Intelligent Innovation Stands Out In The Presence Of Simplicity And Flexibility

Dominik Fitterer

Part 3 of the three-part interview series, “Unlocking Intelligent Innovation,” with Maggie Buggie, senior vice president and global head of SAP Leonardo Services at SAP

Innovation is more than just scaling and transforming businesses based on a prototype that is created and delivered to bring an idea to life. It is also about combining business and technology perspectives along with established and emerging technologies to reimagine the future.

In Part 2 of this series, Maggie Buggie, senior vice president and global head of SAP Leonardo Services at SAP, offered some sage advice: “From the beginning, businesses need to scale their view through a more pragmatic lens,” she said. “They should discuss what’s possible for their innovation and help ensure that the effort delivers what matters most – real, meaningful outcomes over time.”

This blog is the conclusion to an insightful, in-depth conversation about unlocking the intelligent enterprise. Maggie continues the discussion by detailing the five capabilities that empower businesses to deliver transformational advantages through scaled innovation deployment.

Dominik: Throughout our conversation, we have lamented over the increasing complexity of innovation. How can businesses make the process more straightforward and simpler?

Maggie: All businesses want is to innovate their next big thing without being overwhelmed by an increasing array of choice in technologies and services. They often find this space tremendously confusing and convoluted.

However, it doesn’t have to be this way. Take, for example, Schnellecke Group. The internationally operating, family-owned company is helping its customers design logistics solutions more efficiently with the latest emerging digital trends such as the Internet of Things (IoT). By digitalizing its core business processes with a combination of intelligent technologies, services, and industry expertise, the company is accessing real-time data to provide transparent, reliable, and efficient supply chain – from itself and its customers.

How do companies such as Schnellecke Group accomplish such game-changing results? They break down the innovation process into five areas and then apply technology and services that fit that scenario best.

1. Explore

Some businesses are just interested in exploring the possibility represented by new technologies. By taking advantage of workshops and access to relevant experts, businesses can determine the potential opportunity and assess real-life use cases. This information empowers decision makers to engage in thoughtful, productive discussions to consider business needs, broker support, and external research on future change.

2. Reimagine

It’s not unusual for a company to have a few stalled ideas because the mechanism for turning them into reality is missing. This area allows for a line of questioning that opens up an honest dialog on the implications of new innovations.

Questions to consider include:

  • How will the innovation operate in the context of an individual project?
  • How would we go about shaping these projects?
  • How do we start thinking about what it means for the customer experience?
  • How will it change the way people work and our organizational design?

3. Create

Ideas and projects are great starting points, but there’s a point where prototypes must be built to hash out any risks and opportunities. Businesses must ask themselves whether such a project is addressing pain points. By applying stress tests, the innovation can be steadily refined or stopped as soon as possible.

4. Validate

Validation is a crucial step – and although it is not necessarily simple, it and shouldn’t be underestimated. If the innovation is not verified before it is running in the live environment, it’s feasible that the business is using a solution that is not scalable and doesn’t fulfill the company’s strategic objectives.

5. Scale and transform

There is no point in having a great idea or prototype if the company cannot scale it across multiple geographies offices and product lines. How else can company executives look their shareholders in the eye when justifying the innovation investment or deciding to end it?

Dominik: How does this approach help businesses determine which innovations, solutions, or technologies are relevant to them?

Maggie: If businesses start with a set, fixed view of wanting to use a specific technology, they’re missing the point. By applying this direction, companies can bring in a mix of technologies and services that can best resolve a particular business problem or open the door to new opportunities. In some cases, businesses can even extend the life of their traditional technology landscape through the intelligent use of edge technology.

These five areas are far from linear. Some businesses may be exceptionally digitally mature; but for a particular area or line of business or market opportunity, asking the right questions may help them move through their digital transformation with fluidity and flexibility.

It really is that simple. I honestly believe that these capabilities will differentiate businesses significantly in the market as they mature.

Balance deep consumer, technology, and business knowledge to generate novel ideas and progress them to scaled deployments. Find out how your business can apply innovations – such as machine learning, artificial intelligence, advanced analytics, the Internet of Things – with SAP Leonardo Services.

About Maggie Buggie

Maggie BuggieMaggie leads SAP’s digital innovation services business globally, helping companies create and maximize business value through the use of intelligent technologies such as IoT, machine learning, AI, blockchain and advanced data analytics. She has significant experience building fast-growth digital businesses and previously led Digital Sales globally at Capgemini and Global Cloud Sales & Consulting for Fujitsu.

Dominik Fitterer

About Dominik Fitterer

Dominik Fitterer is a solution and product marketing specialist within the SAP Digital Business Services organization. In his role, he develops various assets that highlight the benefits of SAP’s service and support offerings and how these can help customers rapidly adopt new capabilities and business models to become an intelligent enterprise. Dominik held several positions within SAP. Before he joined SAP in 2011, Dominik studied Business Information Systems with focus on information technology and management concepts at the University of Applied Sciences Karlsruhe, Germany. Join Dominik on LinkedIn and follow him on Twitter.