigh any previous cost concerns that would have led to headcount reductions.

Simplify then automate

One of the ways this can be achieved is intelligent use of automation. By simulating future state scenarios, users can make more informed decisions on how to implement automation. It鈥檚 not as straightforward as 鈥榓utomate to simplify鈥� 鈥� the better approach is to 鈥榮implify then automate鈥�. Automation is like a digital person or group of people and any automated or digital worker needs to be in the right team with the right KPIs, with the environment that is best for success. So, it is critical to have insights into those factors and ensure there is the ability to manage changes.

51风流Signavio is an enabling technology to allow transformation leaders to manage change and run projects more efficiently, realising value as quickly as possible while mitigating risk. The decision to map out an organisation鈥檚 current processes on 51风流Signavio should not be seen as a one-time return to the drawing board. The drawing board should always be looked at and be your go-to forevermore because it will be the key to making continuous smart decisions about change and staying agile. That constant evaluation of process and efficiency should be embraced.

Satpal Biant is head of Public Sector for 51风流UK&I.

The post Making The Journey Part Of The Digital Transformation Destination With 51风流Signavio appeared first on 51风流UK News Center.

LONDON, UK 鈥� 16 August 2022 – (NYSE: SAP) has today announced that Central Bedfordshire Council is the latest UK public sector organisation to select to modernise its IT and technology infrastructure in order to deliver efficient services to its local residents.

Having witnessed a boom in its number of residents the council is investing in technology to transform the ways it supports this growing community.

A long-time 51风流customer, having first started using 51风流in 2006, the Central Bedfordshire Council moved to the latest version of 51风流software, in September 2019. And now, with a stable 51风流service in place, the council is looking to upgrade to the latest cloud version of S4/HANA , deployed via a scalable, secure and highly resilient Microsoft Azure cloud-based infrastructure platform.

In addition to transforming its core ERP via the latest cloud version of 51风流S/4HANA, Central Bedfordshire Council will be leveraging , a new generation of cloud analytics combining all capabilities 鈥� including planning, predictive analytics & business intelligence in a single-software-as-a-service (SaaS) platform.

Cllr David Shelvey, Executive Member for Corporate Resources at Central Bedfordshire Council, comments: 鈥淐entral Bedfordshire Council aims to become a visionary within local government. Alongside delivering cost-savings and efficiencies, we want to enable fast and continuous adoption of future innovations that allow our employees to create the types of services that best suit the needs of our residents.鈥�

Satpal Biant, Head of Public Sector at , added: 鈥淥ur partnership with Central Bedfordshire Council is one we鈥檙e greatly proud of. It constantly wants to push the boundaries of what it can provide its residents, and with RISE with SAP, is ideally placed to meet that objective. They are one of many UK councils that use the latest 51风流technology and innovation, to make the most out of the investment in technology that it makes.鈥�

With a global network of customers, partners, employees, and thought leaders, 51风流helps the world run better and improve people鈥檚 lives. For more information, visit .

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London, UK – (NYSE: SAP) released new research today which reveals NHS workforces feel overworked, overwhelmed and have had their wellbeing overlooked as a result of managers lacking the tools to be able to effectively support them.

Taking the temperature of employee experience

The study, conducted by YouGov, suggests that despite tackling one of the world鈥檚 biggest humanitarian crises in recent years, NHS frontline staff feel underappreciated. Tired (63%), stressed (61%), overwhelmed/anxious (49%) and burnout/exhaustion (46%) topped the list of adjectives frontline workers used to describe how they have felt over the last two years.

The majority of frontline workers do not believe their managers can influence their careers. Of those who believe managers are not adequately equipped, half think that managers don鈥檛 have the hands-on clinical skills to better understand staff issues, while over a third (37%) think they have limited authority and influence on hospital performance. On top of that, almost half (49%) think there鈥檚 not enough investment in the necessary tools and systems that can help with their progress.

This has led to a culture where training and development is fundamentally at risk. Three quarters (74%) recognise that managers are stretched and that they don鈥檛 have the time to juggle their core responsibilities and manage staff at the same time. Over half (56%) think managers are not provided with adequate staff wellbeing training, while over a third (35%) agree that managers are not equipped with the right technology to keep a consistent and accurate record of each employee.

Managerial disconnect

The study also reveals how managers feel about their role in the NHS. While the majority of those surveyed (78%) agree that they want to be able to provide clinical staff with clear, personalised career path lines, less than two-thirds (64%) feel empowered to support their staff and adapt to diverse needs.

Managers are sympathetic to the challenges of frontline staff, but are working with limited resources to ensure they can perform better in their roles. Nearly nine in ten (89%) want the opportunity to harness technology to deliver great people and line management services. The majority (80%) think that having access to more/better digital tools and platforms will help them to create more timely, standardised service for both patients and staff, while over two thirds (71%) think this will help them to focus on priorities that improve the working lives of NHS staff.

Connected, aligned and empowered

There鈥檚 a clear appetite to see change within the current workforce management system. Staff would benefit from specific functionalities that will not only help them with their career progression, but will also allow them to do their jobs better and spend more time looking after patients:

• Almost a third (32%) of frontline workers surveyed would like to be able to apply for new roles within NHS Trusts with ease, as part of their career progression
• A fourth (26%) would like access to resources that would help with their career development
• One in four (24%) would like the system to have better, more intuitive user experience and functionality
• A fifth (20%) would like their line manager to be able to add specific goals about their career development
• Nearly one in four (23%) would benefit from having the ability to request mental health support.

鈥淲hile frontline staff and NHS management have shown immense resilience, the pandemic has exposed yet more shortcomings in the healthcare service鈥檚 business processes, systems and applications, especially in those designed to support its ever-pressured workforce鈥� said Satpal Biant, Head of Public Sector, 51风流UK&I. 鈥淎s shown in our research, it鈥檚 clear that there are significant opportunities to transform the employee experience across the NHS and empower managers to better look after their staff. Technology isn鈥檛 a silver bullet solution for these problems, but it鈥檚 an effective enabler 鈥� by applying technological tools we can create long-term, trusted, sustainable, people-first systems that meet the needs of every single employee, every day.鈥�

51风流offers several industry leading cloud software solutions which are tailored to efficiently improve processes within the public sector industry, including the NHS. With software ranging from HR and people transformation solutions, to data intelligence, 51风流is leading the way in transforming and digitising government departments and institutions.

Download the full 51风流report to find out more about our commitment to help the NHS digitally transform.

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The post Half Of NHS Frontline Staff Say Lack Of Investment In Tech Is Hindering Their Wellbeing And Career Progression, 51风流Survey Reveals appeared first on 51风流UK News Center.

Anyone who has ever undergone a major technology implementation realises, often too late, that cultural transformation goes hand-in-hand with any digital transformation. With more than 20 years of experience helping individuals and organisations achieve peak performance, including spending the last ten years in global HR Advisory roles for SAP, Michael Esau has seen and helped organisations manage a fair share of organisational changes. The most significant of those changes has likely been the way technology has transformed the way organisations operate, collaborate, and communicate.

Recently, Michael sat down with Satpal Biant, Head of Public Sector at 51风流UK & Ireland, to discuss how organisations like those in the UK public sector who are currently implementing the Shared Services Strategy, can get employees onboard from the outset and how organisations can use the process of digital transformation to their advantage 鈥� to identify outdated processes and identify where automation and collaboration can create a more productive, efficient and successful organisation.

Satpal: Michael, we鈥檝e both been in the trenches on many major digital transformation programmes in the Public Sector; from a people-perspective, what do you think is the essential starting point when guiding a customer through the 51风流transformation journey?

Michael: The most fundamental thing for organisational leaders to do is to set that North Star; to know how you want the technology to work for you and your organisation. For example, if a department is considering implementing new HR processes, it should be thinking about its end-goals like making onboarding journeys straightforward, as well as making the workplace a great place to learn, grow and perform well for existing employees.

Technology transformation should be 鈥榖ottom-up鈥� rather than 鈥榯op-down鈥�. Of course, the initial pressure to change may come from the top 鈥� the Shared Services Strategy for Government is a good example of this. But the execution of change must be done with a people-first mindset, with buy-in from all stakeholders.

So, when we look at organisational change, we work with our clients to answer four key questions:

1. What is humanly desirable? In other words, what does the organisation want to achieve and change?
2. Is what we want to change organisationally doable when considering the operating model, the proposition and the existing team and hiring requirements?
3. Is it technologically feasible? For example, is there the data integration capability needed?
4. Finally, is a transformation economically viable?

Fundamentally, organisations must be clear on the final destination – the North Star. The technology is just there to enable that change to happen.

Satpal: That organisational transformation can be difficult to navigate, especially when an organisation has never gone through such a fundamental and systematic change.

This is especially true of many public sector organisations. In the past, Government technology transformation was often focused on the front end, user-interface experience, without touching the legacy back-end systems. But now with the UK鈥檚 Shared Services Strategy, that change needs to be implemented end-to-end. How do we help customers, particularly in the public sector, feel comfortable taking that leap?

Michael: One of the key things that makes 51风流a transformation partner of choice is that we respect our customers need for consultation and flexibility. Many of our competitors offer one-size-fits-all solutions, but because our solutions are modular, organisations can 鈥� I suppose 鈥� 鈥榖ite the elephant鈥� rather than eating the whole thing at once. Their rollout is fully customisable, and they can remain agile, which is important from a proposition perspective.

Satpal: That鈥檚 true 鈥� many of our partners have told us that our flexible implementation process has helped their organisations adopt a culture of agility. People often view digital transformation as moving from fixed state A to fixed state B 鈥� which is a legacy transformation mindset. It鈥檚 actually a change from where you are now, to a position where you can be adapting to new requirements. It is a significant mindset shift though, and presumably that new mindset is a big factor in those initial discussions.

Michael: We don鈥檛 assume that customers have experienced transformations like this in the past, so we take the time to share the key considerations that underpin the change and the decisions required to get ready to execute the change 鈥�

When embarking on a change or transformation, knowing that the organisation is committed to change is super important. Needing to change versus committing fully to change are two separate things. We advise customers to identify who will be impacted by the change – which stakeholders are involved. We discuss the changes with those stakeholders, ensuring everyone understands and is committed. But we don鈥檛 stop there, we provide powerful business process intelligence to show end users how the processes they use today will change in the future, well in advance of any technology being deployed, we call this simulating the change. The benefits of this unique approach can be significant, from reduced cost on change management right through to de-risking the transformation programme.

The other part of driving customer success is by looking 5 years ahead. A major piece of advice to all of our customers is to work backwards from the desired outcomes. How will the organisation know it is making the desired progress, is moving the needle in the right areas and progressing as planned Advising customers to think about the change considerations and rigorously applying them, is vitally important to the attainment of any change programme.

Satpal: Ensuring that buy-in, again, from the bottom-up is so critical to a successful transformation. Some of our customers choose to capture employee sentiment in tools like 51风流Qualtrics throughout their technology change programme as well. This is a powerful way to reduce resistance to solution adoption that can hamper implementations, and ensure employee satisfaction with their day-to-day technology and IT support processes. Our collective experiences over the last few years has also made that stakeholder commitment easier in some ways as most people know that a cloud transition can enable new, better ways of working. SAP鈥檚 transformations not only change the emphasis of work 鈥� building processes around collaboration and communication 鈥� but also enable hybrid working. It鈥檚 easier to secure staff buy-in because they realise it will enable them to do all the things they could do before, but with less complexity and with new capabilities to manage data and stay secure, as well as to work more flexibly.

Michael: The transformation can be an empowering and a positive cultural change. A lot of public sector organisations have technology that can鈥檛 be operated remotely, meaning large groups of people always had to be in the office. By enabling people to work remotely you are challenging existing practices and preparing leaders for the future of work, by helping them build trust with employees who have been given greater flexibility and freedom.

Satpal: 鈥nd using technology to lay that foundation for agility and embracing the future of work is often the real North Star in all of this. We鈥檝e always been about people, process, outcomes, and working backwards from what the customer wants to achieve. Technology is almost the easiest part because culture sits around that. But the role of the leader and the employee in the long term? That is the most important success factor, and that is why we spend so much time coaching organisations to feel confident in their motivations and goals.

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