5 Game Changers Propelling SAP to the Billion User Mark

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SAPINSIDER SPECIAL REPORT | BUSINESS ANALYTICS

Reproduced from the Oct n Nov n Dec 2011 issue of SAPinsider with permission from its publisher, WIS Publishing | sapinsider.wispubs.com

Today, SAP reaches around 500 million users, and less than 20% of new license revenue is derived from the SAP ecosystem. Contrast this with SAP’s 2015 vision of one billion users and an ecosystem that generates 40% of new license sales, and you have the recipe for some BHAG: Big, Hairy, Audacious Goals. So how will SAP get there?

SAP’s fastest growing and largest segment today is business analytics (see Figure 1 on the next page), and there are no hurdles in sight to alter this trajectory. But ask SAP’s Kurt Bilafer, who heads up the business analytics ecosystem and channel, and he’ll tell you that the real cause for excitement is that business analytics is driving entirely new ways of doing business for customers. He also suggests that the most inter-esting and compelling innovations will come from collaborat-ing with the partner community. He points to examples of instantaneous fraud analytics, accelerated clinical trial analysis for new drugs, and real-time information anywhere, any time — and he asserts that the best is still yet to come.

Our interview with Bilafer offered five surprising statistics about the industry game changers coming out of the SAP business analytics ecosystem — and how they impact both customers and SAP’s ascent to the billion-user mark. This SAPinsider special report begins with excerpts from that con-versation, followed by insights from partners who have been instrumental in revolutionizing the business analytics market space and ensuring that their joint customers continue to derive significant value from SAP solutions.

5 Game Changers Propelling SAP to the Billion-User Mark

Kurt J. BilaferGlobal Vice PresidentBusiness Analytics & TechnologyEcosystem & Channel GroupSAP

S-5 Deloitte Consulting: Navigating the Ever-Changing World of Business Intelligence and Analytics

S-8 Ernst & Young: How the CFO of the Future Will Raise an Enterprise’s Intelligence

S-10 Software AG: Intelligently Optimize Your Planning Processes

S-11 Accenture: Be Gone, Disparate Solutions

S-12 SEEBURGER AG: Large File Transfers: A Loophole in Your Data Security Strategy

S-13 CSI Netherlands: A One-Stop Shop for Gaining and Maintaining Control

S-14 Oversight Systems: Stop Fraud Before It Happens with Real-Time Analytics

S-15 Deloitte Consulting: A New Weapon in the Liquidity Management Fight

S-16 Column5 Consulting: 5 Best Practices to Get the Most Out of Your EPM Implementation

S-17 Fujitsu: SAP HANA: Unleash the Potential to Ask the Right Questions

S-18 Infosys: How to Get the Most Out of Your SAP HANA Initiative

S-19 Utopia: 5 Common Data Migration Pitfalls

S-20 Tieto: Enterprise Mobile Enablement: 4 Expert Considerations for Going Mobile

S-21 Capgemini: Change the Game with Mobile Analytics

S-22 T-Systems International: Unlock the Full Potential of SaaS

S-24 Dolphin: Can You Win the War Against Data Volume Growth?

S-25 HP: An Environment “Bursting” with Capacity

S-26 Symmetry Corporation: The Changing Face of the Cloud

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BUSINESS ANALYTICS | SAPINSIDER SPECIAL REPORT


For the past 30 years, SAP has built solutions in which customers capture and count business transactions. In these systems of record, you

capture who bought what when. Business analytics are a new class of solutions. These are your systems of engagement.1 Through these

analytic capabilities, you can engage with your data to make intelligent decisions.

Collaboration

Data Sources Analytic Capabilities Access

Businessintelligence

Enterpriseperformancemanagement

Enterpriseinformation

management

Governance,risk, and

compliance

Datawarehousing

Analyticapplications

FIGURE 1 u Business

analytics solutions

from SAP

Analytic capabilities Role within SAP’s business analytics portfolio

Business intelligence (BI) SAP BusinessObjects BI solutions empower teams to achieve remarkable results by providing anyone in the organization with self-service access to relevant information and by helping business users transform their decision making by providing fact-based, quality information regardless of where the data resides.

Enterprise information management (EIM)

Business users need accurate, up-to-date information to successfully do their jobs. EIM solutions from SAP help companies set clear EIM strategies for managing structured and unstructured data used in operational applications, data warehouses, BI, and analytics.

Data warehousing (DW) DW solutions from SAP provide flexible data foundations to support organizations looking for enterprise-wide data warehouses or more agile, high-performance data marts. The goal is to lower IT costs and implementation times while enabling analysis of any business questions needed by business users across the company.

Enterprise performance management (EPM)

SAP BusinessObjects EPM solutions close the gap between strategy and execution by cascading corporate goals into department-relevant metrics, ensuring accountability, enabling reporting and analysis, and streamlining execution of strategy-guided and risk-aware plans.

Governance, risk, and compliance (GRC)

SAP BusinessObjects GRC solutions provide continuous monitoring of key risk indicators and compliance effectiveness, business processes, and IT infrastructures that align risks and compliance programs to strategy.

Analytic applications SAP BusinessObjects analytic applications tackle a diverse set of industry-specific issues confronted today by professionals in a variety of disciplines, including finance, sales, risk management, operations, patient care, strategic planning, customer retention, and military planning. Analytic solutions can be deployed in as little as six weeks, work with both SAP and heterogeneous enterprise applications and data sources, and are co-innovated with customers and partners to leverage proven industry best practices.

These applications work as readily on a phone or tablet as they do on a desktop or laptop. SAP is also making them available via the cloud, so

if a company wants to share data with a partner that sits outside its firewall, it doesn’t have to send a spreadsheet. Authorized parties can use

SAP BusinessObjects BI OnDemand and SAP StreamWork to access and collaborate with data that otherwise would only be reachable inside

the firewall. Bilafer refers to this as the “consumerization of IT.” You can access what you want your way.

1 To learn more about the systems of engagement concept, see Stephanie Buscemi’s article on page 30 of this October-December 2011 issue of SAPinsider (sapinsider.wispubs.com).

Access methods Use case for business analytics

Cloud computing Leverage your SAP investment and extend your insight to customers and business partners immediately, without an IT project. Optionally, securely manage your cloud environment at an enterprise level by managing it as an IT (cloud or hybrid) project.

Mobility With the acquisition of Sybase, we now offer a complete enterprise mobility stack: business processes, mobile platform, development tools, and mobile applications. Delivering mission-critical capabilities to core mobile users and instant value to occasional users, SAP and Sybase offer a wide range of mobile applications and underlying infrastructure — with unmatched integration to SAP systems — for secure access to business processes anytime, anywhere, and on any device.

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S-3Reproduced from the Oct n Nov n Dec 2011 issue of SAPinsider with permission from its publisher, WIS Publishing | sapinsider.wispubs.com

A new wave of innovation at SAP has forever

changed the way people will interact with SAP

solutions. Users won’t be tethered to a desk or even a

laptop. Managers will review sales and forecast informa-

tion from mobile apps. They’ll place and approve cus-

tomer orders from the field. They’ll have Google-like

search capabilities across reams of data, and search

results will be rendered instantaneously. But most

importantly, given an unprecedented initiative by SAP

to co-innovate with its partners, the very applications

people will be using will be revolutionary, solving busi-

ness problems in ways that were previously not possible.

5 Ways the Business Analytics Ecosystem Will Change the Game for SAP Users1. Big data. Look at SAP HANA, one of our in-memory

solutions. The real value of SAP HANA isn’t just that you

get data findings faster; the value is that you’re solving

business problems that could not even be addressed

before. One technology partner, Oversight Systems (fea-

tured in this special report), is leveraging SAP HANA to

deliver real-time fraud analytics. At the point of sale, a

credit card can be analyzed for improper usage and

approved or declined in the time it takes to swipe the

card. This requires analysis of huge amounts of data in

real time. With SAP HANA technology and Oversight

Systems’ decade of fraud analysis expertise, the solution

is now a reality. This is a great demonstration of the

power of “big data” converging with real-time analytics.

The combination provides a solution that before seemed

economically inconceivable.

We’re also co-innovating with a partner that works

with life sciences companies to take drug development

data through its phase-one trial. Aggregating and analyz-

ing this massive volume of data has historically been the

most laborious and expensive part of the process. Enter

SAP HANA. With the data volumes in SAP HANA, these

companies can slice and dice drug trial data any way they

like — by gender, age, or similarities and disparities

among patients who have responded well or poorly to

the drug. They can readily evaluate and analyze the data

until they get the testing nailed down. In this way, a pro-

cess that typically takes 18 months is reduced to just six

or seven weeks. Again, this isn’t some far-off future. We

have life sciences companies that are using this today.

These partner-fueled industry game changers are one of

the ways that we will get to one billion users.

2. Consumerization of IT. Co-innovation with part-

ners on the consumer front is another way we will get

to one billion users. Imagine empowering average citi-

zens to use state-of-the-art business analytic solutions

to review government-provided data sets — like the

public use of Recovery Act funds, for example. People

could then use these tools to identify and report abuse.

Or another use case: Of course, one of the leaders in

the consumerization of IT has been Google. SAP is co-

innovating with Google to leverage the familiar Google

Maps functionality within SAP applications. SAP’s

more than 10,000 developers can now incorporate

Google Maps functionality — a cloud-based third-party

technology — into our core functionality.

And in yet another example, a quick visit to www.

experiencesap.com will show you how everyday peo-

ple can use SAP business analytics offerings to mine

MLB, NFL, NHL, and even USTA player statistics — for

fantasy sports analysis, for instance.

3. The fast and the furious. Information on the go

— the beloved wherever, whenever mantra — has

become the new norm. We are always trying to make

the most effective use of our “down time.” Working with

partners, SAP solutions are fast and furiously all becom-

ing accessible from mobile devices and the cloud. At

SAP, we have already partnered with our ecosystem to

bring mobile solutions to market that leverage the

native capabilities of a specific device (see sidebar). And

on the cloud front, we already offer SAP Business-

Objects Business Intelligence (BI) OnDemand and the

SAP + Partners = Mobile Business IntelligenceWhile SAP continues to develop and release new mobile BI solutions, we realize that mobilizing business intelligence is not just about the software — it’s also about developing solutions that take advantage of a device’s native capabilities. To do that successfully, we have worked closely with the various mobile device makers. For example, SAP has partnered with Research in Motion (RIM) to allow users of the RIM PlayBook to easily drill down into executive dashboards from SAP on the PlayBook through a familiar user interface. SAP has also worked with Apple to optimize our SAP BusinessObjects Web Intelligence reports for the Apple iOS platform, leveraging the unique native capabilities of Apple mobile devices. Other new mobile BI solutions for SAP customers include:

� SAP BusinessObjects Mobile BI (for various devices and operating systems)

� SAP BusinessObjects Explorer Mobile

� SAP BusinessObjects Exploration Views (a briefing book-style view of SAP Business Explorer reports, optimized for a specific device or operating system)


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collaboration application SAP StreamWork, two cloud-

based solutions that are delivering tremendous value to

virtual teams of customers, partners, and employees, all

working on a common problem. We will see even more

innovation on the mobility and cloud fronts as cus-

tomer demand matures.

4. Content is king. Providing substantive and highly

targeted content — such as regulatory updates, busi-

ness KPIs, and industry and line-of-business best prac-

tices — is another innovation that hails from the

business analytics partner community and is expanding

the adoption of SAP solutions. Content providers

around our GRC solutions are a great example. For

instance, if you’re a utilities company, the ever-present

FERC and NERC laws are of keen interest to you. To

help, we have partners that provide content directly

related to these regulations. We also have partners

that cater to oil and gas companies to identify and

quantify risks associated with drilling. And the list

goes on and on.

But even general users of an application like SAP

Customer Relationship Management (SAP CRM) ben-

efit from partner content. For example, we’re seeing a

lot of partners build content on common sales and mar-

keting reports that a CRM customer might generate,

enabling them to better quantify, qualify, and describe

their sales pipeline from a metrics standpoint.

And the way that a finance or operations executive

looks at opportunities and risk requires yet another

type of content, so content is also available for CFOs

and supply chain executives. One partner may have

the top 20 key risk indicators in supply chain manage-

ment — and it’s not just things like “what’s your inven-

tory level,” but more specific information, like “these

are your top 10 parts, and only one manufacturer is

providing all of them.”

These examples — of building up our content librar-

ies, rules and regulations reporting, and key perfor-

mance indicators — represent another wave that can

help SAP reach the billion-user mark.

5. One-stop shopping. Lastly, all business analytic

applications are within easy reach of any customer. You

want business analytic applications to be as accessible

as music and apps are from the Apple Store, and they

are. You can find the solutions I’ve been describing

through SAP EcoHub’s “Business Analytics Market-

place” (see Figure 2). We’ll also be launching market-

places for mobility and SAP HANA soon.

All of this new co-innovation that SAP and our part-

ners are bringing to the market isn’t about a simple

technology upgrade. These are game changers. As SAP

continues to innovate foundational technologies that

streamline and reduce your cost of doing business,

we’ve doubled down on our commitment to partners.

In turn, we’re seeing unprecedented levels of partner

engagement. Look now for partners to be not only

implementers and resellers of SAP solutions, but co-

innovators from which the most compelling and excit-

ing solutions hail.

To learn more about SAP’s innovative approach to

business analytics, visit our blogs at http://blogs.sap.

com/analytics/ and www.the-decisionfactor.com/.

You can also follow me on Twitter @bilafer. n

FIGURE 2 qSAP’s

Business Analytics

Marketplace at

SAP EcoHub: http://ecohub.sdn.sap.com/analytics



http://ecohub.sdn.sap.com/analytics

http://www.twitter.com/bilafer

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Lee A. DittmarPrincipal

Deloitte Consulting LLP;National Sales Leader

Deloitte Analytics

Navigating the Ever-Changing World of Business Intelligence and Analytics

Companies all over the world are making analytics

a priority. They’ve realized the growing impor-

tance of being able to collect, analyze, and disseminate

information to the right people within the organiza-

tion, in the right place, and at the right time.

While this pressing need for business intelligence

(BI) is not new, what is happening today with regards

to data, information, analytics, and mobility is nothing

short of revolutionary. There is a convergence of forces

and factors driving the interest in and demand for

improved analytic capabilities. These include an explo-

sive growth in data volumes, aggressive regulatory

environments, the pervasive search for profitable

growth opportunities, a multitude of new data sources,

including various social media channels, and the need

to uncover hidden insights that are critically impor-

tant to setting corporate strategies and making better

business decisions.

An Increasing Need for AnalyticsThe need for analytic insights and foresight is greater

than it has ever been. The speed at which decisions

need to be made is ever-increasing, and, before they

can make these decisions, businesses have to consider

the entire ecosystem in which they exist, including

social, economic, environmental, and political cur-

rents that might once have been outside of their pur-

view. All of these factors put business analytics in the

center of the action today. Meanwhile, the variety and

number of data sources have changed greatly, even

just over the past few years. The old approaches and

old tools for collecting and analyzing data just aren’t

up to the job anymore.

Yet many companies continue to operate with out-

dated capabilities that simply cannot provide the nec-

essary, basic, timely feedback on their speed, direction,

and other critical indicators — they are like airplanes

with outmoded equipment, flying blindly in the sky.

For instance, many businesses don’t have insight into

their operating and financial performance until long

after they close the books and, even then, they often

have doubts about the accuracy and usefulness of this

historic information. A number of them don’t have

information about key performance metrics, including

governance, risk, and compliance (GRC) parameters,

until it is too late for the information to be actionable.

The bottom line: The accuracy, timeliness, reliability,

and transparency of information and analytic capabili-

ties are often not where they should be.

Overcoming Barriers in the Shift from Concept to ActionMany organizations are still in the early stages of

their journey toward developing fact-based cultures;

they’re working to put in place new capabilities that

will effectively and efficiently turn data into new,

insightful information. They are seeking to move

from concept to action, but

need to first overcome both

real and perceived barriers.

Most business leaders

understand the inherent value

of using high-quality informa-

tion and analytic insights to

improve operations and drive

better, smarter decisions. But

even when there is recognition

of this potential, many compa-

nies continue to fall short of

achieving the capabilities they

want and need. Some talk a

good game, but when you look deep inside their orga-

nization, you find business users who still struggle to

get the information they need to do their jobs.

Other companies spend so much time gathering

data that they have little time to perform any real

analysis. Lacking the level of information manage-

ment automation and the analytics tools they desire,

these companies make do with manual processes and

fragmented solutions, working outside of the existing

enterprise systems. Sure, you’ll find pockets of analyt-

ics innovation in some of these ad hoc information

While this pressing need for

business intelligence is not new,

what is happening today with

regards to data, information,

analytics, and mobility is nothing

short of revolutionary.

Businessanalytics

Mobility

CloudcomputingBI EPM

EIM GRC

DataWarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Mobility

Cloudcomputing

Mobility

Cloudcomputing



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gathering solutions, but what you mostly see is an

army of spreadsheets marching inexorably toward

the edge of data overload.

So, why is this happening when the benefits of

improved information management and enhanced

analytics capabilities seem clear? Deloitte has identi-

fied a variety of barriers that companies are facing

when trying to become more proficient with analyt-

ics across the enterprise:

1. Lack of a compelling business case

2. Concerns about the quality of data

3. Organizational silos

4. Insufficient executive sponsorship

5. Acceptance of the current state

Overcoming these and any other barriers is essen-

tial for a company to be able to shift into action and

build momentum to achieve the benefits of better

information and enhanced analytics. The business

cases can be made — experience shows that the best

analytics investments are actually self-funding. Con-

cerns about data quality, while often justified, are typi-

cally addressable and

sometimes serve merely

as excuses for not moving

forward.

Leadership itself is the

key ingredient to moving

forward, overcoming the

inertia of silos, motivating

the team, and setting the

vision for the future.

When leaders are tenta-

tive or provide less-than-

enthusiastic support, it may be because the justifications

for moving forward are not specific enough or are mud-

dled in jargon or technology-speak. This is an area

where Deloitte is often called upon to provide assis-

tance, helping to develop business cases for analytics

and gain leadership alignment. We’ve found that clarity

— on both the potential opportunities of setting up

better business analytics and the risks of not acting — is

essential.

The Technology You Need to Meet Your Challenges Head OnThe good news is that once you have overcome these

barriers, the technology exists to help your business

take advantage of the growing opportunities and

address any emerging challenges. For instance,

Deloitte is working closely with SAP to develop and

deliver new analytic capabilities and information solu-

tions for leading companies and public entities. The

level of activity around the entire portfolio of SAP’s

range of business analytics offerings is broad. Our cli-

ents are investing in new capabilities across the spec-

trum, including solutions for:

� Planning

� Reporting

� Dashboards

� Visualization

� Data exploration

� Enterprise BI platforms

� Mobility

� Advanced analytics

Not only does technology exist to meet these busi-

ness demands, but it is progressing relatively quickly.

Among the key drivers for taking action now are sig-

nificant advances in computing power and analytics

tools that together enable new capabilities that were

not possible even a short time ago. Many leading

organizations are realizing that the possibilities are

virtually endless. These new solutions allow compa-

nies to tackle the challenges and grab the opportuni-

ties of increased data volumes, myriad new sources,

an explosion of mobile devices, and the ever increas-

ing demand for information at Internet speed. Let’s

take a look at two specific examples of such technol-

ogy offerings.

Advances in Data Analytics: SAP HANASAP’s new high-performance analytic appliance, SAP

HANA, is a major development in the changing world

of data management, computing power, and applica-

tion performance. SAP HANA leverages an in-mem-

ory, columnar data store and massive parallel

processing that allow for fast response times with

extremely large data volumes. The potential value of

SAP HANA is substantial, with early pilots showing

that queries and reports scouring 450 billion records

could be executed in a few seconds.

Deloitte is heavily involved in early SAP HANA

proofs of concept, pilots, and strategy development,

and we believe that SAP HANA is poised to be a

When developing a business case

for analytics, we’ve found that

clarity — on both the potential

opportunities of setting up better

business analytics and the risks of

not acting — is essential.




key part of the future-state architecture for SAP cli-

ents. The roadmap and plans for SAP HANA will

likely have major implications for most SAP custom-

ers in borh the near term and and the long term.

Deloitte has been working with SAP HANA at client

sites and in its own innovation centers.

Mobile Technology: A Game ChangerBusiness analytics is further developing with the dawn

of mobility. Before tablets and new mobile operating

systems hit the market, applying analytics in a mobile

environment usually meant finding ways to port

spreadsheets to a smartphone.

Now, consumers and business users have become

accustomed to exploring information in surprising,

remarkably intuitive ways. Visualization is quickly

moving beyond simple, reporting-focused charts and

graphs, becoming multidimensional, interactive, and

a lot more flexible.

Business users now expect access to the same types

of intuitive mobile applications that they use on their

own wireless devices. They’re clamoring for more met-

rics on virtually anything you can imagine measuring

— supply chains, products, HR information, you name

it. Soon, mobile access to analytics won’t simply be the

opening act. It will be the main event.

For business leaders, the heat is on to find ways to

get the most long-term business value from mobility

while delivering results very quickly. Leading prac-

tices in mobile analytics lend themselves to timely

implementation; successful mobile applications

focus on discrete, task-level activities rather than

long, complex processes. For analytics to succeed in a

mobile environment, functionality has to be broken

into these types of granular chunks. That means busi-

nesses can and should start small by identifying areas

that can deliver the most value quickly and expand-

ing from there.

Deloitte Services Can Help Navigate the Changing World of AnalyticsThe many changes in the world of BI and analytics

can seem daunting, but companies don’t have to take

them on alone. Deloitte can help your company to

better use analytics in its efforts to drive business

strategy and performance.

Deloitte’s services include a range of approaches

and solutions, from looking backward to evaluate

what happened in the past, to looking forward to

scenario planning and predictive modeling. Deloitte

Analytics Services span all functions and domains to

address a continuum of opportunities in information

management, performance optimization, and analytic

insights (see sidebar above).

We also provide skilled staff, deep sector knowledge,

and the experience of working with analytics across

various industries and mediums. To help companies

that are just getting started with their business analyt-

ics initiatives or are assessing where and how improved

analytics can benefit their business, Deloitte offers

workshops and demonstrations, both on-site or in our

new Deloitte Analytics Innovation Center.

To learn more about Deloitte’s services, visit us at

www.deloitte.com/deloitteanalytics, http://itunes.

apple.com/us/book/crunchy-questions-for-sticky/

id442976970?mt=11, or contact us directly at SAP@

deloitte.com. n

Soon, mobile access to analytics

won’t simply be the opening act.

It will be the main event.

Deloitte Analytics Services At a GlanceDeloitte Analytics Services span a wide variety of functions and domains, providing services that cover:

� Advisory Analytics: An advisory analytics engagement delivers focused services to help clients develop an analytics approach to sup-port a specific business strategy or initiative.

� Transformational Analytics: In a transformational analytics engage-ment, Deloitte helps clients design and implement an enterprise solu-tion to enable analytics at their organization.

� Managed Analytics: In a managed analytics engagement, consul-tants provide both outsourced analytics services and a platform for analytics that draws on Deloitte’s Application Management Services capabilities.

� Subscription Analytics: This is a subscription-based analytics service in which Deloitte delivers analytical scoring and results to the client on a periodic basis.


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Businessanalytics

Mobility


EIM GRC

DataWarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Businessanalytics

BI EPM

EIM GRC

Datawarehousing


Mobility

Cloudcomputing

Mobility

Cloudcomputing

How the CFO of the Future Will Raise an Enterprise’s Intelligence

Andrew RusnakPrincipal, Americas Advisory Enterprise Intelligence Leader

Ernst & Young

Consider this example: The CFO of a global For-

tune 500 company is brought on to regain his

company’s pre-crisis valuation following a decrease in

the company’s share value. The biggest strategic deci-

sion the CFO must make — in less than two weeks —

is whether or not the company should enter into a

merger with a competitor. Market analysts firmly

believe that a deal should be made and have even

publicly endorsed the merger.

However, by carefully examining the real-time

information of key performance indicators — includ-

ing factors like revenue growth, cash flow, opera-

tional efficiency, and cost cuts — and by creating a

series of scenario plans for the future, the CFO is able

to determine that the deal will not make his com-

pany stronger. The CFO then makes what outwardly

seems to be a counterintuitive decision: He turns his

back on the merger. This decision later turns out to

be a major one for the company. In the following

year, the company outperforms projections and

industry peers by more than 8%.

So how did this CFO know what others in the mar-

ket did not? He analyzed and listened to what his

company’s data said, and he made his decision based

on cold, hard facts. This is the CFO of the future. By

grafting business analytics onto everyday perfor-

mance, this CFO works more efficiently and with far

greater strategic insight. He sees the company in its

entirety and analyzes relationships between data in

more ways than were traditionally considered possi-

ble. This CFO possesses what Ernst & Young terms

“enterprise intelligence” (see sidebar).

A Deeper Understanding for Key EmployeesThe potential for enterprise intelligence is here, now.

The emergence of “big data” — data sets so large in

size that they become difficult to collect and consume

— has changed the business landscape. CFOs now

have access to large volumes of both structured and

unstructured data, as well as the technology needed to

transform this information into timely, actionable

business insight.

Enterprise intelligence allows the CFO — and the

entire C-suite for that matter — to see the organiza-

tion in an entirely new way. It creates a deep connec-

tion within all aspects of the company. But the real

payoff comes when the whole company adopts new

management skills and new ways of working with data

and technology so that every level of the organization

becomes smarter.

Harnessing analytics tools not only serves to improve

the company’s performance, it also elevates the role of

the CFO and the entire finance team. Additionally,

such tools enable employees at all levels of an organiza-

tion to collaborate more efficiently through a stronger,

more direct connection with the markets and custom-

ers that the organization serves by identifying changes

in behavior and amplifying opportunities to better

serve customers.

In addition, effective use of analytics helps to

“de-layer” the organization and enables more effective

communication across the enterprise. Key employees,

like the CFO, can then build a deeper understanding

of the firm’s key strategies and greatest growth initia-

tive, and can work to further them.

Do You Possess Enterprise Intelligence?Enterprise intelligence focuses on the innovative application of analytic insight, enterprise planning, and leading-class monitoring to accelerate the achievement of business objectives. It’s all about integrating data management and analytic applications, including business intelligence (BI), information strategy, and enterprise perfor-mance management (EPM) solutions to align a company’s business objectives with important performance risk and quality drivers to provide an encompassing view of the enterprise.





The Game-Changing CFOConsider another example: The CFO of a Fortune 50

consumer products company embedded analytics-

driven decision making into all of his key decisions to

generate greater returns. This CFO was then tasked by

a new CEO to create a strategy to move the company

to more standardized, harmonized, and simplified pro-

cesses globally and to create a single, integrated plan-

ning platform. The CFO defined key strategic drivers,

created an executive dashboard, and developed key

linkages to the planning process (see Figure 1). The

CFO then redesigned the planning process by:

� Moving from monthly to quarterly forecasts

� Separating operational and financial planning

� Using historic data to create plans at the product

family level that can be pushed across the entire firm

� Implementing sensitivity analysis

The improved global system for planning and

reporting drove consistency, accuracy, and cost reduc-

tions across the entire enterprise. It also led to greater

business insight and business improvement. The new

system significantly reduced planning cycle time and

increased the organization’s ability to analyze infor-

mation and react to change.

The Race Is OnWith business analytics, the CFO gains access to a

clear view of the enterprise as a whole, giving that

CFO, as well as other key players in the business, a

new ability to ask the right questions, get immediate

answers that are based on real-time information

from every corner of the company, and consolidate

those insights to make truly game-changing deci-

sions. The race is on. This is a market that demands

peak performance, every second of every day. And it

is up to the CFO of the future to play a critical role in

creating that peak performance.

For more information about enterprise intelligence,

the CFO of the future, and how Ernst & Young can

help SAP customers get ahead of this trend, visit

www.ey.com. n

What Can Enterprise Intelligence Do for You?

� Improve the quality and speed of decision making through robust performance management applications and analytics

� Enhance decision making by delivering a consistent and reliable infor-mation management and governance structure

� Enables you to implement tactics and strategies as defined by driver trees and key strategic metrics

� Enable you to see your business differently, thereby allowing you to improve business performance

FIGURE 1 t An

executive dashboard

can give C-level

managers crucial

“what-if” insight

into their business,

such as the impact of

changing key drivers

on net sales, costs

of goods sold, and

operating expenses


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Intelligently Optimize Your Planning Processes Success Requires Looking Beyond Just the Technical Considerations Jens Echtermeyer

Vice PresidentSolution Unit BI

Software AG

Peter EggertManager

Solution Unit BISoftware AG

Robert SchnittSenior ConsultantSolution Unit BI

Software AG

Companies working to improve organizational

alignment by implementing integrated business

planning have typically relied on business intelligence

(BI) tools to support their projects. In the past, how-

ever, when companies implemented such BI-supported

planning processes, the focus was often solely on the

technical tools that would be involved.

Of course, planning out the technical side of things is

important. But too often companies overlook the busi-

ness side of things, neglecting to figure out how the

technology will support their core business processes.

To help close this gap, companies should consider the

following steps.

First, Identify What Business Processes Need Improvement One of the essential factors for a successful planning

process optimization effort is to focus more heavily on

the business side of the project. Leaving the technical

aspects aside, a deeper look into a company’s business

processes can generate valuable information about

which processes really need improvement.

Normally, organizational constraints, such as a lack

of time and resources, do not allow organizations to

conduct regular “lessons learned” workshops to uncover

mission-critical process improvements. However, taking

the time to do this will not only ultimately improve a

company’s business processes, but can also help answer

the more technical question of what planning process

within the company needs to be optimized first.

Next, Come Up With a Process Optimization Roadmap To get started with your process optimization road-

map, begin by describing and modeling your business

process design. Then, you’ll want to link the business

processes to key figures in a common repository. Both

of these steps can be easily executed and displayed in

a tool like SAP Enterprise Modeling by IDS Scheer;

doing so will increase the transparency of your busi-

ness processes.

By applying this process optimization roadmap to

planning, you’ll have a good understanding of the

various planning processes within your company and

will be able to link them with key planning figures,

such as days in inventory, sales volumes per day/month/

year, or earnings before interest, taxes, depreciation,

and amortization (EBITDA). After completing this

roadmap, the next step is to actually redesign the plan-

ning processes themselves.

Finally, Choose the Technology That Will Support Your Business Processes With a clear definition of which planning processes

need to be optimized and a roadmap for how this opti-

mization should take place, businesses can focus on the

technical aspects of a planning project implementation

and choose a tool or purpose-built application — like

SAP BusinessObjects Planning and Consolidation, for

instance — that will support them.

To choose the right technology, each organization

should compare its business planning processes and

resulting requirements with the technical details of

potential applications. Companies should also consider

talking to an experienced consultant to help match the

processes they are optimizing with the technology best

suited to support them.

For instance, IDS Scheer Consulting, a Software AG

brand, recently finalized a major logistics planning

project with a leading chemical industry customer. In

this project, we:

� Enhanced the transparency of planning processes

� Delivered a detailed planning level of data

� Extended the future planning range

As a result, the company saw a significant increase in

the efficiency of the planning process and a consider-

able improvement in the accuracy of the planning data.

For more information on intelligently optimizing

your planning processes, visit www.softwareag.com. n



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James RiceSenior Manager

Accenture

Be Gone, Disparate SolutionsHow to Protect Critical Business Information by Integrating SAP BusinessObjects Access Control with Identity and Access Management Solutions

Too many organizations, as they work to extend and

safeguard existing business processes and technolo-

gies to include their expanding SAP landscape, imple-

ment disparate solutions that support one-off, ad hoc

requirements. This, in turn, can lead to identity and

access management (IAM) concerns within the organiza-

tion. For example, the business may ask: “Can we track a

single user’s identity and access rights across all enter-

prise systems and applications? Can we ensure that a

user’s access across applications not only is accurate for

their job function, but also adheres to compliance and

regulatory policies? Can we monitor segregation of

duties (SoD) violations across platforms or applications?”

Accenture’s global security practice is answering these

questions by helping companies combine the functional-

ity of SAP Business Objects Access Control with enter-

prise IAM solutions. But to be successful, you’ll need a

comprehensive IAM solution that integrates seamlessly

with this SAP solution.

5 Components of an IAM SolutionFigure 1 represents a logical architecture for integrating

SAP Business Objects Access Control with IAM functional-

ity to achieve comprehensive IAM. The numbered items

in the figure represent five components:

1 Identity manager (IDM) manages the

workflow and approval routing for auto-

mated onboarding of employees and third-

party users through HR data feeds and

self-service requests to add, change, or

remove access.

2 IDM connectors integrate the IDM

solution with SAP and other enterprise sys-

tems by facilitating the communication of

role information, compliance reporting,

and provisioning requests across platforms.

3 SAP Business Objects Access Control

provides role management, SoD compliance

analysis, and entitlement provisioning to

connected systems.

4 Role and compliance manager (RCM) is responsi-

ble for periodic reporting and certification for attesta-

tion of user access across enterprise applications.

5 Access management provides a consistent single

sign-on experience to web-based applications and the

portal. Additionally, advanced authentication and

fraud protection provides multi-factor authentication

capabilities and risk-based authorization decisions.

Set Your Sights on IAM GoalsIAM and its goals cover a broad scope of challenges that

span people, processes, and technology capabilities.

IAM aims to understand and track identities interacting

with the organization; assign and govern credentials for

those identities; manage entitlements granted to

resources in the organization; enforce access controls;

and maintain a record of access assignments for audit

and compliance.

To help address these fundamentals and achieve

holistic IAM, organizations can combine SAP Business-

Objects Access Control, enterprise IAM technology

solutions, and Accenture’s high-performance security

practice. For more advice and information, visit www.

accenture.com/security. n

ActiveDirectory

SAP Infrastructure

EnterpriseInfrastructure

EnterpriseApplications

Enterprise Systems SAP ComponentsEnterprise Identity and Access Management

Attestation

Reporting

Authentication and Authorization

ProvisioningManager

IdentityManager

Connectors

Identity Management

User ManagementEngine

Central UserAdministration

User Repository

AccessManagement

AdvancedAuthentication andFraud Protection

Web Services

ABAP/JAVA

SAP Applications

Application Landscape

Web GUI

Reporting

SAP ERP

SAP Modules

SAP Applications

2

Access Request

Delegated Admin

IdentityManager

1

Identity Repository

SAP BusinessObjectsAccess Control

3

Risk Analysisand Remediation

Compliant UserProvisioning

Role and ComplianceManager

5

Role-Based Access Control

Role andCompliance

Manager

4

HR

Directory

FIGURE 1 q Logical

architecture for

a comprehensive

IAM solution

that integrates

seamlessly with SAP

BusinessObjects

Access Control to

safeguard business

information efficiently

and effectively

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The effort to enforce information security policies

sometimes stumbles when it comes to file sharing.

For smaller files exchanged by email, the problem has

largely been solved with content-aware applications,

such as data loss prevention (DLP) software. However,

large file transfers have traditionally fallen through the

cracks. Files exceeding email attachment limits are

typically transmitted via FTP, an insecure and non-

auditable method that is not covered by tools like DLP.

This means that large and frequently sensitive data

sets — including master data and product item descrip-

tions, customer lists, payroll information, and quarterly

financial reports — are constantly traveling between

individual users both inside and outside of the organi-

zation, all without the safeguards that govern smaller

file sizes. This puts organizations at risk of both data

loss and regulatory violations.

To close this loophole, companies should use a

managed file transfer (MFT) platform that will auto-

mate, protect, monitor, and track the movement of

small and large files — whether they are structured or

unstructured, automated batch transmissions, system-

to-user, or user-to-user files.

Encrypt, Track, and Trace with Managed File TransferMFT platforms aid governance efforts related to the

Sarbanes-Oxley Act, the Health Insurance Portability and

Accountability Act (HIPAA), Payment Card Industry (PCI)

standards, and more. An MFT solution should include:

� Encryption and authentication of ad hoc and

scheduled file transfers to ensure end-to-end data

security and non-repudiation

� Guaranteed file delivery with checkpoint and

restart capabilities, as well as notification of

transmission failures

� Rules-based routing and workflow that facilitate

the enforcement of corporate and regulatory policies

around the exchange of sensitive or confidential

information

Rohit KhannaExecutive Vice President of Global Strategy and

Corporate Development SEEBURGER AG

Large File Transfers: A Loophole in Your Data Security StrategyClosing the Compliance Gap for Files That Are Too Big for Email

� A complete audit trail of all data exchange

activity including message, file, and transaction

transmissions, as well as the people involved at each

step of the process

SEEBURGER Managed File Transfer (SEE MFT),

from SAP business integration partner SEEBURGER

AG, provides all of this core functionality, as well as

additional compliance and usability advantages.

Compliance Plus ConvenienceSEE MFT seamlessly interfaces with all SAP solutions

— from SAP R/3 to SAP NetWeaver and beyond — as

well as email and document management systems,

such as Microsoft Outlook, Microsoft SharePoint, and

EMC Documentum.

With this integration, users retrieving files from doc-

ument management repositories will see “SEE MFT

transfer” as a menu option. They can then email SAP

files or other files of any size through a plug-in that

automatically routes the file through the SEE MFT sys-

tem with no extra steps on the user’s part.

To support compliance efforts, SEE MFT also

integrates with commercial data loss protection solu-

tions that screen file content for regulatory policy viola-

tions. Also aiding compliance is centralized reporting

for both internal and external file transfers, including

user activity, system utilization, scheduling, receipt

monitoring, real-time notifications, and routing.

From a cost perspective, SEE MFT reduces the TCO for

file exchange by consolidating internal and external

transfers to one platform and eliminating the adminis-

trative expense of managing multiple FTP servers. It also

eliminates cumbersome FTP processes for end users.

In addition, as a module of the SEEBURGER

Business Integration Suite (BIS), this solution allows

organizations that already have SEEBURGER BIS to

deploy SEE MFT in-house simply by activating the

appropriate license key. There is no need for additional

infrastructure.

Visit www.seeburger.com/mft to learn more. n

To ensure that all

files transmitted

through file-share

programs or emails

adhere to your

company’s security

policies, you need a

managed file

transfer platform.



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Henk Peter WindPartner

CSI Netherlands

Jan SteenSenior ConsultantCSI Netherlands

A One-Stop Shop for Gaining and Maintaining ControlThe Little-Known Benefits of Integrating Process Controls and Access Controls

Many companies have already implemented or are

considering implementing the 10.0 releases of SAP

BusinessObjects governance, risk, and compliance (GRC)

solutions. Thus far, though, most of the focus has been on

SAP BusinessObjects Access Control. While this solution

certainly has many pieces of key functionality, too many

companies are overlooking SAP BusinessObjects Process

Control, which not only brings its own set of benefits, but

also offers an array of extra capabilities when integrated

and used in conjunction with SAP BusinessObjects Access

Control. CSI conducted a proof-of-concept study on the

benefits and best practices of integrating these two solu-

tions. Let’s explore some of the findings.

Integrating Access Control and Process Control FunctionalityWhy is it so beneficial to integrate these two solutions?

While the overall business framework of internal controls

is defined in SAP BusinessObjects Process Control (in

combination with SAP BusinessObjects Risk Manage-

ment), some of the defined controls — those focused on

segregation of duties (SoD) or reducing critical access, for

example — are managed in SAP BusinessObjects Access

Control. Combining these solutions makes your control

activities more effective.

Even if you’re mostly interested in the SoD and critical

access functionality, SAP BusinessObjects Process Control

still brings important benefits. For example, although you

can define mitigating controls for access or SoD violations

in the access control solution, the possibilities for follow-

ing up on these controls (in terms of testing their effec-

tiveness) are very limited. These follow-up options are

much stronger in the process control solution. Thus, inte-

grating the two solutions facilitates an end-to-end solu-

tion for advanced control of access rights.

The integration of the access control and process con-

trol solutions can be realized at different levels, including:

� The master data level, which involves the optional

sharing of master data (such as organizations and

owners) between several SAP BusinessObjects GRC

solutions. This provides the opportunity to design

one common controls environment for the different

solutions to use.

� The functional scenarios level, which involves shar-

ing functionality either from the access control solu-

tion to the process control solution via mitigating

controls, or from the process control solution to the

access control solution via continuous monitoring

features. This level might be used during an automated

monthly check of possible SoD conflicts between

creating a sales order and changing pricing conditions.

Stay in Control The 10.0 releases of SAP BusinessObjects Process Control

and SAP BusinessObjects Access Control are a one-stop

shop to gain and maintain control. Improved and useful

integration possibilities between the two solutions will

help your company achieve synergy in its internal control

chain. To learn more, visit www.csi4global.com. n

Key Benefits of the 10.0 Releases of SAP BusinessObjects GRC Solutions � SAP BusinessObjects GRC 10.0 solutions use a common technical and functional platform based on SAP NetWeaver ABAP program-ming. This allows you to better utilize your established experience in ABAP development, workflow, and security. The platform also facilitates the use of one user interface to make the system easily accessible for non-IT users.

� With SAP BusinessObjects Process Control 10.0, users get a flexible and user-friendly way of defining and executing controls. One exam-ple of this is the use of exception reporting. Since the process control solution can directly access data from the source system, you can more easily filter data to find the real issues.

� In SAP BusinessObjects Access Control 10.0, the common installation of all access control components in one environment is a major benefit. In previous versions, each component required different installation scripts and unsophisticated linking between components.



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Stop Fraud Before It Happens with Real-Time AnalyticsHow Continuous Transaction Monitoring Can Minimize Your Exposure to RiskPatrick Taylor

Chief Executive OfficerOversight Systems

Defense contractors, Fortune 500 corporations,

online gaming sites — every day seems to bring

yet another story of a major organization victimized by

attackers masquerading as authorized users. It’s as if it

has become child’s play for attackers to access supply

chain or financial applications and generate what

appear to be legitimate payments to ghost vendors.

Similar abuses are also on the rise.

According to a recent Gartner publication, “No

single layer of fraud prevention or authentication is

enough to keep determined fraudsters out of enterprise

systems. Multiple layers must be employed to defend

against today’s attacks and those that have yet to

appear.”1 In short, classic protections against insider

fraud — segregation of duties and employee authoriza-

tions, for instance — are no longer enough. There is no

100% guarantee that any authorized user is, in fact, an

authorized user, or that any transaction is legitimate.

This fundamental shift in thinking and behavior

means that organizations must now find and fix

improper financial transactions before they are com-

plete — instead of weeks or months after the fact. Fail-

ure to adjust to this change can easily escalate into a

1 Gartner, Inc., “The Five Layers of Fraud Prevention and Using Them to Beat Malware” by Avivah Litan (April 21, 2011).

business-defining crisis, with millions of lost dollars

and massive negative publicity.

Continuous Transaction Monitoring: The In-House AnswerReal-time analytics are a key component of stopping

fraudulent transactions. This powerful technology bun-

dles industry, regulatory, and in-house business process

expertise into a real-time solution that validates every

step in every transaction. Built-in workflows integrate

with ERP back-end systems to alert managers with

detailed information, such as why a transaction is

suspect and what to do about it.

Underpinning these active analytics is a solution from

Oversight Systems called Continuous Transaction Moni-

toring (CTM). Companies like Oversight Systems, an

SAP-endorsed business partner, use CTM to complement

and extend SAP deployments by collecting and analyz-

ing essential financial transactions in real time, then

applying active analytics to detect fraud, identify poten-

tial errors, and deliver best-practice guidance for resolv-

ing the issues. As a result, CTM helps organizations build

continuous monitoring programs that improve business

processes over time. The results can be dramatic. One

federal agency estimates that it saves over $1 billion per

year by using Oversight CTM and real-time analytics.

Furthermore, Oversight CTM integrates with SAP

BusinessObjects Process Control 10.0, which focuses on

maintaining compliance with regulatory mandates.

Learn MoreContinuous monitoring and active analytics deliver

rapid time-to-value in terms of finding and fixing

improper transactions. They also generate actionable

insights in previously unseen ways to cut costs and dis-

cover hidden opportunities. And these capabilities pave

the way for “real” real-time predictive analysis via in-

memory computing in the future (see sidebar). That’s a

win in anyone’s book.

For more information about CTM with Oversight

Systems, visit www.oversightsystems.com/sap. n

CTM: A Powerful Bridge to In-Memory ComputingA properly designed continuous transaction monitoring (CTM) analytics solution prepares organizations for “real” real-time analysis. One of SAP’s major initiatives is to bring in-memory computing to its customers. This advanced technique stores data inside the memory of a high-speed analytical appliance called SAP HANA, where it can be analyzed 10,000 times faster than with traditional analytics engines. As a result, SAP HANA delivers on the promise of real-time risk management and true dynamic planning.

This same combination of CTM and actionable analytics is being used today to stop fraud. This is a significant step, both technologically and operationally, for making the transition to SAP HANA-powered analytics.



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Marc MertensPartner

Deloitte Consulting

A New Weapon in the Liquidity Management FightImprove Forecasting with the Liquidity Planning Starter Kit from Deloitte and SAP

In today’s economic reality, the importance of liquidity

planning is becoming increasingly clear. Reports about

the precarious financial situations of Greece and Portu-

gal may not affect the majority of us, but for companies

with branches or major business partners in Southern

Europe, a turbulent market threatens their cash position.

And, since obtaining financing from banks or investors

requires better and more in-depth insight into future

cash position, this has become a real concern.

Liquidity Planning: What and Why?Liquidity planning refers to mid-term and long-term

planning of cash availability. It requires a company to

maintain a strong view of risks, future incoming and out-

going cash flow, and possible changes in the financial

markets. This enables better investment planning. Fur-

thermore, with an increase in regulations in financial

institutions, to contract a loan, companies now need to

be able to quickly present detailed cash flow information.

Despite these benefits, many enterprises still restrict

themselves to place their money on the short term,

likely because they don’t have effective liquidity plan-

ning in place to provide them with the longer-term view.

Start with the Data in Your ERP SystemFortunately, accurate liquidity planning is not as compli-

cated to achieve as it may seem. In fact, most of the data

a company needs is already available in its ERP system,

as long as the system is set up in a way that allows you to

report on both current and planned data. So, for exam-

ple, when a salesperson enters an order into the SAP sys-

tem, the system can estimate when that customer will

likely complete the payment. It tracks the availability of

stocks, the delivery periods of suppliers, production

times, and transportation information. After invoicing

the goods or services, the ERP system can, based on sta-

tistical information about clients’ payment behavior, cal-

culate when you can expect the income.

With this data, you are off to a good start. But to plan

liquidity for the long term, you need to combine this

information with data provided by the budget or the

business plan. To help, Deloitte, in collaboration with

SAP, developed the Liquidity Planning Starter Kit.

What Is the Liquidity Planning Starter Kit?The Liquidity Planning Starter Kit is based on informa-

tion from a company’s ERP systems — including SAP

and non-SAP information — combined with planning

information from SAP BusinessObjects Planning and

Consolidation.1 This allows companies to not only inte-

grate data from other ERP systems, but also exchange

rates and raw materials and energy prices, enabling elab-

orate advanced simulations. The starter kit comprises

standard extraction tools, calculating rules, and pre-

defined reports to allow a quick start of the liquidity

planning process. This starter kit:

� Works with existing ERP systems

� Integrates with SAP BusinessObjects Planning

and Consolidation

� Delivers highly customizable cash calculation rules

� Uses transactional and forecasted input data to

determine cash forecasts

� Offers extensive data monitoring and review capabilities

� Isolates the impact of intercompany cash flows at

the group level

� Provides flexibility in forecasting dimensions, like legal

scope, business lines, profit centers, and currencies

� Performs simulation and sensitivity analysis at the

source data and calculation rule levels

Learn MoreReducing the error margin in liquidity forecasts is criti-

cal, and the Liquidity Planning Starter Kit plays a cru-

cial role in that endeavor. To learn more, visit www.

deloitte.com/view/en_US/us/Services/consulting/53b

0fcc4e959e210VgnVCM3000001c56f00aRCRD.htm or

contact us directly at [email protected]. n

1 Companies must be using SAP BusinessObjects Planning and Consolidation to benefit from the Liquidity Planning Starter Kit.

Reducing the error

margin in liquidity

forecasts is critical,

and the Liquidity

Planning Starter Kit

from Deloitte and

SAP plays a crucial

role in that endeavor.



S-16



Analysts and industry commentators are referring

to the SAP BusinessObjects Enterprise Perfor-

mance Management (EPM) 10.0 solution as a “game

changer.” Organizations must resist the temptation to

simply automate existing processes if they wish to max-

imize the long-term business value of SAP Business-

Objects EPM 10.0, which comes with a host of new

capabilities and connectivity. To uncover the hidden

benefits of this powerful technology throughout the

EPM value cycle (see Figure 1), consider these five

implementation planning best practices from Column5.

#1: Unite Financial and Operational PerformanceAlthough financial performance is often the sole focus

of an EPM initiative, integrating operational metrics

with financial analytics will link resources to outcomes

and enable multi-level, enterprise-wide performance

alignment to corporate strategy. Clients that focus

on financial initiatives alone will miss this value-

multiplying opportunity.

#2: Integrate Transactional and BI SolutionsERP and BI systems are not just for collecting data;

organizations can maximize the value they get from

these systems by employing the transactional data to

measure, support, and drive enterprise performance

and strategic decisions. With proper implementation,

a single user can view KPI variances within small

transactional details from a multi-level dashboard

through a simple series of clicks.

#3: Optimize Data ManagementOrganizations must strive to fully automate the

extracting, transforming, and loading process and

embed consistent, robust business logic to support

seamless and reliable data flow across systems and

business units. Thorough planning can enable long-

term value, such as efficient performance, overall sta-

bility, and lower total cost of ownership.

#4: Plan for a Dynamic FutureFactors impacting organizations are changing daily.

Business users must be able to account for these driv-

ers through “what-if” scenario analysis, along with on-

the-fly risk assessment that allows for quick and

reliable reactions to the dynamic marketplace.

#5: Empower Business Users to Drive PerformanceGone are the days when an intermediary IT resource

was available to access and report data. Today’s busi-

ness users require an intuitive, self-service interface to

perform daily tasks and enable informed decision sup-

port. More users will embrace an easy-to-use solution,

bringing greater potential for value to be returned to

the business. Conversely, a difficult-to-use system will

have limited users and thus limited value.

Learn MoreBy pairing SAP BusinessObjects EPM 10.0 with

Column5’s comprehensive EPM and financial expertise,

organizations will be empowered to unlock business

value that extends well beyond standard EPM objec-

tives. For more information, visit www.epm10.com/

insidersperformance. n

5 Best Practices to Get the Most Out of Your EPM Implementation

David Den BoerChief Executive Officer Column5 Consulting

FIGURE 1 u The EPM

value cycle

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Andrea VoigtSenior Product

Marketing Manager,Product Marketing Server, Software, and Solutions

Fujitsu

SAP HANA: Unleash the Potential to Ask the Right QuestionsExplore the Benefits of SAP HANA Through Fujitsu’s Global Demo Center

Success and progress in a business fundamentally rely

on asking the right questions, such as: “How will

offering a discount in a selected product segment impact

margins?” or “How will a modification of the product

portfolio affect revenue?” Historically, however, many

enterprises have not always asked the relevant questions,

simply because they’ve known they would never get the

answer, or at least wouldn’t get it in a timely manner. IT

was not able to support instant access to, and analysis of,

massive amounts of data. Thus, the business’s ability to

access information was limited and decisions often had

to be based on fractional information and best guesses.

Finally Get the Answers You NeedFortunately, companies can now put all of this behind

them. SAP HANA software, based on a certified Fujitsu

infrastructure, invites business users at all levels to

recall the questions they might have pushed aside

before because the answers could not be found — and

to even think about new questions, the answers to

which would help improve daily operations and strate-

gic business decisions. SAP HANA enables a break-

through in data analysis and decision making, with

innovative SAP in-memory computing technology that

significantly speeds up data analysis and gives users the

information they need, right at their fingertips.

Fujitsu is dedicated to helping enterprises explore

the potential benefits that SAP HANA can offer (see

sidebar). For example, the Fujitsu SAP HANA Global

Demo Center represents a powerful environment,

based on Fujitsu PRIMERGY server technology, that

can be used remotely to get a vivid inside look at the

practical uses and capabilities of SAP HANA. The cen-

ter’s live demos — including typical business scenarios

like SAP profitability analysis, sales analysis, and mar-

ket basket analysis/association analysis (often used in

the retail industry) — show how SAP HANA helps to

analyze massive amounts of data and provide informa-

tion in real time. This pragmatic approach is designed

to inspire companies to explore areas in which slow

data access today prevents them from getting results

for informed decisions and immediate action.

Set Yourself Up for an Individual SAP HANA Exploration SessionThinking about SAP HANA means thinking about your

distinct information needs — about the questions and

answers that have the potential to drive your particular

business forward. And it’s not always an easy exercise.

That’s why Fujitsu’s SAP HANA Global Demo Center

sessions are handled as individual appointments.

Experts accompany enterprises on their way to detect

and implement the most beneficial SAP HANA usage

scenarios for their businesses and professionally plan

the next steps. The process is supported by the center,

as well as by additional consultancy, which includes:

� Online access to practical usage scenarios

� Evaluation workshops

� A proof of concept

To learn more about the Fujitsu SAP HANA Global

Demo Center and Fujitsu’s comprehensive offerings for

SAP HANA, visit http://ts.fujitsu.com/hana. n

Fujitsu’s SAP HANA Offerings at a Glance � Optimized infrastructure based on high-end PRIMERGY server technology

� Remote Global Demo Center for individual explora-tion of your company’s SAP HANA potential

� Jumpstart services for highly efficient integration

� Fujitsu SolutionContract, a combination of mainte-nance and support services for the entire SAP HANA infrastructure solution

Thinking about

SAP HANA means

thinking about your

distinct information

needs — about the

questions and

answers that have

the potential to

drive your particular

business forward.

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Rakhi MakadIndustry Principal, BI

Infosys

How to Get the Most Out of Your SAP HANA InitiativeLeverage In-Memory Computing to Empower Your Business Strategy

The introduction of SAP HANA, SAP’s in-memory

computing appliance, has generated a lot of buzz

lately. Every day, Infosys has been addressing questions

from our customers, such as, “How will SAP HANA be

useful for my organization?” and “How can we build the

best use case for implementing SAP HANA?”

We’ve found that the key to success here is to first

determine exactly how an SAP HANA implementation

can support the business strategies and technologies

you already have in place — and to build a use case

based on your business priorities.

Determine Your SAP HANA Use CaseThere are many use cases for implementing SAP

HANA (see Figure 1). Companies can use SAP HANA’s

capabilities to improve reporting and analytics and to

optimize their business processes. But there’s also

another use case that’s often overlooked: new applica-

tion implementations. And this use case is actually

impressively strong.

Applications implemented using SAP HANA can be

built for strategic business scenarios that bring your

organization closer to its goals, allowing you to exploit

all of the capabilities of SAP HANA. What this means

is that, when starting with SAP HANA, you should

also consider implementing strategic new applications

that will bring in the most business value. Doing

so will help you to define additional use cases and

scenarios that will support your long-term adoption

roadmap and vision for SAP HANA.

For example, one of our customers wanted to

leverage SAP HANA to improve the performance of its

existing procurement, inventory, and supply chain

reporting functionality. Infosys helped this company

build a use case and roadmap that accounted for not

only the operational and analytical benefits of SAP

HANA, but the strategic benefits as well. This means

that the use case was able to clearly present the busi-

ness value measures for these functions and how they

could be improved using different business levers.

Get the Most Out of SAP HANAInfosys’s SAP HANA Center of Excellence (CoE) is

currently working with several customers to help

them choose the right SAP HANA use case for them

and to define their roadmap to implementation. We

have over 6,500 data warehousing consultants and

over 1,800 consultants who are experts in SAP’s busi-

ness intelligence tools and SAP BusinessObjects tech-

nologies. Also, we have jointly worked with SAP on an

SAP HANA pilot application for real-time simulation

of margins for our corporate group.

To learn more about how Infosys can help you with

your SAP HANA business case, visit www.infosys.com/

sap/pages/index.aspx and www.infosysblogs.com/sap/.

Or you can email [email protected]. n

FIGURE 1 u Infosys’s

matrix highlights SAP

HANA’s capabilities

and use cases

Use case/ functionality

Real-time access

Speed/ performance

Online simulation

Extreme processing

Data volumes

Strategic relevance

Operational reporting l l l O

Improved business process l l O

Improved analytics l l O, A

New application l l l l l O, A, S

O: Operational; A: Analytical; S: Strategic



S-19



Frank DravisDirector,

Solutions ManagementUtopia

5 Common Data Migration Pitfalls And How Your Company Can Avoid Them

Even if you feel comfortable with your data migration

plan — the chosen platform, your experienced

implementation team — it might be time to take another

look. Historically, many data migration projects have

been plagued by risks and delayed go-lives, resulting in

costly budget overruns. The usual culprit? The data! A

frequently overlooked aspect of ERP deployments is the

integrity of the data that the system delivers. Tradition-

ally, many systems integrators (SIs) implementing a new

system prioritize the project in this order:

� Application design

� Implementation planning

� Systems integration

� Change management

� Data migration

Even though data is one of the most important factors

for business success, it gets the least attention. Often, SIs

will defer data loads to the client’s staff, and some may

incorrectly assume data migration is a simple file transfer

between systems. Suffice to say, the effort associated with

data migration is often grossly underestimated.

Common Pitfalls and Tips to Avoid ThemIn Utopia’s experience of conducting data migration

projects worldwide, top problems include the following:

1. Poor data quality. Sometimes data defects are known,

but new deficiencies are often uncovered after extrac-

tion. This is where SAP BusinessObjects Data Services

and SAP BusinessObjects Information Steward prod-

ucts can help, delivering profiling reports that can be

used before, during, and after migration. These reports

also provide crucial inputs to continuous monitoring

programs implemented as part of larger information

governance initiatives — which are an important part

of any data migration project.

2. Missing data. You’ll be surprised to discover just how

many “mandatory” fields in source systems are blank

or nulls. The same SAP solutions we mentioned to

help you measure poor data quality can also be used

to quantify the scope of missing data.

3. Mismatched data. Field overuse is a classic problem.

Sometimes two or more different domains of data can

be found in one field that was repurposed after its orig-

inal use became obsolete. The cure for this problem is

to define the domain rules and have SAP Business-

Objects Data Services report the errors so that corre-

sponding conversion rules can be created and executed.

4. Data is not available in time for go-live. Operational

commitments are sometimes misaligned with system

implementation, delaying the entire deployment.

Accessing, extracting, and transforming the source

data is often the issue here. A key part of the solution

is to use an extract, transform, and load (ETL) tool

proven to work for your environment; it accelerates

extract coding and validation rules development.

5. Data requirements are not captured. Business and

data transformation rules are not sufficiently

researched or documented to the breadth or depth

necessary for consolidating multiple systems into one

target. This is always the hardest part of a migration

project. Ensure that you have both a commitment

from the business users and time in their schedules to

help you formulate those rules.

Think Data FirstBefore you get started with your new system implemen-

tation, raise the priority of data migration in the task list

and ask your SI how they plan to get it done. Utopia’s

recommendation is to always leverage a proven method-

ology, such as our Enterprise Data Lifecycle Manage-

ment method, to help guide you through the process.

At Utopia, we don’t treat data migrations as one-time

events. We deploy our proven Enterprise Data Lifecycle

Management method in every project to address issues

along the entire data continuum, including creation,

movement, management, and archiving. We also lever-

age the right tools within the SAP ecosystem to deliver

migrations on time and on budget. To learn more, visit

www.UtopiaInc.com/DataMigration.html. n

Before you get

started with your

new system

implementation,

raise the priority of

data migration on

your task list.

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Enterprise Mobile Enablement: 4 Expert Considerations for Going Mobile

Thomas SchenkHead of Enterprise

Mobility for SAP SolutionsTieto

There’s a growing push in the business world for enter-

prise mobility. But simply deciding to go mobile isn’t

enough. You also have to choose the right mobile plat-

form and the right mobile approach. For SAP customers,

the choice of mobile platform is an easy one. The Sybase

Unwired Platform is a smart option that offers a central

foundation for enterprise mobility. It is also well con-

nected to both SAP and non-SAP back ends. As for figur-

ing out the right mobile approach, as an SAP Services

Partner, Tieto has gained valuable experience with

mobility projects. Here we share key considerations for

building a successful enterprise mobility strategy.

#1: Look at the Wider ScopeEven though mobility is a topic driven by technology,

you still have to look at the big picture to be successful.

You need to consider goals and benefits, defined pro-

cesses and user groups, a landscape plan, a realization

plan, a mobile device management solution, a roadmap

for mobile strategy, and any quick wins and ROI calcula-

tions. Tieto has developed Co-Innovation Workshops

that can help the business with each of these.

#2: Take Advantage of Implementation TemplatesSimple applications for process steps (like approvals in

workflows) can be installed quickly, but major process

improvements still need specialized applications. Imple-

mentation templates — pre-packaged applications that

can be customized — help to speed up this process.

#3: Align Device Types with Their PurposeBe sure to align the mobile device type with its intended

purpose and user. For example, decision makers might

need tablet devices to easily view up-to-date, graphical

information (see Figure 1). Sales team members, who

are often on the move, might prefer smartphones.

#4: Choose the Right Mobile Device Management Solution for Your NeedsSecurity and maintenance must be covered by proper

mobile device management; be sure to pick the right

device management solution to fit your needs. By using

an off-premise management solution, you’ll gain flexi-

bility when deploying applications, switching to newer

devices, and maintaining tight security standards. On

the other hand, an on-premise solution can be valuable

since it enables you to build knowledge in your com-

pany that can help to further drive the mobile strategy.

Take ActionSo what are your next steps? From here you should:

� Compile a list of possible processes that mobile apps

can support in your organization

� Get mobile commitment from line-of-business leaders

� Define service areas and user groups as points of contact

� Engage a trusted advisor

Tieto is a full-service mobility provider, offering on-

premise and off-premise solutions and application life-

cycle management (ALM) support for all parts of the

mobile environment. Learn more at www.tieto.com/

mobilesolutions. n

FIGURE 1 q With

Tieto’s Mobile Mill

Hub application,

decision makers can

quickly view key

figures in logistics

execution on a

mobile device



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Justin NorwoodSAP Business Analytics

Global LeaderCapgemini

Change the Game with Mobile AnalyticsAs Mobile Analytics Go Mainstream, Game-Changing Use Cases Emerge

The International Data Corporation (IDC) forecasted

that the worldwide smartphone market would

grow 55% per year in 2011, and that smartphone ven-

dors would be shipping 982 million units annually by

the end of 2015.1 Apple has recently become the largest

public company in the United States, deriving over 66%

of its sales from iPhones and iPads.2 And this tidal wave

of mobile device adoption is having a profound impact

on the business environment.

In fact, most of the Fortune 50 enterprises have

already rolled out mobile applications, including

mobile customer relationship management (CRM)

solutions at companies such as General Mills, and

mobile point-of-sale (POS) solutions at companies like

The Home Depot.3

Furthermore, these mobile applications are now

viewed as natural extensions of traditional business

applications. For example, we do not hear people say

“mobile email” when referring to the use of email on a

tablet or smartphone — it is simply referred to as

“email.” Similarly, we are quickly moving toward a

business environment in which people use the term

“analytics” rather than “mobile analytics” to refer to

consuming analytics on a mobile device.

What Are Early Adopters of Mobile Analytics Doing?Capgemini has had the privilege of working with

companies that are early adopters of mobile analytics

solutions, including leaders in the retail and consumer

products sectors. When launching their first mobile

analytics projects, many companies look to simply

mobile-enable existing analytics that are delivered to

executives on their desktops. The benefit of this

approach lies in extending the reach of analytics to

wherever decisions are made, rather than confining

1 IDC, “Worldwide Quarterly Mobile Phone Tracker,” (June 2011).

2 Business Insider, “Chart of the Day: The Evolution Of Apple’s Business” (July 2011).

3 Appconomy, Inc., “Fortune 50 App List” (2011).

valuable information assets to the office. Now, informed

decisions can be made on the go, significantly improv-

ing productivity.

How Can You Change the Game with Mobile Analytics?Capgemini is working with its clients to deploy

information-rich mobile applications — like SAP’s

mobile solutions, for instance — to employees who are

on the edge of their organization, interacting in the

field, face-to-face with customers, suppliers, and opera-

tions staff. For example, with information-rich mobile

applications on a tablet device, a field sales representa-

tive for a distributor can have more meaningful dis-

cussions with customers by demonstrating the

customer’s purchasing patterns versus the patterns of

other similar customers, thus uncovering additional

sales opportunities.

The next generation of mobile applications is lever-

aging information from inside and outside of the cor-

porate firewall and combining historical corporate

sales information with information from external data

sources, including location information, social media

data, demographics, industry statistics, news feeds, and

financial metrics. For example, the same field sales

representative might use SAP’s mobile CRM applica-

tion to access information like sales history and an

analysis of available promotions to customer segmen-

tation. This enables the representative to cross-sell to

each customer he or she visits. With such an applica-

tion, informed decision making can be made in the

field and in real time to expand opportunities, create

efficiencies, and improve turnaround times.

What Can Mobile Analytics Do for You?Whether you are just starting your first mobile analyt-

ics project or are looking to change the game with

mobile analytics, Capgemini has the industry and tech-

nology expertise to accelerate your initiatives. For more

information on Capgemini’s mobile analytics service

offerings, visit www.us.capgemini.com/MobileBI/. n

Capgemini is

working with its

clients to deploy

information-rich

mobile applications

— like SAP’s mobile

solutions — to

employees who are

on the edge of their

organization,

interacting in the

field, face-to-face

with customers,

suppliers, and

operations staff.

Paul NannettiGlobal Service Line Leader

Business Information Management

Capgemini



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Unlock the Full Potential of SaaSWhat to Look for When Evaluating a Software-as-a-Service Provider

Ulrich MeisterHead of Systems Integration

T-Systems International

Software-as-a-service (SaaS) is one of the hot topics

in enterprise computing today — and for good

reason. The growing interest in SaaS comes largely as

a result of the need for the flexibility and lower costs

that it enables. With SaaS, customers use and pay for

their applications through the Internet (preferably

through a VPN tunnel), paying for only the resources

they actually use (see sidebar below).

By utilizing SaaS, enterprises do not need to buy or

maintain their own systems — a great advantage in

terms of cost. What’s more, businesses benefit from

more flexibility. For example, during a planned mar-

keting campaign, any number of customer relation-

ship management (CRM) system users can be added

to the environment as needed, without having to

increase computing or storage resources.

However, in reality, this approach only delivers

benefits if a SaaS provider can also guarantee smooth

operations with constant updating and optimization of

the entire information and communications technol-

ogy (ICT) infrastructure.

So what should users look for when evaluating a

SaaS provider? Consider these questions:

� What happens if any problems arise within system

operations?

� What happens when users have urgent questions?

� What happens when the IT infrastructure needs to

be modified or modernized?

Asking potential SaaS partners these questions

allows companies to more easily identify which pro-

viders are fully qualified. Providers’ answers will also

make it clear which firms only offer the technology

(and not the expertise) that enables customers to

dynamically source specific IT functions from the

The Evolution of Cloud ComputingThe enterprise world first took notice of cloud computing as a way of provisioning dynamic comput-ing performance through the use of infrastructure-as-a-service (IaaS). Instead of relying on server environments with high capacities to handle maximum loads, users turned to virtualized platforms. The advantage of this virtualization is the way it enables flexible and automatic provisioning of applications and data on demand for any number of systems. Experience has shown that enterprises can also reduce their information and communications technology (ICT) operating costs by up to 30% by using virtualization.* The benefits also include more flexibility to keep pace with changing business requirements, as well as more scalability since the infrastructure can be expanded dynami-cally without interrupting operations.

Another element in the evolution of cloud computing is the increasing propagation of the software-as-a-service (SaaS) way of thinking. It is, above all, the constant expansion of SaaS prod-ucts that makes it possible for companies to find a suitable variant of standardized software. Almost all leading software developers have now included SaaS services in their product range. SAP, for instance, developed the SAP Business ByDesign solution, as well as several other cloud solutions.

* Gartner, “The Gartner CIO Agenda” (2011).

SaaS only delivers

true benefits if your

SaaS provider can

guarantee smooth

operations with

constant updating

and optimization of

the entire ICT

infrastructure.





cloud — and will demonstrate why these providers

tend to fall short of the mark. These providers are not

available to help users with their daily problems, forc-

ing customers to look for application management

service (AMS) providers when they need assistance.

Combining Both CompetenciesFor customers that want to get the most out of their

SaaS infrastructure, one option is to look for an ICT

provider that is qualified to deliver both SaaS technol-

ogy and AMS. This combination ensures high quality

and availability of the applications sourced from the

cloud over the long term, which is crucial to a success-

ful SaaS provisioning model. The provisioning model

here could include everything from application manage-

ment to user and ICT infrastructure support. For many

customers, it would also be beneficial if the AMS pro-

vider could take care of managing the constant

modernization and optimization of the customer’s

ICT environment.

T-Systems meets all of these criteria with its Appli-

cation Management & Modernization (AMM) solu-

tion. With AMM, T-Systems has developed a service

concept that broadly aids companies in the develop-

ment, installation, operation, maintenance, and

support of their applications, and that works as a

driver for both modernization and innovation. This

solution also ensures that the customer’s software and

infrastructure landscape always meet the latest tech-

nical standards by supporting ongoing development

(see Figure 1).

AMM also includes process harmonization and

system consolidation services, both of which result

in additional cost savings. The newly integrated,

lean IT platforms help customers multiply the price

advantages of outsourcing and further reduce the

total cost of ownership. According to experts, addi-

tional savings of up to 20% to 30% of the IT budget are

possible. The reduction of process costs makes an even

greater difference.

SAP users, in particular, can benefit from T-Systems’

AMM approach. T-Systems has a high degree of exper-

tise in working with SAP systems, which is reflected in

its SAP certifications, including its status as an SAP

Global Support Partner, Run SAP Implementation

Partner, and Run SAP Operations Partner. This SAP-

specific experience enables T-Systems to integrate

customer processes in a customized, lean SAP system

and to ensure competent upkeep and maintenance of

customers’ SAP system landscapes.

Learn MoreTo get the most out of your SaaS investment, consider

the benefits of integrating your cloud software compo-

nents into an integrated AMM model. For more infor-

mation, visit www.t-systems.com. n

Dynamicservices fordevelopers

Dynamicservices for

collaboration

Dynamicservices for

businessapplications

Dynamicservices for

SAP projects

Dynamicservices for

infrastructure Applicationperformancemanagement

Networks

Processingpower

Database

Middleware

Businessapplications

AMM

Cloud Readiness Services

Business Processes FIGURE 1 t T-Systems’

end-to-end cloud

services


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Vishal AwasthiChief Technology Officer

Dolphin

Can You Win the War Against Data Volume Growth?Dolphin’s Cloud Solution for Archived Data Can Help You Negotiate a Truce

In today’s dynamic business environment, data is being

created faster than companies are willing — or able

— to destroy it. What’s more, the appetite for real-time

information commands IT to make data accessible

whenever and wherever it is needed.

In practical terms, this means IT departments must be

strategic in how they manage data. Today’s costs of main-

taining data from various business systems outpace what

companies have traditionally seen from their data and

document storage requirements. Archiving data and

documents helps, but IT must manage this expense and

balance the business’s competing demands for transpar-

ent data availability and high system performance. It can

be a battle, but customers need not surrender.

Respond to Data Volume DemandsCompanies need flexible, dynamic resources to respond

to changes in business demand, and the advent of cloud-

based infrastructure is a new alternative. You pay for

only what you use, while still maintaining seamless

access to archived data and documents (see Figure 1).

In addition, adding a cloud storage tier to a company’s

storage strategy creates an entirely new equation

for archived SAP data and documents, providing

high-performance access for frequently used data, while

shifting seldom-used data to a lower cost and infinitely

elastic cloud service. Plus, storage-as-a-service (STaaS)

allows companies to pay for only what is being used.

A Perfect Fit with SAP SolutionsDolphin’s Content Archive Service (CAS) for Cloud 2.0

interface facilitates cloud-based services as a data and

document archiving repository for SAP customers; it

leverages the SAP NetWeaver server’s built-in secure

communication capabilities to connect to the cloud. This

approach allows Dolphin to offer a lean ArchiveLink

server architecture that requires no additional infra-

structure components and fits right into the SAP land-

scape as an ABAP add-on.

Acting as a direct connection to the cloud, Dolphin’s

CAS for Cloud 2.0 offers fast implementation and signifi-

cant speed compared to classic file system-based cloud

connection options in which content is streamed through

an intermediate file system that requires local storage.

Most importantly, the solution offers byte-based and

offset-based access to archived content. This content is

critical for data and print list archiving, but is not avail-

able in file system-based cloud connections. With no

additional on-premise infrastructure requirements, the

solution can be up and running in less than a day.

Dolphin’s CAS for Cloud 2.0 is SAP-certified for

archived SAP data and documents as powered by the

SAP NetWeaver technology platform; it has also

achieved “SAP Solution Manager Ready” status.

Ensure Performance, Reduce CostsIT may not always win the battle over exponential data

volume growth, but it can take advantage of options to

lower the costs of managing it. Cloud-based storage for

archived information is a low-cost alternative to expand-

ing in-house infrastructures. Effective, secure, well-

managed STaaS makes it possible to align the value of

data with the cost of storing it, while still providing fast

access. To learn more, visit www.dolphin-corp.com/

information-lifecycle-management/cloud-storage. n

Onsite SAParchiving

Dolphin cloud-based archive(major cloud

providers)

5-year total costof ownership:

$800,000+

5-year total costof ownership:

$70,500

Software Services

Storage

Maintenance

Services

Administration

Hardware

Maintenance

Cloud-baseddata archiving

lowers costs

FIGURE 1 q An

example of one

customer’s dramatic

cost savings gained

from using Dolphin’s

CAS for Cloud 2.0;

cost estimates are

for four to six (or

more) terabytes

over five years



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Mobility

Cloudcomputing

Mobility

Cloudcomputing

Christian VerstraeteChief Technologist — Cloud

HP

An Environment “Bursting” with CapacityGet the Computing Power You Need for Your Cloud Environment, When You Need It

One major question often plagues companies con-

sidering cloud computing: “Can cloud resources

really meet my needs?”

The simple answer is: “yes.” But you’ll need to prop-

erly manage your internal cloud resources to ensure

that you’re running only the systems and applications

required to meet your business needs — with some

judicial use of cloud “bursting” to add resource support

when it’s needed.

Take Advantage of “Bursting” CapabilitiesThough the resources of a private cloud infrastructure

are usually adequate to meet the needs of a company’s

day-to-day business, there are times — during new appli-

cation development, mergers and acquisitions, or just a

major application upgrade, for example — when a com-

pany needs more resources for a limited time period.

That is when the ability to have “bursting” capacity

comes into play. Bursting refers to the capability to pro-

vision applications on a pay-per-use basis at the time of

need. An environment with bursting capabilities can be

designed and installed within your company’s data cen-

ter, or on your behalf within a secure data center, like

one provided by HP Utility Services or via HP’s service

offering as an SAP global hosting partner. The use of

such a secure service provides a compliant, non-CAPEX

option to cover temporary computing needs — the ulti-

mate benefit of public or hosted private clouds.

Some companies operating their SAP environments

on a pay-per-use basis have reduced operating costs by

up to 30% at drastically lower capital investment costs.

To help distribute these savings accordingly, HP devel-

oped the SAP Application Performance Standard Meter

(SAPS Meter). This unique software measures the exact

amount of consumed compute cycles per user. This

information then allows for a cross-charge by depart-

ment, business unit, or subsidiary.

There’s one key consideration to keep in mind when

dealing with bursting capabilities: While bursting pro-

vides additional resources, those resources might still

need to access the main data sources. Therefore, band-

width and latency aspects have to be taken into account

when deciding where to burst to. In some cases, burst-

ing to a publicly or a privately hosted cloud requires

you to move the data sources as well.

The Cloud AwaitsAs the cloud matures, opportunities (like bursting) will

continue to increase for companies to optimize their

business agility and responsiveness. HP continues to

develop best practices to successfully deploy new tech-

nology and run mission-critical environments. Today,

HP is a trusted partner as companies make their way to

the cloud. To learn more, visit www.hp.com/cloud and

www.hp.com/go/sap. n

Make Your Move to the Cloud as Smooth as PossibleFor companies ready to begin migrating applications into a private cloud environment, it can often be a challenge to figure out the smoothest, least disrup-tive way to make the move.

To help companies get off on the right foot, SAP and HP have worked together to map out the workflows required to install key SAP applications in a cloud environment. The resulting process is captured in so-called HP Cloud Maps, which are available at www.hp.com/go/cloudmaps.

Companies that use HP’s CloudSystem are able to quickly provision resources and deploy applications through an orchestrator, which is beneficial because it is open to non-HP hardware and multiple operat-ing systems. Moreover, HP’s CloudSystem automates patch management, reconfiguration, and upgrade processes to optimize change management to exactly when and what your business requires.

Some companies

operating their SAP

environments on a

pay-per-use basis

have reduced

operating costs by

up to 30% at

drastically lower

capital investment

costs.



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Mobility

Cloudcomputing

More and more, we’re hearing about the next gen-

eration of the cloud, which has been called “cloud

2.0.” This term refers not so much to a change in technol-

ogy, but rather a change in attitude. It seems strange to

be talking about a fresh vision for a technology that’s still

relatively new. But with the lessons learned from early

adopters of a hosted cloud infrastructure (see sidebar),

the paradigm of cloud computing has started to shift.

Known Kinks in Cloud 1.0Cloud 1.0 promised flexibility, agility, and affordable

infrastructure with the implication that it was an

“easy” solution. For organizations running ERP systems,

though, cloud 1.0 often meant undertaking a do-it-

yourself (DIY) type of project rather than implement-

ing a true, enterprise-ready solution. With early roots

in web application hosting, some cloud vendors had

sold disk and CPU as self-service commodities, despite

the fact that they had little previous SAP application

hosting experience and often failed to fully appreciate

the intricacies of the SAP technical architecture.

Early DIY cloud enthusiasts joined vendors on

a steep learning curve, attempting to mold their

IT architecture to fit the generic cloud infrastructure.

Yet despite the investment in time and resources, they

found that many of the resulting experimental envi-

ronments could not sufficiently support a production

environment.

The Promise of Cloud 2.0Cloud 2.0 represents a paradigm shift away from the

difficult DIY approach of cloud 1.0 and finally delivers

on the promise of an easy-to-implement, enterprise-

ready solution.

Since cloud 2.0 solutions include both services

and support, customers can realize savings above

and beyond just a reduction in capital expenditure.

Personnel, for example, can spend less time monitor-

ing and maintaining infrastructure and more time on

value-add projects. For SAP customers, cloud 2.0

means taking an SAP-centric approach that estab-

lishes SAP-appropriate architectures and back-up and

disaster recovery processes. Rather than forcing orga-

nizations to invest in a one-size-fits-all cloud model,

enterprise-ready cloud vendors offer platform flexibil-

ity and architecture options that meet compliance and

security requirements for production environments

through hybrid models — incorporating both public

and private hosted clouds.

As an SAP-certified Cloud and Hosting Partner,

Symmetry can help you establish a cloud 2.0 roadmap

for your SAP environment. For more information,

visit www.sym-corp.com/cloud-2. n

Frank PowellChief Operating Officer Symmetry Corporation

The Changing Face of the CloudWhat Cloud 2.0 Means for Enterprises

Early Lessons Learned from Cloud 1.0

Cloud Technology Matters

The idea that it doesn’t matter what the cloud runs on, as long as it runs, is a marketing myth. Do your due diligence. Whether you are running SAP on IBM i or HP-UX, it’s important to assess the cloud platform and understand exactly how it will impact the cost and complexity of your migration and licensing. Ask yourself: Are the infrastructure components (your hardware and networking components, for instance) provided by tier-one vendors? If not, are there any potential impacts on performance and reliability that you should watch out for?

Back-Up and Disaster Recovery Procedures Are Critical

Recent incidents involving well-known cloud providers have highlighted the importance of appropriate back-up and disaster recovery (DR) procedures in the cloud, especially for hosted production systems. Never assume that DR is automatically included in a cloud offering. If the vendor doesn’t have SAP application hosting expertise, ensure that the methodology specified for back-up processes meets your organization’s requirements.

SAP Expertise Is Crucial

Architecture design, sizing, monitoring, and troubleshooting all require expert support; migration also requires an SAP-certified migration consultant. The do-it-yourself (DIY) approach burdens the customer with obtaining advanced technical competency, unnecessarily adding to project costs and complexity.

