Imagine the following scenario:
You are a CIO who relied on SAP ERP system to run for the last decade(s) and decided last year to embrace the cloud with SuccessFactors for your performance management needs that have outgrown your on-premise system. So you integrated the two on data level, and made it available for seamless access on your Corporate Portal. Among the ESS/MSS section of on-premise apps, you introduce the new cloud-based goal setting functionality and decide to call it something sexy like “Success Map”. As a CIO you reached your objective, and probably surpassed expectations when Employees report full satisfaction while Managers claim how they drastically reduce their time to setup and align goals. Sounds familiar?
Great, but the other day – the Head of HR decides to stop by your office and talk to you about an issue she still has in the company. She complements first on the great effort to get a new momentum in the HR apps and tools like new Macs and iPhones you offer to employees. However, she realizes that there is still lot of silo building in the company according to org structures and departments despite of “lean” and other processes in place. In meetings and off-meetings, it’s always the same people talking to each other, maintaining existing key relationships. There’s very little new relationships being forged, and very little information exchange going outside of the usual circles. You claim as a company to have lot of diversity as your strength, but you don’t really take advantage of the potential. Actually you fall short, especially when you need to bring a new product to the market. The marketing guys tell one story, the sales guys develop another, the R&D guys are upset because none of that is close to the reality, the solution guys try somehow to cover it all up, the executives are staying on the high-level message. Causing some serious customer confusion at the end. Still with me?
As a CIO you cannot solve this alone, but that’s why you have talent in your company or outside in the partner ecosystem of SAP. Luckily, this cool, rockstar developer we call Robert came up with an idea to develop an app to tackle such challenges. And he decided to spend his Fridays to innovate beyond call of duty. But before he started to write a single line of code, he thought deeply where and how to develop, test and deploy this new app. He had the following options:
The fictitious scenario described above was intended to give customers and partners an overview of options when creating custom apps and the kind of factors to consider in the selection process. It was not meant to cover all options and all decision factors, but the mainstream ones Robert needed to consider in his use case. And even though Robert found HANA CloudPlatform as the ideal choice, keep in mind how he’s also taking full advantage of the Employee Central frameworks and services, the On-premise ABAP frameworks and services, new capabilities like Cloud Portal, etc. It’s not a black-and-white exclusion when to use what, rather Robert kept an inclusive perspective of what can make his app feasible, desirable and better accessible.
Now in the entire story, there are lot of true aspects. First, robert.wetzold and I admire him as a rock-star developer. But aslo as an entrepreneur inside a big company like SAP. He did spend his Fridays to develop a Networking app and to prove the platform viability since. The app has been broadly used at SAP in a productive version side-by-side with the other known classical ESS transactions, like Leave Request. Together with colleagues in the platform and SuccessFactors teams, they were also able to integrate it with Employee Central. His experience with the app is captured in this blog post. And recently with the Portal colleagues, they did an extended version to demonstrate the joint potential. Enjoy the short demo below. Tell us what you like, where we can improve overall, and definitely if you have more use cases for custom apps.
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