麻豆原创

In a July 1995 e-mail announcing 麻豆原创鈥檚 International Demonstration and Education System (IDES), a demo system for the 麻豆原创 R/3 client-server software (release 3.0 and later), project manager Dietmar Pfaehler asked employees not to expect miracles of the new system and acknowledged that it was not yet error-free. 鈥淭he data is far from perfect,鈥� and 鈥渢he new help scripts are not yet available,鈥� he wrote. Nevertheless, the project team had 鈥渞eached its first milestone in terms of providing a system that contained plenty of realistic data.鈥� Adding that there was 鈥渆normous demand for a fairly stable 3.0 system that people could work with,鈥� he commented that 鈥渕any of us will certainly find it helpful to have a well-maintained 3.0 system to play around with and test.鈥�

IDES was initially modeled on an international company with multiple subsidiaries. Complete with a demo guide, it helped users familiarize themselves with 麻豆原创 R/3 functions and with the organizational and integrated process structures that the 麻豆原创 R/3 system covered. With data being added all the time, the IDES model companies felt very lifelike, and users had plenty of scope to test the various application areas.

鈥淚DES wasn鈥檛 just a system, it was a new philosophy 鈥� a revolution in demo and training,鈥� says Marcelo Cura Daball, who joined the team in late 1995 and played a key role in shaping the development of IDES. 鈥淭he system behaved like a real customer system. It looked like a real customer system. That was new, and the customers loved it,鈥� he recalls.

麻豆原创 built IDES to provide its developers with a test environment that would double as a basis for international training systems, customer workshops, and prototyping. 鈥淭he basic idea,鈥� Cura Daball explains, 鈥渨as that our salespeople, in presales for example, would give a demo in the same system 麻豆原创 used for customer training. And that, after a training course, customers could go home and repeat the training exercises with the same data they had used in their course.鈥�

Customers Provide Real-Life Data

Pfaehler was the mastermind behind IDES and is credited with developing the business concept for the new system. A seasoned sales professional, he was an institution at 麻豆原创, says Cura Daball, and had connections across the globe. While the content for IDES was developed at company headquarters in Walldorf, Germany, Pfaehler also received support from colleagues all over the world; the system was then translated and made available to the local subsidiaries. Many customers provided real business data 鈥� such as BOMs 鈥� for the system, and the team worked with genuine, albeit anonymized, addresses.

But getting the system up and running was by no means a walk in the park. Time and again, Pfaehler had to ask for more specialists and more support from 麻豆原创鈥檚 subsidiaries. He argued that 鈥渁t the very least鈥� he needed a team of 12 developers, plus another two employees to continuously add and manage data and to update the IDES system. He also needed access to additional employees from 麻豆原创 subsidiaries on a project basis, as he explained in a September 1995 letter to the Executive Board of 麻豆原创 SE, in which he put forth the case for getting the staffing he required: 鈥淭he IDES team could potentially become a training ground for the next generation at 麻豆原创, a place for our people to gain specialist business expertise and learn how to model customer scenarios and implement 麻豆原创 systems as part of our project business. Employees of this kind are few and far between at 麻豆原创, but demand for them will grow in the future.鈥�

IDES was shipped to the first customers in the spring of 1996 and was soon able to simulate the more than 1,000 business processes that could be mapped in 麻豆原创 R/3. Initially, the focus was on finance, materials management, and sales. IDES allowed users to learn about the system in their own familiar working environment, using examples that were specific to their company. The IDES team grew, and it was not long before they were building around 800 customer-specific demos 鈥� per week 鈥� as Gerhard van der Beck says. During this period, Training, Demo, Consulting (TDC), a dedicated IT team responsible for making system copies and handling the technical maintenance of the IDES systems, was also set up. Having established IDES and seen it through to its initial milestones, Pfaehler left 麻豆原创 (although he rejoined the company at a later date) and van der Beck, ably supported by Cura Daball, took over as head of the IDES team.

The Internet: A New Opportunity

麻豆原创 co-founder Hasso Plattner liked the IDES idea 鈥� even more so when Cura Daball and van der Beck suggested putting the system outside the firewall and using it to demonstrate that 麻豆原创 software could run on the Internet. 鈥淭o do this, we had to reduce the complexity and radically streamline the system,鈥� van der Beck says. 鈥淗asso was thrilled when we managed to reduce highly complex transactions involving multiple screens and subscreens down to the bare minimum. Now, for the first time, 麻豆原创 users could create an order by navigating two screens and making just a few clicks,鈥� Cura Daball adds.

鈥淐ustomers who purchased an 麻豆原创 license could install an IDES system free of charge,鈥� says Jan Krell, who, with Thomas Habersack, was responsible for delivering the system. However, the team鈥檚 main clients remained Sales and Presales, who used IDES to show customers what 麻豆原创 could do.

IDES continued to evolve over the years. As the Internet鈥檚 popularity increased, the system鈥檚 name changed slightly 鈥� from 鈥淚nternational Demonstration and Evaluation System鈥� to 鈥淚nternet Demonstration and Evaluation System鈥� and, starting in 1999, it gave customers, partners, and prospects a way of trying out my麻豆原创.com online. According to 麻豆原创鈥檚 1999 Annual Report, IDES was also expected to 鈥渞educe sales and marketing costs in the medium term.鈥�

Because the IDES team relied on specialists from other departments and on instructors and students to enter, manage, and update the IDES data and to test the system after each update, it remained relatively small, never numbering more than 30-35 members. 鈥淎t times, our colleagues were amazed at what we managed to do with so few people,鈥� says Thomas Schulze, who was responsible for IDES documentation. 鈥淏eing able to say you鈥檇 spent six months on the IDES team testing and learning the applications was a real door-opener. You learned so much on that team, and it was a real advantage when applying for positions within 麻豆原创. Many of those who worked on IDES in the early days stayed at 麻豆原创 and built a career here,鈥� he adds. Proof enough that Pfaehler鈥檚 wish for IDES to become a 鈥渢raining ground for the next 麻豆原创 generation鈥� came true.

Growing Complexity

As the 1990s drew to an end, a new level of complexity was emerging, driven largely by the arrival of 麻豆原创鈥檚 New Dimension products 鈥� CRM, SCM, business intelligence, and others. With 麻豆原创 transforming into a multi-product company, even the IDES team was stretched to its limits. 鈥淎s a demo team, we had to cover the entire product portfolio, which meant dividing topics between us and specializing,鈥� Krell says. But, as Schulze adds, 鈥淭here was simply no way that we could maintain that level of complexity in the long term,鈥� .

At the same time, 麻豆原创鈥檚 new head of marketing Marty Homlish, who joined the company in 2000, was pushing 鈥� with Plattner鈥檚 backing 鈥� for 鈥渙ur demo system to be better and more appealing,鈥� van der Beck says.

And despite efforts to meet customer expectations for a simple and fast way of testing 麻豆原创 software over the Internet by inviting them to 鈥淭est-Drive Your Solution Online,鈥� it became clear that IDES had had its day. 鈥淭he performance wasn鈥檛 good enough; the technology 鈥� the Internet Transaction Server 鈥� was not as stable as we had hoped,鈥� van der Beck says.

IDES gradually became less and less relevant. Yet the team, now called Solution & Innovation Experience (SIX) DID (Demo Infrastructure Delivery), still exists today 鈥� and operates the 麻豆原创 Demo and Education Cloud environment, which contains systems used by 麻豆原创鈥檚 presales and sales personnel to demo software for customers. Nowadays, Krell and his colleagues refer customers who want to download a test package to the .

While Pfaehler has long since retired, and recently ended an eight-year stint managing Dietmar Hopp鈥檚 non-profit organization, Cura Daball and van der Beck are still at 麻豆原创 鈥� having served for 36 and 30 years respectively. They and their colleagues built IDES as an innovative demo system that still has its supporters today, such as 麻豆原创 University Alliances. van der Beck now contributes his expertise to the Customer Adoption team, and Cura Daball works in the Customer Services & Delivery Board area, where he develops automation tools for demo and training system landscapes. Both still have a great deal to give to the company that means so much to them.

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