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SAP SQL Questions and Answers

Will companions and SIs purchase into client success KPIs, or no longer? SAP executive Board member Scott Russell weighs in | C_TADM53_70 practice questions and Study Guide

(SAP's Scott Russell talks customer success)

I carry a small debt to SAP CEO Christian Klein - nowadays i'm repaying it. returned in April, Klein answered some problematic questions in my piece, SAP upward push in evaluate - CEO Christian Klein responds to the "one handshake" challenge, and SAP user organizations air out their exact questions.

as soon as Klein tested that SAP's SIs and partners are on separate upward push with SAP contracts, that raised a basic question:

How do they ensure customer success, when partners aren't contractually signing on to SAP's KPIs - and accountable to them?

This monster question is infrequently wonderful to SAP - neither is it restrained to a rise context. To follow my piece difficult providers on their client success hype, i'm now doing a video adventure on the position of companions and SIs in customer success. it be an overlooked difficulty, but one which all application companies need to take on..

rise with SAP and client success - getting clients to a "clean" digital core

If upward thrust with SAP doesn't tackle this issue contractually, then how will SAP face it? this is the place Klein's challenge got here in. He believes this concern is being addressed by the use of SAP's consumer Success initiatives, under the purview of SAP govt Board member Scott Russell. He challenged me to dig in - and so I did. via two frank video discussions, Russell shared the state of client success at SAP, and his take on the role of partners. on the time of their remaining call, SAP changed into gearing up for income bulletins. Russell begun there:

We proceed to see both new and existing purchasers of small, medium and massive [organizations], basically focused on three issues of their growth and scale with SAP. First is the circulate to the cloud in mission-essential workloads.

Russell hit on a key upward thrust with SAP talking point  - one that has massive implications for SAP's SI group as smartly: moving faraway from code customizations, and into a platform mentality:

They buy into the effect of a neat and compact digital core, one which does not have all the customizations  and things like that. So really being in a position to radically change, and be able to try this in the core, having a platform they can scale on. and innovate on - not always on SAP expertise, however linked to, orchestrated via, and prolonged through their platform and their capabilities. Then the third is to do it in the cloud.

So how does that affect Russell's lead of the consumer Success corporation?

we've got had a number of client forums. they have now received an increase consumer advisory discussion board; I actually have my broader govt Advisory Board of a few of their largest shoppers... They proceed to zero in on this, on the price that they are seeing within the movement. however they're also clear about what must are available in addition.

What else do consumers want? Russell:

we've now been riding additional in, with extra capabilities, tools, capabilities, engagement enablement, to provide greater price embedded in the carrier. So or not it's no longer adequate simply to flow the workload; they should be able to both accelerate time to value, or maximize the advantage out of the solutions that they've got.

The changing role of SIs - an SAP growth report

Russell believes the have an impact on of Signavio BPI is being felt, in rise with SAP and past - a subject I examined in Why BPI, and why now? SAP Signavio's CEO on how process intelligence alterations the commercial enterprise - and how it exhibits the proper agenda of rise with SAP. Then Russell hit on the systems integrator issues. He says that SAP's SIs are making the fundamental shifts of their features models:

we have considered a lot more growth with their programs integrators, both the giant ones and smaller ones - about transitioning their agencies with upward push, and what it ability.

Russell mentioned: originally, the SIs did not completely modify. He says this is going on now:

They had been pivoting with what they had been doing, and what consumers had been asking for, however they nonetheless had enterprise fashions that didn't at all times line up 100%. [Now] they see a real shift.

What does that shift seem like?

You may have viewed it with a lot of the systems integrators - they're now providing professional-energetic branding, advertising and marketing, and launching a set of services and offerings that encompass rise. it's all about embedding this conception of a clear core, and then innovating and expanding beyond from that.

Russell believes previous SaaS experience is helping SIs make this alternate, but not with a focus on the business core:

I wager they may be the use of their templates that they've achieved with all their different SaaS agencies, then taking the same enterprise mannequin now with upward thrust, however there's surely a size and scale in mission-important workloads... they are looking at that event,  and they're doing it in a method that is terribly collaborative.

past customizations - altering the SAP features model

Why the alternate? Russell says his group has been able to put extra attention into the companion enablement facet of rise the second half of 2021, having spent the first a part of this 12 months on "getting the providing appropriate, and refining it." How about a consumer instance? Russell:

i was on a call with the CEO of a large European purchaser product company. they are a protracted-term SAP customer. part of their enterprise went onto with rise. They had a mandate round that clean core, and that they're within the late ranges of their rollout of this. And he in reality mentioned, 'look, you're going to be completely happy to understand, they now have received a companion on this, and they have now got below ten customizations.'

He talked about, 'Scott, i know you advised us to delivery with zero and keep zero and be dependable to zero. however you comprehend, under ten is pretty first rate.'

How did they get to that "clean digital core"? Russell:

no 1, they focused on it, which is all the time the correct factor, however the companion additionally pointed out, 'we can work to that influence.' And [the customer] is happy, as a result of then it types the groundwork of whatever that he can scale. He wants to innovate; he simply doesn't are looking to do it internal the old code base.

Russell believes the SAP companion wake-up name has came about:

They admire that the value they can derive are usually not on implementation anymore. or not it's very tough to distinguish on the implementation carrier, in particular if you're attempting to make it as usual as possible. the place you are differentiating is how you maximize the use, the adoption, the value that receives derived.

If the ancient method is a profits dead-end for companions, then what's the manner ahead? Russell:

What's been interesting is loads of the SIs had been constructing out cost services, the place they've got an providing that is about transformation and extension. They've developed an business accelerator on top of the platform, that automatically plugs in - issues that may assist them speed up that price, after which allow them to be part of that journey.

Russell believes SI innovation will go additional, into outcomes-based mostly scenarios:

This has pushed us on new creative company fashions, the place their partners are now asserting, 'seem, can they work with you in a unique way?' not so a lot on a mixed industrial providing but on an outcome groundwork. In Q3, they now have launched extra fashions with their partners, no matter if or not it's a pay-per-use and different classification models, in order that they do not have upfront charges - they can build after which installation. Then, as soon as the purchasers are the usage of, they collectively advantage, but it's on the basis that the client gets price.

however there is figure to do:

It does pose the ongoing challenges to try this with scale. they have acquired 25,000 companions. at the global conclusion, at the excellent end, they see basically speedy movement.

the place we've got received extra work to do is to aid these companions in the geographies that need the local talents, native language, local realizing, and to be capable of support them where they don't necessarily have the colossal scale presence of the big systems integrators. We're working on it.

My take - customers need usage and licensing dashboards

You probably noticed they did not get into the specifics of upward thrust with SAP KPIs, and the way to get companions at the equal table - agreeing to the identical metrics. Frankly, when it comes to a few of SAP's large SI companions, I actually have a tough time imagining any type of shared KPI agreements occurring. here is a discussion aspect i might want to take additional with Russell's crew, if he is inclined.

however, this goal of a "clean digital core," with restrained customizations, is a kind of a KPI, and a crucial one. "Our partner introduced us down to ten customizations" is an outstanding metric. if your consumers all have huge deviations and code base diversifications, you truly cannot talk concerning the advantages of modern cloud purposes. and you'll ignore advantageous AI and workflow automation.

I provide SAP credit score for pushing this customization point heavily. Some partners are more on board with this than others. I've heard companions speak about the virtues of customizations in an increase context, but SAP is naturally bearing down on this. i might urge customers to take a hard seem to be. Ask partners probing questions about their customization philosophy.

As I instructed Russell, i would choose to hear SAP emphasize the multi-tenant ERP cloud. I hear SAP talk more in regards to the "hybrid cloud" than any of its cloud ERP peers. Sorry, however the hybrid cloud is a haven for customizations. despite the fact, regardless of the potshots from rivals, the hybrid discussions at SAP are greater than "carry and shift" these days.

In my client success problem to vendors, I requested: why aren't they providing customers with clear consumption and licensing metrics? Why do not ERP purchasers have licensing and auditing dashboards? is rarely any type of license audit absolutely antithetical to customer success?

And yet, should you read the UpperEdge blog, you're struck with the aid of what number of vendors are nonetheless playing these games. As I told Russell: "if you are auditing me right now, i am not really in the mood to talk with you about your imaginative and prescient of consumer success." Russell responded:

I can not trust you extra. if you think about customer lifetime value, for my utilities, or my cell, i do know my present usage. Now, in an enterprise scale, or not it's surely extra breadth.

sure, the commercial enterprise consumption dashboard is tougher nut to crack. And Russell is appropriate - there's more to this than audits. Consumption/usage metrics are important too, in addition to provisioning. but I maintain coming lower back to the auditing component, as a result of that has any such chilling effect. If i'm  running on up to date ERP application, a license audit may still on no account come as a shock to me. a few of what Russell shared with me continues to be within the works, but i can say this a whole lot: SAP is calling hard at this subject.

I one hundred% trust you. in case you do get a shock, they have now have not proactively engaged... You need to understand what you might be the usage of and why you might be the use of it as a shopper. As SAP, you could have acquired to be professional-actively giving counsel. So a part of it really is the tooling.

Russell says more partners are building industry IP on the company expertise Platform (BTP). I have not run into many, however i'd like to hear about greater. illustration: what Sodales solutions has carried out extending SuccessFactors is splendid.

When it involves ERP, I make no secret: I want the smaller area of interest partners. I consider smaller avid gamers are compelled to specialise in ways in which add value to customers. So I requested Russell: does he see these alterations going right down to the smaller partners? short answer: sure. "a few of them are the usage of it to distinguish," says Russell. however in different circumstances, he says, suggestions to new enterprise models remains crucial. I say it every year, but i'd want to see smaller companions on the Sapphire Now stage, demonstrating what they could do. The talk of outcome-based mostly fashions is promising.

This discussion goes a ways beyond upward thrust, and even SAP for that count. however I welcome the engagement with Russell's team. expectantly it is going to continue, and that i can deliver tremendous updates here. speak of "client success" holds up a replicate. How providers reply to what they see will tell us a lot about their future possibilities.

up-to-date November 6, 2021 with a number of small tweaks for studying clarity.


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