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Abstract: The pace of IT industrialization be increase, once the FS crisis is mentally overcome. The world of tomorrow will not be a logical extension of yesterday’s world. Increase the IT industrialization for emerging markets imply an increase in demand on expertise and get enough knowledge and expertise in time. This is the great opportunity to collaborate and to challenge capabilities in changed environments. It’s probably easier to learn the “industry flavors on top” compared to the “business architecture and business suite capabilities on top”.

 

The abstract points already in the direction of collaboration across industries These collaborations targets to enable the provisioning of expertise from one industry to fulfill in the comparable demands within emerging markets. Executing using workflow automatization, business process reengineering, lean organizational models, business network transformations, is on the wish list of Banks, Insurance companies, public service organizations, and other service providing companies.

Over last 40 years most of emerging markets were able to provide support to their own needs. Custom development and several layers of legacy systems/applications require more and more maintenance resources, but also transfer and migration into future oriented business architectures and application landscapes require support. Usual the provisioning and need were located in the same “industry silo”.

Although business people, including “their” business processes, perceive themselves as different; on a more abstract level of IT and application support software engineers and system analysts discover major areas of common issues to be supported by same or similar IT features. From this perspective a business solution might be available in another industry sector or business domain.

The other element of emerging markets is the understanding about the relationship between competitive advantage and the features/function stack of applications. From this perception new models and service provisioning need to cover 100+% of demand. This doesn’t consider an adoption of standards or an organizational change as an opportunity to get closer to an achievable resolution.

To change both under the restriction of continuous business becomes radical, even now with the FS crisis in our backs. The control on major change processes became “the DNA” of some matured markets. Get this knowledge and expertise available. Collaborate, to profit as a team.

We don’t intent to start a catwalk on expertise, nor a new market platform to sell consultancy. Using the collaborative environments of SAP communities we have the medium to link questions to answers, to connect people, and drive self-control and decrease dependencies. Get the psychological walls down, which currently still separate IT expertise and knowledge domains in industry silos.

This is the challenge as well as the opportunity for future business. IT & software, but probably also in the industry business scenarios (call it the business network transformation).

On Wednesday October 15, 2008 we have to TechEd sessions. At 11:00 CET we address upper topic regarding business suite expertise, and at 15:30 we focus on the business architecture. Each session will last for 30 minutes.

These session areintended as a kick-off session and not deep dive facts shows. Nevertheless we will provide in the “business suite” session some information on implementation acceleration, domains of short-term ROI, capabilities “to integrate strategy with execution”.

If you like to participate real-time, please drop us an e-mail:mailto: frauke.hassdenteufel@sap.com or mailto: paul.centen@sap.com. We will provide you with the connectivity and meeting information. Both sessions are recorded, so you can listen to the recordings by the end of October.

Here the sessions:

Oct 15, 2008 11:00-11:30 CET     Suite applications and Industry expertise

Oct 15, 2008 16:30-17:00 CET     Business Architecture: the difference between perceived uniqueness and the need for change

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