Transformation Every Day
00:28:42 · Louis Schmidlin, Alexander Greb
And through that, you can lead him to deploy, to run, to then helping him with the adoption management, with incident triage, with business optimization, and build this kind of layer and foundation of the actual reality of the customer, together with your services to bring him much more efficiently to the go live and help on every single step of this way, and in the end he will have a run of a better adopted system of cleaner processes he can then use as a base to what Thomas Fix of SAP said at the Partner Days to identify and automate, and I think if that is a given, that will serve as a precursor to do that later on. [00:29:24] S2: That's quite a lot for a company which exists now since how many months? [00:29:31] S0: It's it's a bit... It's more than a year.
00:29:33 · Alexander Greb
[00:29:33] S2: More than a year. So so I wonder where you will be in three, four years. Wonder as well. Yeah. Exactly. Which is which is... And I think this is this is this is huge because this is solving so many things, yeah, that we are struggling in our industry since years. When... Whenever you you talk about, actually, the the service our industry is is is giving, yeah, with implementations and so on, I I think we we, by far, not often enough talk about customer experience in that way. Yeah. Because, an implementation project is like going to a to a dentist. Yeah. Nobody really enjoys it so much, probably on a customer side. Yeah. But you have to do it and so on. Yeah. Okay. Come on. Let... Let's get let's get it over. Yeah. Then then we are fine. Then we are fine. I think things like that, yeah, what you what you said, they really could could make a difference in a certain way that an an customer is experiencing an implementation or a transformation and so on. And after after it's done, yeah, he's so excited by not only the result, by the way it was done because it was a positive experience that he says, like, hey. Jesus, we we we have to do this again. I I want more. Yeah. Let's do the next step. Let's go to the next plateau, yeah, of value and so on. And whenever we were talking in the last years about, okay, which kind of services and so on are the one that will grow within a consulting space and the one which basically will go down and diminish, everybody said that, like the typical ABAP stuff and so on, the configuration stuff and so on. That will be done by agents and so on. But more transformation part, the change management and so on, That that will be the thing that will will generate the growth for for the next ten years. And, what what I think is an interesting thought is that, basically, your technology is is enabling to do change management for the better. Yeah. Because it's not, separated. It's not happening on a different slide deck. But imagine a change management change manager who is, not only doing his job on, yeah, the typical enablement level. Yeah. But but it's having a tool like this being able really to to close the gap between the system and the organization. I think this is incredibly powerful.
00:32:07 · Louis Schmidlin
[00:32:07] S0: I believe so as well, and I think I like the kind of example you drew. I think let's make going to the dentist as fun as possible, and because in the end ERP is at your core of your operation or of any enterprises operation, and it's so essential to actually understand what's going on in their ERP. And if you look at these legacy estate and even IT leaders say have no idea what's going on, And it needs so much manual work to actually understand what's happening within the system. That I say, if you're going into such a transformation, yes, in the beginning it can be scary. Let's try to make it as little scary as possible. And and let's give you the most insights. But if we're already on the way to go there, let's try to build it up in the best way possible in order that what you have after the transformation saves us this plateau that we can take as a baseline to move upwards from there and not that the next transformation needs to go okay, let's try to understand what we did over this five, six, seven year transformation in some cases. And if this is a given, I think much more possibilities are also possible what actually can happen on top of an S/4 system. And if you look at what SAP is constantly talking about is, well, it's all possible on top of an SAP system and how our partner helping to enable all of that. And I think there are so many great things where, yes, the true enablement isn't there yet. It takes time. I think we spoke about it before briefly and it will come more in the future. But in order that you can leverage this to the absolute maximum, need to have process you understand, you need to have clean, processes, and you need to have an adoption where these processes are actually being used of the business units as they should. And for that, I think to build up this transparency and can capture not just what is in the code, but also why our business units using it in a certain way gives this kind of picture that you can take to then actually transform.
00:34:18 · Alexander Greb
[00:34:18] S2: Yeah. And, what's... What I think is quite amusing in that that regard, Christian Klein, I think it was already at SAP file. He he made that statement that he repeated after that quite often saying, like, hey. The technology now is there to to make implementations and transformations much more efficiently and so on. So in a certain way, saying, like, okay, guys, it's it's not not our problem anymore. It's it's it's your problem. Yeah. On the implementation side, partner side, gear up. Yeah. It's not it's not okay like it's done anymore. And I think this... The statement is is is harsh as it was conceived by many, it's absolutely correct. Yeah. Because, we always, point at customers or organizations there saying, like, okay. They need change management because they have to start now finally working differently than twenty years ago. But but so many consultants are not actually better in a certain way, yeah, and also have to adapt these kinds of new way. But another topic which which I think is quite interesting, how many people are you at the moment? And I think we have to to say the day because I think it changes quite quickly with you. So on the October 27, what is the size of of your organization at the moment?
00:35:40 · Louis Schmidlin
[00:35:40] S0: I think at the moment we're 24 people, all sitting here together in Berlin. And I think we had quite an interesting kind of hiring policies where either you're really technical and it goes a bit in the point where you said before, it's really these technical nerds, or you understand the SAP ecosystem or the transformation pain. And it was really important that when you speak to a customer, when you speak to an SAP partner, that you can relate on a level where you like, I know what's being talked about here. I think this is so essential in order how we build this product as kind of a delivery engine across the methodology. We make everyone read when they start the whole book of SAP Activate. It's four fifty pages. And it's not always the most pleasant surprise when you start at a young company and you think, okay, can I start? And then the management puts you a big SAP Activate book in front of you. But I believe that, of course, on the technical side, so much more is possible with kind of hiring these best engineers straight out of university that can achieve so much. And these right experts and these people that experienced this pain before and were like, we need to change something about this. We cannot just accept even though some of the partners do not agree what Christian Klein said, but there needs to be a change and let's work at the forefront of this change and I think that is really exciting and I think through that we could hire a lot of people directly out of the SAP ecosystem and etc. And actually start making quite an impact currently with our product.
00:37:30 · Alexander Greb
[00:37:30] S2: But talking about 24 people, I think this is still smaller than most IT departments that you find at your customers. So, basically, a customer also could say, like, okay, based on the progress that is possible in the technology, why shouldn't we build our own discovery platform? Why why should we why do we need somebody from the outside to do this? What's your opinion on that?