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May 10, 2017

Digital Disruption & SAP S/4HANA: Journey so far and the way ahead

 

As I write, this is no more a buzz and we are standing at the dawn of the digital disruption. The impact of the digital technologies can be seen around in our personal lives too. How we communicate, engage and interact with one another. Convergence of technologies like social media, mobility, analytics, cloud computing, business networks and embedded devices are leading the way.

This is not the first time there is disruption, Right from, the Industrial economy to information economy changes in 1940-1980, in 1980 onwards we saw, satellite systems for different business functions like, order management, inventory management, manufacturing, finance started integrating and gave rise to evolution of ERP suites, after 2000 industry started sighting changes in the business models because of the rapid expansion of the internet. And when now things have become digital, there exists opportunities to design and integrate these digital assets, which were earlier not designed to work together and produce business benefits. Technological innovations further paving the way for digitalization and leading to an era of digital transformation and, is now poised to create a spectrum of the opportunities to create new business models. But unlike previous disruption, this time it is rapid and demands the response from the organizations also similar in nature, to remain in the game.

Envisaging the fact of upcoming tsunami of digital, SAP Introduced SAP S/4HANA Finance in 2014 and a completely new enterprise suite SAP S/4HANA Enterprise Management with a digital core in Nov 2015, in order to create a digitalization friendly platform. SAP's roadmap for the ECC suggests that support to ECC will cease to exist in 2025 and no significant changes expected in future ehps. Since the launch of S/4HANA, about 4200+  customers either adopted or in the process of adopting S/4HANA against the estimate of 50000+ by 2025. Out of the 4200 a good number is of the customers who are first time implementing SAP, thus the number of customers who actually embraced S/4HANA away from ECC is less. It is to be noted, many organizations were still transforming or had completed their transformation with SAP ECC and other peripheral SAP applications in recent times only.

But reasons for the initial slow adoption of SAP S/4HANA could be many - why to adopt, how to get there, availability of skill, product maturity, Business case, budget... and many more questions are there in client's mind. Research suggests that when it comes to innovation adoption, there can be four categories of the companies. Market Leaders, who actively go for the change and prefer to drive it. They look technology as enabler in the disruption. They accept failure as part of the process and move on. Fast followers react based on the success of the market leaders and the result of their experiments. But contrary to the market leaders, they do not want to fail and apply lessons learned from the market leaders to their roadmaps. Cautious adopters, as name suggests, take more measured approach spend time in studying and instead of transformational, they adopt approach of incremental innovations. Laggards procrastinate the adoption and wait for the trends to move beyond. They constitute 50% of the marketplace. Whereas fist three category constitute 5, 15 & 30% respectively. SAP S/4HANA adoption may also fit in the theory. In my experience too, clients who were not showing any interest in S4HANA last year, are now serious to discover and explore it for a business case.

Another dimension, do majority of the companies aware of, why they need SAP S/4HANA? or it is just that date of year of '2025' which is making them to go for it. Clients are exploring and also getting education about the various transition paths to S/4HANA, difference of features between ECC and S/4HANA, timelines and cost of implementation/conversion. They are looking S/4HANA as an upgrade from ECC, however current situation demands different approach. I think, if companies do the same things after adopting S4HANA, which they were doing with ECC, that is not transformation. Merely replacing ECC by S/4HANA will not add as much business value and unleash the benefits of the digital core.  The current trends suggest, with digital transformation, companies have to get into the transformation mindset and have to create new business models along with the new products and services. Companies have to align with innovation scope, explore options in design thinking workshops and come out with a roadmap for a digital journey. Here SIs, SAP with S4HANA will help companies to reinvent their business models.

 

It is widely established that, we are well in the disruption and the norm is, disrupt or will be disrupted. There is no denial that ERP is the DNA for every company and thus adoption to S/4HANA becomes crucial for every organization. Studies shows that average age of the companies have decreased. Companies have to reinvent themselves to stay in the business. What is going well now may not work in future. The definition of "end" is going to change when we talk about end to end. Companies have to look SAP S/4HANA as a platform to start their digital transformation journey and have to focus on B2B2C instead of B2C.

SAPPHIRENOW 2017, Orlando is just around the corner now, and is the opportunity for the companies to visit our booth #700 to get more insights on how Infosys can help them in their digital transformation journey using S/4HANA. Infosys has S/4HANA Adoption service offerings and tool set to help client adopt S/4HANA either by S/4HANA Conversion of their ECC systems, Consolidating ECCs using Landscape Transformation and adopting S/4HANA or whether to go for Hybrid or Greenfield implementation. Come to Infosys booth, and we can showcase, how our clients have adopted S/4HANA in different ways and how we can help you with our automated S/4HANA Assist tool to perform S/4HANA Assessment.


Continue reading " Digital Disruption & SAP S/4HANA: Journey so far and the way ahead " »

July 27, 2015

Building A HCM Roadmap for Existing SAP HCM Customers Part 3 (Final)

Example of a Roadmap for an existing SAP HCM On-premise customer

Current Customer Background

XYZ divides its services into three service portfolios; Infrastructure, Applications, and Business Process Outsourcing. Infrastructure services includes maintaining the operation of part or all of a client's computer and communications infrastructure, such as networks, mainframes, "midrange" and Web servers, desktops and Laptops, and printers. Applications services involves the developing, integrating, and/or maintaining of applications software for clients. Business process outsourcing includes performing a business function for a client, like payroll, call centers, insurance claims processing, and so forth.

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July 20, 2015

Building A HCM Roadmap for Existing SAP HCM Customers Part 2

In order for HR to truly deliver on the promise of being "business partners," it needs to tell the story of business scenarios that are predicted to happen in the future, across all levels of the organization, which they do not already know about, and then provide recommendations on how to fix or exploit those scenarios.

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January 28, 2015

Use of Iterative Methods and Testing Strategy as key differentiator for Project Execution

Use of Iterative Methods and Testing Strategy as key differentiator for Project Execution

For SAP Consultants, testing is one of the phase in overall implementation, change management or support projects. Testing can play a very vital role to make first time right impression on the client.

Various models in Testing are :

1.       Waterfall Model à  It goes sequential

2.       RAD (Rapid Application Development) Model  à  To deliver project in short span and create testing strategy related to overall delivery schedule.

3.       Iterative Model  à Where development and testing goes hands in hand and multiple iterations are made.

4.       Agile and Scrum à Extension of iterative model where overall Project is broken into multiple individual areas and multiple integration areas and overall delivery plan is made. 

 

 

We say we are following ASAP methodology for delivering a SAP Project which has

1.       Requirement Gathering

2.       Blueprinting

3.       Realization

4.       Cutover Activities

5.       Go Live and initial support

Here we are following Waterfall or Sequential model for overall testing strategy where bulk of our testing goes in realization phase.

 

Instead of this if we use Agile and Scrum methodology then we can break each phase in ASAP methodology into an Iterative Method and Testing Cycle and can do multiple iterations to come out with final Results.

For Example :

Requirement Gathering :  Break into multiple areas where we foresee Business expectations. Align to standard industry practices. Do multiple iterations in each area separately with business to come out with best fitted requirements.  Similarly we should do multiple iterations on the integrations areas in requirement analysis and see best fitted methods for integrations.

When all individual and integrations areas are finalized, a single process (having branches) catering to multiple requirements can be formulated.

 

Same methodology can be applied to other phases of ASAP method. This makes us pretty confident that no area within the solution is untouched while delivering final solution to client. It makes sure also that we do not find surprises after solution goes live.

 

Though in practice we find difficult to go through iterative processes due to time constraints, it's always better to even include Iterative Methodology and Testing Strategy with Agile and Scrum in our efforts estimation and highlight our process as one of the key differentiator in our Proposal Response.

 

Siddhant Metkar

Lead Consultant

January 9, 2014

Operational integration in country organisations

The customer facing automotive supply chain has evolved over the years in a tiered fashion considering the product lines, the dealership structure and the legal regulations in countries. It has resulted in a multiplicity of organisational units which are quite adept and responsive to the needs to of the customer, but leave a lot of optimisation and efficiency potential to be realised. The potential is even more discerning given the way IT has evolved over the years in finding new avenues for business to be leaner and agile. The overarching aim of the business to harmonize, consolidate and automate business processes is deeply embedded in the desire for a new integration and optimization paradigm which is taking shape at the country / market level.

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October 27, 2013

KEY BENEFITS of Mobilizing HR

 Mobilizing HR applications can improve, employee retention, productivity and employee engagement. As the companies workforces become more mobile, the core functions that support these workforces must become more mobile as well. In the HR space, this means that a mobile employee must be able reap the benefits of employee self service capabilities without being tied to a hardwired desktop computer, or the manager should be able to view and act on important talent retention KPI's from his or her own mobile devices. Industry standard survey's provide the info that almost 40-50% executives and employees don't have sufficient access to mobile devices and can't perform their necessary jobs while they are mobile from their mobile devices

 

IT departments should be motivated to Mobilize and leverage HR data : The value of mobilizing HR data extends well beyond the HR organization. In fact, IT could see the most direct returns from HR mobilization. That's because the demand for qualified professionals is perhaps highest in IT organization these days and since more companies are looking for launching more IT projects .With mobile access to key HR data- like the development of top talent within the company and employee turnover rates, for instance- even the top brass management (CXO's who are on the move can have a much more productive conversations about  productive conversations about recruiting and retaining talent .

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Common Data Migration Pitfalls and How can we avoid them

Common Data Migration Pitfalls and how can we avoid them
Historically, many data migration projects have been plagued by risks and delayed go lives, resulting in costly budget overruns. The usual culprit is the data !!A frequently overlooked aspect of ERP deployments is the integrity of the data that the system delivers. Traditionally, many systems integrators implementing a new system prioritize the project

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December 15, 2012

Integrating Shared Services

The perspective on shared services as a concept has really evolved in the last decade. Close to 80% of the Global 2000 companies have tried to bundle their back-office processes to be operated under a common umbrella of a Shared Service Organization (SSO). The targeted benefits have been immense in terms of cost savings and process harmonization. The organizational investments in processes become easier and focused as opposed to investments in disparate local departments and business units. There is a significant improvement in performance metrics and the organization works with defined SLAs and KPIs which increases transparency. A year on year productivity growth has also been one of the secular trends established by most SSOs

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November 14, 2012

Positioning of SAP's EIM components gets clearer at SAPPHIRENOW Madrid 2012

In spite of adding multiple components by SAP in its Enterprise Information Management (EIM) portfolio, the positioning of various components started getting clearer. Well, is it becuase just that we now started accepting to see the ambiguity around the tools or it is really clearer. I feel, the second, it is clearer now.

Now EIP has SAP MDM, MDG, Information Steward, Business Objects (DS DI & DQ together) and now youngest baby MDM DS (Data services) on HANA.  

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November 7, 2011

Regression testing automation in SAP: How to make it a success - Part - II

by Madhup Mukund Paturkar

In last blog we discussed about why regression testing should be automated. Also we discussed about the contents & important of Process Mapping and Test cases. In this blog we will look at the approach to automation project and tools provided by SAP.

Approach to test automation project:
The approach to SAP automation will also depend on many other non technical issues few examples are business process readiness, test case readiness and budget and time constraints.

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July 10, 2011

ESS MSS An Implementation Approach

Self service applications continue as the main focus of HR Departments as these applications try to control the cost incurred by IT departments for HR services and deliver increased and efficient services, processes to both employees and customers. It also gives an enhanced productivity with minimal manpower for all organizational departments

The blog will be in four different Parts summarizing the companies can benefit with the overall service delivery strategies, change management process. It also explains the delivery approach highlighting some critical success factors. It also has pointers on  testing strategies and issue resolutions during the self service implementations.

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September 17, 2010

Service Introduction- In IT space

The concept 'Service Introduction' is gaining rapid popularity in IT world as an 'effective tool' to introduce a new application/service into an established system.

In short, Service Introduction is the management of activities to ensure that applications/systems being developed to meet all operational requirements before getting introduced to 'Production or Live' environment. It also has to ensure 'Maintenance teams' are comfortable in providing the required services from the day one.

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