SAP Solution: Walldorf

SAP has taken a wrong turn: Instead of consolidating menus, screen masks and processes, a ChatGPT-like voice input is to be put over the disastrous UI. Why does SAP always start solving problems from the wrong side?

It is not our software contracts that are meant, but the termination of our own employees. In terms of labor law, it is probably possible. Organizationally, CEO Christian Klein is completely overwhelmed.

In the new year, there are to be three Sapphires as face-to-face events: Orlando, Barcelona and São Paulo. That's good, but we need answers from existing SAP customers now, not in May and June 2023. The stakes are high.

SAP has done a disservice to our DSAG. The HR department in Walldorf has poached the DSAG Board Member for Technology. Personal congratulations to Steffen Pietsch, who seems ideally suited for the new task. For the SAP community, it's Armageddon.

Koenig.Solutions has moved. Since the beginning of October 2020, the 18 employees have been working in modern offices in Walldorf.

SAP has a lean structure. Analysts believe that the Executive Board is too small for the challenges ahead. The concentration of power on Christian Klein's shoulders reminds me of Viktor Orbán, Prime Minister of Hungary.

Cyber espionage is the scourge of the digital economy - and is usually noticed too late. To effectively protect the crown jewels in their SAP systems, existing customers must start with the design of the infrastructure.

For SAP CFO Luka Mucic, it must have been an eerie déjà vu: Once again, more SAP employees want to leave the company with an acceptable severance package than Mucic and SAP CEO McDermott had planned. It was a similar story last time: SAP employees saw the fair offer as a chance to take stock of the situation and to appreciate SAP's challenging work environment....

Now it has happened again: A large retail company in Germany has terminated its SAP system without success after a seven-year project phase.

With a central platform for data migration, historization and evaluation, legacy systems can be shut down and operating costs reduced. Only then is the switch to the new generation of SAP software worthwhile.

Is it fear of an impending danger, does Hasso Plattner know something we don't know yet? Or is it fear of an uncertain, indefinable ERP future?

Anyone analyzing the personnel development of the SAP Executive Board after Henning Kagermann comes to the conclusion that there are three personalities who decide on success: Hasso Plattner, Werner Brand and Gerd Oswald. But what happens next?