January 29, 2013
This is the first of a series of occasional blogs whose main purpose is to make other people very rich. I mean, heck, I’ve got enough, or at least I would have enough if my family couldn’t read the word “Sale,” in department stores.
So how can YOU get rich from my idea. Build an app that does it. I explain how the app works, and you go ahead and do it.
This first idea is pretty simple, but the app might be hard to build. That’s OK. You don’t usually get rich without talent.
The idea is to take advantage of something we’ve all observed: that management slows projects down. Not deliberately, mind you; usually, they want to speed things up. But all those gates and calendars and (with top, top management) staff that surround management make it a big production just to get hold of these guys. (And it’s usually “guys,” I’m sorry to say.)
Now this makes no sense at all, if you think about it from the enterprise’s point of view. A team of busy, talented people who are being productive should never, ever wait around twiddling their thumbs for weeks until it’s time for their half-hour with the boss, who will usually make a decision in a split-second.
Bosses don’t like it either.
So what I propose is an app–or really, a series of apps, which I’ll call “unscheduling” apps. They’re designed to short-circuit, circumvent, avoid, get rid of as much of the ceremony and delay associated with decision-making as is possible.
I believe that small, simple apps that make incremental improvements are always better, so let me give you a few examples of what I mean, all of which are indeed very small improvements.
** Da De-Delayer: Your Table’s Ready, Sir. You know the problem. That really great executive just happens to be running late. Everybody else’s schedule gets thrown off. So do for busy executives what many restaurants already do for their patrons: send them an alert when their meeting is actually about to start. In the meantime, all those people waiting can do something productive.
** Da Agendifier. Make it possible for the people who are asking for the meeting to put two lines or so right in the calendar that says what question is being asked or what decision is being asked for. This has to be readable at a glance. As with Twitter, only giving people 140 characters makes for a needed concision.
** Da Snooperintendent. Back in the days when people were co-located, managers would drop in from time to time and a lot of stuff would get settled. Nowadays, that isn’t possible. Your manager is in Bangalore or someplace and aint’ dropping in any time soon. So give the manager a virtual place where they can drop in and say hello and sniff around. The group that’s working on something would keep a live description of what’s going on Now: what people are working on, questions that are coming up, issues. Next to each notation would be a presence indicator for each of the people involved. The manager would be able to drop in at any time, then be able to send messages or, if they were present, videoconference the people involved.
Da De-Synchronizer. Meetings, which require synchronous communication, are much more expensive than a chat or e-mail exchange, which are asynchronous. So give people who want to talk to a busy executive a choice of two schedules, the synchronous (we’ll see each other face to face, eye to eye, mano a mano) and the asynchronous (I’ll spend xx minutes reviewing this and get back to you by XX). The executive then spends part of his (or her) time on each schedule.
I can go on and on, but there’s no need to do this, because you can see what I’m trying to do. Whenever possible, try to give people more control over their (mutual) schedules, get right to the point, and try not to waste a lot of time when something simpler would do.
Comments welcome, of course. And of course if there are apps that really do any of these things already, feel free to boast.
April 9, 2010
In yesterday’s post, I argued that ROI would not be an adequate measure of the benefits conferred by new-gen (or pseudo-new-gen) applications like Workday, Business By Design, or Fusion Application Suite. The previous-gen applications were all about automation. The new-gen suites confer real benefits (I think), but not necessarily benefits that fall through to the bottom line.
What benefits are they? Well, they have to do with working more effectively: making fewer errors, putting more time into work and less into busy work, making more accurate decisions, faster. Is there benefit from this kind of thing? Sure. But how do you measure it.
In the post, I suggested a hazy term, “operational effectiveness,” for the benefits one should expect. What is “operational effectiveness?” Let me admit freely that I don’t know for sure. In this post, let me propose an analogy, which should help you to understand what I’m getting at.
The analogy comes out of a historical situation that always posed a problem for ROI analysis, the transition in business from the typewriters that sat on secretary’s desks to the PC that sat on executive’s desks. This transition occurred in two different phases. First, the typewriters on the secretary’s desk were replaced with big, clunky word-processors that sat next to the desk. These word-processors automated the secretary’s document production work. Then, the secretarial position itself was eliminated, and the typing function became something that executives did themselves on that PC.
The transition to word processors could easily be justified in ROI terms. We could get more work out of the secretary or else hire fewer secretaries. Whether the justification was real is an open question. But it’s certain that that’s how people thought of it.
The next transition was much more problematic for ROI analysis. Expensive executive time was now being put into jobs that had been performed more efficiently by much cheaper labor.
At the time, people didn’t put a lot of thought into figuring out why they were funding this transition. Executives saw the PCs, knew that everyone else was using them, needed them for some functions (e-mail, spreadsheets), and just decided. “We’re doing it this way.” At least in my recollection, that’s what happened.
So were they just loony or lazy or wasting shareholder money on executive perks? I don’t think so. I think what they were plumping for was the same “operational efficiency” that I’m talking about 25 years later.
True, they spent more time typing. But they also had more control over the final product; they could change the product more easily; and they could distribute it without much overhead. And, at the same time, they were changing the form of what they were doing. They weren’t just producing typed memos; they were documents with fancy fonts and illustrations; and they were creating Power Points. True, many an executive was spending ridiculous amounts of time fiddling with type sizes so that they could get things on one page, but even acknowledging that, they thought the new way was better.
Indeed, by the time the transition was finished, justification wasn’t even a question, because the new tools changed the nature of work, and now you couldn’t get along without the tools. When executives were doing the typing, they stopped creating long reports. More and more of the time, a corporation’s decision-making was even wrapped around a full document (minutes, memos, or formal reports), it was wrapped around Power Point decks.
So by the end of the transition, ROI analysis had become entirely moot. How could you get a tangible measure of benefits when you were comparing apples and oranges?
Could we be seeing a similar transition now? It’s certainly possible. The analog to the word processors is that first generation of enterprise applications, which were funded by the automation benefits they confer and by ROI analysis. The analog to the PC is the second generation of enterprise applications.
(One caveat. As I’ve said before, I don’t think that Fusion Applications or the versions of Business by Design that I’ve seen are in fact second-generation applications. They’re more like Version 1.3. But they’re close enough to next-gen to raise the problem I’m talking about.)
If the analogy holds and if second-gen apps work as the developers hope, the benefits that businesses are going to experience will be equally hard to get your arms around, partly because the benefits are so subtle and disparate and partly because you’ll see a shift in the way work is done.
Does that mean that we won’t be able to talk about the benefits and we’ll just bull ahead with them? Well, that’s why I’m introducing the notion of operational effectiveness. It does seem to me that we can get clearer about what the benefits are.
So come on guys. Make comments. What is operational effectiveness? And how can we tell whether we are getting it?
April 8, 2010
This blog post is as more an open question than a pronouncement. So please feel free to comment on this or take the idea in a different direction.
I’ve been thinking about the next generation of Enterprise Applications, the value that they (might) bring, and about how people might justify replacing the enterprise applications they have with the new generation.
Generally speaking, you justify an investment in infrastructure using ROI. You invest this much, get this much return. For the first generation of enterprise applications (most everything designed between 1990 and 2003 or later), this made sense, because they were basically automation apps. They automated work done by people. The ROI showed up because you didn’t have to pay people to do it any more.
Now these new applications simply don’t do that, that is, they don’t automate appreciably better than the old applications do. And this means that ROI is a pretty crummy tool for evaluating whether an investment is worthwhile. Yes, there will be ROI if the enterprise application works the way it’s supposed to. But the return will be highly indirect. You won’t be able to fire people and pay for the application.
Brian Sommer has been talking about this problem for years–essentially, he points out that automating something that’s already automated doesn’t justify an investment on the same scale. But he has never really explored whether there are other forms of justification.
Nenshad argues in his book and his blog that good performance management enabled by modern tools will get you to a place you want to be, and he tells you a lot about how to do it. And while it is true that these new applications help you manage performance better and that’s one of the reasons you want them, he doesn’t offer a way of thinking about justifying the move to what he recommends. (Nenshad, if I missed this in your book, I’m sorry.)
So what does one use? Well, let me offer a concept and sketch it out in a paragraph or two, and you my small but apparently very loyal readership can then take me to task.
I’ll argue that what these new applications really do is improve “operational effectiveness.” What’s that? Well, to start out with, let’s just say that they let each employee put more effort into moving the company forward and less effort on overcoming friction, that is.
Well, that’s suitably hazy. So here are some things that you could measure that would, I think, be indicators that employee effort is more coherent and focused. You could, for instance, take a page from the black belts and measure operational errors or even just exceptions as part of operational effectiveness. Or, you could look at corporate processes that are nominally automated and see whether they are managed by exception. (Truly best, automatable practices should require almost no routine manual actions.)
People sometimes try to look at operational effectiveness by measuring what percentage of revenue is spent on things that feel like pure expense, like IT. So, a company that spends 3% of its revenues is less effective than one that spends 1% of its revenues. People also try to get at it by trying to look at which activities are “value-added” and trying to get people to do more of them. Both ideas are silly, of course, in themselves. (The 3% company may be spending on stuff that makes them effective, while the 1% isn’t.) But I think there might be indicators of operational effectiveness that are better. Wouldn’t operationally effective companies spend less time in meetings, send fewer junk e-mails, work fewer hours/employee (!), resolve more customer complaints and deflect fewer, etc., etc., etc.?
You get the idea, I think. So why is this a good measure for the new generation of applications? Because, bottom line, I think that’s what they’ll do. They’ll help organizations and people avoid wheel-spinning, error correction, and pointless processes or rules by getting to what matters, faster.
Of course, people have always accused me of being a ridiculous, blue-sky, naive optimist. But that’s how it seems to me.
What do you think?
March 31, 2010
A few days ago, I argued that a company that wants to replace its old, limping systems with a brand, spanking new Oracle or SAP application should probably wait for the next generation of apps.
The post got a lot of approving comments, which surprised me. I think there are pretty good arguments for just hauling off and buying. Consider what one of these hypothetical companies might say in defense of a decision to buy now rather than later.
1. We’ve got the money now and we should spend it.
2. The product we’ll get will be much more reliable.
3. The cost of services surrounding the product will be lower.
4. We don’t know when the new products will be out (with the possible exception of Workday 10).
5. We don’t know what will be in the new product.
Imagine what idiots we’d look like, the buyer might say, if we waited for five years for a product that was no better than what we could buy today and far more incomplete and buggy.
I see the force of this, which is why I thought it was a close call. Ultimately, I did decide it’s better to wait for markedly better products that are coming, despite the risks and delays. But I saw why people would disagree.
So are my commenters intemperate or am I dithering? One test for this is to look at the case of somebody who is not considering a replacement, but is considering a fairly big investment in the existing platform. Maybe they’re considering an upgrade, or maybe they’re considering some extension products, or maybe they want to push their existing installation out to other geographies.
This is a very realistic case. Several companies I know fairly well are considering one or more of these options. One is upgrading to Oracle 11i; another wants to upgrade to Infor LN. Still another wants to extend its QAD implementation to another geography. Still another wants to buy a CRM system from its existing vendor.
For each of these companies, the details matter a lot, but on reflection, I think the same argument applies. It will be hard to get the return on this big new investment in the old platform, because the useful life of what is to you a new product is not long enough to justify the expense.
This raises two questions. First, how does one calculate “useful life.” Most of the companies I’m thinking of believe that the useful life is defined only by how long they’re willing to use it, and for some companies, that’s pretty long. (There are, after all, big SAP clients who are still using R/2.) I think this is wrong, but I’m going to have to hold off explaining why till a later blog.
The second question is, “Assuming that the commenters and I are right, what kinds of investments should companies who have decided to wait actually make?” I have no determinate answers to this, but I think there are some guidelines.
Start with Gavin’s comment on the previous post. Gavin points out that some investments in the Oracle infrastructure and in new Fusion-based products will actually take you toward the next Oracle generation. He is quite right; Oracle designed things this way, and partly because of the problem that I’m describing, they quite deliberately created some ways of investing in products from Oracle without locking yourself into an older technology.
There are many, many caveats, of course. Among other things, if you have an Oracle system now, you might not want Oracle in the future. The three main products I mentioned in the earlier post (Workday, Business by Design, and Fusion Applications) are all highly differentiated, each with its own flaws and virtues. A rational person would do well to look at all of them before deciding to stick with the vendor they have now. (This applies to SAP customers, too.)
Even if you are bent on Oracle, you still may want to take some time thinking through your infrastructure stack before investing in pieces of it. Even the examples Gavin gives like OpenID, which are likely to be pretty good, may not be right in the long run, and if they aren’t, that will be a lot of trouble and expense gone to waste.
You should note that Gavin’s argument almost certainly will apply to SAP, as well. SAP is also workng on “hybrid” intermediate solutions, and I’ll bet you dollars to donuts that they’re trying to figure out every way they can to ease the migration to the new system by asking you to make steady, rational investments in products that extend your current capabilities.
But what about customers for whom an infrastructure or extension investment isn’t right? Here, I think there are some interesting arguments, akin to Gavin’s, for small, light cloud-based apps, point solutions designed to solve highly specific problems. I’m not just talking about a CRM app or a call-center app or a recruiting app; I’m talking about things that are very, very specific to your industry, but really powerful, things like Tradestone in the apparel industry.
Another possibility is to spend some time and effort cleaning up your existing installation. This will improve its current effectiveness, extend its useful life, and very possibly lower the cost of the new system significantly. (A lot of the cost of any implementation is cleaning up after the mess left by a system that everybody has given up on.)
There’s a very smart analyst in Europe, Helmuth Gümbel, who has spent a lot of time thinking about this problem. He has a blog, and he also has a conference, Sapience, which goes into these questions at length. If you’re thinking about extending your current ERP to other geographies, a reasonable alternative might be to find lower-cost ERP systems to serve those geographies.
The basic theme running through these latter approaches is that while you’re waiting, you can focus on saving some money and preparing your current installation, thereby making the later transition to a newer technology faster and more affordable.
March 26, 2010
Is it time to wait? If it isn’t now, then when?
Wait, that is, for the next gen of applications–Workday HR and Financials, SAP Business by Design, or Oracle Fusion Application Suite–rather than go with what’s out there now: PeopleSoft 9, Oracle EBS 11, or SAP Business Suite–all quite good products, but limited in many ways.
My gut says, “Wait.”
Of course, unless you happen to be my gastroenterologist, you shouldn’t care much about what my gut says. So here’s the reasoning behind it, which I think you can adapt to your own purposes.
PeopleSoft, EBS, and BS were all designed in the early ’90s and are now mature. (There will be no fundamental improvements made to any of them.) So they’re roughly 20 years old. Let’s assume that this takes them halfway through their useful life.
Now let’s do some algebra. Assume that the new products have a similar useful life and offer a 30% improvement in overall effectiveness.
Say the net benefit of buying a this-gen system is 1. In that case, the net benefit of a system that’s 30% better and lasts twice as long is 2.6. Now assume that the net cost of not replacing your old system -.1/yr, which makes it very, very expensive to keep your old system. Even if you have to wait four years for the next-gen system, you’re twice as well off (2.2 vs. 1) waiting. Even if the next-gen system costs significantly more than the old one (fairly likely, depending on the vendor), it’s still a big win.
If you e-mail me, I can give you a spreadsheet, and you can run the numbers yourself.
You don’t need the spreadsheet, though, to see that the argument is a function of four factors: the relative benefit of adopting next-gen apps (over the life of both apps), the cost of implementing them, the risk of implementing them, and the cost of waiting.
A friend who reviewing this argument offered the following analogy. Let’s say you live in an older house whose roof is leaking, pipes are rusty, electrical way out of date. Sure, it’s time to move. But what if there were a big tax break coming fairly soon which would allow you to buy a much better house. As long as the break was big enough, my friend says, the best bet for most people is to wait, because it’s a house, houses last a long time, and being in the better house makes a big difference for a long time.
Even if things are pretty bad in the old house, he goes on to say, your best bet is just to fix the immediate problems: repair the roof, add some new wiring, etc.
Clearly, the biggest and most important factor is how much better that house will be. For a conservative company, this may seem to be a big unknown. But really, it’s not. If you look at any of the new-gen apps, the improvements they’re offering are fairly clear. None of them are killer or transformational; they won’t let you fly when you had been walking. They’re just the sort of things that anybody would add now that they have 20 years of perspective on the old designs.
What are those things? Well, better and faster access to data, what the other pundits call “embedded analytics.” The ability to do some level of search, without having to print out reports and trek down hierarchical menus to get to a record. The ability to bring other people into a discussion of a record, by e-mailing it or asking them to approve it or whatever. All of these things can be done in the old system. But it takes longer, is often a pain in the you-know, and is often not done. Systems that will have all these things built in will be systems where each of your employees wastes somewhat less time each day wrestling with a system that was never designed to have the flexibility and accessibility that the web era has taught us to expect from any application we deal with.
None of these is earth-shattering; indeed, I usually call the next-gen apps Version 1.3 because they’re really not that big an advance over the 20-year-old ERP applications that are Version 1.0. (Is a 2.0 coming? I think so.)
But taken in aggregate, I think they’ll make a material difference in your operational efficiency. Enough of a difference to be worth waiting for.
Does this really apply to your situation? What about that risk? What are the chances that you will get the gains that would justify waiting? What about the fact that your company is ready to move now and for you, such a move comes at the right time in your career? All good questions. And in some cases, it may be right to jump. But for most people, the best thing to do is to take steps to reduce the risk and time to benefit.
January 20, 2010
I argued in the previous post that SAP’s new, “two-tier” pricing system for maintenance offers customers less choice than meets the eye, and commentators like Dennis Howlett agree.
So why did they bother? If one offering is “good support for a fair and reliable price” and the other offering is “less good support for roughly the same price (only no one will really know for six years)” why would anyone pick the latter? And why would SAP risk a public relations nightmare when the people who pick the apparently lower-cost alternative find that they’ve been snookered?
Is it just that SAP needs to offer the enterprise application version of “small coffee,” the coffee size that nobody ever orders, but you need on the menu, so people will order medium?
The question is particularly salient because SAP has data that, one could at least argue, shows that Enterprise Support really is better.
This data comes out of a program embarked on last summer, sponsored by SUGEN (SAP User Group Executive Network) and SAP. In this program, companies were put on Enteprise Support, and the benefits thereof were measured in 11 benchmarks and the sum of those benefits added into something called the SUGEN KPI Benchmark Index. SAP had vowed not to raise the cost of Enterprise Support until this program showed that a gain in the Index that gained justified the increased cost of Enterprise Suppory.
SAP reported the results at the Influencer Summit last December, which I attended. According to the numbers they showed me, the SUGEN KPI benchmarks had indeed been achieved.
These numbers were disclosed to me on the condition that I not repeat them until the full results were published, and while I’ve been given informal permission to speak about them, I will try to respect this request.
I think, though, that I can convey a fairly accurate idea of what is going on without actually citing the numbers.
Before I can get to this, though, I need to explain something about the program and the expectations that people had for it. When SAP first announced a new, improved class of support at an increased price, which all customers were required to use, many customers thought that this was just price-gouging. They didn’t believe that SAP’s across-the-board price increase for maintenance would be accompanied by any benefits. When SAP started hearing from these customers, they were clearly taken aback, since the executives in charge of this new support program clearly did (and do) believe in its benefits.
So SAP (and SUGEN, the customers’ self-appointed representatives) agreed to put the question to an empirical test.
Now anybody reading the press release about this program or anybody attending the journalist session at last May’s Sapphire (as I did) would believe that this test would be done along traditional social science lines. A representative sample of the SAP customer base would be given the opportunity to take advantage of Enterprise Support, and the benefits would be measured.
After attending that session, I told my client base (people who are professionally interested in tracking what SAP does) that it was impossible for this program to show so much benefit that it would justify the across-the-board increase. The reason was simple. To get the available benefit from Enterprise Support, a customer must get and install a software product called the Solution Manager and must then do a lot of process documentation and process modification. A representative sample of SAP customers simply wouldn’t include very many customers who had done all this installation, documentation, and change, because the total amount of work was considerable, and most customers weren’t going to do it, at least not any time soon.
Isn’t it sort of squirrelly, expecting Enterprise Support customers to get software, install it, and then do a fair amount of work before they get the benefit that SAP promised them? Well, yes, but it isn’t quite as squirrelly as it sounds.
At the Influencer Summit, Uwe Hommel, the person behind this idea, expressed it roughly this way. A lot of customers don’t really run support as well as they could. The Solution Manager provides them with a framework for the practices that they should be using, plus it enables SAP support personnel to give better, more accurate, and faster help, because the Solution Manager gives them better information about what was going on at a customer site. It would be nice if SAP could wave a magic wand and improve support without any effort from the customers. But that just can’t happen. All we can do is provide a framework.
As far as Hommel is concerned, what SAP is saying is roughly what the trainer at the gym offers. “We’ll make you better, bigger, stronger, and leaner, but of course you have to do your share.”
Fair enough, of course. But that’s not actually what SAP said. SAP actually said something more like, “You need to do support better, and to do it better, you’ll need a trainer and you’ll have to put in some effort, but oh, by the way, you have to pay for the trainer whether or not you actually get around to going to the gym.”
Perhaps the oddest thing about the test that SUGEN and SAP ran is that both parties pretended that SAP had said the first thing and not the second.
You see this, for instance, in the way they [SUGEN according to Myers, below] chose the subjects for the test. Rather than choosing the representative sample of the customer base that I was told they would choose, they asked for volunteers to apply for the program. 140 customers did apply; of those, only 56 were chosen for testing. This, of course, simply guaranteed that the test would not prove what SAP wanted it to prove, that the price increase was justified. At best, it would prove that those customers who decided to go to this metaphorical trainer would get some benefit from it.
So, did they get some benefit?
Well, um, uh, sort of.
As I said above, SAP and SUGEN agreed before the test that there were 11 areas where benefit might be provided. The areas ranged from the obvious things–fewer outages, faster problem resolution, and fewer problems–to the less obvious, but still important things, like more efficient CPU utilization and better use of disk storage.
In the actual test, the benefits of Enterprise Support was measured in only 6 of these 11 areas. The areas chosen had to do with total cost of operations (use of CPU and storage), the cost/effectiveness of managing patches, and the extent to which customers used SAP’s current software effectively. Clearly, this made things harder for SAP, since they were trying to prove benefit, but the benefit was actually measured in less than half the areas where benefit might be available.
Nevertheless, SAP thinks that it succeeded, and technically they did. They measured benefit by giving the SUGEN Index an arbitrary value of 100. The way I understood it at the session, the aim was to show that the increased benefits at least offset the roughly 7.6% price increase in 2009. [According to Myers, below, the actual aim was 4%].
Both aims (what I thought was the aim and what Myers said was the aim) were actually achieved. The benchmark index dropped by 6.89 percentage points. Even though only 6 benchmark areas were measured, the benefit achieved did offset the 7.6% increase (at least within 1 percentage point).
There is, however, a little, tiny, “but.”
All the benefit was achieved by massive improvements in only two out of the six areas: storage utilization and number of failed changes. (A “failed change,” is an attempt to install a patch which fails.) In all the other areas that were measured, the average improvement was very small.
Both of these measure appear to me to be one-time-only improvements. Take, for instance, storage utilization. If you have one of those awful Windows machines, and your disk is sluggish, you can run a utility that compacts your disk and frees up disk space. You’ll show massive improvement in storage utilization. But running this utility once is not the sort of thing that justifies a permanent yearly increase in maintenance costs. Yes, you can do it next year, but it won’t show the same level of improvement, because you gained most of the benefit the first time you did it. The same thing goes for reducing failed changes. Changes in process (and use of the Solution Manager, or Sol Man) can reduce this number a lot. But once you’ve made the changes, further reductions aren’t really available.
I certainly hope that somebody from SAP is reading this; if you are, you’re probably upset, because you’re saying to yourself, “Well, the benefit is permanent; for the rest of time, people will have fewer failed changes and use less disk space.” [Myers does in fact argue this. See below.] You are, of course, right. But you’ll have overlooked the larger question: does helping people to a one-time improvement justify a permanent, yearly price increase. That is hard for me to see. If Enterprise Support promised to bring these kinds of improvements in regularly, then it would be OK to pay more for it regularly. But this test doesn’t show that these regular improvements will be forthcoming.
In any case, it’s all moot now. SAP has scrapped the SUGEN benchmark process. In a way, it’s a shame. This is one of the few times that any enterprise application company has ever tried to run a systematic test of whether its software and services work as advertised. And the results of this test are very interesting. In some areas, the software and services don’t seem to work; the benefits are minimal. In other areas, though, they work very well indeed; the benefits are startling. Who woulda thunk it?
At the very least, shouldn’t SAP keep going with this, so it can go back and fine-tune its software, figure out why some benefits aren’t forthcoming and do something about it?
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.