Competitive pressures, systemic risks, technological disruption, and workforce shifts are reshaping the modern business landscape constantly, meaning most organizations already run multiple transformations simultaneously. In fact, Forrester鈥檚 research reveals that 72% of organizations are pursuing four or more transformation initiatives annually.

However, despite its continuous nature, many still treat business transformations as a series of disconnected projects, limited to specific functions or technology upgrades鈥攁 fragmented approach that slows execution, reduces impact, and prevents organizations from realizing the full value of their investments.

That鈥檚 why 麻豆原创 partnered with Forrester Consulting to deliver a comprehensive survey of enterprise-level global organizations, assessing levels of business transformation management maturity.

The results clearly show that developing a repeatable, scalable transformation capability is how organizations best prepare themselves to address the challenges mentioned above and transform successfully again and again. Building and growing such a capability means bringing together strategy, processes, technology, and culture into a cohesive and strategic framework that accelerates execution, improves measurement, and enables ongoing innovation.

The 6% club

Conducted online with over 1,000 cross-industry senior decision-makers at organizations in APAC, EMEA, Latin America, and North America, the survey was able to segment respondents into four maturity tiers鈥攂eginner, intermediate, advanced, and leader鈥攂ased on their strengths across five dimensions: strategy and leadership, applications and technology, process, data, and people and culture.

Only 6% of the surveyed firms qualified as transformation leaders, with most organizations still facing significant gaps in execution, governance, and cultural alignment. The findings also showed:

• Transformation is now 鈥榖usiness as usual.鈥� Over half of organizations (52%) plan to increase transformation investments by 11% to 20% in the next 12 months; another 22% expect to boost spending by more than 20%. Only 1% plan to reduce investment.
• Barriers to success are common. Fifty-six percent of respondents struggle with poor data, 55% encounter persistent organizational silos, and 52% highlight employee fatigue from continuous change
• Governance is lacking. Only 24% of organizations have a cross-functional transformation governance board, and just 25% embed transformation goals into KPIs. 

Fortunately, even organizations that haven鈥檛 yet reached the leader stage are conscious of the benefits of building a transformation capability, with respondents highlighting the following expected outcomes:

• Increased ability to pivot in response to market shifts or disruptions (68%)
• Faster upskilling and reskilling of the workforce (66%)
• Faster execution of strategic initiatives (65%)
• Increased consistency and reliability in process execution (65%)
• Increased leadership alignment and accountability (64%)

Unlocking the benefits

Overall, survey respondents were committed to transformation at scale, but fragmented execution and the lack of an overall strategy have hampered their efforts. This missing piece of the puzzle is where business transformation management solutions from 麻豆原创 can be of most use.

鈥淭ransformation challenges will always exist, particularly in aligning localized execution with an enterprise-wide approach,鈥� Dee Houchen, head of Marketing for 麻豆原创 Signavio and 麻豆原创 LeanIX, says. 鈥淥ur research shows that true transformation leaders embed change into their organization鈥檚 DNA. That means prioritizing early employee involvement, building dedicated change functions, and putting a high premium on digital adoption management.鈥�

鈥�,  , and solutions offer clarity and transparency in business transformation, helping organizations turn transformation from isolated plans into comprehensive action across the entire organization,鈥� Houchen adds. 鈥淭his report is an invaluable resource for anyone wondering how they can build repeatable transformation capability and become transformation leaders in their own right.鈥�

Lucas de Boer is global marketing program lead for 麻豆原创 Signavio.

The report analyzed and noted 鈥渋t stands out for its global, industry-specific solutions, with a focus on 麻豆原创 S/4HANA integration鈥� and 鈥溌槎乖粹�檚 strategy of integrating applications, data, and AI shows its commitment to unifying data into a single source of truth accessible across the enterprise.鈥� The 21 scoring criteria employed by Forrester Research covered two categories: Current Offering and Strategy.

The Forrester report states that 鈥溌槎乖� offers remarkable data privacy, security, and global compliance with natively supported governance functions.鈥� And it further points out that 鈥渢he introduction of its AI copilot [Joule] indicates 麻豆原创鈥檚 direction toward embedding generative AI across its platform for improved quality, adoption, and management.鈥�

“In the context of 麻豆原创 business applications, 麻豆原创 Master Data Governance can offer much more then integration. We have shown this with scenarios embedded into 麻豆原创 S/4HANA, or with federated master data governance deployments across an application landscape, or with integrated end-to-end scenarios for supplier management across 麻豆原创 Master Data Governance and 麻豆原创 Ariba Supplier Lifecycle and Performance,鈥� says Markus Kuppe, vice president and chief product owner of 麻豆原创 Master Data Governance. 鈥淲hen we look at 麻豆原创 Business Data Cloud, which provides semantically rich data from various data sources, we see master data often as the most critical data asset. 麻豆原创 Master Data Governance curates this master data towards a trustful and high-quality treasure and feeds into 麻豆原创 Business Data Cloud as a data product.鈥�

麻豆原创 Master Data Governance allows organizations to create a unified, trusted view of their business to help enable them to work more efficiently and make better decisions. The application is available on-premise as well as in the private and public cloud with support for consolidation, central governance, and data quality management. Customers can establish a cohesive and harmonized master data management strategy across all master data domains to help simplify enterprise data management, increase data accuracy, and reduce total cost of ownership.

To learn more about 麻豆原创鈥檚 ranking among top vendors, .

Kaiser Larsen is vice president for Product Marketing, Data & Analytics at 麻豆原创.

Forrester does not endorse any company, product, brand, or service included in its research publications and does not advise any person to select the products or services of any company or brand based on the ratings included in such publications. Information is based on the best available resources. Opinions reflect judgment at the time and are subject to change. For more information, read about Forrester鈥檚 objectivity .

According to a Forrester Consulting Total Economic Impact鈩� (TEI) study commissioned by 麻豆原创, interviewed 麻豆原创 customers found a way to tap into the guidance, expertise, and support they need to navigate challenges and achieve their cloud ambitions. And it all began with the expanded editions of the 麻豆原创 Preferred Success offering.

A vice president of financial systems from a financial services company succinctly described the impact in an interview for the Forrester Consulting study: 鈥淭he expanded editions of 麻豆原创 Preferred Success have opened new doors for us. We can use the time saved by working with the 麻豆原创 product specialist to focus on new functionality and dive deeper into existing features like never before.鈥�

Implementing, adopting, and optimizing cloud solutions can be a struggle for many organizations. Why? Their internal teams often lack the time and expertise to leverage the solutions fully. At the same time, the rest of the business is stuck searching for external technology partners to manage applications and wrestle with customizations that slow down progress.

But here鈥檚 the good news: expanded editions of 麻豆原创 Preferred Success can provide direct access to 麻豆原创 product specialists who can give tailored guidance, enable proactive monitoring, and accelerate problem-solving.

Impact backed by real-life customer experiences

The expanded editions of 麻豆原创 Preferred Success can go beyond smoothing the cloud adoption experience; they can also offer a strategic advantage that helps transform business operations. For the TEI study, Forrester Consulting interviewed 麻豆原创 customers using the expanded editions鈥攎any of whom faced similar challenges, including limited expertise, resource constraints, and difficulty optimizing cloud solutions.

With access to comprehensive services such as how-to guidance and in-depth expertise, new-feature activation, prescriptive solution reviews, and proactive monitoring, surveyed organizations reported:

• 65% higher internal 麻豆原创 team efficiency, saving US$1.3 million over three years: Regular check-ins with 麻豆原创 product specialists can empower internal teams with direct access to training materials, insights on upcoming releases, and proactive issue prevention.
• 50% lower application management service costs, worth $1 million: Organizations can significantly reduce reliance on external service partners by equipping internal teams with advanced 麻豆原创 expertise.
• Optimized customizations, worth $408,000: Leveraging 麻豆原创鈥檚 standard design frameworks and expert guidance help streamline custom development efforts, minimize rework, and improve system performance.

Beyond the numbers, the true value of the expanded editions is reflected in real-world stories. In fact, an HR platform architect of a manufacturing company shared with Forrester Consulting: 鈥淲hen we face an issue, the 麻豆原创 product specialist gives us a direct and clear answer within one day, and sometimes within hours. Also, the expanded editions of 麻豆原创 Preferred Success give us access to a whole network of highly skilled 麻豆原创 experts.鈥�

The cloud鈥檚 potential continues to expand

As cloud technology evolves, its potential continues to grow. Yet, realizing its full value requires more than just technology鈥攊t demands the right expertise and guidance. Backed by real-life customer experiences analyzed by Forrester Consulting, it鈥檚 clear that strategic advantage is available through the expanded editions of 麻豆原创 Preferred Success.

Learn more about the full impact of the in the 2025 Forrester Consulting study, 鈥�.鈥�

And if you鈥檙e ready to take the next step, ask your 麻豆原创 sales representative about including the expanded editions of 麻豆原创 Preferred Success in your quote.

Gokhan Nalbantoglu is head of Global Sales for Cloudified Services at 麻豆原创.
Peter Roberts is SVP and chief product owner for 麻豆原创 Preferred Success at 麻豆原创.

The study, , conducted by Forrester Research, found that 麻豆原创 Integration Suite customers achieved a considerable 345% ROI over three years and experienced a 30% increase in integration developer efficiency, with the solution paying for itself in less than six months.聽聽

Commissioned by 麻豆原创, the study surveyed six decision-makers responsible for application integration at the enterprise-level at their organizations.聽 Each participant had extensive experience deploying and utilizing 麻豆原创 Integration Suite. The results demonstrate the suite’s power to accelerate innovation and integrate without obstacles, speed up connectivity across heterogenous application landscapes, and connect customers and workers to automated processes that drive significant business value.聽

Key findings from the study include:

• 345% ROI and less than six-month payback: The study revealed an ROI of 345% over three years for the composite organization representative of the six companies interviewed using 麻豆原创 Integration Suite. This return, coupled with a payback period of less than six months, made 麻豆原创 Integration Suite a financially sound investment for the organizations looking to optimize their integration strategies.聽
• 30% increase in integration developer efficiency for integration requests: 麻豆原创 Integration Suite empowered developers to work faster and smarter, freeing up valuable time and resources for other strategic initiatives. This increased efficiency can be attributed to the platform’s user-friendly interface, pre-built connectors, and robust automation capabilities.聽
• $984,000 in incremental profit: The research found that the organizations in the study leveraged 麻豆原创 Integration Suite to generate US$984,000 in additional profit over three years. This significant financial gain demonstrates the platform’s ability to unlock faster time-to-market for new products and services, improve operational efficiency, and enhance customer experiences.聽

The study’s findings show that 鈥渙rganizations adopt cloud services and SaaS applications to leverage real-time interactions for increased business velocity and agile collaboration with customers, suppliers, and partners. But integration development teams are challenged to integrate business-critical applications with business processes in heterogeneous cloud and hybrid IT landscapes.鈥�

Interviewees noted several key features and benefits of 麻豆原创 Integration Suite that contributed to their success, including:

• Integration advisor: A global CIO for an apparel maker stated: 鈥淏y having integration advisor that automatically provides you with that information, which is very pertinent for that particular trading partner, the onboarding of interfaces becomes a breeze. It cuts down dramatically from weeks to a matter of days. We look forward to more AI capabilities to come.鈥澛�
• Pre-built connectors: The head of Applications Integration in instrumentation manufacturing stated: 鈥淔or application integration projects, the prebuilt connectors can provide a speed up of 10 times. When we were building the interfaces from scratch, it was just our own developers doing the work manually.鈥澛�
• Methodology: Interviewees noted that by leveraging 麻豆原创 Integration Suite鈥檚 overall methodology, their organizations benefited from systematic approaches and best practices for several enterprise-wide integration scenarios.聽聽

Beyond the financial benefits, the study also revealed that 麻豆原创 Integration Suite fosters a more rewarding and fulfilling work environment for integration developers and self-service users. Interviewees reported improved communication with business partners, enhanced customer satisfaction, and greater agility in responding to changing business requirements.  

聽“Lowering the total cost of ownership, the reusability component, the ability to use AI or out-of-the box connectors, [and having] the power of integration advisor condenses your overall timeline for development, testing, and implementation.” said an interviewee who is the global CIO in the apparel industry.聽

We believe the study backs up our view that integration is a critical key to unlocking business growth. To see how you can build a business case for how 麻豆原创 Integration Suite and the integration technology of 麻豆原创 BTP can drive cost savings and business benefits for your business, .

Bharat Sandhu is senior vice president of AI and Cloud Platform at 麻豆原创.

The report analyzed and noted it as 鈥渁 mature, governed, and compliant multidomain MDM鈥� with strength in a large customer base and 鈥渆cosystem of its own products and partners, and it leverages these strengths to provide great customer service and increase adoption.鈥� The 24 scoring criteria employed by Forrester Research covered three categories: Current Offering, Strategy, and Market Presence.

The report states that 麻豆原创鈥檚 鈥測ears of presence in the industries enables it to offer multiple business templates鈥� and that 麻豆原创 Master Data Governance 鈥渟upports multiple compliance standards across industries with automated validations.鈥�

The Forrester report points out 鈥溌槎乖粹�檚 distinct vision is to have a modular approach that enables federated master data governance and use this to offer pricing flexibility, which is tiered and deployment based.鈥�

Markus Kuppe, vice president and chief product owner of 麻豆原创 Master Data Governance, believes that 鈥溌槎乖� can provide much more value to our customers than just any master data management tool provider because we understand how master data is used in business context. We create benefits for our customers leveraging this understanding. That is why we call our 麻豆原创 platform a 鈥�business technology platform鈥� and not just a 鈥榯echnology platform.鈥� We can provide master data management capabilities that truly support all domains, all industries, and all approaches, embedded into the business. We have proven this with 麻豆原创 Master Data Governance, and we will continue to deliver on this unique promise.鈥�

As part of (麻豆原创 BTP), 麻豆原创 Master Data Governance can allow organizations to create a unified, trusted view of their business to enable them to work more efficiently and make better decisions. The application is available on premise as well as in the private and public cloud with support for consolidation, central governance, and data quality management. Customers can establish a cohesive and harmonized master data management strategy across all master data domains to help simplify enterprise data management, increase data accuracy, and reduce total cost of ownership.

To learn more about 麻豆原创鈥檚 ranking among top vendors, read the full report .

Mike Keilen is global vice president of Data Management and Integration at 麻豆原创.

Acquiring the right talent is critical for businesses when they adopt their first cloud solutions. Without the right people, companies cannot realize the full value of the cloud, impeding their ability to drive continuous improvement, transformation, and innovation.

A proven remedy for this talent gap is consistent access to personalized guidance from experts who help manage software-as-a-service (SaaS) solutions reliably, resolve queries and incidents quickly, and alleviate administrative workloads associated with adopting enhancements. In a commissioned by 麻豆原创, Forrester Consulting reported that this approach uncovered additional uses and opportunities to achieve business goals.

To better understand the benefits, costs, and risks associated with this trend, the third-party global market research company assessed the offering. The proactive service offering can provide the success resources and tailored-to-fit consultative assistance necessary to maximize the value of cloud solution investments from 麻豆原创 throughout the application lifecycle. The results were combined to form a single composite organization.

Expanding the Cloud鈥檚 Value with Individualized Guidance

Issue resolution, new release implementation, and a gradual, company-wide migration associated with long-term cloud usage can be costly juggernauts of overwhelming complexity. However, organizations that turn those tasks into benefit-rich opportunities know how to optimize the value of their cloud investment to adapt their processes based on evolving business needs and the latest technology capabilities.

According to the Forrester study, 麻豆原创 Preferred Success allows 麻豆原创 customers to gain this advantage by driving a considerable total economic impact (TEI) 鈥� even five years or more after the initial cloud implementation. Findings from the aggregated study of a customer generating US$1 billion annually revealed a 377% ROI on cloud investments. Such an outcome also includes higher project efficiency, improved application time to value, productivity gains, and optimized business processes.

How can companies achieve such a dramatic advantage? It all goes back to having consistent and trusted guidance to increase business value in four fundamental ways:

1. Accelerated Implementation and Release Preparedness

Forrester鈥檚 survey results reveal a 10% decrease in implementation effort for internal teams and a reduction in release preparation time by one month each year. Such improvements are achieved by understanding upcoming changes and reviewing release information quickly and early on. In return, organizations can tap into the benefits of the latest cloud capabilities sooner and accelerate the realization of the technology鈥檚 overall value.

During one of Forrester鈥檚 interviews, a respondent shared that 麻豆原创 Preferred Success helps organizations discover new and relevant features. The 麻豆原创 customer stated: 鈥淭wo years ago, [releases happened] every three months 鈥� and, certainly time-wise, [they required] more than a week for its preparation. Now, [they arise] every six months and [are] streamlined and done within a week in terms of being ready for it.鈥�

2. Faster Time to Value

Shorter release cycles not only shorten the time required to manage new releases, but also position the business toward getting the most value from its cloud solution investment. For example, access to 麻豆原创 expertise through a single point of contact delivers a higher user satisfaction rate. This is especially true when reducing risk throughout the solution lifecycle and improving and optimizing process efficiency.

According to the survey, customers using 麻豆原创 Preferred Success also appear to adopt cloud solutions better. They spend a weekly average of three hours more than users who do not leverage the service offering. Furthermore, customers indicate a more satisfying overall experience, compared to the total number of businesses that have adopted cloud solutions from 麻豆原创.

3. Increased Optimization of Business Processes

Forrester鈥檚 research also indicated that 麻豆原创 Preferred Success offers a prime opportunity to collaborate with 麻豆原创 experts to help achieve critical business goals through business process optimization. Respondents gained an overall 24% boost in productivity, as IT issues reduce during regular strategic reviews and ongoing formal exchanges with customer success experts, participation in customer councils, and access to in-depth training materials.

All these activities pave the way to 30% higher employee efficiency and productivity while potential areas for process enhancement are identified. But more important, organizations are learning how to mitigate emerging risks with worthwhile remedies.

A technology team lead from an energy firm told Forrester, 鈥淥ur customer success expert knows the challenges that we might be having. If there are upcoming changes that will address those challenges, she will tell us about the potential fix worth testing out.鈥�

4. Streamlined IT and Business Operations

One benefit that cannot be underscored enough is the reduction of priority one and priority two cases. 麻豆原创 Preferred Success can deliver this outcome through fast-paced, effective mitigation and resolution of IT incidents. As a survey respondent explained, 鈥淭he number of tickets has gone down since the system is more stable now compared to when we started.鈥�

Streamlining IT and business operations without getting bogged down by incidents gives users the confidence that their technology is reliable and provides accurate, data-driven insights. And as user satisfaction improves, business processes become more efficient and risk across the solution lifecycle decreases.

Moving Forward with Flexibility, Efficiency, and Confidence

We believe Forrester鈥檚 TEI research clearly shows that 麻豆原创 Preferred Success offers a combination of proactive outcomes that can be critical to business success in every economic condition. From accelerated implementations and faster time to value to business process optimization and simplified IT and business operations, organizations can be empowered to transform at their pace with greater flexibility and value.

And with those advantages, companies can create a foundation that helps ensure the benefits of the cloud consistently outweigh the technology鈥檚 costs.

Could 麻豆原创 Preferred Success amplify your future potential in the cloud? Find out by reading Forrester鈥檚 full economic impact study, 鈥�.鈥�

Chad Crook is chief innovation officer of Cloud Success Services at 麻豆原创.

Navigating your cloud journey isn鈥檛 so different. Every organization is unique, so you have to forge your own distinct path to the cloud, backed by experts who have been down the road before.

lets you do just that, giving you access to a team of experts who can help you plan in advance and provide skillful guidance along the way. But cloud success is about more than just a smooth journey. It鈥檚 about achieving real business outcomes, so you can succeed at the speed of business. To measure the success of the 麻豆原创 MaxAttention program, we commissioned a Forrester Consulting study titled “.”

Forrester Consulting interviewed 10 professionals at seven companies using 麻豆原创 MaxAttention, considering cloud migration issues such as costs, benefits, and risks. Then, to model the results, Forrester brought together the participants鈥� experiences and combined the results into a single composite organization 鈥� a global enterprise entity with revenue of US$25 billion per year. After analyzing the data, Forrester concluded that 麻豆原创 MaxAttention delivered an impressive three-year financial impact throughout the cloud journey.

Starting Strong with Business Planning

Planning is the first step in every cloud journey. Even preparing your environment for cloud migration is often difficult. In the Forrester Consulting study, a senior vice president of strategy and value delivery at a food and beverage business explained, 鈥淲e have a very complex environment because the company has been created after many divestitures. It was kind of a Frankenstein. It鈥檚 not a strong template because we have components of many of those companies.鈥�

麻豆原创 MaxAttention can support your ability to stay focused on the factors that influence your successful cloud migration, so you can minimize distractions and execute your plan. 鈥淚f we involve 麻豆原创 MaxAttention during the planning phase, then we have faster visibility of what our options are,鈥� said the food and beverage executive.

According to the Forrester Consulting study, 麻豆原创 MaxAttention helped reduce planning time by 25% for the composite company, from four months down to three.

Keeping the Journey on Track

Once the journey is fully underway, the 麻豆原创 MaxAttention team stays close, offering steady guidance, recommendations, and best practices to help reduce risks for a faster and smoother cloud deployment. The professionals interviewed by Forrester especially liked how 麻豆原创 experts provided quality assurance over system integrators鈥� work. Interviewees also outlined how the services helped identify issues early, before they could delay key steps.

鈥溌槎乖� MaxAttention will call out areas of real concerns in your cloud project planning and technical plans,鈥� said a retail participant in the survey. 鈥淵ou can do quite a deep service, and that has often helped highlight or remediate issues on significant cloud solutions before they became real costs to us.鈥� In one case, the retailer鈥檚 麻豆原创 MaxAttention team identified a performance issue on core systems that could have set migration back by six months.

By reducing disruption risks, helping companies resolve issues faster, and streamlining their processes, 麻豆原创 MaxAttention saved the composite company 30% in deployment time.

Achieving Cloud Value Faster

Cost is always a concern throughout a cloud journey. But you can keep costs in line by streamlining your project with best practices, a transformation plan, and the right guidance and recommendations. The Forrester survey showed how 麻豆原创 MaxAttention enabled companies to realize value from cloud solutions earlier.

Having 麻豆原创 MaxAttention and a dedicated onsite team made a faster timeline possible for a leading cosmetics firm, according to the company鈥檚 VP and head of global business transformation. 鈥淚 think having the right capability with embedded 麻豆原创 processes contributed to about a 25% reduction in our cloud deployment planning,鈥� the executive added.

The interviewee even said that with one implementation, a project that took three months would have taken 12 months without 麻豆原创 MaxAttention.

麻豆原创 MaxAttention Is Your Guide across the Cloud Journey

The takeaway is clear: as you venture forth into parts unknown, you can trust 麻豆原创 MaxAttention experts to offer guidance to help make your journey a successful one. commissioned by 麻豆原创, “The Total Economic Impact™ of 麻豆原创 MaxAttention for Cloud Adoption,” published in February 2023.

Ulrich Schuppler is global premium engagements manager at 麻豆原创.

To better understand customer needs around translytical platforms, Forrester Research has studied many real-time offerings and evaluated them for suitability across multiple dimensions such as architecture, translytical functions, data handling, streaming, and security.

An intelligent enterprise consistently applies advanced technologies and best practices within agile, integrated business processes and can wisely plan yet act in the moment. But to respond accurately in real time, organizations must analyze transactions as they are generated and correlate diverse signals from ever-growing data sources. Moving and aggregating data can undermine agility and increase vulnerabilities; thus the need for translytical data platforms with all workloads running simultaneously on the same database.

Translytical data platforms are a crucial technology to combat data sprawl and reduce the number of data copies by allowing users to run real-time analysis on the transactional systems themselves.

The translytical capabilities of 麻豆原创 HANA Cloud turn data into business value by supporting a variety of workloads and use cases, including real-time transaction processing, streaming analytics, machine learning, and rapid operational reporting within a single database. Our various cloud and on-premise deployment options deliver a high level of openness, scalability, and flexibility for customers. 麻豆原创 HANA Cloud has built-in design and runtime capabilities for smart multi-model processing, combined with integrated multi-tier storage, making it uniquely suited to support intelligent data applications.

When it was released over 10 years ago, 麻豆原创 HANA was one of the biggest innovations in enterprise information technology. By combining analytical and transactional processing in a single in-memory database, 麻豆原创 brought a radically different approach to the database market.

The in-memory performance and unique architecture of 麻豆原创 HANA Cloud, however, enabled 麻豆原创 to do just that: dramatically changing the game by enabling customers to attain real-time visibility across their businesses. 麻豆原创 HANA Cloud continues to impact customers — such as , , , and the — in all industries.

Data and analytics solutions from 麻豆原创 maximize the value of 麻豆原创 data by uniquely using the complete business context and meaning for the most impactful decisions. For us, this report鈥檚 conclusion is a testament to our mission to help organizations transform their data strategy and give data purpose.

To learn more, visit the . For a deeper dive into The Forrester Wave™: Translytical Data Platforms 2022, download a .

Daniel Yu is senior vice president of Solution Management and Product Marketing for 麻豆原创 Data and Analytics.

According to researchers at , precision medicine therapeutics have accounted for 25% to 40% of all FDA approvals in the past seven years. They believe precision medicine has 鈥減roven its worth with mounting evidence of improved patient outcomes in oncology, cardiology, endocrinology, and other disease areas.鈥� From the patient鈥檚 perspective, analysts suggested a digital-first 鈥渉ealth journey鈥� vision that prioritizes digital engagement and the use of digital interactions, products, and services throughout an individual鈥檚 journey through health, wellness, and illness.

Data Makes Life Sciences Supply Chains More Intelligent

Michael Townsend, research director of Life Sciences Commercial Strategies at IDC, saw the industry in the early stages of digitalization, focusing on the value of technology that brings intelligence across life sciences supply chains.

鈥淐ompanies are beginning to make processes more digital, applying intelligence from technologies to make better decisions,鈥� said Townsend. 鈥淔or instance, there鈥檚 significant investment in supply chain solutions like digital twins, where you construct a digital model to experiment with what-if scenarios in performance at various points along the chain such as assembly, shipment, or geography. You can stress test alternate choices without actually having to make any changes.鈥�

Townsend said that segmentation was another intelligent node across supply chains, allowing companies to identify and store medicines and packaging based on country-specific regulations, improving lead times, reducing unused inventory, and simplifying shipping. Some organizations are also using control towers to track demand patterns against materials and component availability, avoiding overstocks and shortages. For example, if COVID-19 cases rise in a certain region, a vaccine manufacturer can act faster to stock up and start shipping prevention and treatment products to that location. Connecting data across supply chains for quick response times applies to any unexpected disruption, including natural disasters and political conflicts.

Ecosystems Surface Expert Wisdom

Mandar Paralkar, head of Life Sciences Industry at 麻豆原创, agreed that organizations are moving from historical emphasis on addressing disease with bulk manufacturing of medications to personalized therapies that improve individual patient outcomes and involve more ecosystem collaboration. In an industry with longer product development cycles, he said that collaborative consortiums like are a way to share intelligence for expedited success.

鈥淲hether startups or established leaders, life sciences companies are using technology to improve patient outcomes and company profitability while reducing costs and risk,鈥� said Paralkar. 鈥淭hey鈥檝e realized the imperative to compete as an ecosystem across connected digital supply chains and smart factories. One example of this is 麻豆原创 Intelligent Clinical Supply Management, a solution we innovated with a consortium of customers and partners. This collaborative effort exemplifies how innovation in the cloud can potentially help life sciences organizations create, manufacture, and deliver effective solutions faster, allowing the partner ecosystem to compliment value-added services.鈥�

Cloud-Based Technology Disrupts Life Sciences

The pandemic has irrevocably disrupted life sciences, revealing a new vision for innovation from cloud-based collaboration. Almost overnight, companies invested in technology to work from home, and that bled over into new ways of thinking about the use of technology in areas like process automation and decentralized clinical trials, along with working together in trusted relationships.

鈥淐ollaboration hubs where multiple, trusted entities can exchange information, collaborating to learn from each other and solve problems is part of the life sciences vision,鈥� said Townsend. 鈥淓xperts involved with clinical supply chains and other aspects of life sciences are motivated to streamline processes, make suggestions to software providers, and share information between systems. Cloud-based software is critical. If you鈥檙e on subscription-based software, updates are almost in real time and it鈥檚 much easier to collaborate and access different sources of data when it鈥檚 available in the cloud.鈥�

Achieving a Healthier and Profitable Vision

As costs and regulatory pressures rise and educated patients clamor for personalized treatment, digital innovations will inexorably alter the life sciences landscape. Within a few years, researchers predicted 75% of trials will be “patient-centric” decentralized clinical trials, 90% will be hybrid, and at least 10% will be virtual, driven by a 30% growth in connected health technologies.鈥� They said that by 2025 the market for prescription digital therapeutics will more than triple, focusing on mental health and chronic conditions, blurring the boundaries between healthcare and life sciences. It鈥檚 no wonder that analysts advised life sciences manufacturers to prioritize 鈥渃linical solutions that include interoperability as a core feature, including easier connectivity of content and data between clinical sites, sponsors, clinical research organizations, and other ecosystem participants.鈥� Trusted intelligent data is the must-have for a healthier future.

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麻豆原创 was named a Leader in 鈥溾�� and 鈥溾�� reports.

The reports note: 鈥淎s technology executives modernize their old technology to meet modern business needs of agility and innovation, they are replacing their old enterprise resource planning (ERP) systems with modern choices 鈥� which are versionless, cloud-based, and built with AI at the core.”

麻豆原创 S/4HANA Cloud is our cloud ERP for every business need. It sits at the heart of our modular cloud portfolio, providing the foundation for businesses of all sizes, in any industry. It does not matter if you are a small, newly minted company looking to move fast and challenge the competition or a storied industry leader that needs continuous, incremental innovation.

The Forrester reports note that 鈥溌槎乖� remains the largest vendor in the DOP market and services dozens of industries in nearly every geography… Key strengths include their product vision and execution roadmap as they鈥檝e laid out a very clear, modern vision for helping customers get to the 鈥榠ntelligent enterprise.鈥� It continues to invest in not only the right features but also customer adoption and success.鈥�

麻豆原创 S/4HANA Cloud enables customers to take the lead and set themselves apart with industry innovation for top-line, bottom-line, and green-line growth.

Drive Top-Line Growth

Industry lines are blurring. So are traditional business models. Companies that were once purely product-centric are adding service offerings to take advantage of previously untapped revenue opportunities. This is one way 麻豆原创 S/4HANA Cloud can help companies boost their top-line: by enabling an easy transition from product- to service-based business models. The ability to dynamically change business models in real time, based on consumer data, is one of the greatest differentiators of 麻豆原创 S/4HANA Cloud.

is a new business venture launched by GM to provide products and services to meet the needs of first and last mile delivery operations. The company needed an autonomous, rapidly deployed ERP environment to support the launch of its business, which it found in 麻豆原创 S/4HANA Cloud. With and 麻豆原创 S/4HANA Cloud, Brightdrop has the speed, flexibility, and scalability needed to meet customer demand in this rapidly growing market.

Achieve Bottom-Line Growth

Business process optimization is a key driver of operational efficiency and bottom-line growth. With 麻豆原创 S/4HANA Cloud, customers can enable their people to work better together with instant and personalized insights, available from anywhere. Customers are empowered to continuously improve margin with intelligent automation across their end-to-end business processes.

Pairing this with the business process transformation tools from , which are included in , offers a powerful way to get a handle on business processes to drive bottom-line growth.

is a great example of a customer that leveraged 麻豆原创 S/4HANA Cloud to improve operational efficiency. Topcon designs, manufactures, and distributes precision measurement and workflow solutions for the global construction, geospatial, and agriculture markets. With 麻豆原创 S/4HANA Cloud, the company was able to consolidate all seven of its systems into one ERP system, enabling it to scale and standardize. Now, Topcon sees real-time data across its business. Total cost of ownership is down, productivity is up, and processes are smoother and more streamlined.

Deliver Green-Line Growth

Sustainability has become a business imperative, and there is increasing regulatory pressure. But how do customers even begin to shift their entire business toward things like less waste and fewer emissions? 麻豆原创 S/4HANA Cloud allows customers to get a grip on their green line and build sustainability directly into their business via adaptations to existing operations and processes. And those regulatory requirements? 麻豆原创 S/4HANA Cloud supports customers in proactively managing these with company-wide controls and in-depth reporting.

Based in Lisbon, Portugal, not only repurposes forestry waste and uses wind and solar power to meet the world鈥檚 growing need for energy, but it also sells sustainable energy plants, which the company operates and manages as a service for its customers. With S/4HANA Cloud, GreenVolt helps these customers realize the power of technologies for process optimization, automation, and more on the path to a sustainable future.

Grow Without Limits

Ultimately, customers want the confidence to take their business where it needs to go. They don鈥檛 want to be limited by things like compliance or security, and they want to have the capabilities to continuously innovate and scale. 麻豆原创 S/4HANA Cloud enables them to stay on top of compliance and security with global standards built in and always up to date. It allows them to keep innovating with a scalable platform complemented by 麻豆原创鈥檚 unmatched network of partners that are always bringing new value.

Learn more about . Download a copy of 鈥溾�� and 鈥�.鈥�

Eric van Rossum is chief marketing and solutions officer for 麻豆原创 S/4HANA.

The Forrester report states: “麻豆原创 stands out on semantic data modeling, data catalog, governance and security, connectivity, discovery and classification, semantic data integration, data quality, data transformation and lineage, data events and transactions, data access and delivery, and deployment options. One customer reference called out that, ‘All in all, it鈥檚 easy to say that we could not have met our requirements without 麻豆原创 Data Intelligence.'” 麻豆原创鈥檚 enterprise data fabric solution consists of capabilities from , including 麻豆原创 Data Intelligence Cloud, 麻豆原创 HANA Cloud, and 麻豆原创 Integration Suite.

“At this time of geopolitical and business volatility, businesses acknowledge that world-class that ensure trusted information to find the right path forward have never been more important,” said Marc Hartz, vice president of Product Management, 麻豆原创 HANA and Analytics, Data Management. “As a leader in data management solutions, 麻豆原创 continues to innovate and bring improved data fabric capabilities to help our customers manage complex data environments with confidence and agility. We believe this recognition from Forrester validates the comprehensiveness of our end-to-end data management solutions and how we鈥檙e enabling customers to better connect and extract value and insights from data.”

麻豆原创 believes agile businesses need to pivot quickly to respond to changes in global conditions. By establishing an enterprise data fabric strategy, organizations can adapt to change faster. One of the key elements of the data fabric solution is 麻豆原创 Data Intelligence Cloud.

麻豆原创 Data Intelligence Cloud is a comprehensive data management solution that connects, discovers, and enriches disjointed data assets into actionable business insights at enterprise scale. The latest update to the solution is centered around connecting and integrating distributed data assets, increasing data literacy across the organization, helping customers rely on trusted data, and operationalizing machine learning. 麻豆原创 Data Intelligence Cloud can extend integration, complex data orchestration, data pipelining, data catalog, and machine learning services with enhanced connectivity, governance, and pipeline modeling features that support complex and distributed environments. The latest release helps ensure data pipelines can leverage validation and quality rules, increased public APIs for metadata exchange, and increased integration capabilities required for a robust data fabric.

Learn more about聽. Download a copy of the “The Forrester Wave: Enterprise Data Fabric, Q2 2022” report .

Lisa Hopkins is senior director of Solution Marketing at 麻豆原创.

In the wake of vulnerabilities, massive breaches like , and the during the 2021 holiday season, organizations are changing up security strategies to mitigate damages that are predicted to total US$10.5 trillion annually by 2025.

Security Cultures Prioritize New Business Practices

As every company becomes technology-driven, risks are escalating, pushing security much closer to the top of business priorities. researchers said that by 2025, 70% of CEOs will mandate a culture of organizational resilience to survive coinciding threats from cybercrime, severe weather events, civil unrest, and political instabilities. Meanwhile, security cultures will have changed numerous business practices. By next year, analysts said that 80% of organizations faced with complex global regulations will increase security compliance automation investments by 25% to consistently meet policies and regulations. In the same time frame, IDC predicted 25% of G2000 public cloud customers will subscribe to integrated risk management and cyber-insurance policies through shared fate/risk programs to protect against sophisticated cyberattacks.

Make Security a Company-Wide Responsibility

Security and risk leaders who responded to a recent Gartner ranked the Internet of Things (IoT) and cyber-physical systems as their top concerns for the next three to five years. analysts predicted that by 2023, 75% of organizations will restructure risk and security governance to address the widespread adoption of advanced technologies, an increase from less than 15% today.

In a world where just about every organization is in the computer industry, embedded secure practices across the organization are table stakes. For example, 麻豆原创 follows the NIST (National Institute of Technology in North America) cybersecurity framework, a holistic security strategy based on repeatable processes. This approach harmonizes controlled security company-wide, including product development and operations.

鈥淪ecurity has always been our number one concern,鈥� said Tim McKnight, executive vice president and chief security officer at 麻豆原创. 鈥淲ith the acceleration of digitalization, organizations have embarked on a massive cloud-based computing transformation that extends to security. We鈥檝e undergone a multi-year security transformation backed by the commitment of our Executive Board and real-time input from customers.鈥�

A security culture comes down to a shared vision that鈥檚 carried out by leaders who make security a priority and teams who participate in ongoing trainings that celebrate success and learn from failures. People in any sector can take a page out of the software applications industry playbook.

鈥淲e鈥檝e set cybersecurity goals for all of our executives,鈥� said McKnight. 鈥淲e present these measures to the Board on a regular basis, reviewing progress against security initiatives. With open conversations around security, we reinforce priorities while driving accountability from each department. Whether you鈥檙e an executive, team lead, or individual contributor, you need to understand your role in driving a security culture with a security-first mentality. After all, the vast majority of security incidents are the result of human error.鈥�

Don鈥檛 Let Other Business Demands Supersede Security Resources

While just-in-time supply chains boost business agility in a post-pandemic environment, having more partners also increases risk. researchers predicted that 60% of security incidents will involve third parties in 2022. Maybe that鈥檚 why researchers said that by next year, 55% of organizations will allocate half of their security budgets to cross-technology ecosystems and platforms designed for rapid consumption and unified security capabilities to drive agile innovation.

Companies need to allocate sufficient resources to prioritize security across the entire product life cycle, from development through go-live and support. With intelligent capabilities from artificial intelligence (AI), machine learning, robotic process automation (RPA), and other technologies, products and services increasingly require advanced security measures.

鈥淎n effective culture makes security everyone鈥檚 responsibility,鈥� said Wiebke Thelo, senior vice president and head of 麻豆原创 Quality, Application Security, and Production. 鈥淔or example, business information security officers at 麻豆原创 report directly into business unit leaders. They work together, making sure that security is embedded into product design, development, and operation.鈥�

Educate Employees Now for a Trusted Future

research showed that close to 25% of organizations report ransomware infections weekly. Human judgment is core to preventing these incidents. However, analysts warned about the 鈥渟ecurity brain drain鈥� as one in 10 experienced professionals have exited the industry during the past year. These analysts advised security executives to address burnout and team culture problems and use succession planning to build a pipeline of security leaders.

麻豆原创 Teams Up with HBCUs to Attract Talent to the Cybersecurity Curriculum

鈥淎 security culture requires significant learning and development, which is why we鈥檝e professionalized security,鈥� said McKnight. 鈥淭he human element is critical 鈥� we position people first, process second, and technology third. We start with our people and make sure they have the skills they need.鈥�

As remote working, just-in-time supply chains, and tech innovations continue, companies have to think and act faster than the criminals. There鈥檚 never a good time for a cyberattack. Just ask the people who suffered through the cream cheese shortage. Criminals don鈥檛 take holidays and a security culture is the best protection.

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To attract and keep delighting more customers, retail leaders are delivering fun, convenient, digital, and in-person experiences while baking in sustainable business practices. Oh, and they鈥檙e keeping employees happy too, because knowledgeable, engaged workers are a crucial part of the customer experience (CX). These are among the major trends experts see for the retail industry entering 2022.

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Omnichannel Retail Experience Rules

Online shopping has become part of what鈥檚 called omnichannel CX. In one survey, 95% of retail CEOs said they planned to increase investments in digital capabilities. However, differentiation requires offering what consumers want most.

analysts saw e-commerce totaling about 17% of retail sales in 2022, with growth as a percentage of in-store shopping almost leveling off in the next few years. In one blog, analysts wrote that, 鈥淩etailers are bullish on stores and are increasing store technology investments to differentiate themselves in a dynamic marketplace.鈥� While consumers have flocked to digital channels, the physical store remains 鈥渢he most preferred shopping destination.鈥� In fact, analysts predicted that by next year, to counter digital fatigue, 60% of leading organizations will look to differentiate by delivering trusted and memorable engagements that recreate physical experiences.

Case in point is live commerce, where retailers showcase products, qualify customers, and promote the brand. analysts predicted that by 2023, 40% of retailers will have integrated livestreaming capabilities to their commerce platforms, increasing e-commerce conversion rates by at least 10%. researchers expected double-digit growth in live commerce with Chinese sales totaling US$423B this year and U.S. sales exceeding $25B by 2023.

Connected Data Drives Personalized CX

Moving to cloud-based platforms is foundational to retail growth. analysts predicted by 2024, 30% of Fortune 2000 companies will deploy next-best action across their omnichannel environment, driving demand for customer data platforms, omnichannel management, and customer service solutions. By 2025, analysts saw 75% of retailers fully integrating order and inventory data and optimization against fulfillment, improving conversion by 10%, customer satisfaction by 50%, and reducing cost to serve by 25%.

鈥淐onnected data helps retailers quickly change course as market demands shift while still providing personalized customer experiences,鈥� said Ellie Lamey, head of Retail and Wholesale Distribution at 麻豆原创 UK and Ireland. 鈥淯sing that combine information from back-office through customer-facing systems, retailers have insights to deliver an omnichannel experience that delights customers.鈥�

Innovations like artificial intelligence (AI) and machine learning are central to agile decision-making for resilient business. researchers said that within two years, 40% of the top 500 retailers will use AI-enabled decision-support to drive improvements in the new KPIs of omnichannel retail, including customer lifetime value (CLV), productivity, and profitability. analysts predicted that by 2027, a quarter of Fortune 20 companies will be supplanted by companies that neuromine and influence subconscious consumer behavior at scale.

Sustainable Business across the Retail Supply Chain

researchers found that between one-fifth and up to half of online consumers in the U.S., Metro China, France, and the UK ranked environmental responsibility among the top three reasons for buying products including consumer electronics, large appliances, cosmetics and beauty products, clothing and footwear products, and groceries. Reusability, sustainable or recycled materials, non-toxic or chemical-free, certified organic, and locally made were among their purchase criteria.

Fashion retailers are turning to advanced technologies to reduce waste and inject personalization, offering curated selections and concierge services. analysts forecasted that by year-end 2025, all global multichannel fashion retailers will use AI and automation to create more targeted assortments, reducing product options by up to 30%. This is designed to help meet regulations while catering to consumer demands. predicted that by 2025, 75% of retailers will implement critical supply chain KPIs that tie carbon emissions and environmental factors to both product development and supplier selection, boosting customer loyalty by 45%.

Retail Workers Expect Better Treatment

It鈥檚 impossible to delight customers without informed, engaged employees. With global talent shortages at record highs, researchers called on retailers to hone a 鈥渢otal experience strategy鈥� uniting customers and employees for a stronger 鈥渕ultiexperience鈥� across digital interactions. analysts said that by 2026, 90% of the top 2000 retailers will employ edge computing to harness the explosion of data in stores for better workforce productivity and customer experience while reducing costs by 20%.

There鈥檚 a straight line from brand trust to how well retailers deliver value to consumers. The search for the ultimate customer experience begins and ends with connected data.

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From work anywhere flexibility to technology-driven individual and team augmentation, these are some of the top workforce predictions about how companies can craft the ideal employee experience (EX) for increasingly digitalized, sustainable business models.

Hybrid Work Upheaves Workplace Norms

Conversations about remote versus on-site work erroneously position these decisions as an either/or choice. data revealed that in Europe, 鈥渟killed employees will force employers to grant them greater flexibility 鈥� or leave.鈥�

Similarly, Analyst Sharyn Leaver predicted that 60% of organizations will shift to a hybrid model in 2022, but one-third will fail in their first attempt at anywhere work. It鈥檚 not enough to simply announce flexible work anywhere policies. Organizations also have to restructure expectations around meetings, job roles, and promotion opportunities so they no longer reflect face-to-face experiences. And don鈥檛 even consider demanding that everyone return to the office. Forrester warns that the 30% of companies expected to mandate fully in-office work will experience monthly employee quit rates as high as 2.5% 鈥渦ntil executives feel the pain and finally commit to making hybrid work…work.鈥�

Worker location is a business decision predicated on productivity realities as well as competitive market demands. In a recent survey, 64% of workers said they would only consider a new position or job if it allowed for flexible hours. In fact, they cited having flexible work hours as the main reason for their increased productivity.

Another major issue is upskilling managers. analysts predicted that by 2024, 30% of corporate teams will be without a boss due to the agile and hybrid nature of work. They reasoned that agility, by definition, requires 鈥渁n environment of trust that doesn鈥檛 lend itself to traditional hierarchies.鈥� Many managers lack the skills to manage employees in remote or hybrid situations, and only 47% of employees believed their manager capable of leading the team to future success.

鈥淢anagers are on the ground every day, coaching and inspiring their people, driving execution, and ensuring transformation efforts are successful,鈥� said Jill Popelka, president of . 鈥淎s workplace and business needs continue to shift, we will need strong, people-focused managers leading the way. Their development must be a top priority for organizations and is critical to business success.鈥�

Technology Changes the Employee Experience

As digitalization transforms business models, it also changes how work gets done. analysts said by next year, 60% of G2000 businesses will deploy artificial intelligence (AI)- and machine learning-enabled platforms to support the entire employee life cycle experience from onboarding through retirement.

Digital intelligence will permeate the workplace with profound consequences. predicted that 70% of connected workers in task-based roles will use intelligence embedded in adaptive digital workspaces from anywhere to engage clients and colleagues and drive enterprise productivity by 2023. These said that 鈥渃ompanies with cross functional leadership 鈥� a digital dream team 鈥� will enjoy faster rates of innovation, higher market share gains, and greater operational efficiencies than their contemporaries by 2025.鈥�

Data-driven businesses also need to give employees the right information, recognizing those who apply data across their decision-making. researchers warned that the lack of a 鈥渕eritocracy-based data culture鈥� will erode trust in management, reducing employee satisfaction and increasing turnover in two-thirds of midsize to large enterprises by 2024, exacerbating skills gaps.

was most optimistic about the combined value of people and technology. It predicted leading organizations will 鈥渦nlock the creativity of their employees and surround them with intelligent technologies such as automation and prediction engines that focus on outcomes, not just financial results.鈥� This heralds a new era of transformation featuring 鈥渉uman-centered technology initiatives鈥� that connect customer experience (CX) and EX 鈥渢o drive competitive advantage and deliver a 3% to 5% net gain in productivity.鈥�

These researchers also predicted a framework where 鈥渆mployees will become more peripatetic, taking their skills to contribute to project-based work and swarm teams, rather than sitting still in a fixed role鈥he world of no more jobs employs a dynamic mix of full-time employees, internal and external talent marketplaces, on-demand and contingent labor, and bots.鈥�

Sustainable Recruitment and Business Performance Metrics

As employees raise their voices for corporate accountability across a range of diversity, equity, and inclusion (DEI) topics, leading organizations have no choice but to respond. predicted that 70% of enterprise businesses will have extensively invested in DEI data, tools, and benchmarking by 2024 to define recruitment and human capital strategies. These predicted two-thirds of organizations worldwide will track their DEI performance using ESG (environmental, social, and corporate governance) metrics and KPIs in the same time frame.

DEI isn鈥檛 just about metrics. Instead of focusing on corporate culture and a shared mission during a disruption, like COVID-19, analysts advised HR to give employees a personal sense of purpose, writing that, 鈥渨hen employees believe that their work is personally relevant, there is a 26% increase in the likelihood of sustained workforce health.鈥�

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鈥淐PG companies are moving systems to the cloud to gain business agility by connecting data to actions company-wide,鈥� said Stuart Wilkinson, industry director of CPG and Life Sciences at 麻豆原创. 鈥淭hey want best practices to standardize business processes because that鈥檚 how they鈥檒l achieve operational excellence, increasing efficiencies that lower costs. With centralized data visibility, they can measure, monitor, and reduce the environmental impact of their product supply chain from sourcing through distribution and after.鈥�

Here鈥檚 a quick roundup of some of the latest industry analyst predictions for the consumer products industry.

Intelligent Data Sharing and Protection

Personalization may be the watchword for CPG companies aiming to delight their customers, but it鈥檚 fraught with land mines. For example, analysts predicted 35% of brands will openly incentivize consumers to share personal data in exchange for cash rewards, services, and exclusive experiences by 2024. Yet analysts predicted that 40% of consumers in the same time frame will trick behavior tracking metrics to intentionally devalue the personal data collected about them, making it difficult to monetize. It鈥檚 not surprising that analysts expected companies to extend their data privacy initiatives to surpass compliance requirements, with 60% of enterprises establishing KPIs regarding the ethical use of data by 2023.

These challenges are important for consumer brands companies regardless of where they are on the value chain. researchers forecast that as early as next year, traditional distribution models will crumble as 20% of businesses in some sectors use technology to go direct to customers, seeking to improve customer satisfaction and product development.

鈥淐onsumer brand awareness and selling is nontraditional territory for CPG companies,鈥� said Wilkinson. 鈥淥rganizations are scrambling to attract employees with B2C skills in the middle of a worker shortage, making cultural shifts along with new technologies to capture these new opportunities.鈥�

In fact, analysts position cloud as the key driver for business innovation across all industries. As cloud-based platforms become the norm, industry networks will be instrumental for every sector. predicted that by 2024, 40% of manufacturers will share data in their ecosystems (partners, customers, suppliers), improving OEE (operational equipment efficiency) of their factory operations, on average, by 10%.

Go Digital with CX: No More Excuses

According to some analysts, customers will reward brands that relieve their stress. researchers predicted that, 鈥淚n 2022, consumers will turn to uplifting, pleasing products and experiences that offer reprieve from the fatigue of ongoing uncertainty.鈥� If these analysts are correct, this could be a boon for 鈥減hysical goods that spark joy 鈥� from comfort food to at-home spa kits,鈥� as well as 鈥渆xperiential consumption, like prioritizing time for personal care or IRL face time with friends and family.鈥�

Customers definitely have little patience for anything less than stellar experiences. found that about six in 10 U.S. and UK consumers believed companies 鈥渟hould have figured out how to handle pandemic-related disruption by now.鈥� These saw brands investing in 鈥渢he commerce building blocks of their experience architectures; order management, payments, and inventory control will make every touch a shoppable moment; investments in immersive experiences will turn browsing into virtual inhabiting; and subscription billing will make loyalty a business model pivot.鈥�

Gaining insights from connected data makes the biggest business difference. By 2024, forecasted 30% of Fortune 2000 companies will deploy next-best action across their omni-channel environment, driving demand for customer data platforms, omni-channel management, and customer service solutions.

Sustainable Business Is a Priority

It鈥檚 impossible to separate the intertwined strands of customer experience, tech innovation, and sustainable business, especially when it comes to supply chains.

analysts predicted that by 2023, 50% of all supply chain forecasts will be automated through artificial intelligence (AI), improving accuracy by five percentage points. analysts said 50% of global product-centric enterprises will have invested in real-time transportation visibility platforms by 2023. By the following year, IDC researchers saw 70% of manufacturers in global supply chains improving long-term supply chain profitability with investments in software tools to support sustainability and circular economy business models.

To improve delivery speed, agility, and visibility for B2B and B2C customers, analysts said 35% of manufacturers will invest in order management software by 2024, resulting in a 25% improvement in OTIF (on-time, in-full) fulfillment. By 2025, researchers predicted that 40% of G2000 organizations will invest in supply chain systems to increase information and inventory velocity to improve last-mile delivery efficiency and boost customer experience.

What鈥檚 striking about these predictions is that they鈥檙e expected to radically change the CPG sector in just a couple of years. The future has never been more transformational.

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The latest industry analyst predictions about artificial intelligence (AI) are out, and they鈥檙e certain to oust a ton of assumptions we鈥檝e made to date. Read on to find out just how smart, creative, and sincere AI will become during the next few years.

Creative Machines Are the Future

Noting that South Africa granted the first patent to a creative AI system in 2021, researchers predicted creative AI systems will win dozens of patents in 2022. They were quick to point out that 鈥淎I will not own the products in the traditional sense 鈥� the developers of the AI systems鈥ill still enjoy commercial benefits. But companies will experiment with creative AI, knowing that these innovations may be legally protected.鈥�

Analyst Diego Lo Giudice looked ahead to 鈥淎I 2.0,鈥� which he saw fueling the development of new creative business applications, exceeding basic expectations of AI to free up workers for greater creativity. He predicted that AI would connect business processes across silos to boost business creativity and wrote that 鈥淎I鈥檚 new business models can optimize the convergence of the digital world with the physical world and drive the 鈥榓nything as a digital鈥痵ervice鈥� trend. The impact on customer experience could be huge.鈥�

Explainable AI Is Not Your Typical IT Project

Explainability and ethics were among the most widely discussed AI-related issues. Analyst Srividya Sridharan saw the market for responsible AI solutions doubling as industries adopt 鈥渞esponsible AI solutions that help companies turn AI principles such as fairness and transparency into consistent practices.鈥� And for those who fear these algorithms will run amok, analysts predicted that by 2025, to reduce reputational risks, 40% of G2000 companies will be forced to redesign their approaches to algorithmic decision-making, providing better human oversight and explainability.

AI explainability is one of topics that Ian Ryan is exploring as global head of the 麻豆原创 Institute for Digital Government. It鈥檚 part of a research series for the Australian public sector on the value and impact of technologies for employees, citizens, and society at large. Ryan said that AI can help deliver citizen services with that coveted Amazon-like experience, provided organizations set value-based, measurable objectives.

鈥淎pplications of AI consist of the person using it, the AI model itself, and the information that comes from reality; these three pieces have to be in sync, targeted towards driving a particular outcome,鈥� said Ryan. 鈥淵ou need to train the AI model continuously, keeping it updated so it can support workers as situations evolve, engineering out any bias while preserving data protection.鈥�

For business value, AI algorithms cannot function as an inscrutable black box or operate autonomously. Ryan said organizations need to build explainability into complex AI models and involve targeted employees in AI model development.

鈥淎I supports employees by taking tasks away, allowing people to be more productive and focus on high-value activities,鈥� he said. 鈥淎l can access huge amounts of seemingly disconnected data from different places and identify patterns in seconds, far faster than humans. Explainability provides the transparency people can trust, so they鈥檒l share their data knowing the organization will protect it and deliver value.鈥�

Indeed, analysts warned that while AI will help companies emerge from the pandemic in a strong position, merely adopting AI won鈥檛 be enough. Companies need to operationalize updates to AI models, 鈥渦sing integrated data and model and development pipelines to deliver consistent business value from AI. It combines automated update pipelines with strong AI governance.鈥�

AI Becomes Ubiquitous

Numerous analyst predictions tout the benefits of AI in strengthening human decisions. researchers said that 85% of enterprises will combine human expertise with AI, machine learning, natural language processing, and pattern recognition to augment foresight across the organization, making workers 25% more productive and effective by 2026. researchers saw 30% of organizations using forms of behavioral economics and AI- and machine learning-driven insights to nudge employees’ actions, leading to a 60% increase in desired outcomes by 2026.

More near term, expected traditional businesses will take a page out of digital-native practices during the pandemic with an AI-first approach to platform and digital transformation. He said that 鈥渢he more AI inside, the more enterprises can shrink the latency between insights, decisions, and results.鈥�

Unlike many previous innovations, AI is not an isolated technology that organizations can surgically apply and wait for the magic to happen. AI is an extraordinarily powerful technology with profound ramifications for organizations and people as they discover its true business potential.

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Application testing is one of those tasks that IT organizations know they cannot do without but wish it consumed less of their time, budget, and resources. With limited visibility into test conditions, upcoming software release cycles, and overly broad scopes, teams constantly react to bug-laden user experiences, delays to user productivity, poor integration, and excessive hypercare to address production errors.

Some organizations, however, are rising above these challenges by automating application testing. According to the commissioned Forrester Consulting study, 鈥�,鈥� automation accelerates application delivery as much as four times — with fewer errors, less risk, and higher time to value.

Forrester also noted that scaling automation across the application life cycle with technology, such as , can 聽yield a 334% return on investment (ROI) and organizational benefits totaling upward of US$7.8 million over three years. And more importantly, the intelligent nature of automated testing produces a wide variety of benefits that can energize a future of meaningful digital transformation.

Benefit 1) 84% Reduction in Test Scoping

By leveraging change impact analytics, organizations can determine the conditions that should be tested to reduce errors and those that do not carry that risk. As a result, the number of conditions that need to be tested for a single application can be reduced by 84%, compared to manual testing methods.

An ERP principal test manager who participated in the Forrester study remarked how an automated testing solution enabled the identification of programs impacted by any given change. Instead of running all conditions to mitigate all risks, the organization only works on approximately 20% of the initial scope.

Benefit 2) 78% Fewer Production Errors

With a narrower testing scope, organizations can also decrease errors and bugs in an application moved to production — from an average of 1.5 to 0.3 per project. And for users, their application experience can become one that enhances their productivity as quickly as their first interaction.

By reducing the risk of incidents that made it into the application during development and in production, IT teams can positively impact employees鈥� everyday work experiences. Workplace frustration declines, workloads are lower, and the need for hypercare is minimized.

Benefit 3) 25% Lower Testing Costs

Even if 70% of their testing processes are automated, moving closer toward full automation can prompt a 25% savings in testing-time costs. For some teams, that is an equivalent of 10,000 person-hours that can be reallocated to more strategic projects. And the impact is even more significant within six months, when a team moves from a 100% manual testing model to an enterprise continuous testing solution that enables 50% automation.

Additionally, the use of embedded machine learning in application testing solutions can establish self-healing test cases, lowering test costs even further.

Benefit 4) 67% Faster Time-to-Application Release

The added effect of automation that is difficult to miss is the opportunity to accelerate the time needed to test all relevant conditions, improving release rates by 300%. In the past, IT organizations may have gone live with new applications every six months with manual processes. Now, they can release new features, applications, and mobile apps in a matter of two months or four more times annually.

This advantage opens the door to an improved transition to intelligent solutions and platforms, such as 麻豆原创 S/4HANA Cloud. Organizations can migrate faster and at a lower cost with automated testing than manual methods.

Benefit 5) 12 to 25 Times More Performance Testing

Just think of the possibilities when performance testing goes from 20 person days to one hour. When automation reduces the time required by 99%, IT teams can conduct performance testing once or twice a week — instead of quarterly — to help ensure updates and added features function as designed.

In one of Forrester鈥檚 interviews with study participants, an IT services test manager noted how the gains achieved through automation go beyond just faster application delivery. Since users only need to verify that they have the capabilities necessary to get work done, his team can now confidently skip manual regression testing.

Automated Testing Drives Better Business Outcomes

These outcomes of automated application testing put application developers and the rest of the IT organization in an enviable position in their company鈥檚 digital transformation journey. They are not only delivering applications that improve process efficiency and business productivity, but are also empowering the entire workforce to adapt and respond to changes in highly engaging, purpose-driven, and strategic ways.

Forrester Research Inc., a leading global research and advisory firm, researched, analyzed and scored 15 vendors and named 麻豆原创 a Leader. The report analyzed the application and noted its 鈥済ood multidomain MDM capabilities at scale鈥� as well as its 鈥減rebuilt data models, business rules, workflows, and user interfaces to support MDM deployments.鈥� The 24 scoring criteria employed by Forrester Research covered three categories: Current Offering, Strategy and Market Presence.

The report states that 麻豆原创 鈥渟upports a multidomain MDM solution for on-premises, private, and public cloud deployment with quality, stewardship, and governance capabilities鈥� and 鈥渇ocuses on extending the cloud services, increasing automation and intelligence, and delivering more integrated data management solutions.鈥�

The Forrester report points out that 鈥渞eference customers mainly had positive feedback on 麻豆原创 [Master Data Governance],鈥� with one customer pointing out, “麻豆原创 [Master Data Governance] implementation brought us greater government control and streamlined efficiency.”

鈥淚n our digital economy, having correct, comprehensive and timely views of data is paramount to success,鈥� said Dr. Andreas Doehrn, head of Master Data Management Engineering, 麻豆原创. 鈥溌槎乖� Master Data Governance improves the quality and consistency of information by consolidating and centrally governing the master data lifecycle. We believe Forrester鈥檚 recognition of 麻豆原创 as a Leader in this evaluation is testament to our robust data solutions and the benefit we bring to our customers.鈥�

As part of , 麻豆原创 Master Data Governance allows businesses to create a single source of truth by uniting 麻豆原创 and third-party data sources and mass processing additional bulk updates on large volumes of data. Customers can establish a cohesive and harmonized master data management strategy across domains to simplify enterprise data management, increase data accuracy and reduce total cost of ownership.

To learn more about 麻豆原创鈥檚 ranking, .

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Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2021 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see https://www.sap.com/copyright for additional trademark information and notices.

Forrester Research Inc. researched, analyzed and scored 10 vendors across 28 criteria and ranked 麻豆原创 a Leader based on its current offering, strategy and market presence. 麻豆原创 was noted as ranking highest in the market presence and strategy categories.

According to the report: 鈥淸 is a powerhouse from a resources perspective. In-house research capabilities drive its vision and strategy, and it brings a balanced focus to offering in-suite capabilities and integration beyond [human capital management] into business at all levels.鈥� has a rich set of capabilities to support learners, administrators, and facilitators. [It] is a strong fit for enterprise buyers looking for a solution that connects learning to business outcomes, provides robust integration, and has a strategy grounded in learning science.鈥�

鈥淟earning is a critical differentiator for businesses as they transform for the future,鈥� said 麻豆原创 SuccessFactors President Jill Popelka. 鈥淚t鈥檚 no longer limited to compliance training. Today, our customers are using 麻豆原创 SuccessFactors learning solutions to help their employees build new skills and capabilities, adjust to changing regulations and demands, and discover new career paths. By helping people learn in a way that is consumable and aligned to their interests, organizations can help them develop a career that is personally fulfilling while also benefitting the business.鈥�

麻豆原创 has continued to build on how it supports organizations with learning. In October, 麻豆原创 announced the new 麻豆原创 SuccessFactors Opportunity Marketplace solution, which connects workers with individualized recommendations to promote their growth and development, including learning activities as well as mentors and short-term assignments. It is generally available on November 19.

.

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Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2021 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.

When looking to the cloud to improve operational efficiencies, reduce costs, and meet customer demand with flexibility and speed, companies throw open the doors to a world of opportunities. But first, they need to become familiar with the landscape and available resources, discover capabilities that can benefit them most, and know how to scale the technology to fuel long-term, sustainable growth.

Unfortunately, most internal IT organizations are too lean to manage it all. They do not have the time and budget needed to scrutinize road map strategies for the cloud and concentrate on continuous improvement after an initial implementation.

The Forrester Consulting study commissioned by 麻豆原创, 鈥�,鈥� presents a solution to this common dilemma. In its assessment of the offering, the third-party global market research company revealed that access to success resources and customized guidance can yield a 380% ROI in cloud technology investments over three years.

Fostering Adoption and Optimization for Long-Term Growth

To evaluate the potential economic impact of continuous cloud services, Forrester surveyed four companies actively using 麻豆原创 Preferred Success. The participants鈥� experiences were then aggregated to create a single composite organization to determine the offering鈥檚 total economic impact (TEI).

In this TEI study, Forrester emphasized how 麻豆原创 Preferred Success helps 麻豆原创 customers adopt, consume, and operate cloud solutions with greater ease, speed, and strategic value. Over a three-year period, this kind of guidance was shown to impact how businesses can quickly transform to meet the needs of a dynamic marketplace in four fundamental ways.

1. Shrink Implementation Time by Two Months

With the assistance of customer success managers (CSMs), in-depth training materials, and support tools, surveyed businesses cited that their implementations and updates were completed faster and with lower risk. The more familiar they became with the cloud landscape and best-practice methodologies, the more confident their organizations were in supporting a cloud-based IT model. For example, deployment impediments and bugs were detected and addressed proactively, cloud investments were safeguarded, and technologies and capabilities that provide relevant benefits were chosen quickly without the fear of missing opportunities.

2. Accelerate Time to Value with Faster Releases

The exercise of researching answers to new questions can delay planning by approximately 30%, pushing out the delivery of the solution and realization of its value. Businesses that leverage 麻豆原创 Preferred Success during planning, deployment, and release preparation can add two more months of additional benefits each year after the initial implementation. Furthermore, those gains can be achieved without disrupting the everyday work experiences of internal teams.

3. Facilitate Innovation with Collaboration and Insight

Interviewed organizations mentioned their interactions with customer communities and access to in-depth training materials through regular strategic reviews and ongoing informal exchanges with CSMs. They viewed this experience as a turning point in their ability to focus on their business priorities and identify opportunities to improve processes and implement new enhancements. Plus, based on Forrester鈥檚 calculation, gains in process optimization could raise productivity by, on average, 30% when the time saved is reinvested in constructive work.

4. Resolve Incidents Faster and More Productively

With access to a dedicated CSM from 麻豆原创 Preferred Success as a point of contact, interviewees from this TEI study reported resolving issues more quickly. Incidents that they raised were prioritized in 麻豆原创鈥檚 system to meet enhanced service-level agreements, supported by the CSM acting as their advocate, and connected to relevant experts to expedite resolution. This support reduced priority one and priority two incidents by half in the third year after the initial implementation while accelerating priority two incident resolution times by at least 40% and reducing effort by 30%.

Creating a Low-Risk, Flexible Foundation for Transformation

麻豆原创 Preferred Success is a premium add-on to 麻豆原创 Enterprise Support, cloud editions. In an earlier , Forrester revealed that surveyed businesses felt they were well-equipped to move from on-premise solutions to the cloud smoothly. The offering鈥檚 prescriptive guidance enabled organizations to implement cloud solutions from 麻豆原创 and find new ways to safeguard processes, optimize operations, and unlock innovations through continuous enhancements.

But as Forrester emphasized in this TEI study on 麻豆原创 Preferred Success, businesses that are unfamiliar with cloud solutions may want personalized assistance and advice on how to adopt, consume, and operate the technology. This is where an add-on, particularly 麻豆原创 Preferred Success, can be helpful.

麻豆原创 Preferred Success supports a combination of outcomes that can be critical for companies looking to transition and evolve with cloud technology. But more importantly, those advantages create an environment that empowers organizations to transform at their pace and toward their vision with less risk and greater flexibility.

How can 麻豆原创 Preferred Success help amplify your potential in the cloud? Find out by reading the full economic impact study by Forrester, 鈥�.鈥�

Lisa Spangler is global vice president and chief product owner for 麻豆原创 Preferred Success at 麻豆原创.

At a time when businesses are working diligently to rejuvenate themselves by pioneering new business models, products, services, and experiences, operations optimization and continuous enhancement have never been more critical. However, services that support these needs are often overlooked when purchasing cloud subscriptions.

Are businesses making a significant mistake by delaying proactive planning and readiness support services for another day or skipping them all together? The Forrester Consulting study commissioned by 麻豆原创, “,” indicated the answer is a resounding “yes” in its analysis of 鈥� revealing a 30% higher process optimization rate over three years.

Revealing the Full Potential of the Cloud

To better understand the benefits and costs associated with support services, Forrester interviewed five businesses that are using or have used any element from the cloud editions of the 麻豆原创 Enterprise Support offering. The third-party global market research company engaged in an unbiased survey of the participants鈥� experiences and aggregated their insights into a single composite organization to calculate quantitative benefits.

The TEI study highlighted how 麻豆原创 Enterprise Support, cloud editions enable 麻豆原创 customers to move from on-premise solutions to the cloud more smoothly. The offering gave prescriptive guidance to the surveyed businesses as they implemented cloud solutions from 麻豆原创 and searched for ways to enable their business, safeguard their processes, optimize operations, and unlock innovations through continuous enhancements.

How does this experience impact the way 麻豆原创 customers advance their overall digital transformation journey in the cloud over a three-year period? Here are key insights that Forrester uncovered in its research.

Benefit #1: Reduced Implementation Costs by 27%

By working with a team of 麻豆原创 experts and support specialists, the surveyed businesses felt more prepared to adopt the cloud and have confidence in their investment. The more informed they were about the capabilities of the cloud solutions, the more capable they were in assuring user readiness, accelerating adoption, and managing expanding use. In addition, emerging risks could be mitigated to safeguard the performance of their internal and partner project teams in realizing the value of their cloud solutions.

Benefit #2: Derived 20% More Efficiency in Internal IT Teams

When organizations understand the value of the technologies they choose to purchase, they are more likely to embrace best practices that drive greater efficiency. The companies surveyed by Forrester are no exception to this rule. By leveraging 麻豆原创 Enterprise Support, cloud editions, research participants could manage IT incidents more effectively and perform application support activities with well-defined service-level agreements.

Benefit #3: Released Preparations with 25% Less Effort

麻豆原创 customers interviewed for Forrester鈥檚 research mentioned having access to enablement materials through 麻豆原创 Enterprise Support, cloud editions. This allowed them to quickly adapt existing processes to meet changing market needs. As a result, organizations, on average, avoided two weeks of additional effort for each new release of a cloud solution.

Setting the Foundation for Fast Time to Value

Perhaps one of the most exciting findings in Forrester鈥檚 research is how the combination of reduced cost, greater efficiency, and less effort to prepare for new releases accelerates the overall time to value of cloud solutions. This impact of 麻豆原创 Enterprise Support, cloud editions is particularly critical for companies that demand more frequent innovation cycles and faster realization of expected outcomes.

One of the project managers interviewed by Forrester for this TEI study shared that the offering enabled an oil and gas company to launch its move to the cloud two months earlier than expected in an already aggressive timeline. Other interview participants indicated the same experience, in which, on average, 麻豆原创 Enterprise Support, cloud editions helped deliver initiatives nearly one month earlier for a six-month deployment.

Could your business gain the same advantage in your move to the cloud? Find out by reading the full economic impact study from Forrester, “.”

Keith Lamont is vice president of Customer Engagement and Experience at 麻豆原创.

Forrester Research Inc., a leading global research and advisory firm, researched, analyzed and scored 15 vendors and named 麻豆原创 a Leader. The report analyzed and noted its 鈥渙utstanding support for transactions, queries, analytics, and search across hybrid and multi-cloud environments鈥�.鈥� The 26 scoring criteria employed by Forrester Research covered three categories: Current Offering, Strategy and Market Presence. 麻豆原创 scored five out of five in 17 of the 26 evaluation criteria.

The report states that 麻豆原创 鈥渓everages a mature in-memory platform to support any multimodel workload鈥� and 鈥渉as a solid vision that focuses on the distributed 麻豆原创 HANA multimodel data platform for unified data and analytics for any cloud, supporting all data and all workloads and leveraging advanced AI/ML and self-service capabilities.鈥�

The Forrester report points out that 鈥渞eference customers spoke highly about the performance, versatility, all-in-one integrated development environment, and platform flexibility.鈥� The report vendor profile concludes that 鈥溌槎乖� is a good fit for applications that need high-performance, low-latency access to multimodel data to support various workloads.鈥�

鈥淎s businesses continue evolving and adapting to market conditions, they are benefiting from 麻豆原创 HANA and 麻豆原创 HANA Cloud by harnessing its multimodel data types within a single database platform, helping guide their future to more predictable outcomes,鈥� said 麻豆原创 HANA Database & Analytics President Irfan Khan. 鈥淲e believe Forrester鈥檚 recognition of 麻豆原创 as a Leader in this evaluation is testament to our robust data solutions and the benefit we bring to our customers.鈥�

An integral part of , 麻豆原创 HANA and 麻豆原创 HANA Cloud allow businesses to leverage 麻豆原创鈥檚 single, unified multimodel database that stores, processes and analyzes geospatial, graph, JavaScript Object Notation (JSON) documents and more data types into one solution. Customers can access real-time advanced analytics and gain situational awareness by analyzing data in context, so they have the opportunity to respond to critical situations faster.

Learn more about and . To learn more about 麻豆原创鈥檚 ranking, and .

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Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2021 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see https://www.sap.com/copyright for additional trademark information and notices.

Pragmatism Rules the Day

Innovation for its own sake is so early aughts. While the pandemic is a force factor for sweeping digital transformation, make no mistake, this is about pragmatic innovation from edge to core.

predicted that by 2022, 70% of all organizations will have accelerated use of digital technologies, transforming existing business processes to drive customer engagement, employee productivity, and business resiliency. Two years later, predicted that 75% of organizations will have comprehensive digital transformation implementation roadmaps, compared to 27% today, resulting in true transformation across all facets of business and society.

In just three years, predicted organizations will lower operational costs by 30% by combining hyperautomation technologies (see the next paragraph) with redesigned operational processes.

No Tech Innovation Is an Island

Market interest is high in artificial intelligence (AI), the Internet of Things (IoT), machine learning, digital twins, and robotic process automation (RPA). But these capabilities cannot deliver business results if they are kept in silos. Companies getting the most value are combining the right capabilities together to solve specific problems and uncover opportunities. Gartner called this hyperautomation.

In fact, researchers said that 鈥渉yperautomation is not about technology. It鈥檚 a process that never ends鈥� a disciplined approach organizations use to rapidly identify, vet, and automate as many business and IT processes as possible鈥hey鈥檙e not just buying one technology鈥hey鈥檙e buying multiple technology that [they] need to architect together.鈥�

predicted that 鈥渓eading CIOs will embrace cloud-first and platform strategies for speed and adaptiveness, eschewing stovepipes for end-to-end solutions.鈥� Further out, saw 30% of cities using automation from the combination of IoT, AI, and digital twins to blend the physical and digital and improve the remote management of critical infrastructure and digital services by 2025.

Humans Plus Machines Are the Norm

I鈥檓 hoping this decade will finally put an end to last century either-or debates pitting humans against machines. The highest performing organizations will understand how to seamlessly embed digital technologies to boost human productivity.

One of the assumptions behind latest predictions was that 鈥渆verything that can and should be automated will be automated. Everything else must be augmented.鈥� In its vision, machines will automate 80% of processes, serving up information to help people make decisions.

Most analysts agreed these change weren鈥檛 destined for the far off future. predicted new forms of automation will support one out of every four remote workers directly or indirectly by the end of this year. These analysts predicted many organizations will invest in conversational AI, machine learning, and hardware advances to help remote workers perform tasks that were 鈥減reviously done in the office or that held higher labor costs, such as employee self-service, customer service support, and document extraction.鈥�

By next year, predicted 65% of CIOs will digitally empower and enable frontline workers with data, AI, and security to extend productivity, adaptability, and decision making in the face of rapid changes. Within two years after that, predicted 50% of knowledge workers will regularly interact with their own AI-enhanced robot assistant, which will help identify and prioritize tasks, collect information, and automate repetitive work.

Industry Leaders Coalesce into Innovation Powerhouses

Some analysts predicted more M&A activity as larger software and other vendors snap up smaller startups in important areas like AI and RPA. That鈥檚 because technologies need to be on the same cloud-based platform to deliver quality, consistent data, powering valuable business insights.

For example, driven by the goal to embed intelligence in products and services, predicted that one quarter of Global 2000 companies will acquire at least one AI software startup to ensure ownership of differentiated skills and intellectual property (IP) by 2023.

According to analysts, business demands for integrated data will make it far more difficult for companies to survive as standalone tech players. They predicted that by 2024, one or more technology mega-vendors will build or acquire targeted hyperautomation technologies, rendering 60% of the standalone RPA market offerings redundant.

Integration isn鈥檛 limited to acquisitions. Deeply collaborative business, including business networks, is on the rise, morphing into what IDC researchers called 鈥渄igital innovation factories.鈥� By next year, analysts expected 40% of market-leading IT and OT vendors will 鈥渇orm strategic partnerships to deliver a holistic solution; this will reduce integration and deployment costs by 20%.鈥� Further out, these analysts predicted by 2025, driven by volatile global conditions, 75% of business leaders will use digital platforms and ecosystem capabilities to adapt their value chains to new markets, industries, and ecosystems.

Resistance to Digital Transformation Is Futile

What struck me about so many of these and other predictions was the immediacy. Most are expected to happen within the next few years, if not sooner. Digital native companies were already there, and those that haven鈥檛 transitioned will get there, hopefully soon enough.

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Trending news and customer sentiment on topics including data privacy, ethics, social justice, and sustainability can immediately reflect on any company鈥檚 brand. Knee-jerk responses like pausing political contributions under public pressure won鈥檛 cut it.

Here鈥檚 how some high-tech industry researchers described the challenges and opportunities facing companies intent on building authentic brand trust in a dynamically fractious world.

Trust Management Efforts Will Soar

In a recently published report, IDC researchers called on business leaders and technology suppliers to 鈥渆volve their understanding of trust and how to achieve it to succeed in the digital economy.鈥� predicted that by 2025, 80% of chief trust officers will demand vendors incorporate security and risk capabilities to measure corporate trust, including vendor relationships and employee reputation.

However, managing trust requires greater business accountability. Josh Greenbaum, principal at Enterprise Applications Consulting, was amazed at the unprecedented activism of many organizations in the wake of the U.S. Capitol insurrection in early January.

鈥淚n a world with this degree of global polarization, and the resulting inability to effect change at the political level, it鈥檚 fascinating that corporations are stepping up, trying to fill the void, and taking action,鈥� he said.

Some researchers predicted increasing business responsibility for online content. By 2024, Gartner analysts said content moderation services for user-generated content will be a top CEO priority at 30% of large organizations. They expected every company with an online presence, from social media to retailer platforms, to be challenged to deal with malicious content. They advised brand advertisers to 鈥渘eutralize polarizing content, and, at the very least, show a balance between views.鈥�

Rethink AI as a Tool for Trust

Digital technologies might force companies to develop a conscience. Greenbaum argued for a market-wide reassessment of the , particularly the methodologies behind data gathering and data model creation.

鈥淭he AI problem is encumbered, in part, by reprehensible interests in social control by some governments, as well as the greed factor of organizations that are monetizing data using algorithmic analyses,鈥� he said. 鈥淎t its worst, the surveillance economy has exacerbated a tremendous problem with privacy and security, juxtaposing many business models against ethical behavior. We cannot build anything so fast without understanding its broader implications, especially if that unleashed power is universally available.鈥�

Indeed, by 2023, predicted 42% of organizations will be held to 鈥渞egulatory certification that their AI- and machine learning-based algorithmic systems are ethical (free of bias and discrimination) and transparent.鈥�

Experience Begets Trustworthiness

Paying lip service to customer demands for trustworthiness is not enough. The customer鈥檚 actual experiences will drive brand trust scores up or down. analysts opined that, 鈥淐ompanies with the best price, coolest product, or most memorable marketing campaign will not necessarily have an advantage compared with companies that provide a safe, secured, and seamless experience.鈥� Turns out customers also care about the safety and security of an organization鈥檚 employees, how it collects and uses customer data, along with a company’s environmental and social justice efforts.

One analyst said that trust was only partially about a customer鈥檚 perception of brand based on social, moral, or political values. They wrote that, 鈥淓xperience is more powerful than perception 鈥� consistent customer experience quality, frequency of interaction, and intimacy of interaction engender consumer trust in the company and buffer the brand against reputational blunders.鈥�

Digital Transparency Boosts Trust

Consumer data invasiveness is just one component of the brand trust challenge. On the B2B side, technology can boost business trust between buyers and sellers across complex supply chains. But only if organizations can integrate and understand the implications of the data that underpins relationships across business networks, using software applications like and .

鈥淐ompanies need well-analyzed data and algorithms to tackle complicated supply chains for resiliency based on reality, not erroneous assumptions,鈥� said Greenbaum. 鈥淚f I鈥檓 suddenly switching to a local supplier because my overseas partner is on lockdown, I need good feedback about that supplier so I can trust them with my order and succeed at my job. Without that trust, if I鈥檓 trying to deliver something like a vaccine, I would also fail society.鈥�

And in case you thought digital trust was an oxymoron, consider this: predicted that 15% of supply chain transactions will use blockchain to track the provenance of ethical, sustainable practices within two years. Some analysts have long touted blockchain鈥檚 potential to foster trusted business transactions that rely on collaboration between different companies. IDC expected 65% of transcontinental shipping to be legislated to use blockchain that tracked crew health information, fuel sourcing, and goods origination by 2023.

Data Standardization

Harmonizing data for consistency and quality across an ever-more sprawling web of digital systems is critical to trusted data protection. As intelligence proliferates from innovations like digital twins, AI, and the Internet of Things (IoT), common standards for handling consumer and other data will keep it safer. For example, one semantical data model is foundational to Rise with 麻豆原创, the company鈥檚 recently announced business transformation as a service.

Digital Can Be a Force for Good

Companies can and must adopt a sincere, strategic stance on issues for society鈥檚 benefit. But don鈥檛 wait to take action until the activists are banging down your front door. By then, it could be too late for your business and our society.

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.

Here鈥檚 how some research and business leaders viewed the latest deluge of upcoming technology innovations, accompanied by a resurgence of people-centric exigencies for brand trust, ethical responsibility, and .

Digital Can Boost Customer Trust in Brands

Since the pandemic compressed expected years of digital evolution into seemingly overnight transformation, the consensus is that cloud-based technology is the only way to future-proof business.

analysts predicted that by the end of this year, 65% of organizations will shift to digital-first through automated operations and contactless experiences. But that doesn鈥檛 reduce an organization鈥檚 ability and imperative to build trusted, personalized relationships with customers. Indeed, the idea is to use digital technologies to improve customer experiences.

For example, researchers viewed digital as a double-edged sword when it came to brand trust. They predicted that 鈥渃onsumers will give brands permission to become more creative, entertaining, and immersive than they鈥檝e ever found palatable before. Chief marketing officers will need to create consciously and sincerely; if manipulative tactics destroy trust among this emotionally vulnerable population, consumers won鈥檛 give your brand a second chance.鈥� Calling disjointed experiences the 鈥渁ntithesis of customer obsession,鈥� Forrester analysts predicted market spend on loyalty and retention marketing will increase by 30% in 2021 as CMOs assert control over the full customer life cycle.

Managing Employee Experience for Trusted Relationships

The impact of digitalization in the workforce was also profound. predicted that by next year, 45% of repetitive work tasks in large companies will be automated and/or augmented via “digital coworkers,” powered by such innovations as artificial intelligence (AI) and robotics. researchers agreed, forecasting that one out of every four remote workers will be supported by new forms of automation, either directly or indirectly, by the end of 2021.

In the same breath, every analyst talked about managing the employee experience — with good reason. predicted that by 2024, organizations providing a total experience will outperform competitors by 25% in satisfaction metrics for both customer and employee experience.

It鈥檚 no wonder that predicted 60% of enterprises will invest heavily in digitalizing the employee experience this year, transforming the relationship between employers and employees. Further out, Gartner predicted by 2023, large organizations will increase employee retention by more than 20% by repurposing office space as on-site childcare and education facilities.

Some analysts expect high-performing organizations will make digital the default, adding in the physical to deliver the best holistic experience for team productivity. Gartner predicted that 40% of organizations will blend virtual and physical experiences, leading to increased workforce productivity and customer reach during the next couple of years. Hybrid working environments may well become the post-pandemic norm.

Here again, ethics loomed large. analysts saw regulatory and legal activity related to employee privacy infringements doubling this year. They put the onus on employers to adopt a 鈥減rivacy by design鈥� approach when handling employee personal data. This included identifying and assessing privacy and ethical risks and requirements, and transparent employee communication.

Digital Power Brings Ethical Responsibility

Many businesses have done some in the wake of the pandemic, political discord, and long-simmering equity demands. Two years ago, , an association of U.S.-based CEOs, updated its purpose statement of a corporation to “take into account all stakeholders, including employees, customers, and the community,鈥� rather than only profit.

Maybe that鈥檚 partly why analysts predicted the emergence of responsible AI, meaning the operationalization of AI accountability across organizations and society. They saw responsible AI as an umbrella term covering many aspects of AI implementations including value, risk, trust, transparency, ethics, fairness, interpretability, accountability, safety, and compliance.

Most analysts predicted that sentiment analyses and metrics documenting a company鈥檚 contributions to society鈥檚 measurements will matter even more in 2021 and over time. analysts predicted 30% of major organizations will use a 鈥渧oice of society鈥� metric to act on societal issues, and assess the impacts to their business performance by 2024. It turns out that what鈥檚 damaging to society is damaging to business. These analysts think organizations have a fiscal and moral responsibility to measure, reduce, or eliminate tone-deaf or insensitive racial and ethical concerns.

called this phenomenon 鈥渆mpathy at scale鈥� where companies increasingly used sentiment analysis, fueled by AI, to measure how customers perceive their vendors. They predicted by 2024, 32% of consumer brands will use AI-enabled contextual sentiment analysis to measure customer perceptions of empathy. This is where experience management technology such as comes in, connecting data for actionable insights company-wide in an .

What鈥檚 more, trust directly relates to AI-based data explainability. IDC predicted that by 2022, over 60% of in finance, healthcare, government, and other regulated sectors will include provisions to explain their analysis and decisions.

Sustainability is Table Stakes for Responsible Business

IDC analysts reported that the most favored companies are not only transparent and secure, but also give back to their communities, concluding that, 鈥渢rust is not just about security anymore; it is also about responsibility.鈥� Most analysts predicted increasing investments in sustainability initiatives, fueled by public sector mandates, shifting societal demands, and the realization that it鈥檚 good for business.

One analyst said that 鈥渟ustainability-focused companies have better financial results relative to their peers, even during the COVID-19 pandemic.鈥� By next year, predicted the majority of companies will realize greater value by combining digital and sustainability, giving rise to digitally driven and sustainably enabled projects as the de-facto standard. said that by 2025, 90% of G2000 companies will mandate reusable materials in IT hardware supply chains, carbon neutrality targets for providers’ facilities, and lower energy use as prerequisites for doing business.

Optimists look ahead to 2021 and beyond as a major reset for the next phase of the digital age. Let鈥檚 all plan to make the most of this digitally fueled opportunity for the business at hand, and the greater good worldwide.

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The report鈥檚 analysis of 13 top vendors in the specialized insights service provider landscape was based on three core categories: market presence, strategy and current offering. 麻豆原创 was named as a leader.

鈥淎cross all our 麻豆原创 offerings and teams, we instill a commitment to providing our customers with the best tools, support and strategic insights they need to be successful at every stage of becoming an intelligent enterprise,鈥� said Shane Paladin, president, Services, 麻豆原创. 鈥淐ontinually helping customers identify and utilize data-driven insights is critical to driving business value, and it is an honor for 麻豆原创 to be recognized as a leader among specialized insights service providers.鈥�

The report determined that with its product-specific orientation, the 麻豆原创 offering stood out from the pure-play insights providers. And according to the report, 鈥淩eferences appreciate 麻豆原创 as an unbiased expert leading the sessions.鈥� Additionally, 麻豆原创 was noted for its new change-management engagement for evangelizing new capabilities. It also was cited for its offering of custom development for 麻豆原创 products.

麻豆原创 offers personalized support and development through a variety of tools and services once the initial implementation of its software products has been completed. As 麻豆原创 introduces products and services tailored to specific business needs, ongoing expert analysis will be integral to the insights 麻豆原创 offers to help customers achieve their full business potential. To 麻豆原创, this recognition signifies its differentiating strength: serving customers throughout their digital transformation journey.

For more information on analytic services and insights from 麻豆原创, please visit . To read the full report, download “.”

Visit the . Follow 麻豆原创 on Twitter at .

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Martin Gwisdalla, 麻豆原创, +49 (6227) 7-67275, martin.gwisdalla@sap.com, CET
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Jennifer Kohanim, FleishmanHillard, +1 (617) 692-0535, jennifer.kohanim@fleishman.com, ET

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2020 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.

Forrester Research Inc. researched, analyzed and scored 15 vendors and named 麻豆原创 a Leader. The report noted 麻豆原创鈥檚 enhanced data management capabilities to support complex use cases and its improved self-service capabilities. Vendors were evaluated and 麻豆原创 was named a Leader based on criteria in three categories: current offering, strategy, and market presence.

In the report, Forrester states that 鈥溌槎乖� customers like 麻豆原创鈥檚 general data management capabilities, in-memory platform, search and access, data integration, and technical support.鈥� 麻豆原创鈥檚 enterprise data fabric solution consists of capabilities from the including the 麻豆原创 Data Intelligence solution, 麻豆原创 HANA, 麻豆原创 HANA Cloud and 麻豆原创 Cloud Platform Integration Suite.

鈥淎t this time of unprecedented change, businesses acknowledge that the importance of achieving data excellence and relying on trusted information to find the right path forward has never been more important,鈥� said 麻豆原创鈥檚 Andreas Wesselmann, senior vice president, 麻豆原创 HANA & Analytics, Data Management. 鈥淭o help with this goal, we continue to innovate and bring improved data fabric capabilities to help our customers manage complex data environments with confidence and agility. We believe this recognition from Forrester validates the robustness of our end-to-end data management solutions, and how we鈥檙e enabling customers to better connect and extract value and insights from data.鈥�

麻豆原创 continues to bring to market to meet evolving customer needs. Key elements are 麻豆原创 Data Intelligence, 麻豆原创 HANA and 麻豆原创 HANA Cloud, with data virtualization capabilities. Part of the Business Technology Platform, 麻豆原创 Data Intelligence plays a key role in enabling customers to turn their data to value. The latest update to 麻豆原创 Data Intelligence is centered around delivering value from distributed data assets, increasing data literacy across the organization, helping customers rely on trusted data and operationalizing machine learning. 麻豆原创 Data Intelligence extends its integration, complex data orchestration, data pipelining, data catalog and machine learning services with enhanced connectivity, governance and pipeline modeling features to provide a robust data fabric. The latest release provides deployment freedom with a bring-your-own-license model for hyperscalers as well as on-premise and fully managed cloud service options.

Learn more about , or read more about the newest data management innovations and integrations from 麻豆原创.

Visit the . Follow 麻豆原创 on Twitter at .

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麻豆原创 麻豆原创 Room; press@sap.com

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2020 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.

Forrester Research Inc. researched, analyzed and scored 11 human capital management cloud providers and named 麻豆原创 a leader based on its current offering, strategy and market presence of 麻豆原创 SuccessFactors solutions.

In the report, Forrester states that 麻豆原创 SuccessFactors solutions have over 6,800 customers on the 麻豆原创 SuccessFactors Human Experience Management (HXM) Suite. 鈥淧ayroll is supported for an impressive 46 countries,鈥� the report cites. It adds that 麻豆原创 recently renamed 麻豆原创 SuccessFactors Human Capital Management (HCM) Suite to 麻豆原创 SuccessFactors HXM Suite to reflect the focus on employee experience management tools from Qualtrics, AI-based user experiences and its formidable partner ecosystem.

The report also noted that it expects 麻豆原创 to introduce AI-enabled, conversational capabilities that leverage intelligent technologies throughout the 麻豆原创 SuccessFactors HXM Suite.

鈥淗uman experience management is a differentiator in the market, and we believe that the latest Forrester Wave Cloud HCM Report is further validation,鈥� said Meg Bear; senior vice president; Products, Engineering and Operations; 麻豆原创 SuccessFactors. 鈥淭he 麻豆原创 SuccessFactors HXM Suite enables our customers to leverage the voice of every employee to improve processes and enhance experience and, as a result, drive market-leading business results. With our global capabilities, robust partner ecosystem, integration with employee experience management tools from Qualtrics and emerging technologies, like machine learning, our HXM solutions help organizations quickly adjust to rapid changes in the global economy.鈥�

Visit the area of sap.com and the 麻豆原创 News Center. Follow 麻豆原创 on Twitter at and .

Media Contact:
Samantha Yerks, +1 (914) 918-6087, samantha.yerks@sap.com, ET
麻豆原创 麻豆原创 Room; press@sap.com

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2020 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.

With real-time, intelligent data from across the company 鈥� including changing 鈥� organizations do not have to sacrifice company values or policies for the sake of expedience. During a breakout session of the recent virtual event, Chris Haydon, president of Procurement Solutions at 麻豆原创, summarized how the concept of intelligent spend addressed modern business demands.

鈥淧rocurement and supply chain leaders are challenged with strategic, higher value goals, such as securing a supply chain, guarding against financial and reputational risk inside supply chains, and doing all this while moving the actual power of the purchase to the point of need and to the people who need to do it,鈥� Haydon said. 鈥淚ntelligent spend management is driving our strategy on how we develop an interconnected, integrated, and networked suite of solutions to help companies deliver the outcomes they need.鈥�

Experts Predict Pandemic Impact

Procurement teams in every industry are heads-down with business continuity plans and mitigating supply chain risk. The pandemic is also a wake-up call for many companies that the next phase of digitalization could be dawning as they realize the value of collaborative cloud-based platforms and connected intelligence. Recent expert predictions about the business impact of COVID-19 reflect these themes.

researchers said the top-three trends in business will be remote working, increasing reliance on digital channels and platforms, and data and analytics for faster and better decision-making. Based on a recent CXO survey, analysts predicted enterprise collaboration platforms will benefit most from the epidemic, with 76 percent of surveyed industrial users choosing to adopt such platforms, followed by cloud computing, robotics, artificial intelligence (AI), Big Data, and 5G. At , one analyst looked ahead to 鈥渁 new channel normal, one that is more agile, responsive, and cross-functional than before in response to this fast-moving crisis. For those who don鈥檛 adapt, it could hasten their decline.鈥�

Finding Hospital Beds Fast

Haydon echoed those analysts鈥� trends during his , bringing them to bear on procurement. He said that organizations need to reshape how they connect with trading partners 鈥渇or deeper collaboration into supply chains that unlocks the power of community intelligence.鈥�

Two midsize companies recently experienced the power of having a strong collaborative procurement platform. After receiving an urgent request for hospital beds from a contractor that was building a temporary facility outside of New York City for COVID-19 patients, the chief digital officer at Ram Tool Construction Supply contacted 麻豆原创 for help. A quick search in revealed that Joerns Healthcare could fulfill an order for 500 hospital beds. The 麻豆原创 salesperson placed a few calls, sent a few texts to connect the two companies, and found the new source for beds in less than 30 minutes.

Digital platforms are also especially relevant to companies that are retooling operations to quickly churn out products for communities in dire need, such as face masks, hand gloves, disinfectants, and ventilators. Whether mandated or opportunistic, companies that deviate from established production capabilities need to make equally swift pivots to find new suppliers of goods, and in some cases, .

Procurement Gets Creative and Empathetic with Suppliers

Chief procurement officers in every industry are heads-down with finding new sources of supply. This is why 麻豆原创 has opened up access to , allowing buyers worldwide to post their immediate sourcing needs and suppliers to respond with no fees.

But the sourcing process is not the only priority. In another interview, Haydon said that companies also need to understand what their suppliers were experiencing. He mentioned , which is designed to help procurement and supply chain leaders assess how confident their suppliers are in meeting demands over time. With a better understanding of what is affecting their suppliers, buyers can offer to help, potentially heading off problems down the road.

鈥淲hat I鈥檓 hearing from CPOs is, 鈥榟ow do we link the digital assets and all the greatness that鈥檚 not just 麻豆原创 Ariba, but broader procurement, the broader supply chain, the broader 麻豆原创 to fulfill our business and also meet our customer鈥檚 needs?鈥欌�� Haydon said.

It is too early to predict how COVID-19 will or will not ignite the next phase of digitalization. What is clear is that organizations have never been more interdependent on each other, and business will never be the same.

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Consider , a Vancouver-based social enterprise that provides catering services to 麻豆原创鈥檚 local offices. In addition to bringing approximately 30,000 nutritious meals each year to low-income people, Executive Director and General Manager Naved Noorani estimates that the organization has contributed approximately $4 million to Vancouver鈥檚 Downtown Eastside to date through its employee payroll.

鈥淧eople struggle living from one paycheck to the next in a world that doesn鈥檛 go viral on social media or make headlines anywhere,鈥� Noorani said. 鈥淲e are their family, and we also have to be competitive so we can continue expanding our impact. It鈥檚 because 麻豆原创 gets catering from us that we can provide our social programs to the community.鈥�

Business Gets Competitive Edge with Community Benefits

Make no mistake, is a business imperative. researchers predicted that over 55 percent of consumers will consider company values when making a buying decision. analysts said that 35 percent of knowledge and frontline workers will consider social, environmental, and humanitarian actions key criteria for where they decide to work by 2021.

Gerry Higgins, managing director at , said that bringing social enterprises into procurement catalogs adds another powerful dimension of value beyond longtime business purchasing criteria like pricing and quality.

鈥淚f a city with youth unemployment challenges evaluates construction bids based, in part, on the potential for greater community benefits, we鈥檝e seen commercial companies commit to training qualified apprentices instead of using cheap labor from somewhere else,鈥� Higgins said.

Global Commitment Requires Buy-In from Local Buyers

While social procurement at 麻豆原创 is a top-down commitment from senior leaders, having buy-in from employees in the procurement department is equally important.

鈥淥ur employees are very supportive of this,鈥� said Ron Singh, procurement specialist at 麻豆原创 in Vancouver, 鈥淏uyers have to personally believe in the vision so they are committed carrying out the mission every day. Thinking social means shopping local.鈥�

The impact of employee involvement in 麻豆原创鈥檚 commitment to social procurement is palpable at , another Vancouver-based organization doing business with the company; in this case, delivering fruit to the local 麻豆原创 office daily. HAVE鈥檚 community programs include housing assistance and job skills training.

鈥淭he delivery job alone, which generates many hours of employment for one driver, means more to this person than he can ever describe,鈥� said Adriane King, Operations and Development director at HAVE. 鈥淗e looks forward to going to work every day because of the relationships he鈥檚 made with the people at 麻豆原创. It gives him a sense of purpose, something that鈥檚 amazing for his mental and physical health.鈥�

Higgins saw supply chain spend with social enterprises as a fundamental shift in relationship-building between private sector businesses and society at large.

鈥淪ocial procurement is mutually beneficial, making it a more balanced transaction,鈥� he explained. 鈥淭his becomes a more sustainable relationship between social enterprises and the private and public sectors going forward.鈥�

Social Change is Bigger than Procurement

Buying from social enterprises is part of 麻豆原创鈥檚 commitment to have a larger role in society, improving people鈥檚 lives. Alexandra van der Ploeg, head of 麻豆原创 CSR, said that the company is initially building social procurement programs in Australia, Canada, and the UK because those regions tend to have the largest amounts of mature social enterprises that are capable of meeting corporate supply chain needs for goods and services.

鈥淭here are increasing demands across 麻豆原创, as well as with our customers worldwide, to include more social enterprises in procurement,鈥� van der Ploeg said. 鈥淭hat鈥檚 why we鈥檙e investing in partnerships with entrepreneurs and incubators in the communities where 麻豆原创 and our customers operate. We want to empower more social enterprises so they can do business with companies like ours.鈥�

Social Enterprises: Pipeline to Job Opportunities

Tribu Meraki is among the many social enterprises working with 麻豆原创 to expand the impact of global CSR programs through procurement. Founded to help jumpstart career opportunities for unemployed youth, the Argentina-based startup was a participant in a social enterprise accelerator supported by the 聽program. Today, Tribu Meraki provides multimedia production services to 麻豆原创 in Argentina and other regions. The organization also collaborates with social foundations that support campaigns such as economic growth.

鈥淭he work we鈥檙e doing for 麻豆原创 means that we can bring in more young people as apprentices who gain confidence in their skills and desire to grow professionally,鈥� said Ivan Villasmil, co-founder and art illustrator at Tribu Meraki. 鈥淏eing an 麻豆原创 vendor has given us tremendous visibility worldwide, helping us open more doors for young workers to realize their career dreams.鈥�

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