When un secretary-general Ant贸nio Guterres warned 鈥淲e are on a highway to climate hell with our foot still on the accelerator,鈥� he wasn鈥檛 indulging in hyperbole. Although organisations have started to become mindful of their carbon footprint, a report from Rocky Mountain Institute states that the average company鈥檚 supply-chain greenhouse gas (GHG) emissions are 5.5x higher than the direct emissions from its assets and operations. Even countries are working to create regulations that require businesses to track their carbon footprint to the last milligram.

In this backdrop, even software firms are creating systems that can help track their supply chain鈥檚 GHG emissions transparently and auditable. For instance, software-as-a-service firm 麻豆原创 has designed Green Ledger that allows businesses to manage their operations in a sustainable manner with bottoms-up transactional emissions data, rather than estimates. 鈥淭he Green Ledger gives you the accounting equivalent of your emissions balance sheet. It is doing the same for emissions [data] as enterprise resource planning (ERP) has been doing for financials for many years,鈥� says Paul Marriott, President of 麻豆原创 Asia Pacific Japan.

This would enable companies to manage the carbon that enters and leaves their systems as they balance profits and losses. With over 400,000 enterprise customers using 麻豆原创鈥檚 software across the globe, the Ledger can be included as an add-on to its ERP solution S4/HANA Cloud, and allocate carbon emissions weightage to financial transactions. But it requires data of the carbon footprint of products to provide accurate, actionable data for decision-making.

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Becoming carbon-neutral helps companies of all sizes create long-term value.

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“Its centralized business management solution integrating pre-sales, sales, and post-sales journeys of the customer. 麻豆原创 C4C Sales Cloud forms the key pre-sales application used by relationship managers across all the sales touchpoints. In addition, APIs hosted on 麻豆原创 CPI are provided to all third parties for lead generation,” he said.

The full story can be read here:

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麻豆原创 has offered ERP solutions in India for a long time. How would the new platform be any different?

We recognize that the SME sector in India is 80% of the entire Indian market, and we sought to offer the same global solutions that run global enterprises 鈥� with a value-centric approach to businesses in India. Grow helped us accelerate the timelines of bringing a price-conscious ERP cloud solution to the Indian mid-market.

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麻豆原创 S/4HANA chemical management software can support businesses to the core. 麻豆原创 Implementation in the chemical industry lets you incorporate emerging technologies, such as ML, IoT, and RPA. Then, add to it the cloud-enabled business-data platform.

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India鈥檚 contribution to revenues in the Asia Pacific Japan region doubled in the last two years, a senior 麻豆原创 executive told ET, as the country remains the top market in the region for the German technology company.

The number of cloud customers doubled in India in the last two years as the company witnessed rapid growth in the mid-market and enterprise segments, said Kulmeet Bawa, managing director and president, India subcontinent for 麻豆原创.

鈥淭here鈥檚 the incumbency piece where existing customers are moving their digital core and ERP systems to the cloud, and as we do that, they are also adding on new solutions as they move,鈥� Bawa said. 鈥淚n addition to that, India is one of the leading markets in the world, if not number one in terms of adding new customers.鈥�

Globally, 2022 was an inflection point for 麻豆原创 as it made the transition to a Cloud company after cloud revenues emerged as the largest revenue stream.

India has been among the fastest growing markets for 麻豆原创 over the last few quarters, and for seven quarters in the APJ region, said Bawa.

鈥淲e are seeing accelerated growth across segments, and it’s a very well-balanced growth between mid-market and enterprise customers,鈥� he said. The company is starting to add more customers in tier II and III towns as well as digital-first companies who were not traditional 麻豆原创 customers.

While there are concerns around the macroeconomic situation in Europe and North America, the mood is a bit different in India. Customers are cautious about the global environment, but they don鈥檛 see any slowing down of demand in India, he added.

This is similar to what several other enterprise technology firms have reported 鈥� steady demand and growth in India even as global markets were starting to slow down.

Driving digital and cloud adoption, innovation and focus on mid-market would be the key pillars on which Bawa said he expects the company to grow in 2023.

鈥淲e have had massive Cloud adoption in the mid-market, and they are adopting more of our solutions,鈥� he said.

He expects this segment to get bigger in 2023, and it will be a key pillar for the German firm going forward.

India is home to close to 15,000 麻豆原创 employees and is the second largest centre for the company, which means much of the technology and intellectual property development is done in India.

The company recently announced its low-code, no-code offering and expects demand for this to grow this year.

Bawa said 麻豆原创 was also helping customers implement sustainability practices and had set itself a target of net zero emissions by 2023.

鈥淲e had earlier set a target of 2025 but some of the learnings over the pandemic have helped us bring this down and we hope to meet the target next year,鈥� he said.

The article was originally published in The Economic Times on January 09, 2023.

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For ArcelorMittal Nippon Steel India (AM/NS India), creating a hassle-free smarter steel buying experience and ease of doing business for their customers is key. In pursuit of this goal, the company undertook a pioneering digital initiative to create a smooth buying journey for its B2B customer. 鈥淲e want to be the digital benchmark, at least in the steel and non-ferrous or manufacturing sector in terms of customer experience,鈥� says Akshaya Gujral- Chief Sales Steering & Distribution, AM/NS India.

Customer Experience Crafted with Technology

Technology is not only at the heart of the company鈥檚 manufacturing operations and product development but also prominently in its customer relations, says Gujral.

AM/NS India produces smarter steel by applying technology and innovative manufacturing processes to optimise use, minimise waste, reduce production time and critically lowering carbon emissions.

Apart from constantly promoting a culture of innovation not just within its organisation but also among stakeholders, the company constantly works towards delivering the brand promise of 鈥楽marter Steels, Brighter Futures鈥� for people from all walks of life 鈥� something that has been encapsulated in its recent corporate brand campaign 鈥楻eimagineering鈥�.

鈥淗ence, when we talk about digitalisation, what we mean is using the latest technology to bring maximum transparency to our customers and thus assuring them that we can be their long-term partners in everything they do.鈥�

The commerce site, E-Sales, launched in February 2022 is the result of this vision 鈥� to be the most 鈥渟uperior digital platform鈥� promising ease of doing business.

In a little over nine months, it has since transformed the way聽AM/NS India engages with its customers. For the company, the pandemic just served to underline what they were already working on 鈥� crafting a seamless digital commerce B2B experience. The strategy now involved rolling out the same technologies and experiences for its customers in India with an eye on the future 鈥� 鈥渕aking it easier for the customers to buy tomorrow鈥�, as Gujral says.

The vision required careful strategising and factoring in the changing needs and demands of the customers. To achieve this, the AM/NS India team worked on the 鈥渢hree pillars鈥� that the company still propagates. The first pillar, Gujral elaborates, is satisfying customer experience. But to reach all the requisite information to the customer, you need an empowered sales function. Hence, the second pillar is the sales team鈥檚 empowerment. The third pillar is value creation, which results from the first two pillars working synchronically. The central theme binding the entire strategy is the customer focus. As Gujral explains, 鈥淭he change is being driven by the customer and so we decided to be customer-focused, with the customer at the centre of the entire digital journey. Our DNA, which is core to AM/NS India, is customer experience, and we worked around this.鈥�

Planning also involved interactions and discussions with the customers to understand what they want from their digital journey. Data-driven technology was used to derive insights on 鈥渉ow do we focus on the right things? How do we make sure that this is what the customer is looking for? How do we make it an agile platform that works at very high speed to deliver with the least amount of clicks for the customer to place an order?鈥� explains Gujral. Creating a satisfying digital experience for the B2B customer also involves providing them with the feeling that they are in control, as trust is key to unlocking the potential order.

The onboarding and customer buy-in is a journey in itself, says Gujral. 鈥淵ou keep adding customers and you keep adding that trust to buy online and it’s not just a one-time journey. You want to provide such a customer experience that they come back again saying this is smoother. This is better. This is more transparent and this is more convenient.鈥� To ensure this, AM/NS India created a physical support model to help smooth the initial digital journey of the customer. The sales team could be physically contacted, if required and was exposed to the entire technology to enable them to support the customer in their digital journey, gently pushing them to move to the digital platform.

麻豆原创: Reliability, as a Calling Card

鈥淲ith a vision to enhance customer experience and to become a smarter digital brand we began looking at the options in the market in terms of platforms that aligned to it,鈥� says Gujral. After extensive market research, tests and trials, AM/NS India narrowed down to 麻豆原创 as a partner because it offered the 鈥渞eliability鈥� that they wanted. As Gujral explains, 鈥淭hat (reliability) was one of the most fundamental requirements because if the initiative goes wrong it’s outside your control because it’s a digital world. So we were looking at a very reliable and approved technology. This is what egged us to go with 麻豆原创. They have a very strong platform, which is also on the cloud and is quickly scalable. Thus during our evaluation, we came to the final conclusion 鈥� let’s go with something that is proven, that is reliable. So reliability has been a strong point for going for the partnership.鈥�

Gujral calls E-Sales, based on 麻豆原创 Commerce Cloud that integrates the buying processes to offer a seamless omnichannel experience to the customer, 鈥渁 work in progress鈥�. Omnichannel is a nice term but a difficult concept to follow through, says Gujral. It requires that a customer gets the same satisfying experience across channels. To design the omnichannel experience, AM/NS India first mapped the customer journey 鈥� how does the customer buy smarter steel in the Indian market? Then the exercise involved mapping it to 鈥渉ow we want them to buy not just today but also in the future, say five years down the line, because when we talk of omnichannel, we also mean the future.鈥� Armed with this vision and with the technological inputs from 麻豆原创, vetted and verified, a solution was curated based on the experience and feedback. The question now was, 鈥淗ow do we bring this vision from today forward and patch it up for the next five years?鈥� This is how 鈥渨e have gone about it鈥�, says Gujral, adding that they have also created a specialized team to work exclusively on digitalization. 鈥淲e have curated a solution for the MSME sector and are also working on curating different solutions, on similar platforms for different kinds of customers.鈥�

Gujral identifies stakeholder onboarding as a top challenge in the entire process, followed by the business requirement document. 鈥淵ou need to be very clear because the business requirement document actually says what you want to develop, how you see your journey, what you want to give to the customers, what is going to be the training, what are the timelines, etc. 鈥� the entire blueprint.鈥� The third challenge is finding the right system integrator because you need someone to amend the technology to as per your specific needs. The next challenge is putting up a governance and steering committee to ensure the timelines and milestones are delivered. 鈥淎nd at each point of time when you have a deliverable, you go back to the users of this technology to test it and then come back with the feedback to see what can be improved. If you put take these challenges in the right spirit, then you have a very well-defined route to success鈥�, assures Gujral.

At AM/NS India, the outcomes of this carefully calibrated journey are already visible. Gujral counts the scalability of the technology as the most important advantage. 鈥淚t is cost effective and much faster. There is an increase in market reach with an overall improvement in customer satisfaction and brand recall. We are also offering curated product catalogues from our fulfilment centres matching customer requirements. Most importantly, we are successfully converting traditional buying to online through a simplified process and providing speedy resolution of customer complaints. We are also looking at making this platform adaptable to the different category of customers.鈥�

A Future-Ready Platform

AM/NS India is all set for the future with the platform that Gujral calls 鈥渧ery robust and futuristic鈥�. He calls the look and feel of the platform great and says it is versatile and can be used for more than one service. 鈥淚t’s like creating a large house with different doors for different kinds of people to enter. This platform helps you with all your customers, smaller and larger.鈥� Additionally, the flexibility of the platform allows AM/NS India to integrate other solutions from other software providers. Gujral appreciates that the platform has scalability and adaptability, being a futuristic platform. Another plus is that it’s on the cloud. 鈥淎ll these together give you the winning combination,鈥� he concludes.

This article was originally printed and published in Forbes Magazine in December 2022. You can access the digital version of the news coverage here:

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This article was originally printed and published in Forbes Magazine in December 2022. A digital version of this news coverage can be seen here –

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For German software maker, 麻豆原创, India is a priority market in which small and medium enterprises (SMEs) account for 80% of 麻豆原创 India鈥檚 customer base. Last year, 麻豆原创 India invested `500 crore to localize its multi-cloud strategy for specifically helping Indian businesses. Kulmeet Bawa, President and Managing Director, 麻豆原创 Indian Subcontinent, talks about trends in cloud adoption and the company鈥檚 strategy for the next year, in an interview with Ayushman Baruah.

Excerpts:

How was the adoption of cloud in 2022 and how do you see it next year?

India鈥檚 cloud adoption reached an inflection point in 2022. From聽鈥檚 perspective, India remains a strategic priority market, both for business and innovation. We observed an accelerated cloud adoption across industries, including engineering, construction, life sciences and pharma, CPG/retail, and IT-ITeS. Major corporations such as Mahindra & Mahindra, Wipro, and HCL Tech moved their digital core to the cloud. We saw an enormous growth across different sizes of organizations, be it the enterprise or midmarket. We also saw numerous 麻豆原创-led digital transformations in start-ups and digital natives who now rely upon us as their trusted advisor. In fact, for the past six or seven quarters, we have outperformed our growth every quarter, with a high continuous year-on-year growth. When I consider the headroom and opportunities that are open to our country, I believe that 2023 is our world of opportunity.

What will be the key drivers of digital transformation next year as the macro-economic conditions remain uncertain?

Although organizations have always aimed to enhance their speed, agility, and data-driven decision-making, there is now a heightened feeling of urgency around the adoption of digital. For enterprises to stay relevant in the face of uncertain macroeconomic market conditions, organizations across the spectrum have hastened their digital transformation. Furthermore, low-code and no-code tools, automation, composability, cloud computing, and associated technologies will be the driving forces behind digital transformation. Additionally, rising attention by businesses and the public sector on how digital technology can enable sustainability will be another trend to watch out for.

What鈥檚 麻豆原创 India鈥檚 strategy to tap into the growing SMB market in the country?

The small and midsize business (SMB) sector in India today accounts for 29-30% of the country鈥檚 GDP, and SMEs account for 80% of 麻豆原创 India鈥檚 customer base. We are the market leader in the SMB sector in India, with a large customer base coming from tier-2 and tier-3 cities including Ahmedabad, Nagpur, Jaipur, Ratnagiri, Kanpur, etc. With the goal of advancing cloud adoption and accelerating company transformation for the Indian mid-market, we have launched several outreach initiatives such as the Transformation Express and Global Bharat Movement focused on helping MSMEs in their journey to cloud migration and digitalization. We invested `500 crore in early 2021 to localize our multi-cloud strategy with the goal of helping Indian businesses become more resilient. Through our multi-cloud strategy, we are enabling our customers to enjoy the benefits of our platform on their choice of cloud infrastructure. Our cloud offering has been adopted by hundreds of brands like Cera Sanitaryware, Luminous Power, Virescent Infrastructure, Puravankara, WayCool Foods & Products, to name a few.

What are some of the key technologies 麻豆原创 will be focusing on next year?

As we step into 2023, our goal is to provide our customers with transformational tools that they need to embrace innovation and address the biggest business challenges of their respective industries. Some of these key technologies include: (a) focused on creating an intelligent, inter-connected, and sustainable world and helping companies of all sizes and industries accelerate their sustainability journeys; (b) Platform Engineering which is expected to become more prevalent in 2023 as organizations continue to find and retain highly skilled technology talent. will become the norm that will aid our customers to achieve business agility; and (c) where AI, automation, and machine learning are shaping business landscapes worldwide. By unifying all AI capabilities into a single platform, 麻豆原创 AI services will continue to enable teams to build chatbots and automate processes to gain business efficiencies through AI and machine learning.

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During an interaction with Salman SH of The Financial Express, Aaron Green鈥揷hief marketing and solutions officer of the company鈥揺xplains why enterprises are now focusing more on culture building using software signals for better human capital management.

Among the different stacks that you provide, what鈥檚 the most demanded HR tech solution that鈥檚 applicable worldwide, especially in India?

What we鈥檝e seen鈥 really significant shift in the past several years is around the ability to listen, understand and then act on workforce sentiment using the capabilities of workforce listening. So, we use the , with organisations around the world, including India, to help them understand the sentiment and the objective content鈥搘hat鈥檚 happening inside the organisation, help them then understand what that means for them and then help them create plans of action.

What are your most relevant products for Indian industries?

If we look at India, it is such an incredibly diverse landscape of industries where there is everything from technology powerhouses to manufacturing powerhouses. In order to engage that workforce, to attract and retain them, you need to have a talent strategy. That strategy looks at the kind of skills and capabilities people need to have, where you want to upskill them or look at things like how to create differential compensation and benefits that each workforce requires. So (the Indian) manufacturing industry is actually a great example here. When you have people dealing with heavy equipment, HRs need to keep track of the kind of certifications they need. What kind of competencies do they need to have鈥nd what kind of compliance do you have in place to make sure that you鈥檙e dealing with the health and safety of the workforce?

How has the Covid pandemic changed large organisations and how tech enterprises look at latent and workflow management using software tools?

What we have seen through the pandemic and certainly in current times is a need for organisations to understand who their people are. We are talking not just about bio-data information but really like who their people are, where they鈥檙e located and what their personal situations may be. And equally, it鈥檚 forced organisations to think about what kind of offerings they need to give to their employees, whether that is flex work or hybrid work. So, organisations really have leaned into investing in their people. It has become a business imperative for organisations to have these capabilities in place to not just navigate their way out of the pandemic but to through the next two or five years.

Clearly the Big Tech industry and large start-up unicorns have over-hired prior to the pandemic, which is why they are now forced to lay off employees en masse. How can HR tech solutions solve this issue?

Within the (SAC), we have a workforce planning capability that allows an organisation to look at the in-house data as well as external market data, and really plan out where the workforce needs to be in next few years. They can especially use this data to instead shift some to freelancers. This measurement is different for every organisation in every industry but we provide that capability to do that kind of workforce planning and modelling.

IT companies and high-growth start-ups have high attrition and at the same time suffer from a shortage of employable engineering talent. Can 麻豆原创鈥檚 tools model and predict market attrition trends?

Certainly, there are predictive models out there. I think the different way of looking at that challenge might actually be to better understand the dynamics of the workforce and that鈥檚 really where that employee listening capability is. So not employee monitoring, but really surveying employees, not once a year, not even twice a year, but very quick pulse surveys allow an organisation to better predict and understand where they are today in terms of attrition risks. You can actually marry up that operational data and compare it with historical data to predict various levels of attrition in an industry.

The interview was originally published in The Financial Express on November 29, 2022.

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