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Setting The Record Straight on SAP HANA

Ken Tsai

visionary.jpgOn Feb 22, 2012 I read a blog from Oracle that creates a lot of FUD around SAP HANA (HANA).  Looks like we have touched a nerve there, as we are seeing the competitive response as a whole lot of trash talk from the competition.  It also means we are doing something right…

Should we even deem this with a response? We had tweets dealing with this blog, all with similar content:


@cochesdiez: #Oracle not telling the truth on #SAP #HANA #Inmemory See my tweets in responding to some simply untrue facts

@jdh2n: @oracleEPMBI @manangoel Might want to check your facts on some of the points. Sounds like marketing flare not technical facts. #sap #HANA


Even though SAP has traditionally taken the high road in these matters and while in keeping with that spirit I’ve decided to join the community and not let this disingenuousness pass. I will try to address the FUD factor and misinformation and set the record straight with facts instead of speculation and misinformation that was rife in that blog. Our customers will do the same for us and in the final analysis that’s what matters.

So here goes…


#1 HANA is first to the market with next-generation innovation in databases

SAP has had ample experience in first generation in-memory technologies with SAP APO, trex, ptime etc.   And yes these technologies and others, including TimesTen, BerkelyDB, and MySQL have been around for years.   SAP HANA is the next generation of in-memory and significantly advanced compared to these technologies – with many innovations and firsts.  Some innovation highlights are

  1. In-memory column and row-store
  2. No disk for operation
  3. Dynamic parallelism
  4. OLTP and OLAP together
  5. Standard SQL on structured and unstructured data
  6. Insert only
  7. Multi-node
  8. Lightning-fast Bulk load (something customers love and saying that this capability alone makes HANA worth it)
  9. Application server AND database server 

One can argue that iPhone was not new, but it was the next generation in “smart phones” and did redefine the category by putting everything together – entire database of songs, moving away from disk to flash, new apps. 

#2 HANA is growing rapidly in adoption and revenue

In 6 short months, we have more than 200 customers and $200 M in software license revenue – it’s a massive uptake and adoption of the product no matter how you slice it.  Our competition is comparing it to their mature cash cow product that has been leading the market for many decades.  Plus they are adding their hardware, software, and maintenance revenues while drawing comparisons.  Not bad for a new innovative product.  If HANA weren’t threatening their hegemony in the space you would not be reading this blog response.  HANA is the innovator and not the incumbent, plus we are focused on software innovation to simplify our customer’s landscape and not intent on selling more expensive hardware, repacking existing products into more expensive appliances and increasing our customers TCO.

#3 HANA is enterprise ready with manageability and reliability. 

HANA is available for scale out as of Nov 7th, its high availability is standard, it is fully ACID compliant, has failover to another standby in-memory system and has persistence to the disk in case of complete failure from which it can replay logs to recover rapidly. HANA schemes can be extended on the fly, no re-indexing needed, e.g. since there are no physical layers, structural changes are easier to implement.  Since this is a modern design with insert only and no updates – antiquated locking mechanisms are not needed and concurrency can be much higher than traditional DBMS such as Oracle.  HANA has been deployed for mission critical applications such as smart meter analytics (Centrica), customer segmentation for marketing offers (T-Mobile) and cost based profitability analysis (Colgate, Ferrero, Honeywell).  Our customers have stood up time and again and have highlighted how HANA has helped them deliver new business value while maintaining the enterprise manageability and reliability that SAP is known for. 

#4: HANA is non disruptive with plug and play on layers above and below.

HANA is open and offers customers real choice.  HANA is ANSI SQL compliant, that why companies like Medtronic utilized ERDs built on Sybase Power designer and have it deployed on HANA in no time.   HANA supports standard MDX interfaces.  In addition to SAP products (SAP BusinessObjects, SuccessFactors), BI products on top such as Tableau, data visualization software like TIBCO Spotfire, Salesforce analytics, MSFT clients like Excel and collaborative platforms like Jive, have all been tested to work with HANA.  Even competitive applications such as UFIDA are looking at HANA.  Oracle Exalytics in comparison is closed and packages in Oracle BI products only. Also, it works only on Sun, while HANA is plug and play with 8 hardware vendors.   SAP’s open ecosystem across hardware partners and partners building applications powered by HANA (coming soon) further confirm these facts.   Some more fun facts – HANA runs apps written for Oracle DB without any changes, Given Oracle says that Exadata runs 10x faster than its traditional RDBMS and HANA runs 1000x faster than Oracle RDBMS in customer situations on an average – one can approximate that apps on HANA run 100x faster than on Exadata.

#5: HANA is available as an appliance with proven ease of deployment

SAP provides level 1 support for SAP HANA irrespective of hardware or software issues. SAP HANA appliance configurations are pre-certified providing customers complete assurance on software + hardware design in addition to bringing open innovation, choice and cost competition from multiple hardware providers. SAP is going further by providing rapidly deployed solutions on top of SAP HANA appliance such as SAP CO-PA Accelerator – by using this RDS customers like Provimi have gone live in less than 3 weeks. That’s what we call ease of use and deployment.  Keep in mind that HANA runs on Intel architecture provided by 8 vendors (turnkey) on one operating system.  HANA runs both OLTP and OLAP on this single architecture greatly reducing TCO – and installs and runs in record time – all further underscoring ease of use and deployment

I do believe that this is an inflection point and companies need to rethink their data management strategy. Should they go with aging, and mature DBMS or bring in new innovation to deal with modern day challenges for doing real-time analysis on extremely large data sets, without pre-thinking the questions or queries and without prefabrication and tuning the old systems like Oracle DBMS need? 

Come to a SAP Forum in or near your city and you can see, touch, and feel HANA live in action.  Better yet – if you are looking for more info – including test driving HANA yourself – go to Experience SAP HANA for the real deal – from basic information to deep technical info on SAP HANA from practitioners, product managers, partners, and customers.  Check it out for yourself!

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Ken Tsai

About Ken Tsai

Ken Tsai is the VP of Head of Cloud Platform & Data Management at SAP Product Marketing. He leads global product marketing responsibility for SAP's platform-as-a-service and end-to-end data management solutions. Drove new market opportunity discovery, pipeline acceleration and external thought leadership for SAP's platform solution group (SAP HANA Cloud Platform, SAP HANA platform, SAP HANA Vora, SAP ASE, SAP IQ, SAP SQLAnywhere, SAP ESP).

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News , awareness

Letting Transparency And Insights Lead The Way

Mohammed Karzoun

Excellence in governance is hinged on exceeding service delivery expectations of citizens while balancing fiscal health and overall efficiencies. A transparent and connected government that uses insights to guide decision-making fosters trust and helps governments achieve efficiencies across financial, social, and economic aspects of governance. 

Today’s information age is no longer about sole proprietorship of information and data. The more information is shared, the more value it adds. Sharing information represents transparency and encourages trust by offering ample opportunity for citizens to scrutinize and understand the rationale behind public service offerings.

Further, analyzing data yields insights, helping the government make informed policy decisions and step up against corruption, fraud, and lacunae in functioning. To achieve this effectively, I feel data is key to driving excellence in governance. Data, captured in real time and shared, enables a transparent and accountable environment and delivers significant insights for improved governance. 

Insights help governments deliver the customer promise

Citizens today are very demanding of governments, expecting open access to information, transparency of transactions, seamless interactions, and fulfillment of needs. The last decade has witnessed a greater focus on reforms in the public sector aimed at improving service delivery and enhancing the customer promise. A critical result of these reforms has been the necessity to treat citizens like customers and place their needs at the core of every decision, from formulating strategies to designing policies and execution.

Governments need to re-engineer their processes and use data-driven governance to enable this customer-centricity. And for this, technology can be a key enabler because the development of customer-centric models calls for customer insights—an evaluation of customers’ wants and needs, improving the customer experience and minimizing risks associated with service delivery.

Business forensics can help optimize government resource planning

Customer feedback can generate significant insights to help governments deliver on the customer promise. By understanding the needs of its citizens and putting in place mechanisms to address those needs or problems, a government sets the tone for achieving excellence.

Insights are not only necessary to deliver efficiencies to citizens. To achieve a fiscal balance and internal efficiencies, the governments’ interaction with its extended customer base of employees, suppliers, and partners also needs to be managed and resources optimized. Business forensics also deliver these capabilities to governments by helping generate insights needed to optimize the governments’ financial resources and react to economic changes.

I believe that SAP’s transformative technologies that leverage real-time analytics provide governments with real-time data and flexible reporting tools to gain deeper insights into areas of improvement across departments. This helps identify and minimize risk and ensure compliance.

Transparency drives accountability as silos give way to a connected government

Transparency syncs governmental objectives with project objectives. A transparent and clear understanding of governance strategy helps create this sync while balancing resource priorities to ensure that outcomes are timely and effective. This also helps the governments see the big picture and drill down into details for instant decision-making while having single version of the truth.

Transparency requires that department silos give way to a connected government. An integrated and coordinated governance model not only avoids duplication of efforts and resources but also eliminates redundancies in storing information and utilizing resources.

A connected government boasts better communication and coordination across departments, increases ministry-wide transparency, and enhances accountability across a decentralized environment. It holds to reason that government entities and departments that are accountable tend to be more agile, flexible, and efficient.

I feel an important enabler for this transparency and accountability can be setting service standards. By putting in place specific mechanisms to measure KPI’s and evaluate service levels, governments can become more responsive and achieve citizen happiness.

Keeping it real: Why real-time information is the cornerstone of transparency and insights

People no longer want to be told about what happened in the past and how; they seek real-time information. Real-time information and real-time analytics enrich both the government and its citizens with data, which leads to transparency from the perspective of citizens and converts into insights from the government’s point of view.

This open government partnership implies that the decision-makers can anticipate the needs of citizens and the needs of the economy on a real-time basis and make decisions on policies accordingly and on the fly. Such decisions increase reliability and consistency of financial and operational information.

Real-time governance enabled by technology provides the governments entities and their leadership with unprecedented visibility into the workings of the various departments, increasing accountability and enhancing opportunities for collaboration across functions. It allows governments to answer key questions in the moment, such as: What is happening now? Why is it happening? What will happen? Governments can move to the era of predictive analytics by collecting and relating their objectives in real time to make informative decisions for better future planning.

In conclusion, changes in citizen needs and expectations are a continuous process, and a radical one-time reform cannot suffice. Governments need to leverage technology to implement a mechanism that continually monitors insights and develops an institutional culture of improvement. At the same time, encouraging a data-driven transparent service delivery model can position governments well to achieve excellence by delivering on the customer promise.

For more on the role of technology in government, see A Duty Of Care In The Digital Government Era.

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Mohammed Karzoun

About Mohammed Karzoun

Mohammed Karzoun is the Industry Leader for Public Sector at SAP. He manages government, smart cities, healthcare, public security, defense, higher education, and postal services sectors across the United Arab Emirates and Oman. With 20 years of experience in primarily public sector transformation, Mohammed has been engaged with multiple government entities to help drive their strategies and digital transformation initiatives.

How Analytics Fits Into Your Next Digital Transformation

Eamon Ida

We hear a lot about digital transformation these days and the groundbreaking technologies that will lead to these transformations, such as blockchain, IoT (Internet of Things), ML (machine learning), AI (artificial intelligence), the cloud, and analytics, to name just a few. All it takes is a look at advertisements from various tech companies (and these days every company is a tech company) in Harvard Business Review, Wired, or the Wall Street Journal to see the examples in action.

Much of the message revolves around leveraging these new technologies to disrupt existing models and create new value. But many business leaders who are new to these technologies—though  not lacking in curiosity about their potential—wonder how they can leverage these different technologies. Can they be connected and surfaced together to create true digital innovation systems? By showcasing scenarios, we’ve shown how an analytics cloud platform helps solve these questions and connect technology together to make smarter decisions faster and at the speed of market changes.

Digital transformation and machine learning

Machine learning is one example. In scores of today’s business scenarios, algorithms are instantly suggesting intelligent decisions for use in more involved decision making or where many variables are present. But in many cases, we’re still at the point where humans need to approve the machine (or robot) decision by hand.

However, scheduling a predictive maintenance repair to one or more your vehicles in a fleet before damage occurs, changing the route of a vehicle in the supply chain to avoid traffic that will delay delivery, or detecting patterns in transactions before a fraud occurs—all of these are examples of intelligent decisions suggested by machine learning. (Read Trenitalia’s IoT-Enabled Dynamic Maintenance.)

These decision suggestions or approvals are best located in an analytics platform, where we can surface up not only the recommended decisions, but also contextual data from other sources (such as geographic or IoT information) to improve the quality of the decision.

Digital transformation and IoT

When we consider IoT data, the value of analytics becomes even clearer—sensor technology, for example, can produce data every second or, in many instances, milliseconds. With analytics, we’re able to surface up this sensor data, along with data from other sources, to a real-time dashboard that provides both real-time and actionable insights into sensor data and activity.

Digital transformation and cloud platforms

With the democratization of data and the inevitable transparency of business in today’s connected world, we need to consider investments in technology that allow us to provide these platforms to employees, customers, and vendors all around the world. This is where the beauty of a cloud platform, powered by an in-memory computing platform comes into play.

Using a cloud platform not only enables innovation at scale, but also the connection of disparate data sources and technologies together. Just look at companies in industries such as airlines, delivery, and healthcare (to name just a few). Disruptors abound that are building “cloud first” and are not just using analytics internally but are providing it to customers as a competitive advantage.

You, like many of the leaders we speak with, might be wondering, What are some examples of digital transformation where analytics and data have played a critical role? What are some of the biggest challenges or roadblocks to more pervasive and effective analytics, and what are some of the best practices you have seen in the use of analytics?

SAP recently completed a new paper with IDC on the Value of Analytics in Digital Transformation. In it, we answer all of these common questions and more with the help of industry experts.  Read the whitepaper today to learn how you and your organization can leverage the disruptive powers of analytics in your next digital transformation. And see this infographic for a bird’s-eye view of the key findings.

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Eamon Ida

About Eamon Ida

Eamon is a passionate, creative, and data-driven analytics product marketer at SAP. He has a special interest in technology and its role at the forefront of how we live and work together.

Running Future Cities on Blockchain

Dan Wellers , Raimund Gross and Ulrich Scholl

Building on the Blockchain Framework

Some experts say these seemingly far-future speculations about the possibilities of combining technologies using blockchain are actually both inevitable and imminent:


Democratizing design and manufacturing by enabling individuals and small businesses to buy, sell, share, and digitally remix products affordably while protecting intellectual property rights.
Decentralizing warehousing and logistics by combining autonomous vehicles, 3D printers, and smart contracts to optimize delivery of products and materials, and even to create them on site as needed.
Distributing commerce by mixing virtual reality, 3D scanning and printing, self-driving vehicles, and artificial intelligence into immersive, personalized, on-demand shopping experiences that still protect buyers’ personal and proprietary data.

The City of the Future

Imagine that every agency, building, office, residence, and piece of infrastructure has an entry on a blockchain used as a city’s digital ledger. This “digital twin” could transform the delivery of city services.

For example:

  • Property owners could easily monetize assets by renting rooms, selling solar power back to the grid, and more.
  • Utilities could use customer data and AIs to make energy-saving recommendations, and smart contracts to automatically adjust power usage for greater efficiency.
  • Embedded sensors could sense problems (like a water main break) and alert an AI to send a technician with the right parts, tools, and training.
  • Autonomous vehicles could route themselves to open parking spaces or charging stations, and pay for services safely and automatically.
  • Cities could improve traffic monitoring and routing, saving commuters’ time and fuel while increasing productivity.

Every interaction would be transparent and verifiable, providing more data to analyze for future improvements.


Welcome to the Next Industrial Revolution

When exponential technologies intersect and combine, transformation happens on a massive scale. It’s time to start thinking through outcomes in a disciplined, proactive way to prepare for a future we’re only just beginning to imagine.

Download the executive brief Running Future Cities on Blockchain.


Read the full article Pulling Cities Into The Future With Blockchain

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Dan Wellers

About Dan Wellers

Dan Wellers is founder and leader of Digital Futures at SAP, a strategic insights and thought leadership discipline that explores how digital technologies drive exponential change in business and society.

Raimund Gross

About Raimund Gross

Raimund Gross is a solution architect and futurist at SAP Innovation Center Network, where he evaluates emerging technologies and trends to address the challenges of businesses arising from digitization. He is currently evaluating the impact of blockchain for SAP and our enterprise customers.

Ulrich Scholl

About Ulrich Scholl

Ulrich Scholl is Vice President of Industry Cloud and Custom Development at SAP. In this role, Ulrich discovers and implements best practices to help further the understanding and adoption of the SAP portfolio of industry cloud innovations.

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4 Traits Set Digital Leaders Apart From 97% Of The Competition

Vivek Bapat

Like the classic parable of the blind man and the elephant, it seems everyone has a unique take on digital transformation. Some equate digital transformation with emerging technologies, placing their bets on as the Internet of Things, machine learning, and artificial intelligence. Others see it as a way to increase efficiencies and change business processes to accelerate product to market. Some others think of it is a means of strategic differentiation, innovating new business models for serving and engaging their customers. Despite the range of viewpoints, many businesses are still challenged with pragmatically evolving digital in ways that are meaningful, industry-disruptive, and market-leading.

According to a recent study of more than 3,000 senior executives across 17 countries and regions, only a paltry three percent of businesses worldwide have successfully completed enterprise-wide digital transformation initiatives, even though 84% of C-level executives ranks such efforts as “critically important” to the fundamental sustenance of their business.

The most comprehensive global study of its kind, the SAP Center for Business Insight report “SAP Digital Transformation Executive Study: 4 Ways Leaders Set Themselves Apart,” in collaboration with Oxford Economics, identified the challenges, opportunities, value, and key technologies driving digital transformation. The findings specifically analyzed the performance of “digital leaders” – those who are connecting people, things, and businesses more intelligently, more effectively, and creating punctuated change faster than their less advanced rivals.

After analyzing the data, it was eye-opening to see that only three percent of companies (top 100) are successfully realizing their full potential through digital transformation. However, even more remarkable was that these leaders have four fundamental traits in common, regardless of their region of operation, their size, their organizational structure, or their industry.

We distilled these traits in the hope that others in the early stages of transformation or that are still struggling to find their bearings can embrace these principles in order to succeed. Ultimately I see these leaders as true ambidextrous organizations, managing evolutionary and revolutionary change simultaneously, willing to embrace innovation – not just on the edges of their business, but firmly into their core.

Here are the four traits that set these leaders apart from the rest:

Trait #1: They see digital transformation as truly transformational

An overwhelming majority (96%) of digital leaders view digital transformation as a core business goal that requires a unified digital mindset across the entire enterprise. But instead of allowing individual functions to change at their own pace, digital leaders prefer to evolve the organization to help ensure the success of their digital strategies.

The study found that 56% of these businesses regularly shift their organizational structure, which includes processes, partners, suppliers, and customers, compared to 10% of remaining companies. Plus, 70% actively bring lines of business together through cross-functional processes and technologies.

By creating a firm foundation for transformation, digital leaders are further widening the gap between themselves and their less advanced competitors as they innovate business models that can mitigate emerging risks and seize new opportunities quickly.

Trait #2: They focus on transforming customer-facing functions first

Although most companies believe technology, the pace of change, and growing global competition are the key global trends that will affect everything for years to come, digital leaders are expanding their frame of mind to consider the influence of customer empowerment. Executives who build a momentum of breakthrough innovation and industry transformation are the ones that are moving beyond the high stakes of the market to the activation of complete, end-to-end customer experiences.

In fact, 92% of digital leaders have established sophisticated digital transformation strategies and processes to drive transformational change in customer satisfaction and engagement, compared to 22% of their less mature counterparts. As a result, 70% have realized significant or transformational value from these efforts.

Trait #3: They create a virtuous cycle of digital talent

There’s little doubt that the competition for qualified talent is fierce. But for nearly three-quarters of companies that demonstrate digital-transformation leadership, it is easier to attract and retain talent because they are five times more likely to leverage digitization to change their talent management efforts.

The impact of their efforts goes beyond empowering recruiters to identify best-fit candidates, highlight risk factors and hiring errors, and predict long-term talent needs. Nearly half (48%) of digital leaders understand that they must invest heavily in the development of digital skills and technology to drive revenue, retain productive employees, and create new roles to keep up with their digital maturity over the next two years, compared to 30% of all surveyed executives.

Trait #4: They invest in next-generation technology using a bimodal architecture

A couple years ago, Peter Sondergaard, senior vice president at Gartner and global head of research, observed that “CIOs can’t transform their old IT organization into a digital startup, but they can turn it into a bi-modal IT organization. Forty-five percent of CIOs state they currently have a fast mode of operation, and we predict that 75% of IT organizations will be bimodal in some way by 2017.”

Based on the results of the SAP Center for Business Insight study, Sondergaard’s prediction was spot on. As digital leaders dive into advanced technologies, 72% are using a digital twin of the conventional IT organization to operate efficiently without disruption while refining innovative scenarios to resolve business challenges and integrate them to stay ahead of the competition. Unfortunately, only 30% of less advanced businesses embrace this view.

Working within this bimodal architecture is emboldening digital leaders to take on incredibly progressive technology. For example, the study found that 50% of these firms are using artificial intelligence and machine learning, compared to seven percent of all respondents. They are also leading the adoption curve of Big Data solutions and analytics (94% vs. 60%) and the Internet of Things (76% vs. 52%).

Digital leadership is a practice of balance, not pure digitization

Most executives understand that digital transformation is a critical driver of revenue growth, profitability, and business expansion. However, as digital leaders are proving, digital strategies must deliver a balance of organizational flexibility, forward-looking technology adoption, and bold change. And clearly, this approach is paying dividends for them. They are growing market share, increasing customer satisfaction, improving employee engagement, and, perhaps more important, achieving more profitability than ever before.

For any company looking to catch up to digital leaders, the conversation around digital transformation needs to change immediately to combat three deadly sins: Stop investing in one-off, isolated projects hidden in a single organization. Stop viewing IT as an enabler instead of a strategic partner. Stop walling off the rest of the business from siloed digital successes.

As our study shows, companies that treat their digital transformation as an all-encompassing, all-sharing, and all-knowing business imperative will be the ones that disrupt the competitive landscape and stay ahead of a constantly evolving economy.

Follow me on twitter @vivek_bapat 

For more insight on digital leaders, check out the SAP Center for Business Insight report, conducted in collaboration with Oxford Economics,SAP Digital Transformation Executive Study: 4 Ways Leaders Set Themselves Apart.”

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Vivek Bapat

About Vivek Bapat

Vivek Bapat is the Senior Vice President, Global Head of Marketing Strategy and Thought Leadership, at SAP. He leads SAP's Global Marketing Strategy, Messaging, Positioning and related Thought Leadership initiatives.