Handout 7 - SAP Transf From Product To Service Provider
Handout 7 - SAP Transf From Product To Service Provider
Handout 7 - SAP Transf From Product To Service Provider
July 2010
This case was prepared by Professors Sebastian Reiche and Pablo Cardona, in collaboration with Marco Fischer (SAP) as
the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative
situation. July 2010.
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Last edited: 4/5/11
2-410-049
1
SAP's Transformation from a Product to a Service Provider
The Business Transformation Academy
It was 5.30 p.m. on Tuesday, February 16, 2010 at the SAP headquarters in Walldorf, a small
town near Heidelberg in the southwest of Germany. Dr. Axel Uhl, now Head of the Business
Transformation Academy (BTA), was collecting his documents in the event room of Building
21, one of SAPs futuristic office complexes. With the last workshop participants having left,
Axel found himself reflecting on the kick-off meeting, which had seen SAPs BTA finally
come to life. A total of 34 participants from SAP, various academic institutions and several
of SAPs client companies had discussed the role, vision and goals of the BTA.
It had taken two years to develop the idea of the BTA as a thought leadership network on
business transformation. The primary aim of the BTA was to support SAP customers,
consultants and partners to enable successful business transformation projects. Axel was
happy that the BTA had finally become a reality but, at the same time, he felt that the real
work had only just begun. Certainly, the network members brought together a wealth of
expertise in business transformation that would help the Academy gain external and internal
visibility and reputation. However, the diversity of its members also resulted in different
expectations and objectives. Would the different members of the thought leadership network
maintain the necessary commitment? Were there sufficient benefits for everyone to
contribute to the network at large? Axel was aware of SAPs past experiences in consulting,
an area that had grown, yet remained in the shadow of the companys software license and
support business. Was there sufficient senior management support within SAP to move the
project forward? And was the BTA the right tool after all to achieve its objectives? He felt
that he needed to show some quick results to justify the resources committed to the
Academy. As he reflected on these challenges, he found himself revisiting historic events that
led to the development of the BTA.
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DPO-215-E SAP's Transformation from a Product to a Service Provider
2 IESE Business School-University of Navarra
SAP
In 1972, five former IBM employees founded a company called Systems Applications and
Products in Data Processing in Mannheim, Germany. The company name later evolved to the
acronym SAP. The founders had a clear vision: to develop standard application software for
real-time business processing. The first year saw the development of financial accounting
software in close cooperation with their first customer. Later, this software was
complemented by other software components. This led to the development of a
comprehensive enterprise resource planning (ERP) software solution called the R/1 system
(where R stands for real-time data processing). In the following years, SAP further refined
and broadened the applicability of R/1 and introduced its successor model, R/2. The company
also began to expand into other software applications including customer relationship and
supply chain management tools.
In the mid-1980s, SAP opened its first foreign sales organization in Austria and entered a
path of tremendous international expansion in the following years. By 1992, SAPs business
outside Germany accounted for over half of its total sales worldwide. The 1990s also saw the
introduction of SAP R/3, based on a client server architecture. This enabled SAP to set a
standard in business software and defined the companys DNA as an integrated end-to-end
software solution provider.
In the advent of the Internet era, SAP introduced mySAP.com, using Web technology to link
e-commerce solutions to the companys existing ERP applications. In addition, SAP
developed user-focused software applications such as SAP Workplace, which offered role-
specific access to information, and the SAP NetWeaver technology platform, integrating
information and business processes across different technologies and organizational
structures. In 2008, SAP acquired Business Objects to provide a comprehensive portfolio of
business performance and optimization solutions. Although SAP had traditionally generated
the bulk of its business from large enterprises, in the new millennium the company
increasingly began to target small and medium-sized enterprises.
SAPs comprehensive range of enterprise solutions provided a growing pool of software
applications, which SAP or SAP-trained consultants from systems integration providers such
as Accenture, Infosys or Wipro would then customize. While SAPs core business had been
and still was the selling of software licenses for software solutions and related support
services, the company also offered a growing range of consulting services. These services
aimed to assist customers with their software adoption, implementation and adaptation as
well as to train end-users, systems integrators and other partners on the use of SAP products
(see Exhibit 1 for an overview of SAPs product and service portfolio). SAP consultants
provided customers with expert guidance to fully exploit the functionality embedded in SAP
solutions and achieve a faster return on investment in their implementation and application.
Over the course of more than three decades, SAP had evolved from a small, regional
enterprise into a global company. In 2010, SAP employed 47,578 people, generated annual
revenues of 10.67 billion (see Exhibits 2a and 2b for selected financial data) and featured
over 92,000 clients that run SAP software in over 120 countries, making SAP the worlds
leading provider of business software solutions.
SAP's Transformation from a Product to a Service Provider DPO-215-E
3 IESE Business School-University of Navarra
Business Consulting at SAP
Traditionally, the role of SAP consultants had mainly been to explain specific aspects and the
potential of SAP software to their clients. However, they were not at all involved in
improving processes, thinking about new processes or building a case for change. Lars
Gollenia, Global Head of Business Transformation Services, remembered that SAP consultants
were simply not advising the client. Around the turn of the century, the company realized
that its customer needs were shifting from technical features to a focus on business value. A
clear indication of this trend was that SAPs traditional buyers were changing. While the CIO
used to be the main contact person for SAP, business owners and CEOs were gaining power
in software purchasing decisions. As Nicolas Steib, Global Head of Field Services Consulting
Delivery, explained:
In the past, our customers came to us with their existing business processes and asked us
to translate this into IT processes. Today, customers often expect us to provide them with
business process designs that represent best practices in their industries.
Arthur Williamson, Program Director for HR and IT at Shell International, one of SAPs top
clients, echoed this assessment:
In the past, our organization took a view which I think is opposite to what should
happen. We used to start with our processes and developed our requirements and then
tried to find a system which would fit. But in my mind thats wrong. You need to work
with the providers to have a set of requirements that are technology constrained. In most
cases you get little value by modifying software to support your current processes. In the
long run you are better off accepting the constraints and focusing your efforts on change
management.
In 2000, SAP decided to set up a team of 12 business consultants in Germany. In the
following years, the unit mainly provided spot consulting. Examples of spot consulting could
involve a few days of consulting support during the planning stage of a solution, a review of
what an implementation partner was doing or an assessment of the business value that could
be created through SAP solutions. Despite the subsequent growth of these services, several
people at SAP thought that the company should not be involved in business consulting at all.
In fact, SAPs culture had traditionally been based on software development and engineering
rather than services. In some cases, consulting services were also diluting the high margins
SAP achieved through its license sales. Dr. Heiko Ewert, Global Head of Business
Development within Business Transformation Services, explained, however, that business
consulting had an important role in ensuring SAPs necessary accountability to the customer:
Clients expect positive business impact out of the investments that they make in SAP
solutions and they expect the software provider to take responsibility. We can only do
that if we have a certain amount of control over what happens in the project afterwards.
The typical project that we sell may be initiated by strategy consultants. Based on their
advice, the client decides to buy a certain SAP software product to support this strategy
and then employs Accenture, Tata, or Infosys for the implementation. By this stage, you
already cannot recognize the strategy that was developed half a year earlier. The project is
finished two years further down the track and then, for some reason, the business impact
DPO-215-E SAP's Transformation from a Product to a Service Provider
4 IESE Business School-University of Navarra
does not materialize. If we work in this fashion, we have no control over what happens at
the customer. But afterwards, the client always blames SAP and says: Well, SAP doesnt
work correctly.
There has also been a trend in recent years towards greater integration of software products
and related services into solution packages. This linked business consulting even more to the
software product itself and led clients to demand closer relationships with SAP.
SAP also started to expand its offerings to other markets. When SAP moved its business
consulting activities into the North American market in 2001, the company hired a small
number of former McKinsey consultants. However, the unit developed into an independent
consulting boutique that was not integrated with the rest of the SAP organization and its
consultants did not fully understand the SAP products. After just one year, the project was
discontinued.
Business Transformation Consulting: Towards Strategic Change
In late 2007, SAP decided to make another attempt to establish business consulting services
in North America, given the growth of the German unit. This decision coincided with a more
general discussion among the global leadership team of SAPs Global Field Services division
about the type of consulting services that SAP should offer its clients. The need for this
discussion became even more evident when the North American consulting team decided
against naming its unit Business Consulting. For the North American consultants, this brand
carried a negative connotation because it was linked to the earlier failure. In the following
months, together with colleagues from marketing, the team developed a list of 10-15
suggestions for possible names of the new business consulting unit, based on names that
were still available in the market. Some of the suggested names included the term
transformation which met with initial resistance. As Dr. Heiko Ewert recalled:
I remember the first time we discussed these suggestions in the Global Field Services
leadership team with all the regional consulting heads and the Global Field Services Head,
Dr. Bernd-Michael Rumpf. Some of them, especially the European head at that time, said:
Thats not what we do. We dont transform our clients businesses. We implement SAP
solutions. Thats not business transformation.
New Vision and Strategy
What had started as a naming exercise turned into a far-reaching debate about SAP business
consultings vision and strategy over the following months. Throughout these discussions,
the members of the leadership team began to realize that business transformation was
actually a key pillar of the strategy. Finally, it was decided that it would be the business
transformation area to where SAP wanted to move its consulting business within the next
SAP's Transformation from a Product to a Service Provider DPO-215-E
5 IESE Business School-University of Navarra
five years. The Business Transformation Consulting (BTC)
1
unit was born. Nicolas Steib
commented on the opportunities that came with this new strategic focus:
SAP has close to 100.000 customers. No one else is better positioned than SAP to
manage and accompany its clients transformation processes. For example, we have a
benchmarking database for customers where we ask them to enter their data on some
process efficiency metrics and they can assess whether they are average or above average.
If you are a research company, you need to invite customers, interview them and then
analyze the data to do this benchmarking. We have two million data points in our
benchmark database! Customers dont need to have 100% solutions from SAP, but we
want to be the ones who orchestrate these business processes, designing them and helping
the customers make them work end-to-end.
The strategy discussions also revolved around what business transformation meant for SAP
and how the company could position itself in the wider services market. Dr. Axel Uhl
explained:
Business transformation for us is a significant change of the organization or part of the
organization due to either external or internal drivers that make this change necessary.
Significant change means that there is a higher level of complexity, no clear boundaries
and uncertainty in terms of the outcomes of the transformation process.
John Lombard, Global Head of Field Services, Fast Growth Services at SAP, further
elaborated:
Business transformation is the integration of all different types of change initiatives in
which SAP could support its clients. This requires a holistic approach and includes IT,
people, strategy, organization and processes.
Given SAPs expertise in business software and support services, the BTC unit defined a
unique space between traditional strategy consulting occupied by firms such as McKinsey
and Boston Consulting Group on the one hand, and solution and system integration
providers like Accenture and Tata on the other. SAPs unique positioning would be as a
services and consulting provider able to bridge strategy and execution, connecting best
practice business processes to SAP solutions. The first success stories followed soon.
Although clients were initially surprised about SAPs new service offerings, customer
satisfaction with the completed business transformation projects was generally high. Lars
Gollenia illustrated the effect BTC had on SAP clients:
It is a bit like going to a bakery and the baker telling you that he has started selling
sausages. Now, you wouldnt necessarily ask for sausages in a bakery but if you are happy
with the bread you have bought there in the past and the baker offers you sausages you
may give it a try. And if these are good sausages, you will probably buy them again.
Despite these successes, according to Dr. Heiko Ewert, SAP was still not involved in leading
overall projects. The real influence on senior management remained in the hands of system
integration and implementation providers like Accenture, who orchestrated the clients
1
As of January 1, 2010 this unit is called Business Transformation Services.
DPO-215-E SAP's Transformation from a Product to a Service Provider
6 IESE Business School-University of Navarra
business processes and had ongoing senior-level contact with the clients. SAP realized that
the company needed to become more of a partner or trusted advisor that accompanied
implementation processes and maintained relationships with senior management at key
clients. Therefore, in 2008 SAP developed a new engagement model. The objective was to
create value partnerships with around 400 of SAPs top customers, all very large companies
that were thought to require such an engagement model. As John Lombard explained, SAPs
5-year strategic plan saw a target of 25 established value partnerships by 2010 and 200
value partnerships by 2014.
The final breakthrough came in 2009 when SAPs top management team led by Lo
Apotheker modified corporate strategy towards a greater service orientation, a direction that
suited the nature of BTC well.
Talent Requirements
The BTC leadership team quickly became aware that the unit was facing a talent shortage to
offer the new services. To enable the necessary skill acquisition, SAP developed more than 40
training sessions related to BTC. These ranged from short e-learnings to a series of certified
3- to 5-day courses on specific topics such as business process management. The training
sessions were not only open to anyone interested within SAP but also to external partners
and customers, with some courses being attended by almost 1,500 people. While this created
a substantial pool of BTC talent, the skills that these courses helped to develop were limited.
How many people within SAP were really able to engage with clients in business
transformation projects at the most senior level as the new value partnership model would
require? Dr. Heiko Ewert explained:
It is about being a partner and working shoulder to shoulder with senior executives at
our clients. So far there are a pretty small number of people who are actually on that
level. We have many people who are very senior when it comes to technical expertise,
solutions expertise, and so on. But when it comes to talking about understanding business
strategy and translating business strategy into IT strategy there is a real gap.
It was not only the ability to interact with senior-level executives where the team identified
talent needs. Given SAPs core business of developing and selling software solutions, people
also had to be able to sell products. As Nicolas Steib summarized:
What we need for this job is the almost impossible split between a trusted advisor and a
salesperson. Normally, I either want to sell you something or I am a trusted advisor to
you. You cannot be both. But the partners in consultancy firms do both. So it does work.
This is the type of role that we need to implement.
In the following period, the BTC leadership team worked on refining the necessary
competencies for BTC consultants. Three different areas of development were identified:
traditional management consultancy, project or program management and business solution
architecture. SAP realized that people at the top of the BTC unit, who were supposed to play
the trusted advisor role, would need competencies in all three areas. Not only would they
need to influence decision making of SAPs customers, they would also need to be able to
understand the key elements of successful projects and programs, and how to manage a large
SAP's Transformation from a Product to a Service Provider DPO-215-E
7 IESE Business School-University of Navarra
portfolio of projects over time. Finally, they would need to understand how to design a
solution landscape that could support the customers business and create business impact.
It was evident that more time would be required to develop these different skills, especially in
a company with a software engineering mindset. The recruitment strategy of the newly
renamed Business Transformation Services (BTS) therefore consisted of an equal mix of
internal and external hires that each brought in complementary skill sets. While external
recruits would provide the competences in management consulting that SAP did not have on
its own, internal hires had an understanding of software solutions, necessary to bridge the
gap between business and IT. Given the earlier experiences in North America, the
combination of internal and external hiring was also meant to ensure that the BTS unit
remained an integral part of the overall company culture. However, as Lars Gollenia pointed
out, the pool of internal talent was limited. The ambitious targets for new value partnerships
translated into a required growth of the BTS workforce from currently 600 to about 1,500 by
the end of 2012 (see Exhibit 3 for BTS talent development needs). The question was how the
BTS organization could access, develop and leverage the required talent in the future.
The Business Transformation Academy
The talent shortage was not the only challenge that the BTS unit was facing. It was also
lacking visibility in the market. Many clients were simply unaware that SAP was offering
business transformation services. In addition, very little explicit knowledge was available
about business transformation. Most knowledge remained buried in the heads of
transformation managers of SAPs customers. This led to an insufficient understanding
of why many complex transformation projects continued to fail. If SAP wanted to become a
successful provider of business transformation services and a thought leader in that area, the
company needed to do a better job of tapping into this knowledge.
To address these challenges, SAP decided to bring together different stakeholders. First, to
build market reputation, it was important to diffuse concepts and solutions in close
collaboration with its clients. Second, if SAP wanted to extend existing knowledge about
business transformation, joining forces with academic institutions seemed a logical step to
take. Importantly, viewing business transformation as a holistic approach meant that a
unique body of knowledge had to be integrated from different disciplines to find new
solutions for transformation problems. Later, this knowledge would serve as the basis for
training customers, BTS consultants and SAPs external partners involved in transformation
projects. It would also lead to new consultancy service offerings. In 2009, to bring the
different stakeholders together, SAP developed the idea of the BTA as a thought leadership
network on business transformation. As Nicolas Steib explained:
In our industry everything works through partnerships. We needed to build a platform to
integrate our different stakeholders. Essentially, SAP is part of an ecosystem of around
100,000 customers, partners and consultants. I believe that the Academy could be the
enzyme that enables our ecosystem to successfully transform our customers businesses.
I also think that the Academy has the potential to support SAPs internal transformation.
DPO-215-E SAP's Transformation from a Product to a Service Provider
8 IESE Business School-University of Navarra
The BTA aimed to be the worlds leading network of business transformation. In his role as
the new Head, Dr. Axel Uhl defined the BTAs mission: to create and offer unique expertise
on the drivers, strategies, and practices of large transformation projects. However, unlike
other consulting firms, the Academy would create and share knowledge in a global, inter-
and transdisciplinary expert community that would consist of customer executives, industry-
specific transformation professionals and top academics. This knowledge was to be developed
through organizing regular conferences, collecting case histories of past transformation
projects and compiling a handbook on business transformation. Every member of the
thought leadership network would contribute to these efforts. SAP also aimed to work with
PhD students on a number of projects to advance academic knowledge about business
transformation.
Furthermore, a direct output of the Academy would be the development of educational
programs on business transformation. For example, Dr. Axel Uhl envisioned a SAP Master
Certification of Global Business Transformation Managers to be launched for internal and
external participants as well as other educational programs on business transformation in
collaboration with academic institutions. The first internal Global Business Transformation
Managers were to be certified by the end of 2010. These programs would not only enable the
skill transformation of SAPs internal talent but also leverage the relevant skills among many
of SAPs partners involved in transformation projects, as well as the clients themselves. As
John Lombard pointed out, this was particularly important because SAP did not have
sufficient staff of its own to accompany all its projects and therefore relied on partners such
as system integrators. This made external training an important part of BTS. Consequently,
the Academy would allow SAP to scale its internal talent development and education to a
much broader audience.
At the same time, the expectations of the different stakeholders differed substantially. Dr.
Stefanie Zeitz, principal consultant for BTS who had interviewed several stakeholders during
the initial stages of the Academy, highlighted the need to provide real value to justify the
commitment towards the network. SAPs clients, for example, appeared mainly interested in
specific transformation expertise and advice. As Shells Arthur Williamson commented:
I need to demonstrate that I am bringing something tangible back to Shell. But tangible
doesnt necessarily mean a training course or a tool. It can be some kind of learning, for
example through a review of other company experiences, which I communicate back to
our managers and which allows them to put that into context in future projects. There is
also intrinsic value in letting people look at what we are doing internally and comment
on that.
The Kickoff Meeting
After two years of developing the idea of the BTA and identifying relevant network members,
the long-awaited event had finally arrived on February 15-16, 2010. Thirty-four participants
from SAP, customers such as Daimler, Shell and Hilti as well as various academic institutions
met at the Qube hotel in Heidelberg for an opening dinner on February 15 to formally kickoff
the Academy. The following day, the members met at SAPs headquarters in nearby Walldorf
SAP's Transformation from a Product to a Service Provider DPO-215-E
9 IESE Business School-University of Navarra
to discuss member expectations, the role and vision of the Academy, relevant knowledge
areas and the master plan for the next actions, moderated by SAP executives (see Exhibit 4
for the meeting agenda). During the morning, the BTA project team organized a project fair
with stalls covering the main content areas of the BTA to which members could provide their
feedback (see Exhibit 5 for photos of the stalls with member feedback). Although this
feedback helped refine what the Academy should and could not achieve, it also opened many
new questions. What were the criteria for defining success or failure for the initiative? How
were the educational programs to be implemented in conjunction with universities? Despite
the generally positive experiences of the day, many hurdles remained. Dr. Axel Uhl reflected:
We have to find this win-win-win situation for the practitioners, the universities, and
internally for SAP. The most challenging ones will be the practitioners. On top of what we
have already offered them, I will have to think about some additional incentives. I dont
know what this would look like, but I think it needs to be related to recognition, in
addition to the sharing of feedback about what they are doing and the training. For the
academics, I think we are fine. We are offering them a lot of options. We have to put that
into an individual plan with each of them, obtain agreement on that and then define a
reasonable and realistic role. We also have a few challenges within SAP. How can
I manage the expectations of the management team? I will need to identify some quick
wins to maintain their commitment. At the end, we need time to work on the deliverables,
like setting up the scene for the handbook or the regular conferences. Someone needs to
organize this and there are also some challenges regarding the resources I have, whether
I can get the right people to support me, and so on.
As Dr. Axel Uhl switched off the lights in the meeting room, he was certain that he had just
taken the first big step towards a transformational journey within SAP. However, just like
any other transformation project, he knew that the outcome would be uncertain.
DPO-215-E SAP's Transformation from a Product to a Service Provider
10 IESE Business School-University of Navarra
Exhibit 1
SAP Product and Service Portfolio
Software Services
Applications Platform
Software-Related
Services
Professional Services
and Other Services
Solutions for Large
Enterprises
Technology Platform Custom Development Consulting
Solutions for SMEs Support Services Education
SAP Business Objects
Portfolio
On-Demand Software
Services
Managed Services
Managed Services*
* Depending on form of contract
Source: SAP Annual Reports.
Exhibit 2a
Revenues by Products & Services (in Millions of Euros)
Revenue 2007 2008 2009
Software revenue 3,407 3,606 2,606
Support revenue 3,852 4,602 5,285
Subscription and other software-related service
revenue
182 258 306
Software and software-related service revenue 7,441 8,466 8,197
Consulting revenue 2,221 2,498 2,074
Training revenue 410 434 273
Other service revenue 113 107 85
Professional services and other service revenue 2,744 3,039 2,432
Other revenue 71 70 42
Total revenue 10,256 11,575 10,671
Source: SAP Annual Reports.
SAP's Transformation from a Product to a Service Provider DPO-215-E
11 IESE Business School-University of Navarra
Exhibit 2b
Revenues by Region (in Millions of Euros)
Total revenue by region* 2007 2008 2009
Germany 2,005 2,193 2,027
Rest of EMEA region 3,387 4,013 3,615
EMEA region 5,392 6,206 5,642
United States 2,717 2,890 2,695
Rest of Americas region 872 990 925
Americas region 3,589 3,880 3,620
Japan 447 515 476
Rest of Asia Pacific Japan region 828 974 932
Asia Pacific Japan region 1,275 1,489 1,409
Total revenue 10,256 11,575 10,671
* Based on customer location.
Source: SAP Annual Reports.
DPO-215-E SAP's Transformation from a Product to a Service Provider
12 IESE Business School-University of Navarra
Exhibit 3
Talent Development Needs for the BTS Engagement Model
Target for 2010:
25 Value Partnerships
BTS Consultants:
Internal development of staff
External hiring of staff
Trusted
Advisors
Target for 2010:
600 Consultants
Growth in value
partnerships
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DPO-215-E SAP's Transformation from a Product to a Service Provider
14 IESE Business School-University of Navarra
Exhibit 5
Feedback from Project Fair
Source: SAP.