Does Your Technology Roadmap Give You "Digital Optionality?"

James Lavely and Jeffrey Berkoff

Part 1 in the “Digital Optionality” series

Digital disruption is occurring with greater speed and impact across the global business landscape, impacting all industries and companies. Emerging digital technologies such as social, mobile, analytics, cloud, Internet of Things, and artificial intelligence (“SMACITA”) are driving this disruption.

While your company’s strategy and roadmap are key deliverables for planning, deploying, and integrating digital solutions, they are not enough to ensure that your company can quickly take advantage of opportunities and mitigate disruptions as digital technologies emerge, given business considerations such as:

  • Challenges of organizational responsiveness for re-aligning business models and defining new business requirements
  • Multi-year technology initiatives that have a complex scope, lack agility, and are resource-constrained
  • Lack of dynamic and timely decision analysis, such as cost/benefit assessments, to help reprioritize initiatives as situations change
  • Digital “fragmentation” of effort that results from many disconnected digital initiatives that lack a holistic approach or unifying digital vision.

Is your technology roadmap at risk?

The typical three- to five-year digital roadmap visually represents a company’s digital transformation journey and worked well in the past, when the speed of technology innovation was slower and the static roadmap remained accurate for several years (see below). However, in the face of rapidly emerging digital technologies and numerous business constraints, assessing and improving the “digital optionality” of your roadmap will increase flexibility, reduce risk, and position your company for digital transformation success.

In the financial world, optionality describes the value of follow-on investment decisions that are available after an initial investment is made. More generally, optionality is used to describe a situation or culture of flexibility, with numerous decisions and alternatives that increase value and reduce risk. Simple, everyday examples of optionality include a car lease with an option to buy, or a driving navigation app that provides dynamic route updates.

What is digital optionality?

We define digital optionality as the intrinsic value of a digital road map that enables the company to take advantage of emerging digital technologies and to reduce business risk for digital disruption.

  • “High” digital optionality means that the digital road map, including initiative scope and prioritization, enables flexibility for the company to respond to current and future business opportunities and digital disruptions
  • “Low” digital optionality means that the digital road map leaves the company exposed to capability deficiencies, threats of disruptions, and delays in responding to opportunities

Digital optionality is essentially an additional characteristic in assessing the priority of initiatives and the overall viability of the roadmap. Digital optionality can and should be assessed for the initial roadmap as well as periodically to ensure the roadmap remains viable as digital technologies emerge, opportunities arise, threats materialize, and business models change.

How is digital optionality assessed?

It can be challenging to estimate a monetary value on optionality, but there is no doubt that greater flexibility and reduced risk from digital disruption are of tremendous value to any company.

As a quick test of the digital optionality of your company’s roadmap, consider the following questions:

  1. Does your company’s digital vision require a new business model with capabilities that are not yet proven in your industry?
  1. Does your company’s digital roadmap include emerging technology initiatives for which the digital opportunities or disruptive threats are not yet fully understood?
  1. If digital opportunities or disruptive threats were to rapidly present themselves, would your company find it difficult to rapidly acquire or develop the required skills and experiences to be successful?

If the answer is “Yes” to any of these questions, then applying digital optionality to your company’s roadmap offers value in reaching its objectives for digital transformation. If the answer is “Yes” to all these questions, then it is imperative that your company leverages digital optionality concepts to improve its ability to address market opportunities and/or to mitigate the risks of digital disruption.

In our next blog in this Digital Optionality series, we will discuss more detailed approaches and specific examples for assessing digital optionality value and improving the digital optionality of a company’s digital roadmap.

For more insight on digital strategy, see “Comparing Two Approaches To Digital Transformation.”


James Lavely

About James Lavely

Jim Lavely is an advisor with SAP, providing strategic partnership for collaboration and co-innovation with SAP's largest customers. You can connect with Jim at www.linkedin.com/in/jimlavely.

Jeffrey Berkoff

About Jeffrey Berkoff

Jeffrey Berkoff (JB) is an advisor with SAP, providing thought leadership relative to digital strategy and transformation, and in strategic partnership for collaboration and co-innovation with SAP's largest customers. Connect with JB at www.linkedin.com/in/jeffreyberkoff

How Asian Startups Drive Digital Disruption

Dilipkumar Khandelwal

At last year’s “Economic Times Asian Business Leader Conclave” in Kuala Lumpur, executives from corporations and startups discussed “taking Asia to the globe.” This week the world’s largest retailer, Walmart, announced the acquisition of one of India’s biggest startup success stories, the e-commerce company Flipkart.

This is the time of “digital disruption.” We are in the middle of the greatest technological transformation in our lives, with the transition to the cloud. Companies are building multi-cloud environments as part of their digitalization, IoT, or industry 4.0 initiatives while optimizing their local infrastructure costs. But what is the role of Asia’s startups in the era of digital disruption?

Emerging startup hubs

Research from PwC predicts that Vietnam, India, and Bangladesh could be three of the fastest-growing larger economies in the world by 2050. These countries are also rising as startup hubs, along with China and Singapore. A new crop of companies in the Asia-Pacific region is focusing on digital disruption.

Digital disruption is a function of technology and speed. The rapid pace of innovation is putting emphasis on the word “now.” In the past, companies have delivered products. Today’s customers want solutions. Here is where the change begins. Mobile connectivity continues to grow, and the average speed of mobile connection is going faster as well. The young Asian economies with a high number of mobile devices are willing to try out newer ways of doing business. So we can’t call it disruption; it is an evolution. I recommend that business leaders start reimagining their B2B markets for the world now, and to try a different business model beyond their countries. Companies will continue to have multiple disruptions at an increased frequency from now on. Don’t wait for someone who disrupts your business. Your time is now for change!

Certainly, digital technology has changed the pace of business, and in the startup era, companies are more conscious than ever of their speed to market. Automation and “thinking machines” with artificial intelligence (AI) are replacing human tasks. But as it says, it is artificial, even when machines are becoming more intelligent. It can’t be compared to human brains. Human creativity will never get disrupted. It will remain, because it is how we human beings are shaping everything!

A dynamic future, reimagined

Take, for example, the 500-year-old wristwatch industry. Hundreds of years went by without any major changes, and then it was reimagined almost overnight by a wave of new wearable technologies. Similar changes have impacted industries ranging from retail and hospitality to transportation and education. AI solutions can enable new types of preventive and remote healthcare. They may also improve diagnoses and accelerate drug development. The examples are numerous, but there is a clear pattern: we must plan for a dynamic, rather than static future and make “no regrets” moves that work with most scenarios. But we’ll need to make some bets, too. Many tech startups in Asia are already on that path.

While we cannot know the exact path towards the future, every one of us can shape it and imagine the possibilities. We should welcome the digital disruption and embrace the upcoming new technologies as part of an open innovation approach. In the next decades, we will see how innovation out of Asia is changing the world. Asian startups are accelerating the move of global corporations to the digital world – and creating new business opportunities, models, and markets.

This story also appears on SAP Innovation Spotlight.


Dilip Khandelwal

About Dilip Khandelwal

Dilipkumar is the President of SAP HANA Enterprise Cloud (SAP HEC) and the Managing Director of SAP Labs India. In addition, he heads the Enterprise Cloud Services department. His global team ensures that SAP solutions run best in the Cloud, on-premise and in hybrid landscapes. He is a member of the SAP Global Executive Team reporting to the Executive Board. Dilip was recognized by The Economic Times as a ’40 under 40’ leader, India’s prestigious award for the top young business leaders.

Moving Beyond Digital: How To Become An Intelligent Enterprise

Thierry Audas

Your company wants to be the smartest, the fastest, the best. Because, really, whose doesn’t? But how to get there is usually a matter of debate. Some people will tell you it’s going to take a lot of hard work, but the truth is, technology is equally crucial.

Technological advancements are ushering in a new generation of digital transformations and driving the need for more analytics. These transformations present an opportunity to give all employees, partners, and customers immediate insights into what’s currently going on and forward-looking insights into what’s going to happen next. These advancements mark the beginning of the rise of the intelligent enterprise.

The rise of the intelligent enterprise

Many executives started to understand the value of technology back when they embarked on their digital transformation because the technology they chose either helped them distinguish themselves as leaders or left them struggling in the dust. Fast-forward to today, where the pace of technological advancements is accelerating, and our expectations of what we can do with technology have changed drastically. Now doing a digital transformation isn’t revolutionary; it’s expected.

As companies start to catch up with leaders by adopting newer innovations, the bar of excellence is pushed ever higher. If you want to be the best, you need to go farther with technology and analytics with the goal of becoming not just a digital enterprise, but an intelligent enterprise.

The strategic intelligent enterprise

In short, your organization needs technology that can make your business processes more intelligent. This means technology that offers machine learning and predictive analytics tailored to your unique processes. With a foundation of operational insights, real-time analytics, and the ability to quickly generate reports to support tactical operations, an intelligent enterprise demands even more from its technology and thrives on 360° insights and analytics.

An intelligent enterprise must be able to drive strategic initiatives with comprehensive analytics on all data, at any time, because making strategic decisions is no longer a yearly or even a quarterly task. Leading companies are currently making these decisions on a daily basis, and they’re working to shorten that time frame even further.

In a recent video, Tom Pollock, head of Smart Information Management at Northern Gas Networks, commented about his company’s experience: “Right now, we’re making strategic decisions that will move the business forward on a day-to-day basis. What we’re moving toward with the digital boardroom is an environment where people are making decisions based on what’s happening right now. Going forward, we’ll be making decisions based on what’s going to happen in the next minute, in the next hour, in the next week, in the next year.”

Leaders across industries know that the speed of business is increasing, and their technology must keep pace. The need for analytics for everyday operations that can dive into strategic insights is accelerating in every industry and compelling every organization to nimbly adapt to new market realities. Will your company adopt the right technology for making the transition to an intelligent enterprise or will it be left in the dust?

Join us on June 28 to hear from our panel of experts and users how SAP Analytics solutions and SAP S/4HANA helps companies seize this opportunity to drive strategic initiatives across the entire organization. Register now!

 For a sneak preview, Tom Pollock shares how Northern Gas is transforming business operations with SAP Digital Boardroom and automating business processes with SAP HANA.

Learn more about SAP Analytics for SAP S/HANA.


Thierry Audas

About Thierry Audas

Thierry Audas is a senior director of Product Marketing with SAP and focuses on business intelligence and analytics. He works with SAP customers to help them better understand how SAP solutions help organizations to transform all their data, the foundation of a digital enterprise, into insight to drive innovation and create business value. Thierry has more than 20 years of experience in the BI and analytics field and has held various senior roles in presales, consulting, and product management.

The Human Angle

By Jenny Dearborn, David Judge, Tom Raftery, and Neal Ungerleider

In a future teeming with robots and artificial intelligence, humans seem to be on the verge of being crowded out. But in reality the opposite is true.

To be successful, organizations need to become more human than ever.

Organizations that focus only on automation will automate away their competitive edge. The most successful will focus instead on skills that set them apart and that can’t be duplicated by AI or machine learning. Those skills can be summed up in one word: humanness.

You can see it in the numbers. According to David J. Deming of the Harvard Kennedy School, demand for jobs that require social skills has risen nearly 12 percentage points since 1980, while less-social jobs, such as computer coding, have declined by a little over 3 percentage points.

AI is in its infancy, which means that it cannot yet come close to duplicating our most human skills. Stefan van Duin and Naser Bakhshi, consultants at professional services company Deloitte, break down artificial intelligence into two types: narrow and general. Narrow AI is good at specific tasks, such as playing chess or identifying facial expressions. General AI, which can learn and solve complex, multifaceted problems the way a human being does, exists today only in the minds of futurists.

The only thing narrow artificial intelligence can do is automate. It can’t empathize. It can’t collaborate. It can’t innovate. Those abilities, if they ever come, are still a long way off. In the meantime, AI’s biggest value is in augmentation. When human beings work with AI tools, the process results in a sort of augmented intelligence. This augmented intelligence outperforms the work of either human beings or AI software tools on their own.

AI-powered tools will be the partners that free employees and management to tackle higher-level challenges.

Those challenges will, by default, be more human and social in nature because many rote, repetitive tasks will be automated away. Companies will find that developing fundamental human skills, such as critical thinking and problem solving, within the organization will take on a new importance. These skills can’t be automated and they won’t become process steps for algorithms anytime soon.

In a world where technology change is constant and unpredictable, those organizations that make the fullest use of uniquely human skills will win. These skills will be used in collaboration with both other humans and AI-fueled software and hardware tools. The degree of humanness an organization possesses will become a competitive advantage.

This means that today’s companies must think about hiring, training, and leading differently. Most of today’s corporate training programs focus on imparting specific knowledge that will likely become obsolete over time.

Instead of hiring for portfolios of specific subject knowledge, organizations should instead hire—and train—for more foundational skills, whose value can’t erode away as easily.

Recently, educational consulting firm Hanover Research looked at high-growth occupations identified by the U.S. Bureau of Labor Statistics and determined the core skills required in each of them based on a database that it had developed. The most valuable skills were active listening, speaking, and critical thinking—giving lie to the dismissive term soft skills. They’re not soft; they’re human.


This doesn’t mean that STEM skills won’t be important in the future. But organizations will find that their most valuable employees are those with both math and social skills.

That’s because technical skills will become more perishable as AI shifts the pace of technology change from linear to exponential. Employees will require constant retraining over time. For example, roughly half of the subject knowledge acquired during the first year of a four-year technical degree, such as computer science, is already outdated by the time students graduate, according to The Future of Jobs, a report from the World Economic Forum (WEF).

The WEF’s report further notes that “65% of children entering primary school today will ultimately end up working in jobs that don’t yet exist.” By contrast, human skills such as interpersonal communication and project management will remain consistent over the years.

For example, organizations already report that they are having difficulty finding people equipped for the Big Data era’s hot job: data scientist. That’s because data scientists need a combination of hard and soft skills. Data scientists can’t just be good programmers and statisticians; they also need to be intuitive and inquisitive and have good communication skills. We don’t expect all these qualities from our engineering graduates, nor from most of our employees.

But we need to start.

From Self-Help to Self-Skills

Even if most schools and employers have yet to see it, employees are starting to understand that their future viability depends on improving their innately human qualities. One of the most popular courses on Coursera, an online learning platform, is called Learning How to Learn. Created by the University of California, San Diego, the course is essentially a master class in human skills: students learn everything from memory techniques to dealing with procrastination and communicating complicated ideas, according to an article in The New York Times.

Attempting to teach employees how to make behavioral changes has always seemed off-limits to organizations—the province of private therapists, not corporate trainers. But that outlook is changing.

Although there is a longstanding assumption that social skills are innate, nothing is further from the truth. As the popularity of Learning How to Learn attests, human skills—everything from learning skills to communication skills to empathy—can, and indeed must, be taught.

These human skills are integral for training workers for a workplace where artificial intelligence and automation are part of the daily routine. According to the WEF’s New Vision for Education report, the skills that employees will need in the future fall into three primary categories:

  • Foundational literacies: These core skills needed for the coming age of robotics and AI include understanding the basics of math, science, computing, finance, civics, and culture. While mastery of every topic isn’t required, workers who have a basic comprehension of many different areas will be richly rewarded in the coming economy.
  • Competencies: Developing competencies requires mastering very human skills, such as active listening, critical thinking, problem solving, creativity, communication, and collaboration.
  • Character qualities: Over the next decade, employees will need to master the skills that will help them grasp changing job duties and responsibilities. This means learning the skills that help employees acquire curiosity, initiative, persistence, grit, adaptability, leadership, and social and cultural awareness.


The good news is that learning human skills is not completely divorced from how work is structured today. Yonatan Zunger, a Google engineer with a background working with AI, argues that there is a considerable need for human skills in the workplace already—especially in the tech world. Many employees are simply unaware that when they are working on complicated software or hardware projects, they are using empathy, strategic problem solving, intuition, and interpersonal communication.

The unconscious deployment of human skills takes place even more frequently when employees climb the corporate ladder into management. “This is closely tied to the deeper difference between junior and senior roles: a junior person’s job is to find answers to questions; a senior person’s job is to find the right questions to ask,” says Zunger.

Human skills will be crucial to navigating the AI-infused workplace. There will be no shortage of need for the right questions to ask.

One of the biggest changes narrow AI tools will bring to the workplace is an evolution in how work is performed. AI-based tools will automate repetitive tasks across a wide swath of industries, which means that the day-to-day work for many white-collar workers will become far more focused on tasks requiring problem solving and critical thinking. These tasks will present challenges centered on interpersonal collaboration, clear communication, and autonomous decision-making—all human skills.

Being More Human Is Hard

However, the human skills that are essential for tomorrow’s AI-ified workplace, such as interpersonal communication, project planning, and conflict management, require a different approach from traditional learning. Often, these skills don’t just require people to learn new facts and techniques; they also call for basic changes in the ways individuals behave on—and off—the job.

Attempting to teach employees how to make behavioral changes has always seemed off-limits to organizations—the province of private therapists, not corporate trainers. But that outlook is changing. As science gains a better understanding of how the human brain works, many behaviors that affect employees on the job are understood to be universal and natural rather than individual (see “Human Skills 101”).

Human Skills 101

As neuroscience has improved our understanding of the brain, human skills have become increasingly quantifiable—and teachable.

Though the term soft skills has managed to hang on in the popular lexicon, our understanding of these human skills has increased to the point where they aren’t soft at all: they are a clearly definable set of skills that are crucial for organizations in the AI era.

Active listening: Paying close attention when receiving information and drawing out more information than received in normal discourse

Critical thinking: Gathering, analyzing, and evaluating issues and information to come to an unbiased conclusion

Problem solving: Finding solutions to problems and understanding the steps used to solve the problem

Decision-making: Weighing the evidence and options at hand to determine a specific course of action

Monitoring: Paying close attention to an issue, topic, or interaction in order to retain information for the future

Coordination: Working with individuals and other groups to achieve common goals

Social perceptiveness: Inferring what others are thinking by observing them

Time management: Budgeting and allocating time for projects and goals and structuring schedules to minimize conflicts and maximize productivity

Creativity: Generating ideas, concepts, or inferences that can be used to create new things

Curiosity: Desiring to learn and understand new or unfamiliar concepts

Imagination: Conceiving and thinking about new ideas, concepts, or images

Storytelling: Building narratives and concepts out of both new and existing ideas

Experimentation: Trying out new ideas, theories, and activities

Ethics: Practicing rules and standards that guide conduct and guarantee rights and fairness

Empathy: Identifying and understanding the emotional states of others

Collaboration: Working with others, coordinating efforts, and sharing resources to accomplish a common project

Resiliency: Withstanding setbacks, avoiding discouragement, and persisting toward a larger goal

Resistance to change, for example, is now known to result from an involuntary chemical reaction in the brain known as the fight-or-flight response, not from a weakness of character. Scientists and psychologists have developed objective ways of identifying these kinds of behaviors and have come up with universally applicable ways for employees to learn how to deal with them.

Organizations that emphasize such individual behavioral traits as active listening, social perceptiveness, and experimentation will have both an easier transition to a workplace that uses AI tools and more success operating in it.

Framing behavioral training in ways that emphasize its practical application at work and in advancing career goals helps employees feel more comfortable confronting behavioral roadblocks without feeling bad about themselves or stigmatized by others. It also helps organizations see the potential ROI of investing in what has traditionally been dismissed as touchy-feely stuff.

In fact, offering objective means for examining inner behaviors and tools for modifying them is more beneficial than just leaving the job to employees. For example, according to research by psychologist Tasha Eurich, introspection, which is how most of us try to understand our behaviors, can actually be counterproductive.

Human beings are complex creatures. There is generally way too much going on inside our minds to be able to pinpoint the conscious and unconscious behaviors that drive us to act the way we do. We wind up inventing explanations—usually negative—for our behaviors, which can lead to anxiety and depression, according to Eurich’s research.

Structured, objective training can help employees improve their human skills without the negative side effects. At SAP, for example, we offer employees a course on conflict resolution that uses objective research techniques for determining what happens when people get into conflicts. Employees learn about the different conflict styles that researchers have identified and take an assessment to determine their own style of dealing with conflict. Then employees work in teams to discuss their different styles and work together to resolve a specific conflict that one of the group members is currently experiencing.

How Knowing One’s Self Helps the Organization

Courses like this are helpful not just for reducing conflicts between individuals and among teams (and improving organizational productivity); they also contribute to greater self-awareness, which is the basis for enabling people to take fullest advantage of their human skills.

Self-awareness is a powerful tool for improving performance at both the individual and organizational levels. Self-aware people are more confident and creative, make better decisions, build stronger relationships, and communicate more effectively. They are also less likely to lie, cheat, and steal, according to Eurich.

It naturally follows that such people make better employees and are more likely to be promoted. They also make more effective leaders with happier employees, which makes the organization more profitable, according to research by Atuma Okpara and Agwu M. Edwin.

There are two types of self-awareness, writes Eurich. One is having a clear view inside of one’s self: one’s own thoughts, feelings, behaviors, strengths, and weaknesses. The second type is understanding how others view us in terms of these same categories.

Interestingly, while we often assume that those who possess one type of awareness also possess the other, there is no direct correlation between the two. In fact, just 10% to 15% of people have both, according to a survey by Eurich. That means that the vast majority of us must learn one or the other—or both.

Gaining self-awareness is a process that can take many years. But training that gives employees the opportunity to examine their own behaviors against objective standards and gain feedback from expert instructors and peers can help speed up the journey. Just like the conflict management course, there are many ways to do this in a practical context that benefits employees and the organization alike.

For example, SAP also offers courses on building self-confidence, increasing trust with peers, creating connections with others, solving complex problems, and increasing resiliency in the face of difficult situations—all of which increase self-awareness in constructive ways. These human-skills courses are as popular with our employees as the hard-skill courses in new technologies or new programming techniques.

Depending on an organization’s size, budget, and goals, learning programs like these can include small group training, large lectures, online courses, licensing of third-party online content, reimbursement for students to attain certification, and many other models.

Human Skills Are the Constant

Automation and artificial intelligence will change the workplace in unpredictable ways. One thing we can predict, however, is that human skills will be needed more than ever.

The connection between conflict resolution skills, critical thinking courses, and the rise of AI-aided technology might not be immediately obvious. But these new AI tools are leading us down the path to a much more human workplace.

Employees will interact with their computers through voice conversations and image recognition. Machine learning will find unexpected correlations in massive amounts of data but empathy and creativity will be required for data scientists to figure out the right questions to ask. Interpersonal communication will become even more important as teams coordinate between offices, remote workplaces, and AI aides.

While the future might be filled with artificial intelligence, deep learning, and untold amounts of data, uniquely human capabilities will be the ones that matter. Machines can’t write a symphony, design a building, teach a college course, or manage a department. The future belongs to humans working with machines, and for that, you need human skills. D!


About the Authors

Jenny Dearborn is Chief Learning Officer at SAP.

David Judge is Vice President, SAP Leonardo, at SAP.

Tom Raftery is Global Vice President and Internet of Things Evangelist at SAP.

Neal Ungerleider is a Los Angeles-based technology journalist and consultant.

Read more thought provoking articles in the latest issue of the Digitalist Magazine, Executive Quarterly.

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HR In The Age Of Digital Transformation

Neha Makkar Patnaik

HR has come a long way from the days of being called Personnel Management. It’s now known as People & Culture, Employee Experience, or simply People, and the changes in the last few years have been especially far-reaching, to say the least; seismic even.

While focused until recently on topics like efficiency and direct access to HR data and services for individual employees, a new and expanded HR transformation is underway, led by employee experience, cloud capabilities including mobile and continuous upgrades, a renewed focus on talent, as well as the availability of new digital technologies like machine learning and artificial intelligence. These capabilities are enabling HR re-imagine new ways of delivering HR services and strategies throughout the organization. For example:

  • Use advanced prediction and optimization technologies to shift focus from time-consuming candidate-screening processes to innovative HR strategies and business models that support growth
  • Help employees with tailored career paths, push personalized learning recommendations, suggest mentors and mentees based on skills and competencies
  • Predict flight risk of employees and prescribe mitigation strategies for at-risk talent
  • Leverage intelligent management of high-volume, rules-based events with predictions and recommendations

Whereas the traditional view of HR transformation was all about doing existing things better, the next generation of HR transformation is focused on doing completely new things.

These new digital aspects of HR transformation do not replace the existing focus on automation and efficiency. They work hand in hand and, in many cases, digital technologies can further augment automation. Digital approaches are becoming increasingly important, and a digital HR strategy must be a key component of HR’s overall strategy and, therefore, the business strategy.

For years, HR had been working behind a wall, finally got a seat at the table, and now it’s imperative for CHROs to be a strategic partner in the organization’s digital journey. This is what McKinsey calls “Leading with the G-3” in An Agenda for the Talent-First CEO, in which the CEO, CFO, and CHRO (i.e., the “G-3”) ensure HR and finance work in tandem, with the CEO being the linchpin and the person who ensures the talent agenda is threaded into business decisions and not a passive response or afterthought.

However, technology and executive alignment aren’t enough to drive a company’s digital transformation. At the heart of every organization are its people – its most expensive and valuable asset. Keeping them engaged and motivated fosters an innovation culture that is essential for success. This Gallup study reveals that a whopping 85% of employees worldwide are performing below their potential due to engagement issues.

HR experiences that are based on consumer-grade digital experiences along with a focus on the employee’s personal and professional well-being will help engage every worker, inspiring them to do their best and helping them turn every organization’s purpose into performance. Because, we believe, purpose drives people and people drive business results.

Embark on your HR transformation journey

Has your HR organization created a roadmap to support the transformation agenda? Start a discussion with your team about the current and desired state of HR processes using the framework with this white paper.

Also, read SAP’s HR transformation story within the broader context of SAP’s own transformation.


Neha Makkar Patnaik

About Neha Makkar Patnaik

Neha Makkar Patnaik is a principal consultant at SAP Labs India. As part of the Digital Transformation Office, Neha is responsible for articulating the value proposition for digitizing the office of the CHRO in alignment with the overall strategic priorities of the organization. She also focuses on thought leadership and value-based selling programs for retail and consumer products industries.