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SAP Cloud Computing

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SAP announced its next big thing in FKOM and I am excited to be part of it: Business Suite 4 HANA or S4HANA.

The S is for Simple and the 4 is for the 4th generation of SAP ERP: R/2, R/3, ERP, and S4HANA.





S4HANA is the successor of SAP Business Suite, built on SAP’s HANA platform. It comes with re-written code (no materialized aggregates) to leverage SAP HANA transactional and real-time analytical capabilities, delivered through a simplified and enhanced end-user interface based on SAP Fiori, available in the cloud and on premise.






Some takeaways from FKOM



Simplicity delivered with S4HANA:


- Based on cloud-first approach


- HTAP (hybrid transaction analytical processing) – a database that can support OLTP and OLAP without data replication


- HANA multi-tenancy – in the cloud or on premise


- No unnecessary indices, no aggregates – replaced by on-the-fly calculations, thanks to an in-memory database


- User interface is Fiori based


- Maintains ERP core data models



Real benefits:


- Reduced data footprint – highly compressed data, less tables


- Higher table throughput – fewer table updates, less locking, faster processing


- More Flexible – complexity is reduced as indices and aggregates are removed



SAP’s new cloud-based business models are disrupting the enterprise-software industry – watch this space.

I see that far from the main capitals in third world countries, the Cloud Business is approached very cautious by entrepreneurs.



This is rightly? We here know the poor quality of internet services in comparison to other countries when you are away from the capital, and this serves as ammunition to favor other negative factors.




Of course not everything is negativity, and this has been changing gradually, the internet services are improving and some entrepreneurs are taking Their chances in cloud business.



Such infrastructure problems in these countries directly affect the results of technology-related business, the advancement of information and technological should be pillars of these countries economies.

In my last blog,  I talked about creating a "decision framework" to help organization move towards Cloud adoption. However, I had little idea of what it may take to create a “decision framework” until attended this Gartner webinar by Drue Reeves, Distinguished Gartner Analyst. This webinar, titled "A methodology for determining which application can go on the Cloud", taught me something that I believe can also be used an inputs for developing “Cloud Strategy”. I would like to share with you the notes I took from this webinar.


Step 1: Risk Assessment

When you put the application in the Cloud, you need to understand that you are losing control over it to some extent, especially when you are putting your application in the public Cloud.

With IaaS you have much more control and with SaaS you have some control.


Think of what is your risk tolerance for the application if you lose some transactions/data, or you lose service connection. Will that cause any loss of life, or loss of your brand or productivity?

Are you risking customer privacy? Are you staying complaint? If you think that you can't tolerate your Cloud application going down for few minutes or your risk tolerance for the Cloud application is extremely low then stop here!


Step 2: Risk Mitigation

Once you have evaluated your risks and risk tolerance and decided to move forward, you need to think how you can mitigate these risks. You may mitigate some of the risks by :

- making sure the Cloud service is in compliance to security requirements

- by adopting a hybrid Cloud approach where you can run your application on the public Cloud but store your data and access control inside your own company network. This way even if you lose access to the Cloud, your data stays secure.

- having an insurance that will pay you in case you loss of control and resulting financial loss to your business.


Step 3: Select Cloud Layer

Once you understand the risks and have a plan for risk mitigation, next step is to select Cloud layer: "IaaS, PaaS or SaaS. You should involve application owner in this process.

You should ask them if they want to manage the application at the user level or at the storage level,

Do they want to just replace the application or want to re-factor the application?

If application owners want to manage applications at the storage level, then you will select IaaS layer.

If the application owners say that they are not looking to manage the application at storage level, don't want to deal with backups, don't want to build extensions or refractor the application  then you know that they are just looking for the replacing the application with a SaaS application.

However, if the requirement is to re-factor the application and run it using Hybrid model then the right option is to go with PaaS.


Step 4: Technical Assessment

Next, you need to perform technical and cost assessment of the Cloud layer that you are thinking of using.  For example, if you are going for IaaS, you need to find out what kind of computing resources (CPUs, memory) and storage are required by the application. If you are going for SaaS, you need to find out how many users will be using the application, what functionality business owners plan to use and what data will flow in or out of the application. Based on your technical assessment, you need to come up with a total cost.


Step 5: Cloud Application Design

Once you have selected your Cloud layer, you need to decide what design changes are required to make it usable for the business.

If you are going for IaaS or PaaS, you may want to:

- design it for resiliency

- add services for backup and snapshot

- add additional servers for load balancing


If you decide to use SaaS:

- You need to customize the user interface to make it usable for the business.

- You may add a mobility layer so that application can be used from mobile devices.


Whatever service you select, you want to add it to a check list of things to monitor.

You want to monitor your Cloud application and services to make sure it is keeping up with the growth.


Step 6: Cloud Bill Estimation and Governance

You can't deploy to the Cloud without knowing how much it would cost. You don’t want to find out later that your Cloud requirement has grown and your IT budget is blown out.

You should also want to ask your business how the application will grow over time, so that you can estimate the cost for adding resources and features to the application in the Cloud.

For example, how many users you will need to added with time, how many instances you may have to add to keep up the optimum performance. You need to have a governance process in place to make sure you have only the required number of active accounts in the Cloud and you are not over-consuming.



Note: Once you have reached this point, you have everything you need to make go/no-go call for moving to Cloud.


Step 7: Flow of approval

Once you have decided to go ahead with Cloud deployment, you need to get buy in from all key players: application owners and their business unit leaders. On the strength of this process, you can show that due diligence is done, and you can get approval based on that.


Step 8: Cloud Supply Chain

Now you have the approval to migrate app to the Cloud. You must have process defined for opening and shutting down could account. Migration strategy: you have to order the app, you have to think hybrid when putting application the public Cloud but may want keep access control inside your network. Storage migration strategy: if you decide to keep data in house, you may need fast connection between Cloud and on-premise systems.


Step 9: Manage and evaluate

Information you have gathered from previous steps need to be used to manage expectations.

You need to monitor and control your Cloud application to make sure it meets the expectations that has been set with the business owners.


Webinar Registration: A Methodology for Determining Which Applications Are for the Cloud | Gartner

Until 2014, CIOs were asking "Why should we adopt Cloud computing?” Along with the maturity of Cloud over the past couple of years, understanding its benefits has grown as well. CIOs are now more open to the idea of exploring Cloud technology. They are curious to find out how other companies are adopting Cloud as part of their IT strategy. They are now asking "What does Cloud mean for our organization and how can we formulate a Cloud strategy?

Many organizations considering Cloud computing have questions around its security, availability and integration. According to KPMG's 2014 Cloud Computing Survey, enterprises are now evaluating cloud-based applications and service providers on security first (82%), followed by data privacy (81%) and cost (78%).  In the article “Five Cloud Computing Trends Affecting Cloud Strategy Through 2015“1 Gartner says: “The cloud promises to deliver a range of benefits, including a shift from capital-intensive to operational cost models, lower overall cost, greater agility and reduced complexity. It can also be used to shift the focus of IT resources to higher-value-added activities for the business, or to support business innovation and, potentially, lower risks. However, these prospective benefits need to be examined carefully and mapped against a number of challenges, including security, lack of transparency, concerns about performance and availability, the potential for vendor lock-in, licensing constraints and integration needs. These issues create a complex environment in which to evaluate individual cloud offerings.” Enterprise architects can help organizations create a “decision framework” for cloud adoption. In this article, I will try to look at cloud security, the most important factor for cloud adoption, and explore the specific security features of SAP’s IaaS and PaaS cloud solutions.

SAP’s Hana Enterprise Cloud Security

Hana Enterprise Cloud (HEC) is SAP’s IaaS (Infrastructure as a Service) cloud solution, located in SAP datacenters. SAP’s datacenters are certified to internationally recognized standards such as ISO 9001 for Quality Management or ISO 27001 for Information Security. They are also in compliance with industry accepted best practices such as COBIT or the ISF Standard of Good Practice for Information Security to assure the best possible security and risk management approach. You can find details about HEC security certificates here . Security compliance and effectiveness of HEC datacenters are closely monitored and audited by ISO/SOC auditors.

HEC customers receive an isolated, logical grouping of several Virtual Machines and physical systems. All customer networks are completely isolated from each other. Customer Landscapes can be connected to HEC using IPSEC VPN and MPLS. IPSEC stands for Internet Protocol Security which is a protocol suite for securing Internet Protocol (IP) communications using authentication and encryption. IPSEC VPN uses the tunnel mode where it wraps the original packet, encrypts it, adds a new IP header and sends it to the other side of the VPN. IPSEC helps provide defense against 1) Network-based attacks from untrusted computers, attacks that can result in the denial-of-service of applications, services, or the network, 2) Data corruption, 3) Data theft, 4) User-credential theft and 5) Administrative control of servers, other computers, and the network. MPLS stands for Multiprotocol Label Switching. It is a scalable, protocol-independent transport mechanism where data packets are assigned labels and packet-forwarding decisions are made solely on the contents of this label. MPLS protocol provides end-to-end high availability and consistent performance, protection against denial of Service attacks and unauthorized network access. SAP provides encryption facilities for customer data that traverses public networks, including Internet, dedicated VPN, and MPLS lines3. They also have the capability for unique encryption keys per customer or customer-managed encryption keys along with documented encryption key management procedures3.

SAP has enhanced HEC datacenters with attack detection and prevention capabilities for customers. This has been done by2 integrating multiple tier firewalls, IDS (Intrusion detection system)/IPS (intrusion prevention system) appliances and Web Application Firewall (WAF) services. IDS and IPS work together to provide a network security solution. An IDS works using the promiscuous mode by capturing packets in real time and processing them. This way IDS can respond to threats and work on copies of data traffic to detect suspicious activity by using signatures. An IPS works inline in the data stream to provide protection from malicious attacks in real time. This is called inline mode. Unlike an IDS, an IPS does not allow packets to enter the trusted side of the network. An IPS monitors traffic to ensure that their headers, states, and so on are those specified in the protocol suite. IPS sensor analyzes the payload of the packets for more sophisticated embedded attacks that might include malicious data. This deeper analysis lets the IPS identify, stop, and block attacks that would normally pass through a traditional firewall device.

All detective/preventive services and devices, that are part of HEC datacenters, are hooked to a 24x7 security monitoring center where SAP personnel can perform analysis, plan mitigating activities and take respective actions. IT security knows that there is no “perfect security” – it is more of a constant race to be ahead of trouble. Keeping this fact in mind, SAP is constantly striving for improving the security of HEC and their customers. Following this line, SAP has taken up the following activities to improve the security around HEC2:

  • Implement ongoing automated regular penetration tests externally over the Internet
  • Perform internal vulnerability scanning of systems
  • Organize black-box / white-box security challenges and technical security validations where third party security experts try to deliberately circumvent our security controls and measures.


Last but not the least, SAP datacenters are supported by a backup power grid that can take charge of the power supply in case of main power grid failure. As an added precaution, datacenters have diesel generators that can provide enough electricity for datacenter operations. To make sure a natural calamity cannot disrupt a customer’s system operation, datacenters are spread out in multiple locations across the USA and Europe.

Itelligence is a certified Hana Enterprise Cloud service provider. You can learn more about our HEC service offering here.


Hana Cloud Platform Security

Hybrid cloud deployment option is most popular in today’s IT world. The Zdnet article9 titled “The Age of the Hybrid Cloud is Upon Us” states “A report from managed services provider Avanade said that 73 percent of large enterprises agree that adopting a hybrid cloud solution will give them an edge over competitors, with 75 percent agreeing that a hybrid cloud strategy should be one of their main priorities next year.”  Hana Cloud Platform (HCP) is SAP’s PaaS (Platform as a Service) cloud solution. Customers can use HCP to run SAP’s cloud applications, develop & run extensions for SAP cloud applications or custom developed cloud applications. Before customers decide to use HCP to run and extend their business processes, they may want to know how secure is this platform, specifically its integration capability with on-premise systems. HCP runs in SAP-hosted data centers. So, the network and physical security provided by SAP datacenters, as described in the above paragraphs, are also applicable to HCP. In the following paragraphs I will try to shed light on the security aspects of integration between HCP and on-premise system.

HCP consists of four services: AppServices, DBServices, Infrastructure Services and Connectivity Services. As a part of the connectivity services, SAP offers a product called “Cloud Connector” that enables integration between HCP and on-premise systems. Cloud connector can be installed inside customer’s DMZ zone or its internal network. The best practice is to restrict the access to the operating system where the cloud connecter is installed, to only a set of users who will administer the cloud connector. The communication from HCP to on-premise systems happens using a SSL tunnel that uses TSL (Transport Layer Security), encryption of the communication, and mutual authentication of both sides (cloud connector and HCP) using X.509 certificates. Communication protocol used for communication form cloud (HCP) to the cloud connector can be either HTTPS with system certificate or RFC over SNC.

The tunnel between cloud and cloud connector can be established only by the administrator of the cloud connector using a valid cloud account. The administrator can configure when this tunnel will stay open or closed. Having an established tunnel does not expose on-premise systems and resources to the connected cloud account. The administrator needs to configure explicit access for each system and resource that will be accessed on connected cloud account.  In the scenario where you have multiple applications running in HCP, you can configure to enable access for only specific cloud applications. The customer can have multiple cloud accounts in HCP which are always isolated from each other. One cloud connector can be used to connect to multiple cloud accounts. However, each cloud account needs to have its own tunnel to communicate with on-premise systems. A tunnel cannot be shared across cloud accounts. Audit log feature in the cloud connector gives a list of all records exchanged between the cloud connector and the cloud and can be used as a part of a risk management strategy. An alert mechanism can be set-up to alert the administrator in case of fraudulent or malicious network activity.  Cloud connector can also be used to support communication from on-premise systems to the HCP. This is done using database channel to connect local database tools via JDBC or ODBC to the SAP HANA DB or other databases on HCP.


I hope this blog helps you understand the importance of cloud security and the security features offered by SAP’s Cloud solutions. I hope that an enterprise architect or a CIO can utilize the information laid out in this blog to talk to the Line of Business owners, help remove their doubts or concerns about cloud security and create a positive atmosphere for Cloud adoption.



  1. http://www.itbusinessedge.com/slideshows/show.aspx?c=95261&slide=2
  2. http://scn.sap.com/blogs/sro/2013/12/30/hana-enterprise-cloud-security--our-passion-our-purpose-our-pride
  3. https://hcp.sap.com/content/dam/website/saphana/en_us/PDFs/HEC_IT_Security_and_Compliance_Customer%20Package_v2.pdf
  4. http://www.cisco.com/c/en/us/products/ios-nx-os-software/mpls-security/index.html
  5. http://en.wikipedia.org/wiki/Multiprotocol_Label_Switching
  6. http://www.ciscopress.com/articles/article.asp?p=1336425
  7. http://scn.sap.com/docs/DOC-60903
  8. http://www.forbes.com/sites/louiscolumbus/2014/12/26/kpmgs-2014-cloud-computing-survey-enterprises-quickly-moving-beyond-cost-reduction-to-customer-driven-results/?utm_channel=Technology&linkId=11356784&utm_campaign=buffer&utm_content=11327282&utm_medium=social&utm_source=linkedin
  9. http://www.zdnet.com/article/the-age-of-the-hybrid-cloud-is-upon-us/

Human behavior is changing. Technology is on track to dominate our lives, and we are becoming digital-first. There is no doubt that a digital transformation is already ongoing and omnipresent.

We see industry after industry and enterprise after enterprise equipping themselves with new technologies like cloud, mobile, data, and networks to digitally transform and get prepared for the digital universe. Those leaning back and relying on their current success will soon bite the dust. 52% of the Fortune 500 since 2000 did so already. Nothing and nobody is safe from disruption, but at the same time, nothing and nobody can find an excuse to not be a disruptor -- given the great opportunities created by a digital transformation.
With our series on Digital Transformation, we hope to have given you some insights into what is happening -- and also some helpful ideas on how to tackle the challenges ahead. This infographic sums it up nicely:
Below, you will find a wrap-up of our series of blogs on the topic of digital transformation:
Digital Transformation, Part 1: Rapid State of Change
When businesses today want to outpace the disruption happening in the market, they need to equip themselves with technology that will help them adapt to change quickly - and the cloud is the spearhead of that. It's not only cloud computing technology that is the driving force for business innovation; it is the advent of multiple disruptive technologies, like mobile, in-memory computing, and predictive analytics, coming together thanks to the cloud.
Digital Transformation, Part 2: What makes it disruptive?
The smartphone has brought a deluge of disruption to our lives, changing and challenging one industry after another at a staggering pace.  It has not only changed the way we interact with games and media, it has even transformed experiences like customer engagement. More than ever, consumer expectations matter.
Digital Transformation, Part 3: The Building Blocks
We see four key building blocks of digital transformation that, taken together, can drive enterprises' shift to the new way of business: cloud, mobile, data, and networks.
The cloud is far more than a deployment model. Ultimately, it means freedom, efficiency, and integration.  With the cloud, businesses can focus on their core missions with better collaboration and always up-to-date solutions.  It's scalable, flexible, and accessible. Mobile enhances and is inextricably related to the digital transformation.  It takes freedom and connectedness further by allowing for greater access. Using the right data in the right context means smarter decisions, new opportunities, and ultimately, a big competitive advantage.  Big data is really BIG, with over 2.5 quintillion bytes of data being produced daily -- but only a fraction of this is actually used. With over 1.3 billion people now on social networks, it's no surprise that networks play a large role in digital transformation.  Common examples include businesses using Twitter, Facebook, and the like as a means of customer service and engagement.
Digital Transformation, Part 4: The Role of Leadership
Mastering the digital transformation under the pressure of possible disruption is challenging, especially with so many lacking the management and experience necessary.  Leadership is critical in order to kick-start the transformation.  Clear direction and initiative from the right leader can make a substantial push forward toward achieving digital transformation. I would even argue that no leadership means no change and no transformation.
Digital Transformation, Part 5: Transformation by Industry
Digital transformation has hardly been uniform across or within industries.  It's clear that some industries surpass others in their transformation. It's also no secret that within every industry, we find digital beginners, the digitally mature, and everything in between. Digital maturity stems from two factors: digital intensity and transformation management intensity.  In other words, digital maturity is determined by a firm's initiative in incorporating technology and by its leadership in this direction.
Digital Transformation, Part 6: Examples of digital transformation done right
Every business should jump at the opportunity to improve and transform, especially when there are great rewards to reap, and when not doing so could be harmful. The never-ending advancement of technology presents enterprises with countless promising opportunities for every aspect of their business. Three outstanding examples show the great benefit of co-innovation -- usage of new technologies and putting the customer in the center of the business model: Marriott, Nespresso, and T-Mobile USA.
Digital Transformation, Part 7: The Outlook
Without a doubt, technology will play an ever-increasing role in our lives.  The growing Internet of Things will be ubiquitous, tying our lives closer to technology.  It will no longer be an option to be digitally clueless; businesses that lose customers because of poor communication will not survive.  People and therefore customers are changing; businesses need to change with them. But the path to digital transformation won't come without challenges.  Certain jobs will become obsolete, so businesses need to act accordingly and up-skill their employees.  Another struggle is the variability of digital proficiency - not everyone will be so eager to jump on the digital bandwagon.
After intensively researching the topic, we, the Cloud Strategy & Co-Innovation Team, are 100% convinced that a digital transformation is indispensable for the future success of businesses. So far, this is our last blog on this topic, but we won't leave you behind without some goodies. During the last six months, a lot of great success stories came our way, and they help illustrate opportunities that companies are already leveraging. We don't want to hold these stories back. We'll provide you with amazing examples during the coming weeks to help you kick-start your own digital transformation.
Stay tuned for more use cases and get prepared for the digital transformation that will happen. You'll either lead, follow, or be outpaced -- your choice.
We are also excited to discuss the many different aspects of digital transformation with you. Follow us on Twitter via @SAPCloud, @SDenecken, @BeSchulze, @NikolaiVetter

At the recent series of SAP Field Kick-Off Meeting ( FKOM ) sales events,  I noticed that there were various #FKOM tweets with an unfamiliar hashtag #S4HANA – some of these tweets included a new logo.



Since I didn’t attend the private events and no official related press releases from the event are present, it is tough to know the exact meaning of the new name – but I have a good idea.


At the TechEd in Berlin, Bernd Leukert announced s-Innovations also known as Hasso Plattner’s sERP .  In my analysis of this new offering, fellow blogger Dennis Howlett stated:

While Dick uses the terms s-Innovations we understand this is not the final marketing terms that SAP will use.

Well, it looks like SAP Marketing finally decided on a new term - S4HANA.


FKOM slides associate S4HANA with the Business Suite and the characteristics mentioned in the Berlin TechEd keynotes - where s-Innovations was announced – are also present.



Here is some further evidence of the association:


A change in Sven Denecken’s LinkedIn profile


I know that Sven was closely associated with s-Innovations. Sven’s LinkedIn profile now specifically refers to S4HANA.





SAP has acquired the trademark for S4HANA.  The registration was made on Jan 05, 2015.




SAP has acquired the related domains. This registration was made on Jan 06, 2015.


Hungry for more details?


A tweet from Robert Enslin announced a “wild” S4HANA US launch which I assume will take place on New York on Feb. 3.  For those developers interested in S4HANA technical details, I would wait for the upcoming TechEd in Bangalore on March 11-13 where Bernd is also holding the keynote.

Imagine that it is now 2020.  A driverless car pulls up to your driveway at 5 PM, exactly the time for which you had booked it.  You grab your phone and head out, the lights and appliances in your home turning off behind you automatically as you step out the door. Once you've buckled yourself in, a message is sent to your girlfriend to let her know that you’ll arrive to pick her up in precisely 17 minutes.




As the two of you near the theater, the GPS reroutes the car to avoid a traffic accident nearby and directs you to your final destination: the least expensive parking garage within a half-mile radius of the equestrian show venue.



In no time, you’re seated in the stands with your phone in hand, totally immersed in each rider’s performance.  You can’t imagine how people used to watch sports without having real-time access to stats and without the option to watch the race from the rider’s POV.  But your favorite part comes at the end of the performance: rating the riders yourself and seeing how your scoring compares to that of the judges.


All of the technologies in this scenario already exist.  In fact, digitized equestrian shows are already a reality with CHIO Aachen.  Find out more in this video.

Like it or not, some of our private life experiences may be “enhanced” as well – see the example below:





The importance of digital transformation

Again, why is digital transformation important?  As Nicholas Negroponte put it, “Computing is not about computers anymore.  It is about living.”

Without a doubt, technology will play an ever-increasing role in our lives.  The growing Internet of Things will be ubiquitous, tying our lives closer to technology.  It will no longer be an option to be digitally clueless; businesses that lose customers because of poor communication will not survive.  People and therefore customers are changing; businesses need to change with them.

The imminence of digital transformation makes it imperative for all businesses to start or accelerate the process.  Luckily, the four building blocks ( see Digital Transformation, Part 2: the Building Blocks ) are here to help: the cloud, mobile, networks, and data.  Equipped with these technologies, businesses can unlock new capabilities like greater efficiency, instant data analysis, and better collaboration.  Ultimately, businesses will have the necessary platform to support and cultivate innovation.

It is up to the business itself to push for the real transformation; simply putting everything on the cloud and providing everyone with phones and tablets is not enough.


It is up to the business itself to push for the real transformation; simply putting everything on the cloud and providing everyone with phones and tablets is not enough.  While such measures can indeed bring some improvements, you can be sure that in the meantime, other businesses will be getting ahead with true digital transformations. 

Undergoing digital transformation keeps businesses modern, improves the customer experience, and enables better collaboration and empowerment of the workforce.  Automation also boosts efficiency and data analysis unveils valuable insights from patterns and even allows for predictive action.


But the path to digital transformation won’t come without challenges.  Certain jobs will become obsolete, so businesses need to act accordingly and upskill their employees.  Another struggle is the variability of digital proficiency – not everyone will be so eager to jump on the digital bandwagon.  Leaders will also have to grapple with the negative side of technology.  Greater sharing and data collection, as well as using solutions from other businesses, may lead to privacy or security concerns.  When dealing with these challenges, businesses must keep their end goal in mind: a dramatic, transformational change to solve new or existing problems in the best way.


Read more here.


Follow us via @SAPCloud and @SDenecken.

Every business should jump at the opportunity to improve and transform, especially when there are great rewards to reap, and when not doing so could be harmful.  The never-ending advancement of technology presents enterprises with countless promising opportunities for every aspect of their business.

If you had the chance to double the number of customers or make your employees twice as efficient, wouldn't you take it?


Digital transformation is not something to be left for the future.  In fact, quite a number of businesses have already begun their successful digital transformations.  For any doubtful readers that remain, let me convince you of the benefits of digital transformation with three outstanding examples, for which we had the pleasure to co-innovate: Marriott, Nespresso, and T-Mobile USA.




Marriott has done an excellent job using technology for learning, engagement, and sharing across its 15 brands.  Rather than letting its large size hinder any changes, Marriott focused on tapping into the value of its employees.  It accomplished this by adopting a collaboration solution to highlight best practices, accelerate decision-making processes, collect proposals, and rank ideas.  This solution ensures that innovations and information don't fall through the cracks and can instead be shared across the enterprise.

This fundamental aspect of digital transformation involves networks and collaboration


The core of Marriott's efforts lies in sharing.  This fundamental aspect of digital transformation involves networks and collaboration (see Digital Transformation, Part 3: the Building Blocks).  To make this transformation comprehensive, key executives at Marriott came up with a shared vision centered on collaboration and mobile (see Digital Transformation, Part 4: The Role of Leadership). Next, Marriott adopted Work Patterns to bring the sharing of best practices into its company culture.  This ultimately improves Marriott's business practices and increases customer satisfaction.

Sharing also extends beyond the company.  Through collaboration with vendors on project requirements, Marriott has reduced the time of issue resolution. Having successfully adopted these measures, Marriott is agile and ahead, ready to handle future challenges.



Our next example is also my favorite, given the amount of coffee I consume. Nespresso provides another illustration of digital transformation done right.

Nespresso's overarching goal is the same as it has always been: to provide customers with the perfect coffee experience.  What has changed is Nespresso’s incorporation of technology to achieve this, allowing for an even greater focus on the experience aspect of its products.

The desire to win new customers, gain a deeper understanding of its customers, and manage complex buying processes triggered Nespresso's transformation.


The desire to win new customers, gain a deeper understanding of its customers, and manage complex buying processes triggered Nespresso's transformation.  Its initiatives are supported by a modern customer engagement solution based in the cloud, complete with network capability.  Its cloud solution serves as an innovation platform with a full-fledged sales solution capable of handling the entire buying cycle: pricing, quotes, and orders.  With the help of these networks, Nespresso pulls information about its customers from external sources like social media. Nespresso now can also engage directly with its customers, a market that the industry calls “a segment of one.”

Nespresso's digital initiatives have proven fruitful.  Benefits include greater penetration into new markets, higher sales and user adoption, better sales productivity, and better visibility across the entire engagement cycle.  Business processes are faster than ever thanks to its new capabilities, with delivery and innovation cycles now as short as four weeks.

Most importantly, Nespresso has a single, simplified, and optimized view of its customers across all channels (an omnichannel) and systems, irrespective of connection method. It encompasses customers who engage via the website, via mobile, at an airport vending machine, or those who plan to meet George Clooney in a flagship store...




Read more here.


Follow us via @SAPCloud and @SDenecken.

From businesses to entire industries, we find leaders and followers. And as Steve Jobs once said, "Innovation distinguishes between a leader and a follower."  This saying applies to all realms of life, including, of course, digital transformation.


Digital transformation has hardly been uniform across or within industries.  It's clear that some industries surpass others in their transformation.  Just compare pharmaceutical giants to the high technology companies of Silicon Valley.  It's also no secret that within every industry, we find digital beginners, the digitally mature, and everything in between.


Digital Transformation by Industry

Digital maturity

For the purposes of discussing digital maturity on the industry level, I'm going to borrow the classification and definition of digital maturity outlined by Capgemini Consulting and MIT Sloan.

Digital maturity is determined by a firm's initiative in incorporating technology and by its leadership in this direction.


Digital maturity stems from two factors: digital intensity and transformation management intensity.  In other words, digital maturity is determined by a firm's initiative in incorporating technology and by its leadership in this direction.

From these two metrics, digital maturity sorts businesses into four profiles:

  • Digital beginners: low digital intensity in both technology and leadership
  • Digital fashionistas: some digital initiatives, but not really maximizing business benefits
  • Digital conservatives: holding back and may miss opportunities as a result
  • Digirati: digital culture and investments, plus competitive advantage. Simply put, the digital elite.

Looking at the numbers is proof enough that Digirati are, by far, the most profitable.  Unsurprisingly, the same study also finds that digital beginners are the biggest losers in all categories: revenue generation, profitability, and market valuation.

On average, Digirati enjoy 9%, 26%, and 12% higher rates of revenue generation, profitability, and market valuation, respectively.  Digital beginners, on the other hand, are losing on all fronts, lagging in those three areas by 4%, 24%, and 7%.

Need more proof?

A different study from McKinsey came to similar conclusions.  After comparing the intensity of digital transformation across 10 industries, McKinsey finds that digital leaders have a 50% boost of net profits over the next five years compared to less-digital businesses.  Part of this success is fueled by the 2.5 times greater growth of digital sales.

Variation across industries

The nature of certain industries makes them more likely candidates for digital transformation.  It's expected that businesses offering virtual products, like a telecommunications company, have obvious opportunities for digital transformation.

Anything is possible, but start early to avoid having to play catch-up.

But take, for example, grocery and apparel stores, for which sales are anticipated to still come primarily from brick and mortar stores in coming years.  Only 10% and 24% of sales, respectively, are expected to be digital by 2018.

Most customers still prefer picking their product and trying on clothes before purchasing them.  Going shopping with friends also has a social aspect to it that, as of yet, cannot be entirely replicated online. Nevertheless, every sector has digital transformation opportunities.

Trips to the grocery store could be complemented by digital initiatives like mobile apps, promotions, and more.

Some examples

Robert Bosch is undergoing his digital transformation by pursuing digital initiatives while also future-proofing itself.  First, Bosch recognized that paper processes are bogging down production sites.  For that reason, Bosch is looking into developing a mobile device and smart glasses for its warehouses so that workers can instantly scan and move products.  With over 250 manufacturing sites, implementing this would reduce inefficiency significantly. It should look something like this:

Read more here.

Follow us via @SAPCloud and @SDenecken.

We are sure many of you frequently use the saying "two sides of the same coin." It usually indicates there are two ways of looking at the same thing, and potentially two different interpretations of a specific situation.


If you look at the arrival of the "consumerization of IT" a few years back, the industry saw a shift of IT investment decision power away from IT and toward lines of business. Business executives were sick of waiting too long for project results and did not feel well-served from their own IT organizations. Consequently, they ran off alone and got the freedom of choice from various "best-of-breed" offerings to drive business innovations without keeping an eye on the overall company context. The Line of Business executives became the quintessential gold diggers, and we saw innumerable cloud and mobile solutions plugged in here and there. This is obviously the shiny side of the coin. Many companies keep polishing the shiny side but ignore the shadowy side ...

However, if they would flip the coin over, many are in for a surprise.


With the arrival of more disruptive technologies and the digital transformation, it's not enough to simply copy the analog world and digitize it. Companies need to rethink their processes and adopt new ways to create better business outcomes (see http://www.zdnet.com/digital-transformation-part-1-rapid-state-of-change-7000031975/ ). The mess of point solutions is becoming unmanageable, and now those same companies are hamstrung in their ability to be more agile and reactive to changing market demands.


For new reasons, they are trapped in exactly the same situation they wanted to escape from, now that decision power has been transferred to Line of Business executives. The back of the coin represents the necessity for a center of gravity that brings operations back together and develops use cases as well as strategies built on new, disruptive technology.


And this center of gravity needs a leader who can focus efforts and usher the company into the digital age.





We live in times of accelerated change. Smart and innovative challengers leapfrog industry borders and disrupt business models, selling digital services into former physical product markets and leaving established market leaders perplexed and behind. The digital Darwinism predicts that not the strongest (market leaders), but those companies that are able to adopt change the fastest, will survive.


And as an example - the arrival of the smartphone taught us that torch producers and camera producers, for example, ended up between a rock and a hard place. Their business model was disrupted from outside the niche. Smartphones disrupted several other businesses and will keep doing so - financial credit card organizations are next in line.


With every new mega-trend, established enterprises have to change quickly to stay in business and ahead of the crowd. If they don't, they will simply be out-innovated by peers and new challengers. And given today's technology, a handful of smart people can do what once required an entire enterprise infrastructure - including IT departments - just a couple of years ago.


Read more here...


Let us know what you think here or follow us on twitter, Bert Schulze (@BeSchulze) and Sven Denecken (@SDenecken)

As SAP has positioned itself as one of the leading cloud service provider, cloud computing is getting a lot of attention from CIOs and line of business (LOB) leaders who are already showing a great amount of interest in this topic. CIOs and LOB leaders are now interested to find out how they can take advantage of the cloud computing and extend their business to the cloud, make their business more agile and reduce time and cost for deploying new applications. Being a beginner in the cloud computing area, I started reading tons of blogs available on this topic on the web and in SAP community network and learned a great deal about what SAP stands and what it has to offer in terms of cloud computing. But, then I realized that I need to take a step back and first understand the basic definitions and fundamentals about cloud computing and move on from there. If you are like me, a beginner in the cloud computing, then please join me as we start this journey...



As per National Institute of Standards and Technology, the cloud computing is defined as : "Cloud computing is a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that

can be rapidly provisioned and released with minimal management effort or service provider interaction. This cloud model is composed of five essential characteristics, three service models, and four deployment models"



Now that we know the technical definition of cloud computing, let us try to understand some of its key characteristics that makes it so popular.

On-demand self-service: customer (subscribers) can use web based portal to request cloud resources (server time and network storage) as needed without any human interaction.

Broad network access: cloud computing resources are available over the network and can be accessed using all kinds client platforms e.g. mobile and desktops.

Resource pooling: Computing resources (e.g. storage, processing, memory, and network bandwidth) are pooled to serve multiple consumers using a multi-tenant model. Multi-tenancy can be economical for customers and at the same time if offers flexibility whereas new resources can be assigned or reassigned based on customer demand.

Elasticity: Resources are provisioned and released on-demand and/or automatically based on certain parameters.

Measured service: Resource usage can be monitored, controlled, and reported, providing transparency for both the provider and

consumer of the utilized service (1).


Service models

Cloud computing is available mainly in three service models:


Infrastructure as a Service (IaaS): Cloud service provider provides its customer servers, network, storage and other computing resources aka infrastructure which is managed solely by the cloud service provider. The service provider owns the equipment and is responsible for housing, running and maintaining it. The client typically pays on a per-use basis. Customer can run operating systems and application of their choice and have control over it.


Software as a Service (SaaS):  the customer can use the provider’s applications running on a cloud infrastructure. The applications are accessible from various client devices through either a thin client interface, such as a web browser or a program interface. The customer does not manage or control the underlying cloud infrastructure or even individual application capabilities, with the possible exception of limited user specific application configuration settings.


Platform as a Service (PaaS): Platform as a Service (PaaS) is a way to rent hardware, operating systems, storage and network capacity over the Internet. The service delivery model allows the customer to rent virtualized servers and associated services for running existing applications or developing and testing new ones. Geographically distributed development teams can work together on software development projects. Services can be obtained from diverse sources that cross international boundaries. Initial and ongoing costs can be reduced by the use of infrastructure services from a single vendor rather than maintaining multiple hardware facilities that often perform duplicate functions or suffer from incompatibility problems. Overall expenses can also be minimized by unification of programming development efforts (4).


Deployment models

Private cloud. The cloud infrastructure is created for and to be consumed by single organization.

It may be owned, managed, and operated by the organization, a service provider, or some combination of them, and it may exist

on or off premises.


Community cloud. The cloud infrastructure is created for and to be consumed by a community of organizations who share common mission and objectives.

It may be owned, managed, and operated by one or more of the organizations in the community, a service provider, or some combination of them, and it may exist on or off premises.


Public cloud. The cloud infrastructure is created for and is available for consumption by public.  It exists on the premises of and is managed by the cloud service provider.


Hybrid cloud. The cloud infrastructure is a composition of two or more distinct cloud infrastructures (private, community, or public).


I hope now you have good understanding of the fundamentals of cloud computing and the choices it offers. In the next part of this series, I will try to explore the cloud offerings from SAP and how they fit in with different cloud service and deployment models.


References used:

  1. 1. http://thoughtsoncloud.com/2014/01/cloud-computing-defined-characteristics-service-levels/
  2. 2. http://csrc.nist.gov/publications/nistpubs/800-145/SP800-145.pdf
  3. 3. http://searchcloudcomputing.techtarget.com/definition/Infrastructure-as-a-Service-IaaS
  4. 4. What is Platform as a Service (PaaS)? - Definition from WhatIs.com



Technology is everywhere and to remain competitive in today’s business environment, every business needs to transform digitally to connect with consumers. Whether you’re a large financial institution or a small local car garage, your customers want instant access to transfer funds or simply book a service. Transactions have become so easy to complete with instant internet access anywhere on a smartphone or tablet, businesses that don’t have an online presence will soon be forgotten about. Everything is now available at the touch of a button or screen so businesses need to have everything in one place, ready to go.

If you’re in a business that hasn’t digitally transformed yet, come along and join this free course by openSAP, Digital Transformation and its Impact. This course explains the challenges your business may face and provide practical solutions to help you avoid disruption by going digital now. Topics will include disruption, the four building blocks of digital transformation: Cloud, Mobile, Data, and Networks, the role of IT, and show examples of digital transformation. 

Your instructors for this course are Sven Denecken, SAP’s Global Vice President for Customer and Partner Strategy Cloud Solutions, and Bert Schulze, senior member of the SAP Cloud Global Customer & Market Strategy group. Sven and Bert have extensive experience working with customers to understand their needs and are focused on Co-Innovation and Strategy for SAP´s Cloud Solutions. The course starts on February 24 and will run for four weeks.

Don’t get left behind. Transform early and discover new insights, new innovations, and ways to interact. Sign up for free today!

About openSAP

openSAP is SAP’s open online course provider delivering courses in the format of Massive Open Online Courses (MOOCs). The course will run for four weeks. Each week, you will get access to the latest content through:

  • Video Lectures: You can access the material at any time throughout the week at a time that suits you. You can download the material for offline viewing.
  • Self-tests: After each video unit, you will have the opportunity to test your knowledge. The results of the self-test are not recorded and you can attempt the questions as often as you wish.
  • Discussion Forum: If you would like to discuss topics about the course or ask questions, you can visit the course discussion forum where you will meet peers and experts.
  • Weekly Assignments: If you would like to earn a Record of Achievement for this course, you are required to submit your homework each week.

I remember the good old days when the abundance of Y2K projects was keeping consultants busy and project funding was in abundance. I am one of the consultants who grow out from this boom.

Before I’ve become a consultant, I was warned: consulting is in decline. All companies are implemented their SAP systems, no need more work has left for us.

I am busy ever since 1999.

Watch my word: I think there is a new consulting boom is upon us.  Cloud computing will be the next wave of consulting paradise.


Why do I think this way? Just think about what was keeping us busy in the past decade:


For one, we have the constant evolution of the technology, second is the constant maintenance requirement of the implemented systems, mostly going through massive data and software entropy most of the time.


New systems were requiring adaptation, integration. The ERP install base was expanding during the decade. Companies were leveraging more functionality in the existing ERP core solutions. We learned more precise business process monitoring using CO and Project Systems. The systems were maturing on bigger clients. Template deployments were born, and these simplified business processes made companies more efficient.

Consulting with these integrations were essential for the companies.


These systems of course getting more complicated to maintain, fragmented master data and adopting the systems to these made the processes complicated. I find more and more of my consultant friends settling to these companies to keep them moving. This is mutually beneficial for both company and the former consultants: the consultants have a chance to retire from intensive travelling, while the company gets consulting knowledge at a price of a permanent employee.


Cloud computing is the next era of innovation.


The cloud is the buzzword of this decade. It was in the air in the nineties, I remember Larry Allison’s famous speech on the Network Computing machine. It has become reality with the high speed, especially high-speed mobile access to the technologies using the Internet.

The big question is how this technical breakthrough gets adopted to the enterprise universe.


I find large enterprises are not too fast with adaptation: their investment in the old tech is very high. The implemented solution is an expensive asset, and complicated to morph into the new processes. Changing core business supports is a risky endeavor, and no one is more risk-averse than any CIO of a large enterprise. However, we do see big companies accepting cloud solutions as the future model of their enterprise.

Moving to this segment of businesses will definitely require consulting work. This means that us, seasoned ERP consultants we need to learn how to adopt old ERP solutions to the new cloud-based system landscapes.


There is an other emerging layer of enterprises who will benefit from our consulting experience: the small and medium enterprises of the past decade, who are about to scale up to a next level of ERP, or looking for a new system.


The basic immediate benefit for these companies is the elimination of the need for hardware and software infrastructure.

If your company was running on a small enterprise software or scaled up to the business one level, but not ready to pay for a full-blown ERP system implementation, the systems needs to be scaled to next stage of the business. They will need to look for a solution, and the most natural way of moving is working with a cloud-based solution. These are our early adopters, and they will pave the way to new methodologies for the rest of the large enterprises.


The big question to me is what is the better strategy to moving companies to the cloud. Early adaption or go with the mass?

If the technology growth is exponential as we experience it today, early adoption could have a technology benefit for the smaller enterprises, which could help them to outgrow the existing players in the market.

Cloud provides access to e.g. markets via social media, cloud-based analytics that is not part of the core ERP business model today. The evolution of these systems and plug-ins can change a reactive enterprise to a pro-active model. It is especially important where the consumers are rapidly changing their demands. Access to the customer is becoming more difficult and the customers becoming more self-efficient with existing cloud-based technologies. Just think of the recent revolution of the 3D printing technologies, or how the photo or music industry changed, big players disappeared by the change of the technology.


Looking at the world and the speed of change we experience I think there is no better time to be consultant than now. As long we keep up with the cloud, our knowledge will be needed.

“Darling - any idea where my keys are?” 01_KEYS.jpg

Running late already for our weekly dancing class. “Honey, have you seen my keys recently?“  Yes, indeed - classical ballroom dancing: Rumba, Cha-cha, Jive, Waltz, … You know what ? Geeks can dance …. “Yes, I am sure I had them with me – how should I otherwise have opened the door?” … The ballroom dancing calls had been a Christmas gift from my wife. Yes, I know exactly what your thoughts are … “I’ll check if my keys are in my bag which I had at work” … Well, you know, at the age of 45 you have to do some kind of sports to keep in good shape. “No, not in the bag” Yes, dancing is sports – you don’t believe me?  No – I don’t meant watching dancing with stars on TV sitting on the couch – I mean really doing it yourself. Try out yourself. But be careful who you pick as partner. You better don’t risk 15 joyful years of being married to your beloved one.  “No, I definitely did not leave them in the car. No, really not. OK, honey – I’ll double-check”. But you know what? After a long day at a software company having successfully managed 6 conference calls starting in the morning with my Australian mates and ending the day with my colleagues in Palo Alto, having created 3 power-point presentations on the value of HANA, published one SCN blog and posted 10 tweets dancing is feels like relaxing your brain … “I found them – you would not believe it – the keys had been still in the car“.


Wouldn’t it be good if …

Obviously this is a 100% fake story which could have never happened like this in real life – but wouldn’t it be great if there is an app you can just ask where the keys are? The app would just tell you where to find them and how to get there. Not that I expect that app to be as good as my wife. Any you know what? This app exists, it comes with a beautiful, simple User Interface based on SAP UI5, is powered by SAP HANA and – our team won SAP Demo Jam in Las Vegas showcasing this app – check out how Santosh Kumar and  Simranjeet Kaur from our SAP Custom Development APJ team rocked the house at SAP TechEd && d-code. Isn’t that a great app and an even better demo performance? OK – I know we are on SCN so everyone reading this blog is a techie and hates these marketing blogs published by all these SAP guys on SCN. So let’s get serious.



Why did the team come up with this use case?

We are all loosing things on a daily base. Thousands of smartphones get lost in cabs per day – zillions of socks get lost – and still it is a secret why always the left sock gets lost (the answer to this question is not 42 by the way). Yes, smartphones have a built-in functionality to track and find the device once lost – but what about the other pieces which are not GSM enabled but still are valuable for us? How do I find my handbag, my wallet, my watch (yep – I lost already  a watch in an SAP office …), my laptop, … Why not having a way to define which items are important for me so that we track and trace them wherever they are, anywhere on the planet. Science-Fiction? No – this can be done already today. The technology is available. This is how “SPOT ON” was born – an application to find and track any items valuable to us.


How to bring this to life?

Ok, the application needs to be simple, easy to use and accessible from anywhere on any device. So let’s build a cloud based application coming with a SAP UI5 frontend, running on the SAP HANA Cloud Platform. At the core of the solution is a tracking device providing the geo-location of the item it is tagged to.


Here are the technical specs for the tracking device:

  • GSM – Simcom 900a
  • Microcontroller – Atmega 324
  • GPS Module – gotop1513 sf
  • Voltage Regulator – IC 2576adj
  • Battery Charging Management – IC Max 1555


As youcan see this is yet a prototype but radically reduced the size of this prototype should not be a big thing.

SPOT ON is build with SAPUI5 and SAP HANA XS. The data is exposed using the SAP HANA OData Interface. The application also runs a XSJS service which is responsible for retrieving the latitude & longitude data of the device from an external server.


Tour the app

Let us have a look what the application can do: After logging in you we are re-directed to a dashboard with 4 tiles:

APP Screen 1.jpg

A click on the “Manage Item” tile opens a screen which provides an overview on all items which have been registered: With one shot you can see when the device was registered and the location where the device was detected the last time. You can easily register new items by adding the name and the unique device ID which is used the map the database entry with the physical device.

APP Screen 2.jpg


Next we click on the “Search” tile. Here we can either manually select the item which we want to retrieve or we can use the built-in voice recognition capabilities by e.g. saying “SPOT ON find Pickup Truck”. Having recognized the task and the requested item, the app highlights the position of the app in Google maps and displays the optimum route to get there.

APP Screen 3.jpg

OK – Walking from Jaipur to Gurgaon might be not the best idea – let’s take a car next time.


But that’s not the end of the story. The team had bee also been able to add predictive analytics capabilities. Based on statistics on which category of items has been lost in which locations we are able to do a prediction where an item most likely will got lost.


The future of SPOT ON

There are multiple, possible use cases for SPOT ON. One can use such a solution to trackany kind of shipment in the world any time it is in reach of a GSM connection. In today’s world items are typically tracked by scanning a barcode tagged to the item. This allows us to know when an item leaves a hub or reached a hub but we don’t know where it is in between. As more and more planes are equipped with GSM responding infrastructure - we might be even able to see when an item is in the air. Finally one can evaluate tracking and shipment data to improve efficiency of shipping and utilization of transportation routes – but also early detect critical zones where items are getting lost or stolen more often.


A big congratulation to the team behind SPOT pot – you rock and we are proud of you !

Demo jam Team.jpg



See als my previous cloud blogs:

In my recent blogs Extending the Power of the SAP Cloud Portfolio and Adapting the cloud to your needs using a PaaS solution, I talked about the fact that mission-critical functionality can’t be left behind when moving to the cloud and how a PaaS solution like SAP HANA Cloud Platform (HCP) helps customers to adopt their SaaS solution to make this happen. In this blog we will take a closer look on how to get started and how SAP helps customers to speed up the development of new, innovative cloud applications.


How to get started with SAP HANA Cloud Platform - SAP TechEd && d-code 2014 highlights

The page http://hcp.sap.com serves as a central page for everybody wanting to get first-hand information on the SAP HANA Cloud Platform. The developer section provides

  • Access to a free trial account allowing you to build your own application and try it out
  • Tutorials on how to set-up and get started with the development infrastructure
  • Access to the SAP HANA Cloud Platform Developer Center for additional tutorials, blogs, and community conversations


HCP supports multiple languages for the development of cloud applications. The most convenient way to develop responsive, Fiori-like SAPUI5 cloud applications on HCP is the SAP Web IDE. It does not require any additional local tool set-up and allows developers to jointly work on a project using a common Web interface while connecting to the same shared HANA based data repository. As described here SAP Web IDE is a fully extensible and customizable experience that accelerates the development life cycle with interactive code editors, integrated developer assistance, and end-to-end application development life cycle support. Prakash Darji showed a brief demo of SAP WEB IDE as part of the SAP TechEd && d-code 2014 day 1 keynote. By the way – one of the best SAP TechEd keynotes I saw so far, check it out yourself. On the 2nd day Bjoern Goerke and Ian Kimball jointly demoed how to easily create, deploy and adapt  a cloud application on HCP based on an existing SAP Fiori template and finally run it on a mobile device using mobile services which is an integral part of HCP – see the demo here (ff to ~01:17:00).


HCP WEB IDE 2 Bjoern.jpg

Don’t want to build it on your own? SAP is here to help

While cloud applications can be built by an in-house development team, many organizations choose to work with partners and SIs. This particularly makes sense when the partner organization is skilled to customize, extend and manage a company’s mission-critical business process functionality running on-premise as well as on SaaS and PaaS solutions. In fact, a recent IDC report notes that enterprises prefer to work with a single major cloud service provider capable of providing a complete and fully integrated solution: “63% said they expect to have a “single major CSP” (cloud service provider, which includes delivery of all kinds of cloud services, from applications to infrastructure.” To support this request from our clients we established a team of cloud developers and architects within our SAP Custom Development organization. This team partners with customers that want to accelerate their journey to the cloud. We work tightly together with our colleagues in the core cloud application units, the SAP HANA Cloud Platform team, solution architects from with deep LOB and industry knowledge to design, build and run tailored cloud applications and extensions to fulfill the growing demand.


Innovation in the cloud: Spot On – the SAP Demo Jam Winner !
Demo jam.jpg
To showcase the innovation capabilities of HCP and to inspire people how cloud applications can transform customers  business our team at SAP Custom Development prepared and submitted an application which was build and deployed on HCP using a Fiori-like, SAP UI5 based simple and beautiful UI, called “Spot On”. This application can be used by anyone to find a lost or misplaced item (or person) with the help of GPS technology. Watch how the crowd went wild when our team presented Spot On at SAP TechEd && d-code 2014 in Las Vegas. Guess what – they WON ! Congratulations to the winners Santosh Kumar and  Simranjeet Kaur and the full team comprised of Jyoti Kushwaha, Aditya Srivastava, Sonam Singh and Saarthak Jain!


More on Spot On and other real-life examples

Interested to get a view behind the scene on how Spot On was built and hear from other real-life examples of cloud applications developed by our SAP Custom Development ? This and potentially more will come in my next blog – stay tuned.







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