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Building the adaptive, social enterprise

What does it take to build an adaptive and social enterprise? Find out in the Winter 2013 issue of Insight

I’m delighted to introduce the Winter 2013 issue of Insight. In this packed edition, we explore how, thanks to advances in technology, enterprises can become more adaptive and social in the way they operate, and compete like never before in today’s global economy. Over the following pages, we take a look at how next generation data management and analytics are challenging conventional management behaviour by allowing silos to be broken down, shifting performance management from a periodic and retrospective exercise to an ongoing, forward-looking activity, and supporting a joined-up approach to planning and decision-making. We examine how CIOs are being tasked with the new challenge of building a social enterprise.

For many IT executives, this involves a new leadership style, the cultivation of a new skill set and business network, and a willingness to engage more actively with internal and external customers through unfamiliar tools and best practices. In a companion article, we also look at how analytics offers a rational starting point for CIOs ready to embark on social transformation and outline a six point plan for success. As Computing’s latest research reveals that one in four firms admit to doing little or no active data quality control, we look at why data governance is a vital competitive differentiator and how to prioritise an achievable, enterprise-wide governance strategy. We introduce you to the concept of Design Thinking – a radical new approach to creating value by investigating poorly-defined issues, acquiring information and analysing knowledge, helping you to devise solutions to problems your customers might not even realise they have. If that all sounds a bit daunting, you’ll be pleased to read that as part of our Design Thinking with SAP service, our experts can put themselves in your shoes and work collaboratively to identify

In This Issue

Industry Perspective Next Generation Data Management and Analytics 2-3

opportunities, prioritise ideas, build business cases and apply disruptive technologies to best effect in your organisation. There are technology updates aplenty, including the clouddelivered applications that give any line of business scalable functionality ‘OnDemand’, the holy trinity of elements that make up our mobility strategy, a glimpse into the mobile intelligence journey, an introduction to SAP Visual Intelligence and a preview of exciting new developments in social media analytics that will give you a more reliable barometer of customer sentiment. You’ll also find expert advice, a retrospective on 2012’s astoundingly successful SAPPHIRE NOW event, plus the heads-up on forthcoming forums, and myriad ways to get more deeply involved and keep tabs on the constant stream of innovation from SAP. You may even feel inspired to take the first step towards becoming a more socially-connected enterprise by providing feedback on the contents of this issue via your social network of choice!

Why Better Data Governance Means Better Business 3 Building the Social Enterprise 4 Rethinking Analytics for the Social Enterprise


Design Thinking: A Solution Revolution


Product Update Everything's OnDemand in the Cloud


Join the Mobile Revolution


A Visualisation Paints a Thousand Words


The Journey to Mobile Intelligence


Partner Update Social Media Monitoring: More Than a Sentimental Exercise


Get Involved SAPPHIRE NOW+ SAP TechEd Madrid: A Resounding Success


SAP User Group Conference Hailed 'Best Ever' 11

Best wishes,

Run Prouder in 2013!


Adrian Simpson Chief Innovation Officer, SAP UK

Get Connected at the SAP Analytics Forum


Upcoming Events


Industry Perspective

Next Generation Data Management and Analytics Challenging conventional management behaviour Dale Vile, CEO and Research Director, Freeform Dynamics Ltd

It’s easy to understand the increasing positive buzz around advances in information management and analytics. Hitherto leading-edge solutions becoming ‘mainstream ready’ now potentially allow any organisation to generate comprehensive insights into the performance of their business more quickly and cost effectively than ever before, without the need for esoteric (and expensive) skill sets. Figure 1 How much do you agree or disagree with the following statements? 0%






Developments in advanced storage, access and analytics can allow us to tackle problems today that were either too hard or too expensive to deal with in the past

Developments in advanced storage, access and analytics can allow us to take different and better approaches to tackling some key business requirements 5 (Totally agree)




1 (Totally disagree)


326 respondents to online survey conducted September 2012 Copyright 2012 Freeform Dynamics Ltd

Figure 2 Which of the following do you see as impediments to more effective performance management? 0%

Lack of information ownership Lack of process ownership Disjoints/conflicts between business units Lack of management bandwidth IT/business relationship Budgetary constraints Skill set limitations within the business Cultural aversion to change Skill set limitations within IT IT/systems limitations

123 telephone interviews of senior business managers, October 2011 Copyright 2012 Freeform Dynamics Ltd









The level of appreciation for the potential was confirmed in a recent Freeform Dynamics study. When 326 business and IT professionals were asked their opinion on the significance of recent developments in advanced storage, access and analytics technology, the majority agreed that these allowed both new things to be achieved, and new and better approaches to be taken when tackling key business requirements (Figure 1). This is understandable when you consider the way, for example, in which in-memory database technology can allow ‘on the fly’ reporting and analytics against live transaction data. By short-cutting the traditional ‘extract, transform and load’ (ETL) process, and other steps such as data aggregation that are typically associated with data warehousing, business insights that would have previously taken days or weeks to generate can be made available in seconds or minutes. The emergence of parallel processing ‘big data’ solutions is another example of game-changing technology. More intensive data crunching jobs that would previously have run overnight in batch, or taken very expensive equipment to turn around in a reasonable amount of time, can now be executed quickly on relatively low-cost clusters of commodity servers. The upshot is that in-depth modelling, predictive analytics and other powerful techniques can now be run on demand in many cases. Such capability can have a profound effect on the way the business is managed. Performance monitoring assessment shifts from being a periodic and backward-looking process to a continuous and forward-looking one. In addition, the availability of more comprehensive and holistic views of the business allow management silos to be

Industry Perspective

broken down, and a much more joined-up approach to planning and decision-making to be taken. As an example, analysis of data gathered throughout the customer lifecycle – from marketing, through sales and logistics, to customer service – can reveal opportunities to optimise the business in ways that would never surface from the traditional departmental or functional reporting approach. But here’s the rub. While the technology is now available to transform the way businesses are managed, exploiting it is dependent on those within the business being willing and able to change the way they work, and this is easier said than done.

The most frequently encountered challenges here were highlighted in another Freeform Dynamics study in which 123 senior business managers from large enterprises were interviewed on business performance management. Tellingly, IT capability was at the bottom of the list of impediments; the real problems needing to be tackled in most organisations are to do with process and information ownership, disjoints between business units, and simply lack of time and attention given to driving improvements (Figure 2). The lesson here is technology advances are opening up many opportunities to transform business planning and management, but the

potential can only be unlocked if the adoption of next-generation solutions is accompanied by cultural and management process change. This in turn highlights the importance of suppliers who can bring industry knowledge and best practice to bear on their engagements with customers, as well as clever software. In order to take business performance management to the next level, it’s important to work with the right partners.

To find out more, please visit

Why Better Data Governance Means Better Business Computing’s latest research reveals that one in four firms do little or no active data quality control. Is yours among them? The quality of data available to an organisation for operations and decisions can fundamentally impact the health of the business. Poor quality data can have many repercussions, from an erosion of productivity and slow business decision-making through to more serious consequences: failed projects, reputational damage or failure to achieve regulatory compliance. In a recent study by Computing of 130 IT decision makers in large organisations, while the majority of businesses claimed to put a high value on data, one in four confessed to doing little or no active data quality control. Effective data governance requires a management process that encompasses people, processes, policies and metrics, spanning the lifecycle of information assets from creation or capture through to archiving and deletion, as well as quality, security, accessibility and disclosure. That doesn’t mean governing every byte. The first step is to separate the “news” from the “noise” by identifying critical enterprise data, and ensuring that it is managed with the same rigour as other balance sheet assets like people, cash, buildings and machinery. To eat the elephant one bite at a time, governance should be prioritised by direct

business need, such as accuracy of financial data. That means deciding which data domains will yield the most business benefit from governance, and endorsing the standards that will be applied, and the metrics by which the success of the strategy will be measured. As the data governance strategy matures, it can be rolled out to other domains. To initiate proper governance and sustain momentum, our top tips for data governance are:

• D  eploy rules-based systems and technology to actively clean, de-dupe and marshal the data and to ensure all new data is compliant. With data volumes increasing year on year, organisations that can put a proper governance regime in place can gain significant competitive advantage. In the best-businesses, data governance is a central plank in all information-based decisions and operations. Is yours among them?

• P  romote the link between enterprise data and business value throughout your organisation • Centralise and consolidate data into a multi-domain data warehouse • E  nsure all data protection laws and industry best practices are fully understood and complied with by all relevant employees • R  emember that a comprehensive data governance strategy includes clear lines of responsibility • C  reate roles to implement the strategy, including a stakeholder group, designated data stewards and a senior executive with ultimate responsibility for data quality

To read the results and recommendations of the Computing study in full, please visit data-gov-entota


Industry Perspective

Building the Social Enterprise Why CIOs need to become more socially active and how to kick-start the transformation “Social” isn’t a medium – it’s a way of working  aptaining the social enterprise does not C begin and end with tweeting updates or acquiring “likes”. Applied internally, social tools can underpin business transformation by helping to flatten hierarchies, accelerate business processes and boost efficiency through collaboration.

Historically, CIOs were appointed primarily for their ability to deliver consistent, stable IT performance to the business. In the aftermath of the financial crisis, their focus was reflexively narrowed to cost reduction and operational efficiency. More recently, as businesses have tried to haul themselves out of the doldrums through differentiation and the discovery of new opportunities, CIOs have been expected to drive innovation and support greater business resilience. But today, CIOs face a new challenge: to lead the socialisation of the enterprise, inside and out.


 usinesses also want to be able to share B content to educate customers and increase engagement through social communication channels. What’s more, they are increasingly looking to their IT departments to help them improve products and services by gathering customer input. It’s no longer enough to apply business intelligence tools to historical sales and financial data: companies need to collect, organise and exploit structured and unstructured data from as many sources as possible, and some of the most interesting and authentic data is generally to be found amid the myriad social interactions of customers and prospects. A change of leadership style The journey to becoming a social enterprise requires CIOs to shift gear. They need to be less technically driven, more strategic, and show greater willingness to engage with both internal and external customers. It means reconciling the demands of their instinctive role as defender of corporate information assets with the need to promote organisational openness. Rather than hoarding knowledge, they must eradicate silos and dismantle the barriers to information flow.

Social success is not simply a function of technology – rather it depends on getting to grips with the company’s organisational dynamics, culture and business strategy. That requires CIOs to lead by example – after all, if they aren’t participating in social media themselves, how can they identify key industry or customer trends, or recognise and implement the changes and best practices needed to create a social enterprise? Practicing what we preach SAP’s very own CIO, Oliver Bussmann, currently holds the title of “most socially active CIO”. He achieved a whopping score of 9,824 points, according to a formula for measuring social activity developed by social software provider, To provide a sense of scale, Benjamin Fried, the CIO of Google, trailed in second place with 7,758 points, while the remaining 23 CIOs in the rankings scored between 600 and 2,900 points. As the poster child for socially-savvy CIOs, Bussmann astutely observes: “It’s only natural that social media makes the transition into the workplace and becomes important to our success. It’s my job to remain at the forefront and understand how social media can keep everyone in touch. That includes me using it to interact with my team, our customers, industry experts – everybody, really.” The incentives for developing one’s own social credentials are compelling: a well-developed social network puts tremendous careerboosting power, collective intelligence and influence into the hands of IT executives.


Rethinking Analytics for the Social Enterprise Analytics offers a rational starting point for CIOs ready to embark on their organisation’s social metamorphosis. That’s because data isn’t just generated socially – it can be analysed socially, too. As part of the “pervasive business intelligence” movement outlined in a previous edition of Insight, analytical tools are permeating throughout the enterprise, while data is becoming more readily accessible, faster than ever before. The proliferation of mobile devices has helped to democratise information, and the gradual infiltration of “digital natives” into the workplace has cemented the desire for socially-enabled ways of working. These phenomena are combining to enable true “collective intelligence”, as the input of multiple contributors across the business can help to generate a more comprehensive and contextual picture than one produced in isolation by dedicated analysts. In a recent report from the Tapscott Group – “Rethinking Analytics for the Social Enterprise” – Don Tapscott and Mike Dover set out a six-step process for CIOs looking to create a truly social enterprise. Step 1 – Make analytics core to decision-making Organisations need to ensure buy-in at the executive level and close the loop on socially-enabled analytics with performance metrics. As a matter of policy, employees should be empowered to collect information, drive corporate alignment and make decisions

– including calculated risks, within acceptable parameters – based on social data. Step 2 – Conduct an organisational audit Establish an internal “power team” that can lead an audit across every department. Their mission is twofold: firstly to determine what data already exists (whether collected or recorded, or available in the public domain); and secondly, to identify what information the organisation could use but doesn’t have. Then draw up a plan on how to get it, factoring in the use of analytics. Step 3 – Choose the right technology Decide what technologies are needed to obtain that elusive information, with a focus on intuitive use and scalability to promote collaboration. That might include anything from mobile devices, enhanced with real-time capability, to sensors within machines that capture and communicate information as part of the “Internet of Things”. But it’s vital to ensure that any underlying technologies can be integrated with your analytical capabilities and are powerful enough to turn any volume of data into actionable insight. Step 4 – Ensure data quality Data stewardship is vital to creating an accurate and usable foundation. Deploy master data management and a single definition of terms for consistency. Develop a robust but easy-to-follow data privacy policy so everyone is clear what they can and can’t use to fuel decision-making.

Step 5 – Build an effective analytics team There is a looming shortage of workers with the mathematical competence to analyse and manipulate data, and a current deficit of managers with the interpretive skills to make data-driven decisions. It pays to identify any such skills gaps within the organisation and actively recruit experienced analytical experts to catalyse your initiatives. Step 6 – Test and retest Scenario planning is key to any robust analytics programme. Test and retest ideas to discover what works. The deeper the data, the more complex simulations can be run. Don’t over-react to bald numbers, especially those relating to customer sentiment. False spikes can be caused by temporary reactions on social media that are not reflective of a brand’s ongoing health. The social transformation of the enterprise is not an overnight one. It involves a cultural shift that integrates systems of record with systems of engagement. It requires investment not only in technology but also in human capital, both of which will have to keep pace with rising customer expectations. However, building the social enterprise also represents one of the most exciting and satisfying opportunities that most CIOs will witness in their careers.

The full report is available to download at


Product Update Industry Perspective

Design Thinking: A Solution Revolution Varik Torsteinsen explores how to harness the power of disruptive technology Varik Torsteinsen, Customer Innovation Principal, SAP

In order to achieve competitive differentiation, organisations are re-thinking the ways they create, capture and deliver value for their customers. Disruptive technologies, in the form of Big Data, Mobility and Social Media, promise to shake up traditional business models and processes. However, real disruption only happens when technologies are applied in a human context, to modify behaviours and transform the customer experience. At SAP, we’ve been identifying new touch points and opportunities to create value for our customers and help them bring human meaning to disruptive technology that will, in turn, create unique experiences for their own customers. This has required us to have different conversations, employ different skills, and transfer our focus from products to human behaviour. It’s known as “Design Thinking”. Design Thinking

“I am not a number” Companies must think of their customers not as numbers or units sold, but as people and experiences. This is known as “value in use” or “servicing the customer of one” and in essence means that businesses must provide opportunities for customers to create a unique and personalised experience for themselves. It’s this human element, rather than technology per se, that is prompting companies to reconfigure their processes, re-evaluate their customer relationships and rethink business models and value chains. A different kind of value chain The traditional value chain starts with a defined customer need, is typified by long development cycles and has an outcome of incremental value to existing products or services, rather than radical innovation. But value chains are altering. By using emerging, disruptive technologies to interact with customers and discover their wants, needs, preferences and behaviours, companies can respond and develop products, experiences and services that are truly game-changing.


Design Thinking has emerged as a core competence for enabling the new conversations that are required at these new touch-points. Distinct from design (making things look good and work well), it refers to the methods and processes for investigating poorly-defined problems, acquiring information, analysing knowledge, and coming up with solutions. It can be applied to anything from product development to policy-making, urban planning or operations research. Tim Brown, CEO and President of global design consultancy, IDEO, defines this discipline as a means to “unlock innovation which is at the intersection of Viability and Desirability”. Professor Jeanne Liedtke of the Darden School of Business, University of Virginia, describes it as “a set of tools and a mindset that allows us to solve and find problems based on empathy of the individual experience, which leads to value creation”. But as well as a means of problem-solving, Design Thinking is also about problem-finding. By identifying the underlying unmet desires in their marketplace, businesses can inspire and inform the development of truly innovative products and services. It explains why oftentimes, innovation originates from the shop floor, not the executive suite, and how a solution can answer a need or problem nobody realised they had until they

saw it in action. Design Thinking isn’t the sole preserve of designers – it is seen among people who are naturally curious, thrive on collaboration and are avid observers of behaviour. They’re not afraid to test their ideas and are able to spot relevance or relationships between seemingly unrelated things or experiences. Imagine. Create. Innovate. Design Thinking with SAP At SAP, we combine these qualities and tendencies with business skills to engage with our customers in a unique way, much earlier in the value creation journey, enabling them to put themselves in their customers’ shoes. We call it Design Thinking with SAP. We work collaboratively, iteratively and openly with our customers to: • C  onduct Design Thinking sessions such as customer journey mapping or vision workshops • Create visualisations to help stakeholders understand the ideas involved and share them easily with colleagues • S  eek out new opportunities by going beyond known pain points • P  rioritise ideas, create roadmaps and help build business cases • P  rovide the customer with powerful, reusable design thinking techniques • H  elp them understand how to leverage SAP innovations, prioritise initiatives and IT investment.

Keep up with the OneSAP Solution Revolution by following Varik Torsteinsen on Twitter @varikt

Product Update

Everything’s OnDemand in the Cloud Now any business can have the solutions it needs, when they're needed With lines of business clamouring for the latest tools to streamline and innovate their business processes, and belt-tightening budgets still the norm, the last thing your IT department needs is a resource-intensive software implementation. Fortunately, SAP’s OnDemand solutions are delivered via the cloud. The Software-as-aService model means they can be provisioned in as little as 48 hours, so there’s no need for time-consuming or CAPEX-intensive hardware procurement before your project can kick off. Everyone could be up and running with your new application in a matter of weeks, not months. SAP OnDemand solutions are: • I ntegrated – you can easily connect our cloud solutions to your existing SAP estate with predefined integration content • M  obile – enable access via mobile devices, with apps available for all the major operating systems including Apple’s iOS, Blackberry, Windows Phone 7 and Android • E  asy to use – drive higher adoption across the portfolio thanks to the intuitive and engaging user experience common to all our cloud solutions

• S  calable – all our OnDemand solutions are delivered for a predictable monthly per-user subscription so can easily be scaled in line with business growth • C  omprehensively supported – we put the ‘service’ into Software-as-a-Service with upgrades, support and maintenance, back-ups and disaster recovery, eLearning, online user communities and more • Compliant – all data stays within either EU or US jurisdiction, according to your preference. An SAP cloud solution for every need Our On-Demand solutions address the four key pillars of people, money, customers and suppliers, as well as core back-office functions. • P  eople – manage your people more effectively, from automating HR processes to talent management and payroll administration • Money – manage your core financials, order-to-cash and invoice-to-pay processes, and streamline travel and expense management • Customers – go beyond sales force automation and start interacting

intelligently with customers with new sales, marketing and social engagement capabilities • Suppliers – tighten relationships with partners and suppliers with strategic sourcing, supplier and contract lifecycle management, invoice management and procure-to-pay • E  nterprise-wide – benefit from fully integrated finance, HR, procurement, supply chain, projects and customer relationship management systems that run smarter and enhance collaboration between departments. IT developers can also leverage our Platform-as-a-Service capability to build new cloud applications quickly and easily, accelerate availability and deliver scalable solutions that align to business needs.

Discover the benefits of SAP cloud solutions at


Product Update

Join the Mobile Revolution! Everything you conceivably need to mobilise your enterprise A considered enterprise mobility strategy can help you boost productivity, transform service, accelerate the pace of business and bring greater flexibility to the working day. Fieldbased, travelling or customer-facing personnel can connect to enterprise systems on the move to make informed decisions and take action in the moment. Enterprise apps can allow customers and employees to engage with your business securely on any device, anywhere, at any time. But mobilising your business imposes three key demands on your IT department: • A  robust mobile application development platform

• Secure mobile device management • P  roductivity-enhancing enterprise applications. SAP has all the technologies and platforms you need to securely unwire your workforce and extend your existing software investments – regardless of device, corporate systems, or deployment preferences. The SAP Sybase Unwired Platform is the most trusted and scalable solution available to drive mobile initiatives across your whole organisation with a common set of tools. It enables you to simplify your offerings through the use of a consistent yet highly adaptable platform.

The SAP Afaria mobile device management and security solution centralises and simplifies the administration, management and deployment of mobile data, applications and devices. Afaria fully supports a “bring your own device” (BYOD) policy by enabling you to securely manage personal as well as companyissued devices, reducing the cost of keeping pace with new technologies and actively enhancing employee engagement. We offer an ever-expanding range of enterprise apps that let employees manage, sell, service, market, transact, spend and decide on the go by putting the desktop functionality in the palm of their hand. Searchable by role, our 200+ apps are available through the SAP App Store.

You can experience Afaria absolutely free with no on-premise installation or credit card required at Co-create your own custom mobile solutions with an expert team of SAP user experience designers, architects and developers at our SAP Mobility Design Centre in Dublin. Find out more at

A Visualisation Paints a Thousand Words As the decision-making window shrinks, SAP Visual Intelligence brings information agility to any business As our appetite for knowledge grows, businesses are faced with the challenge of enabling people to analyse and disseminate information quickly and intuitively. Bombarded with emails, spreadsheets and reports on a daily basis, decision-makers often find themselves in a state of information overload. As a result, business analysts are crying out for ways of representing data that are more easily and immediately interpreted, as well as more interactive and engaging. SAP Visual Intelligence: fast and engaging on massive data SAP Visual Intelligence answers this brief by giving business analysts the tools to access, transform and visualise data in a repeatable, self-service way. The point-and-click interface yields answers to complex business questions, providing both ‘big picture’ insights and 8

granular details, offering different views and allowing analysts to dig into the details. When powered by SAP HANA, SAP Visual Intelligence can analyse any amount of structured or unstructured data in real-time, before the decision-making window slams shut. The visual discovery approach enabled by SAP Visual Intelligence is indicative of the growing shift from static, traditional BI to interactive BI deployments. It’s an ideal way to increase self-service data usage without adding to the IT department’s workload, since the software is built with ease of use in mind, and there’s no scripting required. Rather than being controlled, driven and delivered by corporate IT, business users enjoy a rich, highly interactive visual experience, as they explore and manipulate information directly. Interactivity isn’t just a nice-to-have but a crucial attribute, as it supports more pervasive

adoption of BI by allowing 65% more users for every IT member. The proof is in the performance Best-in-Class organisations aren’t just more likely to use interactive tools than their less successful counterparts: they’re also more likely to distribute them. Almost twice as many BI users have access to interactive dashboards or visual data discovery tools at Best-in-Class companies than in industry average or laggard organisations.

Struggling to visualise what your business could achieve? Experience SAP Visual Intelligence in action with a free 30-day trial at

Product Update

The Journey to Mobile Intelligence How mobile analytics can turn your business into a real-time enterprise

Collaboration Real-time

how can mobile workers get on the same page when they’re not in the same building?

what’s the point of round-the-clock access to yesterday’s data?



can enterprise apps be child’s play to use yet fit for serious business?

how do you increase BI adoption while safeguarding devices and data?

Trust is there a risk of on-the-go decisions being based on misinformation?

What’s missing from your mobile analytics strategy? Thanks to anytime, anywhere accessibility and native ease of use, mobile is fast becoming the preferred way of consuming business information – even when people are at their desks. That imposes a challenge on IT to deliver a secure, joined-up mobile intelligence strategy, instead of individuals or departments pursuing their own initiatives. SAP enables businesses to join the mobile revolution in two simple, manageable phases. The first step is to mobilise what you have already. We can help you make the most of your existing IT investments by re-using SAP and non-SAP data sources and reports, untethering analytics from the desktop and securing your mobile estate so you can extend BI adoption to Bring Your Own devices. The second stage is to harness the power of real-time analytics on mobile devices. You can radically transform business processes with in-the-moment, granular insights that were previously inconceivable. Exploit location-awareness capabilities to deliver contextually relevant information. Create brand-new scenarios in customer service environments or in the field that desktop delivery simply can’t support.

SAP’s mobile analytics are designed to make your mobile intelligence strategy: • S  imple – on-the-go business users can check key metrics, uncover trends and explore “what if” scenarios as easily as their office-based colleagues • R  eal-time – the game-changing SAP HANA delivers real-time visibility into your business. Analysing “big data” in unprecedented granularity, it enables accurate aggregates as well as deep dives into the detail, so decision-makers can take action at precisely the right moment • R  eliable – our data quality tools apply business rules as the data flows in, you can be confident you’re providing decision-makers with real insight, not real-time garbage

• C  ollaborative – our collaboration solution brings together people, information and structured business tools to reduce email overload, improve productivity and make shared decisions when colleagues or business partners can’t get together • M  anaged – Afaria, our agnostic mobile device management solution gives you full centralised control of devices and applications. Our built-in Sybase Unwired Platform enables notifications, alerting users when a report is updated, so they always have access to the latest insight. So mobilising your enterprise isn’t the end of the road – it’s only the start of your organisation’s true potential.

Find out more at


Partner Update

Social Media Monitoring: More Than a Sentimental Exercise SAP Social Media Analytics by NetBase makes sentiment data trustworthy and supports reputation governance with accuracy Despite early dismissal by some as a flash in the pan, social media really matters. Whether you market to businesses or consumers, connections and communities are fundamentally relevant to helping your organisation thrive. Brand reputations can be made or broken at the speed of social. Behind every post, there’s a real, live human being with feelings and opinions, hopes and fears, wants and needs. Word can spread like wildfire as customers voice their thoughts about your products and services, day and night. What’s hot and what’s not? What works and what doesn’t? What is the competition up to? Purely counting followers, ‘likes’ and ‘dislikes’ is too simplistic, so how can you extract reliable customer perceptions from terabytes of social media commentary before it’s old news? Sentiment analysis: missing the point? First-generation automated sentiment analysis typically monitored the quantity of social conversations and relied on statistical keyword-matching to gauge whether posts were positive, negative or neutral. However, such exercises were plagued by data quality issues, with less than 50% accuracy by most estimates. Consider these two statements: “Brand X has never been any good” and “Brand X has never been this good” – one is a negative statement despite both containing a positive word. Who can benefit from SAP Social Media Analytics? • PR and communications professionals • Brand managers • Marketers • Product development managers

SAP Social Media Analytics keeps a more reliable ear to the ground SAP Social Media Analytics by NetBase is different: it’s an issue-tracking solution designed to provide an early warning system by identifying real threats to brand reputation. It utilises a Natural Language Processing (NLP) engine that provides over 80%

accuracy in analysing content from the social media universe. It doesn’t count words or analyse text but rather uses a two-stage process of actually reading; meaning parsing and normalisation to evaluate sentence patterns. NetBase’s massive repository of more than thirty billion soundbites of pre-parsed social media content is searchable in real-time, generating results in seconds and enabling rapid drill-down to individual posts. Available in 41 languages, the extensive lexicon includes a wide variety of urban words and phrases, alternative spellings and common abbreviations and mis-spellings. The business-ready template enables you to proactively monitor emerging trends and topics in social media conversations and provides visibility of sudden changes in the “buzz volume”. By drilling into the profiles of “key influencers” and “active authors” and applying high-level analytics, you can quickly separate real problems from isolated chatter, and formulate an appropriate and timely response strategy. You can also create topics around other brands, to carry out rapid comparisons of the commentaries posted on social media sites and determine where you fit within the competitive landscape. SAP Social Media Analytics also provides a campaign tracking solution to monitor and measure social media conversations prior to, during and after a PR, marketing or new product launch campaign, so you can quickly understand customers’ reception to products, pricing and promotions. Based on real-time insight, you can make informed course corrections to keep the campaign on the right track as part of a ‘learn and turn’ approach. As a cloud-based offering, SAP Social Media Analytics requires no hardware investment, is available by subscription, and can be readily integrated with other SAP core solutions.

• Sales representatives • Customer services teams


To find out more about how you can achieve deep analysis of social sentiment, please visit

Get Involved

SAPPHIRE NOW + SAP TechEd Madrid: A Resounding Success The popularity of this year’s SAPPHIRE NOW + SAP TechEd, held in Madrid on 13th – 16th November, was indicative of SAP’s growing recognition as both a technology and business innovator. The mix of presentations, microforums, hands-on sessions, live demos via test drives and demo pods, and access to experts provided an irresistible combination: the events attracted a combined total of 75,000 people on site and online, and stimulated 14,000+ tweets. Database and Technology alone featured contributions from over 30 customers and 150 subject matter experts, including architects, value engineers and global IT, who provided practical advice on adopting technologies with high return and low disruption. Technology and Innovation provided

a recurring theme across all five campuses, with the launch of multiple products including SAP CRM on HANA. Key technologies – SAP HANA, Database & Technology, Analytics, Mobile, and Cloud – drew interest for their ability to deliver transformative value to every industry and line of business. The campus theatre and broadcast centre provided ample inspiration in the form of customer stories and thought leadership.

Video replays of keynotes, session presentations and documents from SAPPHIRE NOW are now available at

SAP User Group Conference Hailed ‘Best Ever’ with Tim Noble, Managing Director of SAP UK & Ireland, on issues including SAP licensing, cloud computing and mobility, interactive workshops, extensive break-out sessions, a dedicated SAP BusinessObjects stream, an SAP Partner ‘Demo Jam’ and a networking reception giving delegates the opportunity to explore the exhibition floor.

The UK & Ireland SAP User Group conference in November drew together over 800 SAP professionals and business users to share experiences and best practices. With a theme of ‘No super powers, just knowledge, networking and technology’, the focus was firmly on how organisations could drive added value from SAP investments. The packed 2½ day programme featured over 70 conference sessions, including an enlightening keynote presentation on ‘The Future of Software’ by Ray Wang from Constellation Research, end-user presentations from the likes of the BBC and Royal Free NHS Trust, on-stage Q&A

Craig Dale, Chief Executive of the UK&I User Group, commented: “This year’s User Conference has been our best to date. We were delighted to offer an expanded programme for BusinessObjects customers, which proved especially popular with organisations looking get value from ‘Big Data’ with analytics. We have had very positive feedback from delegates and exhibitors alike, many of whom are already looking forward to our 2013 Conference!”

Run Prouder in 2013! We take great pride in what we help our customers to achieve. Run Prouder is all about collecting customer success stories to share and celebrate with everyone. The Run Prouder Awards are back in 2013 and bigger than ever. This year’s winners will get the red carpet treatment and earn themselves an online advertising campaign – with SAP picking up the bill. To nominate your organisation, visit and tell us your story in 100 words or fewer.

Next year’s UK & Ireland User Group Conference will be taking place between 24th - 26th November 2013 in Birmingham. For further details, please visit


Get Involved

Get Connected at the SAP Analytics Forum 13th February 2013, Kings Place, London N1 IT and Finance executives are increasingly joining forces to solve the toughest business challenges by shifting their emphasis from simply managing information to applying real-time insight to drive innovation and profitability. Join us at the SAP Analytics Forum, now in its third year, for a packed full-day programme and evening networking reception.

more adaptive decision-making processes based on new mobile, social, predictive and visualisation capabilities. Tech-savvy Finance professionals are invited to learn how analytical innovations can help them understand financial and operational performance at any given moment, take decisive action with greater certainty, and equip their business to outrun the competition.

Business-savvy IT leaders can look forward to discovering how to apply analytical tools to get more value from ‘big data’, facilitate collaboration and drive smarter,

You’ll also have the opportunity to learn best practices and repeatable successes from customer speakers, business experts and analysts, build connections and share experiences with your counterparts in leading organisations, and meet SAP’s specialists – all in one day.

This premium event is free to attend but places are limited, so please visit to register and reserve your seat.

Upcoming Events The SAP Consumer Products Forum

The SAP Manufacturing Forum

20th March 2013, Birmingham

21st March 2013, Birmingham

Update your thinking and network with market leaders at The SAP Consumer Products Forum.

Join your peers across the spectrum of UK manufacturing as we unveil our blueprint for success to help stimulate growth.

Find out more or register now at

Find out more or register now at

Keep an eye out for more upcoming events on

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Join our Business Analytics group at

Community The SAP Community Network is a collaborative forum that connects developers, dashboard designers and IT professionals. It allows them to share resources, expertise and collaborative tools to create an expert community for SAP BI and EIM solutions.

Join our Mobile group at Dedicated website Download hand-picked resources, watch on-demand webinars, find out the latest industry updates and take advantage of free trials.


On the phone Call UK: +44 (0)800 0852 631. Call Ireland: +353 (0)91 404 300.


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Insight Issue 5  

The latest edition of Insight is out now! This must-read newsletter contains the latest updates, perspectives and thinking for the Business...