November 2, 2009
The German Financial Times today took a bead on Léo Apotheker, SAP’s CEO, saying that on his watch, SAP had lost touch with its roots [verlorene Wurzeln]. No longer, as in the days of Hasso Plattner and Dietmar Hopp, is SAP customer-focused, the article says, and as a consequence, customers no longer think the software is worth the money. (The article cites the current customer unhappiness about increased maintenance prices as evidence for this.)
Helmuth Gümbel, no stranger to this blog, is cited frequently in the article; clearly, he was persuasive about the current state of affairs between SAP and its customers. Clearly, too, one disagrees with Helmuth at one’s peril.
Still, I wonder whether it’s really fair to hang all these problems on Léo. Take the infinitely hashed-over introduction and semi-withdrawal of Business By Design. Léo tends to get the blame for this because he was there on the podium claiming that SAP would get $1 billion in revenue from this product by, what is it, next year? But he had nothing to do with the original product. He was working in sales when Peter Zencke was put in charge of Project Vienna, and he was still in sales when Nimish Mehta’s team was developing T-Rex (a great product, no question), and he was still in sales when Hasso was insisting that T-Rex be incorporated into Business by Design, and so on.
Certainly, it was injudicious for him to promise that his organization could sell the heck out of a product that wasn’t ready for prime time. But why does this make him responsible for SAP’s lost roots? If anybody lost their roots, it was the development organization, which somehow or other couldn’t build the product it thought it would be able to build.
Don’t blame Léo for problems that were not of his making.
Now, I have my own issues with Léo, as my readers know. But frankly, when he came in, I think he was right about SAP. Too much time and money was being spent on stuff that wasn’t what the customer needed (or wouldn’t sell), and this had to stop. Hence the acquisition of Business Objects, the downsizing, the restructuring in the development organization. All of these things deserve at least one cheer, and I hereby give it. Hip, hip, hoorah.
Where I criticize Léo–and I’ve told him this to his face–is in his view of SAP’s role vis a vis the customer. He thinks what SAP has always thunk, that it’s up to SAP to make the best possible tools and it’s up to the customer (aided by the SI community) to figure out what to do with them. I think this view is wrong; SAP has to take more responsibility for making sure that the stuff works.
Ten years ago, when the heroes of the FT Deutschland article were fully in charge of the SAP business, I agree, SAP didn’t need to do that. SAP knew about businesses and about software, and they could figure out what they should do next without fretting about the problems customers were then having. (Believe me, there were a lot of them.) Today, though, with so much development time and development effort squandered, they can no longer believe that they can just build the right tools and count on the customers to get the benefit. Instead, they need to find out what went wrong with the tools they’ve been building and what needs to be done in the future. And the only way they can do that is to figure out EXACTLY what is preventing customers from getting the value they think they ought to get.
You can see why this problem is so important if you look at the SAP Solution Manager. This product ought to be what justifies the maintenance price increase. But as Dennis Howlett and Helmuth himself have both said, the product itself does not yet do what SAP needs it to do. If SAP really wants to justify this price increase, it needs to figure out why customers aren’t getting the value that SAP needs them to get. And they need to do it fast.
This is not easy; indeed, when I said this to Hasso late one night at an analyst party, he said, roughly, “We don’t know how to do that.” But let me just say, of all the executives I know at SAP, the one who is most likely to figure it out is Léo.
If he can figure it out, he will be able to get his customer base back again; indeed, I think they’ll be cheering, and when we’re convinced, so will I and so will Dennis and maybe even Helmuth. So, just in case this actually happens, let me give my cheer now, before it is actually deserved, as a way of saying, “I think you can do the right thing.”
Hip, hip, hoorah.