Transformation Every Day
00:13:58 · Louis Schmidlin
[00:13:58] S0: I fully agree. And I think it's it's also mostly when we approach new customers where it's, of course, we're doing a brownfield. We could never afford a greenfield. We don't want to rethink processes. But then if you go to the ground of this, it's like, when have you last kind of questioned your processes? Oh yeah, that was twenty, twenty five years ago when we moved from R/3 or when we moved to R/3 or whatever. I believe there is a big misconception that happened because of all of these negative examples that happened in the market. There's the famous little example, etc, that stuck so much in these enterprises' heads, and they're so afraid of making this move. And I think many of the consultants in their day to day work weren't really pushing for the most efficient. We saw so many SIs that were switched, we started from again, and we figured out, okay, but a year ago, we once already spoke about this topic. Are they notes? Oh, no, that wasn't well documented. It's not clear what really happened, let's just start from the beginning, and this transformation project that just dragged on and dragged on. And I think what needs to be clear that the technology SAP evolved but also the way of implementing and go about transformation project evolved, and there are new ways of going about it, and there's so many amazing things happening in this market, and if we put these two together, system transformation can completely be refiled from the beginning.
00:15:36 · Alexander Greb
[00:15:36] S2: And that's interesting point, yeah, because the product moved, but the method didn't. We work or we still work in many cases the same way like we did twenty years ago when things were much less complex. And like like I said, when you didn't have that kind of amount of of of grown architectures where these kinds of dead bodies are hidden somewhere, yeah, that you have to find and so on. And you you get now questions by each and every customer during, an an conversation when you are about of of embarking these kind of journeys. Like, how do you how do you want to find our APIs? How do you want to find what's happening there? What's sitting there? Because most of the companies, yeah, systems have merged. Systems have been been been changed in that way. They have no really clue what they're running anymore.
00:16:29 · Louis Schmidlin
[00:16:29] S0: Yeah. Yeah. And I think this this first discovery, especially with with platforms that are now available at the market, completely astonish a customer. And they see what's really in their system and they're like, oh, we completely forgot that we have this. Oh, we finally see how this is all mapping together. We didn't think, oh yeah, this is completely outdated and we haven't used it in two, three years or nobody even touches it. Just to give this transparency into actually legacy system is such a huge thing. To give customer this trust that this is possible from the beginning lets them look really different about what is possible later during the transformation, because if you give these insights from the start, they often see, okay, maybe it doesn't even is that bad. Maybe we can take many things directly over. Maybe we can retire quite a lot of things. And if this message is transported in the right way by the consultants, I think many customer would gain a lot of confidence back of actually doing their transformation in a much greener way, in my That's
00:17:45 · Alexander Greb
[00:17:45] S2: a good point that you're saying, the confidence, because I quite often ask myself, yeah, when you are up to, for example, a public cloud implementation, yeah, and you say this is this kind the the most modern thing you can do at the moment. Yeah. Because the deployment model and, the way you you move there and so on, everything there is is cutting edge. And then you start with the DDA, and you have consultants sitting together with people manually, going with them through scope items. This is this is completely ridiculous. Sorry to say that. But but in a certain way, this is absolutely absurd, yeah, to talk on the one hand about latest technology and then still have these kinds of, manual processes which, take days and in the in the end could could be not only far quicker, but also in a certain way far more encouraging about the possibilities of technology we have today.
00:18:43 · Louis Schmidlin, Alexander Greb
[00:18:43] S0: Yeah, absolutely. And if you look at what kind of tools the consultants still work in, in these long Excel sheets, mapping scope items to required manually, and I think many that worked actually as a consultant can still remember how this manual mapping is working, have tons of workshop notes that lay around somewhere and not at all in order. If you look into the SharePoints, it's quite a mess. Often the customer come and actually present us their SharePoint and we're like, what are we doing with all of that? There is so much misinformation and it's so unstructured in the way they're working, but also how they go about the tooling, I think needs to change with how the market is evolving. And I think there is still a big discrepancy. And I understand the critics there that, you know, you have consultants that did it thirty, forty years in that way, but there still needs to be a way to actually bring them a new kind of way over to go about these tasks, and I think mapping scope items to requirements on Excel sheet is not the way to go about that. [00:19:57] S2: Absolutely. But then, of course, the question, what do you do differently?
00:20:04 · Louis Schmidlin
[00:20:04] S0: I think what you do differently is kind of two things. You enable the consultant at every step of the way that any sort of these manual tasks are being taken over by technology. And it's just about reviewing and seeing what, for example, AI is putting and is that actually right? Bring your industry expertise, your process expertise, etc. And then going over with the kind of customer relationship trust, present the most critical points, navigate these political differences, and these issues then can come up in this kind of huge transformation project or even in the smaller one, and then translating this input back into some sort of an AI that then can start working with that again and amend the results accordingly. And I think it's important that consultants don't need to learn another tool and a new methodology, etc, but they can just use the tools that work already in, let the AI go over it, understand it, and transform it in the right way, bring it in the output as the consultant already know, and through that lead them much more efficiently through these different stages of a transformation. And the point of that is that because you have these insights, you have this transparency, you can start thinking about processes in a much more greenfield way. You can actually say, okay, do you really run this process like this? Do you don't want to go here in a much cleaner way and try to impose this clean core mentality from the ground up in the end to have transformation project and processes that the customer actually understands, that are actually clean, and in the end that are delivered much more efficiently.