Business IT

gabonesedestructionSoftware and s/w Development

Feb 17, 2014 (3 years and 6 months ago)

84 views

FH Südwestfalen

20 Jahre TBW



Der Wirtschaftsingenieur

als Change Agent



Klaus Langenberg

Business Unit Director SAP Norge AS

30.10.2009

Disclaimer

”This presentation is a personal reflection

and only contains my personal views,

thoughts and opinions. It is not endorsed by SAP nor does it

constitute any official communication of SAP”

Warmup

Persönliche Potenzialanalyse!


Welche Aufgabe hat
der Change
Agent?

CV Klaus Langenberg

1990


1994




Abschluss als Diplom Wirtschaftsingenieur FH

1993


1997



Consultant Itelligence AG




Finanzbuchhaltung/Controlling




Product Costing (MM/PP/FI
-
CO)




Integration Manager

1997


2003



Gründer und Managing Director Itelligence Norge AS




Startup from scratch: Koffer/Telefon




Ausbau auf 30 Mitarbeiter




IPO 1999

CV Klaus Langenberg

2003


heute



SAP Norge AS




Projektleiter (3 Monate)




Business Unit Director/Country Manager



Field Services


2005


Teilnahme an Top Management Seminar




150 out of 40500 Strategical Management



Program

2007


Teilnahme Top Management Seminar India,



Global Delivery Concepts

Alltime


Aktiv auf Xing, LinkedIn

Ausgangssituation


Ziele

GAP’s & How we closed them

1

2

3

Der Wirtschaftsingeneur als Change Agent:


1: Ausgangssituation



SAP AG 2007 / FSMP / FS

Strategic

Imperatives &

You

/ Bernd

-

Michael Rumpf / 0

SPM



2006 Highlights



Services Profitability



Field Services

Productization



ROI References



Customer Net Promoter Score



Active ISVs



Promotions From Top Talent



Product Profitability



Maintenance Lost (L4Q)



Customer Benefits Rating



Target Industries with #1 Rank



Partner Net Promoter Score

+

-

§

Missed Expectations on SW Revenue While Meeting Product Revenue

§

Operating Margin Exceeded Expectations

A job well done


are we really ready for the
future?


We know basically what it takes

to run this business successfully


Performing


Transforming (?)


There are not many in our peer
-
group with such a performance

and profile


Profitability


Organic growth


Dealing continuously with new
products



Can we continue like this and is it enough?


Contribution to customers and SAP

Past

2008/2009

Future

Field Services Contribution

Financials

Significant challenges lie ahead of us

SAP
Business
-
Model

Service
Market

Customers


Bridging IT and Business


100’000 customers


Flexibility,
Consolidation


Reduced TCO


Risk mitigation


Business Suite
only 50%


BPP/eSOA

as new
paradigm


ERP 2005 as

the basis


Enlarged

Partner

EcoSystem


Co
-
Innovation by
Partners


Industrialised
services


Distributed
Delivery


Restructuring of
Service Providers

It’s not the
IF
, it’s the
WHEN

and
HOW STRONG
.

Financials

Significant challenges lie ahead of us:
Customers

Customers


Bridging IT and Business


100’000 customers


Flexibility,
Consolidation


Reduced TCO


Risk mitigation

It’s not the
IF
, it’s the
WHEN

and
HOW STRONG
.

Customer needs are changing

Source: IBM Global Business Services, CEO survey (765 CEOs), FKOM 2007

Extent of
Fundamental
Change Needed

Over the Next Two Years

Moderate

change


Little or no
change

Past Level of Success at Managing

Fundamental

Change

Significant
change

22%

65%

13%

Little to no success


No change experience


Some success


Successful

Very successful

32%

15%

15%

33%

5%

23%

Cost Containment

14%

Business Process Innovation

10%

New Markets & Channels

8%

Compliance

5%

Mergers & Acquisitions

23%

Managing Relationships

New Products or Services

10%

Source: SAP study

Financials

Significant challenges lie ahead of us: SAP
Business Model

SAP
Business
-
Model


Business Suite
only 50%


BPP/eSOA

as new
paradigm


ERP 2005 as

the basis


Enlarged

Partner

EcoSystem


Co
-
Innovation by
Partners

It’s not the
IF
, it’s the
WHEN

and
HOW STRONG
.

Be frontrunner for new applications
and technology


Design the way forward


New solutions, user
groups and platform


Across and beyond SAP


End
-
to
-
end support


Different way of working



SAP’s business process platform generates
new opportunities and challenges

Financials

Significant challenges lie ahead of us: Service
Market

Service
Market


Industrialised
services


Distributed
Delivery


Restructuring of
Service Providers

It’s not the
IF
, it’s the
WHEN

and
HOW STRONG
.

Training of

consultants

Availability of standard
Education offerings for
partners/customers

Participation

in testing
activities

DEVELOPMENT

RAMP
-
UP

GENERAL AVAILABILITY

Time

Productized

Services

Global Delivery

Service

Productization

DEVELOPM.

RAMP
-
UP

Service
Engineering

Proactive

Feedback

Knowledge

Management


Hubs

Installations

Creation of
partner/

customer
enablement

offerings

Changing the fulfillment model

Significant challenges lie ahead of us

SAP
Business
-
Model

Service
Market

Customers

Customers

Financials

Are We Ready?

Check

Film mit 28 sekündiger Dauer


Zählen Sie die Anzahl der
Ballwechsel zwischen den
weissen Spielern!


Basketballfilm

12 Pässe?

Die Moral der Geschichte



Selective Perception!

Welche Rolle hat der Change
Agent?

15 Pässe?

Ausgangssituation


Ziele

GAP’s & How we closed them

1

2

3

Der Wirtschaftsingeneur als Change Agent

2: Ziele


Market Fit


Strategic Fit


Performance Fit

Ausgangssituation


Ziele

GAP’s & How we closed them

1

2

3

Der Wirtschaftsingeneur als Change Agent

The Objective is to Balance Contradictory
Pressures

Market

Fit

Strategic

Fit

Performance

Fit

Will Today’s Service Portfolio Deliver on Our
Strategy?

Three areas to test:

1

2

3

Market Fit


Does it address changes happening in the market?


Does it create sufficient value for our customers?


Does it differentiate us from competitors?

Strategic Fit



Does it support SAP’s key strategic objectives?

(such as market making for new products, expanded

customer base/SMEs, leveraging partners to improve

value for money and reach)

Performance Fit



Can I continue to meet my budget?



Can I maintain quality/integrity?



Does it offer a career path for my people?

Our Portfolio Today?

Products

c.v’s

Dividing Up the Service Portfolio: First Cut

PLAN
-
Services

Classic
Implemen
-
tations

RUN
-
Services

(IT
Excellence)

Safeguarding/QA

Education

Assessing the Structure of Today’s Service
Portfolio


Plan Services


Business process consulting


Business consulting type services


Architectural services/concepts



Classic Implementations


Prime implementation


Subcontracted implementation


Spot consulting (staff augmentation)



Run Services


IT excellence, SLO, Upgrades


Safeguarding/quality assurance



Education


Training, academy, e
-
learning


Product


Mercury, RWD/Infopack, MaxAttention (AGS), Safeguarding (AGS), CDP, Etc

Alternative/Additional Ways of Looking at Our
Portfolio



Software


Mercury


RWD/Infopack


CDP



Projects


Programme and project management


Quality and risk management



Expertise/Spot


Solution and architectural design


Various types of spot consulting



Business and IT strategy consulting



IT Excellence


SLO, Upgrade, etc



Education


Training, academy, e
-
learning

What Are The Most Important Market
Pressures hitting Your Business?

The

Squeeze!

Changes in Partner

Behaviour

Opportunities/Challenges



Responses

Changes in Products/

Technologies

Opportunities/Challenges



Responses

Changes in Customer

Behaviour

Opportunities/Challenges



Responses

Changes Among

Competitors

Opportunities/Challenges



Responses

For example:


Changes in Customer Behaviour


Fixed price contracts versus “time and materials”


More business users versus transaction users


Increased influence of CEO/business heads versus IT in decisions


Growth into customers with limited/no in
-
house IT capability


Etc.


Changes in Partner Behaviour


Pressure for increase value added


Focus on efficiency/repeatability versus “one
-
off” projects


More global fulfilment


Larger number of less sophisticated partners


Changes in Product/Technology


ESOA, BPP, Etc


Pre
-
configuration


More ISVs


Competitor moves


Competing visions (IBM?)


Competing processes, e.g. BPO, Salesforce.com


Will Today’s Service Portfolio Deliver on Our
Strategy?

Three areas to test:

1

2

3

Market Fit


Does it address changes happening in the market?


Does it create sufficient value for our customers?


Does it differentiate us from competitors?

Strategic Fit



Does it support SAP’s key strategic objectives?

(such as market making for new products, expanded

customer base/SMEs, leveraging partners to improve

value for money and reach)

Performance Fit



Can I continue to meet my budget?



Can I maintain quality/integrity?



Does it offer a career path for my people?

What is the Contribution of Different Offerings
to FS/SAP Strategic Goals?

BProcess &Platform
Services


Appl. Impl.

Contribution to Strategic Goal

Low

High

1

2

3

4

5

Customer

Value Add

Market

Maker

Partner

Enable

Mid
-
Size

Enable

Other?

Industrial

Fulfilment

Will Today’s Service Portfolio Deliver on Our
Strategy?

Three areas to test:

1

2

3

Market Fit


Does it address changes happening in the market?


Does it create sufficient value for our customers?


Does it differentiate us from competitors?

Strategic Fit



Does it support SAP’s key strategic objectives?

(such as market making for new products, expanded

customer base/SMEs, leveraging partners to improve

value for money and reach)

Performance Fit



Can I continue to meet my budget?



Can I maintain quality/integrity?



Does it offer a career path for my people?

Three Main Types of Shift in the Portfolio

Low

High

Contribution to Meeting
Budgeted Profit


Contribution to Strategic Goal

Low

High

Growth, Contraction,

Outsourcing

Re
-
positioning

Performance

Improvement

Target Profitability

Below Target

Target

Exceed Target

Strategic Fit 2010

Low

Medium

High

Size of Bubbles = Revenue Share

SAP Consulting Will More and More Become a
Process Company

… towards a service
-
oriented Process Company

From Implementation
Consulting today…

Source: Consulting Interview, 2010 view is inspirational indication

Target Profitability

Below Target

Target

Exceed Target

Strategic Fit 2010

Low

Medium

High

Size of Bubbles = Revenue Share

Industrialized
Services


(3%)

Executive
Advisory
Services

(1%)

Business Process
& Platform
Services

(6%)

Quality
Assurance

(12%)

Application
Implementations
Services

(75%)

Business
Process &
Platform
Services

(35%)

Executive
Advisory


Services

(5%)

Industrialized
Services


(8%)

Quality
Assurance

(17%)

Application
Implementations
Services

(35%)

Replace, recruit, develop

PERFORMANCE

LOW

HIGH


Key role of managers:



Develop and Manage to

Improve Performance

Does not
meet
expectations

Partially meets
expectations

Consistently
exceeds
expectations

Exceeds
expectations

Meets
expectations

Always recruit A
Players

Proper handling
of low
performers

5%

5
-
10%

10%

10%

70
-
75%

Skill Transformation: What Are My Opportunities?

Business

IT

Field of Activity

SAP Comp. Profile

Customer Role

Legende

M = Manager

P = Principal

S = Senior

C = Consultant

A = Associate

Programm Manager P
-
M

Change Management Expert S
-
P

Quality Management Consultant C
-
S
-
P

Project Manager S
-
P

Organisational Expert C
-
S
-
P

Strategic Analysis

for Corporate Funct.

& Industry Processes

Business Strategist

C
-
Level

P
-
M

Develop Industry

Solution Portfolio

Solution Portfolio Strategist

CIO/CEO/Business Owner

SAP C Mgmt Marketing

P
-
M

Technical

Studies & Advisory

Technology Strategist

CIO

P
-
M

Design

Technology Infrastructure

Techn. Sol. Architect

IT Director

S
-
P

Business

Analysis/Concepts


Business Expert

Business Manager

C
-
S
-
P

Transformation

Concept: Process, IT,

Organization

Bus. Transf. Manager

CEO

P
-
M

Detailed Design

of Core Processes

Bus. Solution Architect

Process Owner

Detailed Mapping

Process
-
> Application

S
-
P

Process Implementation

Process Implementation Consultant

Customer PL

C
-
S
-
P

System

Management Concept

System Management Expert

System Manager

Technology Cons. A
-
C
-
S
-
P

Expert Consulting for

Technical Components

Project Member

Support/Optimize

System Mgmt

Expert Cons. for

SAP Composites & Repository

Application Consultant

Project Member

A
-
C
-
S
-
P

Test conception &

support for all test activities

Test Management Consultant

Customer PL

A
-
C
-
S
-
P

Integr. Development

Integr. Development Cons.

Custom Development Lead

A
-
C
-
S
-
P

S
-
P

P
-
M

Transformation

Concept IT Strategy

IT Transf. Manager

CIO

Software Blueprint

for Individual Development

Development Architect

Cust Develop.Lead

S
-
P

IT Strategy

IT Strategist

C
-
Level

Enterprise IT

Architecture Design

P
-
M

Plan

Build

Run

Process Level

Enterprise Level

Application/Technology Level

The new service portfolio needs a more specialized set of skills. The strategic development
of our consultants follows a set of transformation paths.

The action plan to master the challenges is
defined

Enable growth

in SME

Expand value for

Large Enterprises

Drive early adoption of new solutions

Foster

personal growth

Change continuously

our fulfillment

Enable and expand the partner ecosystem


Grow the ecosystem


Workforce readiness


Employer of choice


Distributed Delivery &

optimized operations


A1S Ramp
-
Up


ERP upgrades


Enterprise SOA, PLAN & Customer Process Innovations


IT Operations


Custom Development


NPI, key solutions, Ramp
-
Up (e.g. CRM)


Blended education offerings

Planned versus Actual Strategy

Accumulated

Decisions

Planned

Strategy

Actual

Strategy

Unexpected

Opportunities

Missed

Opportunities

Weed or

Flower?

Good Strategy Execution =Planning +
Opportunism

Stability on the

What
´
, Flexibility on the
³
How
´

Expectation

NOW

SAP Future

Time

Weeds

Weeds

Flowers

Results

419 % Wachstum in der Topline (2004
-
2008)



Profitability verdreifacht




Bei konstantem Headcount




Und branchenüberdurchschnittlicher
Mitarbeiterzufriedenheit






Probieren !






Mein persönliches Fazit

Die Breite des Studiums öffnet alle Türen


Zu Beginn war es wichtig schnell viele
Unternehmen und deren Herausforderungen
kennenzulernen


Beratungsunternehmen sind
m.A. nach ideal

Was spannendes gefunden?


偲潦椠P敲摥e

健牳潮r汶敲慮瑷潲瑵湧oﱢ敲ü敨浥e
-

W慧an

健牳汩捨攠却牡瑥杩攠ﱢ敲灲ﱦ敮e


Job/Familie/Gesundheit

Mein persönliches Fazit

Studium bildet Ideale Plattform um als Change
Agent zu arbeiten

The Team is all!

Verantwortung delegieren an die Top Experts

Ergebnisse konsolidieren

Strategie festlegen, revalidieren

Lass Dein Team als Gewinner dastehn!

Dankeschön

Prof. Liese

Opportunitätskosten

Prof. Wenk

Zerreissprobe plastische /elastische
Verformungen + Eisen
-
Kohlenstoffdiagramm

Prof. Johannes

Entity Relationship Model

Klaus Müllner/Edwin Keuchler Englisch/Französisch

Christoph Glatz

Post Networking

Prof. Grillo


CD/Corp. Identity

Fragen?