5 Game Changers Propelling SAP to the Billion User Mark

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SAPINSIDER SPECIAL REPORT | BUSINESS ANALYTICS
Reproduced from the Oct n Nov n Dec 2011 issue of SAPinsider with permission from its publisher,WIS Publishing | sapinsider.wispubs.com
Today, SAP reaches around 500 million users, and
less than 20% of new license revenue is derived
from the SAP ecosystem. Contrast this with SAP’s 2015
vision of one billion users and an ecosystem that generates
40% of new license sales, and you have the recipe for some
BHAG: Big, Hairy, Audacious Goals. So how will SAP get there?
SAP’s fastest growing and largest segment today is business
analytics (see Figure 1 on the next page), and there are no
hurdles in sight to alter this trajectory. But ask SAP’s Kurt
Bilafer, who heads up the business analytics ecosystem and
channel, and he’ll tell you that the real cause for excitement is
that business analytics is driving entirely new ways of doing
business for customers. He also suggests that the most inter-
esting and compelling innovations will come from collaborat-
ing with the partner community. He points to examples of
instantaneous fraud analytics, accelerated clinical trial analysis
for new drugs, and real-time information anywhere, any time
— and he asserts that the best is still yet to come.
Our interview with Bilafer offered five surprising statistics
about the industry game changers coming out of the SAP
business analytics ecosystem — and how they impact both
customers and SAP’s ascent to the billion-user mark. This
SAPinsider special report begins with excerpts from that con-
versation, followed by insights from partners who have been
instrumental in revolutionizing the business analytics market
space and ensuring that their joint customers continue to
derive significant value from SAP solutions.
5Game Changers
Propelling SAP to
the Billion-User Mark
Kurt J. Bilafer
Global Vice President
Business Analytics & Technology
Ecosystem & Channel Group
SAP
S-5 Deloitte Consulting: Navigating the Ever-Changing World of
Business Intelligence and Analytics
S-8 Ernst & Young: How the CFO of the Future Will Raise an
Enterprise’s Intelligence
S-10 Software AG: Intelligently Optimize Your Planning Processes
S-11 Accenture: Be Gone, Disparate Solutions
S-12 SEEBURGER AG: Large File Transfers:A Loophole in Your
Data Security Strategy
S-13 CSI Netherlands: A One-Stop Shop for Gaining and
Maintaining Control
S-14 Oversight Systems: Stop Fraud Before It Happens with
Real-Time Analytics
S-15 Deloitte Consulting: A New Weapon in the Liquidity
Management Fight
S-16 Column5 Consulting: 5 Best Practices to Get the Most Out
of Your EPM Implementation
S-17 Fujitsu: SAP HANA: Unleash the Potential to Ask the
Right Questions
S-18 Infosys: How to Get the Most Out of Your SAP HANA Initiative
S-19 Utopia: 5 Common Data Migration Pitfalls
S-20 Tieto: Enterprise Mobile Enablement: 4 Expert Considerations
for Going Mobile
S-21 Capgemini: Change the Game with Mobile Analytics
S-22 T-Systems International: Unlock the Full Potential of SaaS
S-24 Dolphin: Can You Win the War Against Data Volume Growth?
S-25 HP: An Environment “Bursting” with Capacity
S-26 Symmetry Corporation: The Changing Face of the Cloud
Download this special report at sapinsider.wispubs.com
INSIDE THIS SPECIAL REPORT

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BUSINESS ANALYTICS | SAPINSIDER SPECIAL REPORT
For the past 30 years, SAP has built solutions in which customers capture and count business transactions. In these systems of record, you
capture who bought what when. Business analytics are a new class of solutions. These are your systems of engagement.1
Through these
analytic capabilities, you can engage with your data to make intelligent decisions.
Collaboration
Data Sources Analytic Capabilities Access
Business
intelligence
Enterprise
performance
management
Enterprise
information
management
Governance,
risk, and
compliance
Data
warehousing
Analytic
applications
FIGURE 1 u Business
analytics solutions
from SAP
Analytic capabilities Role within SAP’s business analytics portfolio
Business intelligence (BI) SAP BusinessObjects BI solutions empower teams to achieve remarkable results by providing anyone in the organization with self-service
access to relevant information and by helping business users transform their decision making by providing fact-based, quality information
regardless of where the data resides.
Enterprise information
management (EIM)
Business users need accurate, up-to-date information to successfully do their jobs. EIM solutions from SAP help companies set clear EIM
strategies for managing structured and unstructured data used in operational applications, data warehouses, BI, and analytics.
Data warehousing (DW) DW solutions from SAP provide flexible data foundations to support organizations looking for enterprise-wide data warehouses or more
agile, high-performance data marts. The goal is to lower IT costs and implementation times while enabling analysis of any business
questions needed by business users across the company.
Enterprise performance
management (EPM)
SAP BusinessObjects EPM solutions close the gap between strategy and execution by cascading corporate goals into department-relevant
metrics, ensuring accountability, enabling reporting and analysis, and streamlining execution of strategy-guided and risk-aware plans.
Governance, risk, and
compliance (GRC)
SAP BusinessObjects GRC solutions provide continuous monitoring of key risk indicators and compliance effectiveness, business
processes, and IT infrastructures that align risks and compliance programs to strategy.
Analytic applications SAP BusinessObjects analytic applications tackle a diverse set of industry-specific issues confronted today by professionals in a variety
of disciplines, including finance, sales, risk management, operations, patient care, strategic planning, customer retention, and military
planning. Analytic solutions can be deployed in as little as six weeks, work with both SAP and heterogeneous enterprise applications and
data sources, and are co-innovated with customers and partners to leverage proven industry best practices.
These applications work as readily on a phone or tablet as they do on a desktop or laptop. SAP is also making them available via the cloud, so
if a company wants to share data with a partner that sits outside its firewall, it doesn’t have to send a spreadsheet. Authorized parties can use
SAP BusinessObjects BI OnDemand and SAP StreamWork to access and collaborate with data that otherwise would only be reachable inside
the firewall. Bilafer refers to this as the “consumerization of IT.” You can access what you want your way.
1
To learn more about the systems of engagement concept, see Stephanie Buscemi’s article on page 30 of this October-December 2011 issue of SAPinsider (sapinsider.wispubs.com).
Access methods Use case for business analytics
Cloud computing Leverage your SAP investment and extend your insight to customers and business partners immediately, without an IT project. Optionally,
securely manage your cloud environment at an enterprise level by managing it as an IT (cloud or hybrid) project.
Mobility With the acquisition of Sybase, we now offer a complete enterprise mobility stack: business processes, mobile platform, development
tools, and mobile applications. Delivering mission-critical capabilities to core mobile users and instant value to occasional users, SAP and
Sybase offer a wide range of mobile applications and underlying infrastructure — with unmatched integration to SAP systems — for
secure access to business processes anytime, anywhere, and on any device.

S-3Reproduced from the Oct n Nov n Dec 2011 issue of SAPinsider with permission from its publisher,WIS Publishing | sapinsider.wispubs.com
Anew wave of innovation at SAP has forever
changed the way people will interact with SAP
solutions. Users won’t be tethered to a desk or even a
laptop. Managers will review sales and forecast informa-
tion from mobile apps. They’ll place and approve cus-
tomer orders from the field. They’ll have Google-like
search capabilities across reams of data, and search
results will be rendered instantaneously. But most
importantly, given an unprecedented initiative by SAP
to co-innovate with its partners, the very applications
people will be using will be revolutionary, solving busi-
ness problems in ways that were previously not possible.
5 Ways the Business Analytics
Ecosystem Will Change the
Game for SAP Users
1. Big data. Look at SAP HANA, one of our in-memory
solutions. The real value of SAP HANA isn’t just that you
get data findings faster; the value is that you’re solving
business problems that could not even be addressed
before. One technology partner, Oversight Systems (fea-
tured in this special report), is leveraging SAP HANA to
deliver real-time fraud analytics. At the point of sale, a
credit card can be analyzed for improper usage and
approved or declined in the time it takes to swipe the
card. This requires analysis of huge amounts of data in
real time. With SAP HANA technology and Oversight
Systems’ decade of fraud analysis expertise, the solution
is now a reality. This is a great demonstration of the
power of “big data” converging with real-time analytics.
The combination provides a solution that before seemed
economically inconceivable.
We’re also co-innovating with a partner that works
with life sciences companies to take drug development
data through its phase-one trial. Aggregating and analyz-
ing this massive volume of data has historically been the
most laborious and expensive part of the process. Enter
SAP HANA. With the data volumes in SAP HANA, these
companies can slice and dice drug trial data any way they
like — by gender, age, or similarities and disparities
among patients who have responded well or poorly to
the drug. They can readily evaluate and analyze the data
until they get the testing nailed down. In this way, a pro-
cess that typically takes 18 months is reduced to just six
or seven weeks. Again, this isn’t some far-off future. We
have life sciences companies that are using this today.
These partner-fueled industry game changers are one of
the ways that we will get to one billion users.
2. Consumerization of IT. Co-innovation with part-
ners on the consumer front is another way we will get
to one billion users. Imagine empowering average citi-
zens to use state-of-the-art business analytic solutions
to review government-provided data sets — like the
public use of Recovery Act funds, for example. People
could then use these tools to identify and report abuse.
Or another use case: Of course, one of the leaders in
the consumerization of IT has been Google. SAP is co-
innovating with Google to leverage the familiar Google
Maps functionality within SAP applications. SAP’s
more than 10,000 developers can now incorporate
Google Maps functionality — a cloud-based third-party
technology — into our core functionality.
And in yet another example, a quick visit to www.
experiencesap.com will show you how everyday peo-
ple can use SAP business analytics offerings to mine
MLB, NFL, NHL, and even USTA player statistics — for
fantasy sports analysis, for instance.
3. The fast and the furious. Information on the go
— the beloved wherever, whenever mantra — has
become the new norm. We are always trying to make
the most effective use of our“down time.”Working with
partners, SAP solutions are fast and furiously all becom-
ing accessible from mobile devices and the cloud. At
SAP, we have already partnered with our ecosystem to
bring mobile solutions to market that leverage the
native capabilities of a specific device (see sidebar). And
on the cloud front, we already offer SAP Business-
Objects Business Intelligence (BI) OnDemand and the
SAP + Partners = Mobile Business Intelligence
While SAP continues to develop and release new mobile BI solutions, we
realize that mobilizing business intelligence is not just about the software
— it’s also about developing solutions that take advantage of a device’s
native capabilities. To do that successfully, we have worked closely with
the various mobile device makers. For example, SAP has partnered with
Research in Motion (RIM) to allow users of the RIM PlayBook to easily drill
down into executive dashboards from SAP on the PlayBook through a
familiar user interface. SAP has also worked with Apple to optimize our
SAP BusinessObjects Web Intelligence reports for the Apple iOS platform,
leveraging the unique native capabilities of Apple mobile devices. Other
new mobile BI solutions for SAP customers include:
ƒƒ SAP BusinessObjects Mobile BI (for various devices and operating systems)
ƒƒ SAP BusinessObjects Explorer Mobile
ƒƒ SAP BusinessObjects Exploration Views (a briefing book-style view
of SAP Business Explorer reports, optimized for a specific device or
operating system)

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collaboration application SAP StreamWork, two cloud-
based solutions that are delivering tremendous value to
virtual teams of customers, partners, and employees, all
working on a common problem. We will see even more
innovation on the mobility and cloud fronts as cus-
tomer demand matures.
4. Content is king. Providing substantive and highly
targeted content — such as regulatory updates, busi-
ness KPIs, and industry and line-of-business best prac-
tices — is another innovation that hails from the
business analytics partner community and is expanding
the adoption of SAP solutions. Content providers
around our GRC solutions are a great example. For
instance, if you’re a utilities company, the ever-present
FERC and NERC laws are of keen interest to you. To
help, we have partners that provide content directly
related to these regulations. We also have partners
that cater to oil and gas companies to identify and
quantify risks associated with drilling. And the list
goes on and on.
But even general users of an application like SAP
Customer Relationship Management (SAP CRM) ben-
efit from partner content. For example, we’re seeing a
lot of partners build content on common sales and mar-
keting reports that a CRM customer might generate,
enabling them to better quantify, qualify, and describe
their sales pipeline from a metrics standpoint.
And the way that a finance or operations executive
looks at opportunities and risk requires yet another
type of content, so content is also available for CFOs
and supply chain executives. One partner may have
the top 20 key risk indicators in supply chain manage-
ment — and it’s not just things like“what’s your inven-
tory level,” but more specific information, like “these
are your top 10 parts, and only one manufacturer is
providing all of them.”
These examples — of building up our content librar-
ies, rules and regulations reporting, and key perfor-
mance indicators — represent another wave that can
help SAP reach the billion-user mark.
5. One-stop shopping. Lastly, all business analytic
applications are within easy reach of any customer. You
want business analytic applications to be as accessible
as music and apps are from the Apple Store, and they
are. You can find the solutions I’ve been describing
through SAP EcoHub’s “Business Analytics Market-
place” (see Figure 2). We’ll also be launching market-
places for mobility and SAP HANA soon.
All of this new co-innovation that SAP and our part-
ners are bringing to the market isn’t about a simple
technology upgrade. These are game changers. As SAP
continues to innovate foundational technologies that
streamline and reduce your cost of doing business,
we’ve doubled down on our commitment to partners.
In turn, we’re seeing unprecedented levels of partner
engagement. Look now for partners to be not only
implementers and resellers of SAP solutions, but co-
innovators from which the most compelling and excit-
ing solutions hail.
To learn more about SAP’s innovative approach to
business analytics, visit our blogs at http://blogs.sap.
com/analytics/ and www.the-decisionfactor.com/.
You can also follow me on Twitter @bilafer. n
FIGURE 2 qSAP’s
Business Analytics
Marketplace at
SAP EcoHub: http://
ecohub.sdn.sap.
com/analytics

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Lee A. Dittmar
Principal
Deloitte Consulting LLP;
National Sales Leader
Deloitte Analytics
Navigating the Ever-Changing World of
Business Intelligence and Analytics
Companies all over the world are making analytics
a priority. They’ve realized the growing impor-
tance of being able to collect, analyze, and disseminate
information to the right people within the organiza-
tion, in the right place, and at the right time.
While this pressing need for business intelligence
(BI) is not new, what is happening today with regards
to data, information, analytics, and mobility is nothing
short of revolutionary. There is a convergence of forces
and factors driving the interest in and demand for
improved analytic capabilities. These include an explo-
sive growth in data volumes, aggressive regulatory
environments, the pervasive search for profitable
growth opportunities, a multitude of new data sources,
including various social media channels, and the need
to uncover hidden insights that are critically impor-
tant to setting corporate strategies and making better
business decisions.
An Increasing Need for Analytics
The need for analytic insights and foresight is greater
than it has ever been. The speed at which decisions
need to be made is ever-increasing, and, before they
can make these decisions, businesses have to consider
the entire ecosystem in which they exist, including
social, economic, environmental, and political cur-
rents that might once have been outside of their pur-
view. All of these factors put business analytics in the
center of the action today. Meanwhile, the variety and
number of data sources have changed greatly, even
just over the past few years. The old approaches and
old tools for collecting and analyzing data just aren’t
up to the job anymore.
Yet many companies continue to operate with out-
dated capabilities that simply cannot provide the nec-
essary, basic, timely feedback on their speed, direction,
and other critical indicators — they are like airplanes
with outmoded equipment, flying blindly in the sky.
For instance, many businesses don’t have insight into
their operating and financial performance until long
after they close the books and, even then, they often
have doubts about the accuracy and usefulness of this
historic information. A number of them don’t have
information about key performance metrics, including
governance, risk, and compliance (GRC) parameters,
until it is too late for the information to be actionable.
The bottom line: The accuracy, timeliness, reliability,
and transparency of information and analytic capabili-
ties are often not where they should be.
Overcoming Barriers in the Shift from
Concept to Action
Many organizations are still in the early stages of
their journey toward developing fact-based cultures;
they’re working to put in place new capabilities that
will effectively and efficiently turn data into new,
insightful information. They are seeking to move
from concept to action, but
need to first overcome both
real and perceived barriers.
Most business leaders
understand the inherent value
of using high-quality informa-
tion and analytic insights to
improve operations and drive
better, smarter decisions. But
even when there is recognition
of this potential, many compa-
nies continue to fall short of
achieving the capabilities they
want and need. Some talk a
good game, but when you look deep inside their orga-
nization, you find business users who still struggle to
get the information they need to do their jobs.
Other companies spend so much time gathering
data that they have little time to perform any real
analysis. Lacking the level of information manage-
ment automation and the analytics tools they desire,
these companies make do with manual processes and
fragmented solutions, working outside of the existing
enterprise systems. Sure, you’ll find pockets of analyt-
ics innovation in some of these ad hoc information
While this pressing need for
business intelligence is not new,
what is happening today with
regards to data, information,
analytics, and mobility is nothing
short of revolutionary.
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Mobility
Cloud
computing
Mobility
Cloud
computing

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gathering solutions, but what you mostly see is an
army of spreadsheets marching inexorably toward
the edge of data overload.
So, why is this happening when the benefits of
improved information management and enhanced
analytics capabilities seem clear? Deloitte has identi-
fied a variety of barriers that companies are facing
when trying to become more proficient with analyt-
ics across the enterprise:
1. Lack of a compelling business case
2. Concerns about the quality of data
3. Organizational silos
4. Insufficient executive sponsorship
5. Acceptance of the current state
Overcoming these and any other barriers is essen-
tial for a company to be able to shift into action and
build momentum to achieve the benefits of better
information and enhanced analytics. The business
cases can be made — experience shows that the best
analytics investments are actually self-funding. Con-
cerns about data quality, while often justified, are typi-
cally addressable and
sometimes serve merely
as excuses for not moving
forward.
Leadership itself is the
key ingredient to moving
forward, overcoming the
inertia of silos, motivating
the team, and setting the
vision for the future.
When leaders are tenta-
tive or provide less-than-
enthusiastic support,it may be because the justifications
for moving forward are not specific enough or are mud-
dled in jargon or technology-speak. This is an area
where Deloitte is often called upon to provide assis-
tance, helping to develop business cases for analytics
and gain leadership alignment. We’ve found that clarity
— on both the potential opportunities of setting up
better business analytics and the risks of not acting — is
essential.
The Technology You Need to Meet
Your Challenges Head On
The good news is that once you have overcome these
barriers, the technology exists to help your business
take advantage of the growing opportunities and
address any emerging challenges. For instance,
Deloitte is working closely with SAP to develop and
deliver new analytic capabilities and information solu-
tions for leading companies and public entities. The
level of activity around the entire portfolio of SAP’s
range of business analytics offerings is broad. Our cli-
ents are investing in new capabilities across the spec-
trum, including solutions for:
ƒƒ Planning
ƒƒ Reporting
ƒƒ Dashboards
ƒƒ Visualization
ƒƒ Data exploration
ƒƒ Enterprise BI platforms
ƒƒ Mobility
ƒƒ Advanced analytics
Not only does technology exist to meet these busi-
ness demands, but it is progressing relatively quickly.
Among the key drivers for taking action now are sig-
nificant advances in computing power and analytics
tools that together enable new capabilities that were
not possible even a short time ago. Many leading
organizations are realizing that the possibilities are
virtually endless. These new solutions allow compa-
nies to tackle the challenges and grab the opportuni-
ties of increased data volumes, myriad new sources,
an explosion of mobile devices, and the ever increas-
ing demand for information at Internet speed. Let’s
take a look at two specific examples of such technol-
ogy offerings.
Advances in Data Analytics: SAP HANA
SAP’s new high-performance analytic appliance, SAP
HANA, is a major development in the changing world
of data management, computing power, and applica-
tion performance. SAP HANA leverages an in-mem-
ory, columnar data store and massive parallel
processing that allow for fast response times with
extremely large data volumes. The potential value of
SAP HANA is substantial, with early pilots showing
that queries and reports scouring 450 billion records
could be executed in a few seconds.
Deloitte is heavily involved in early SAP HANA
proofs of concept, pilots, and strategy development,
and we believe that SAP HANA is poised to be a
When developing a business case
for analytics, we’ve found that
clarity — on both the potential
opportunities of setting up better
business analytics and the risks of
not acting — is essential.

key part of the future-state architecture for SAP cli-
ents. The roadmap and plans for SAP HANA will
likely have major implications for most SAP custom-
ers in borh the near term and and the long term.
Deloitte has been working with SAP HANA at client
sites and in its own innovation centers.
Mobile Technology: A Game Changer
Business analytics is further developing with the dawn
of mobility. Before tablets and new mobile operating
systems hit the market, applying analytics in a mobile
environment usually meant finding ways to port
spreadsheets to a smartphone.
Now, consumers and business users have become
accustomed to exploring information in surprising,
remarkably intuitive ways. Visualization is quickly
moving beyond simple, reporting-focused charts and
graphs, becoming multidimensional, interactive, and
a lot more flexible.
Business users now expect access to the same types
of intuitive mobile applications that they use on their
own wireless devices. They’re clamoring for more met-
rics on virtually anything you can imagine measuring
— supply chains, products, HR information, you name
it. Soon, mobile access to analytics won’t simply be the
opening act. It will be the main event.
For business leaders, the heat is on to find ways to
get the most long-term business value from mobility
while delivering results very quickly. Leading prac-
tices in mobile analytics lend themselves to timely
implementation; successful mobile applications
focus on discrete, task-level activities rather than
long, complex processes. For analytics to succeed in a
mobile environment, functionality has to be broken
into these types of granular chunks. That means busi-
nesses can and should start small by identifying areas
that can deliver the most value quickly and expand-
ing from there.
Deloitte Services Can Help Navigate
the Changing World of Analytics
The many changes in the world of BI and analytics
can seem daunting, but companies don’t have to take
them on alone. Deloitte can help your company to
better use analytics in its efforts to drive business
strategy and performance.
Deloitte’s services include a range of approaches
and solutions, from looking backward to evaluate
what happened in the past, to looking forward to
scenario planning and predictive modeling. Deloitte
Analytics Services span all functions and domains to
address a continuum of opportunities in information
management, performance optimization, and analytic
insights (see sidebar above).
We also provide skilled staff, deep sector knowledge,
and the experience of working with analytics across
various industries and mediums. To help companies
that are just getting started with their business analyt-
ics initiatives or are assessing where and how improved
analytics can benefit their business, Deloitte offers
workshops and demonstrations, both on-site or in our
new Deloitte Analytics Innovation Center.
To learn more about Deloitte’s services, visit us at
www.deloitte.com/deloitteanalytics, http://itunes.
apple.com/us/book/crunchy-questions-for-sticky/
id442976970?mt=11, or contact us directly at SAP@
deloitte.com. n
Soon, mobile access to analytics
won’t simply be the opening act.
It will be the main event.
Deloitte Analytics Services At a Glance
Deloitte Analytics Services span a wide variety of functions and domains,
providing services that cover:
ƒƒ Advisory Analytics: An advisory analytics engagement delivers
focused services to help clients develop an analytics approach to sup-
port a specific business strategy or initiative.
ƒƒ Transformational Analytics: In a transformational analytics engage-
ment, Deloitte helps clients design and implement an enterprise solu-
tion to enable analytics at their organization.
ƒƒ Managed Analytics: In a managed analytics engagement, consul-
tants provide both outsourced analytics services and a platform for
analytics that draws on Deloitte’s Application Management Services
capabilities.
ƒƒ Subscription Analytics: This is a subscription-based analytics service
in which Deloitte delivers analytical scoring and results to the client on
a periodic basis.

S-8
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Mobility
Cloud
computing
How the CFO of the Future Will
Raise an Enterprise’s Intelligence
Andrew Rusnak
Principal,Americas
Advisory Enterprise
Intelligence Leader
Ernst & Young
Consider this example: The CFO of a global For-
tune 500 company is brought on to regain his
company’s pre-crisis valuation following a decrease in
the company’s share value. The biggest strategic deci-
sion the CFO must make — in less than two weeks —
is whether or not the company should enter into a
merger with a competitor. Market analysts firmly
believe that a deal should be made and have even
publicly endorsed the merger.
However, by carefully examining the real-time
information of key performance indicators — includ-
ing factors like revenue growth, cash flow, opera-
tional efficiency, and cost cuts — and by creating a
series of scenario plans for the future, the CFO is able
to determine that the deal will not make his com-
pany stronger. The CFO then makes what outwardly
seems to be a counterintuitive decision: He turns his
back on the merger. This decision later turns out to
be a major one for the company. In the following
year, the company outperforms projections and
industry peers by more than 8%.
So how did this CFO know what others in the mar-
ket did not? He analyzed and listened to what his
company’s data said, and he made his decision based
on cold, hard facts. This is the CFO of the future. By
grafting business analytics onto everyday perfor-
mance, this CFO works more efficiently and with far
greater strategic insight. He sees the company in its
entirety and analyzes relationships between data in
more ways than were traditionally considered possi-
ble. This CFO possesses what Ernst & Young terms
“enterprise intelligence” (see sidebar).
A Deeper Understanding for
Key Employees
The potential for enterprise intelligence is here, now.
The emergence of “big data” — data sets so large in
size that they become difficult to collect and consume
— has changed the business landscape. CFOs now
have access to large volumes of both structured and
unstructured data, as well as the technology needed to
transform this information into timely, actionable
business insight.
Enterprise intelligence allows the CFO — and the
entire C-suite for that matter — to see the organiza-
tion in an entirely new way. It creates a deep connec-
tion within all aspects of the company. But the real
payoff comes when the whole company adopts new
management skills and new ways of working with data
and technology so that every level of the organization
becomes smarter.
Harnessing analytics tools not only serves to improve
the company’s performance, it also elevates the role of
the CFO and the entire finance team. Additionally,
such tools enable employees at all levels of an organiza-
tion to collaborate more efficiently through a stronger,
more direct connection with the markets and custom-
ers that the organization serves by identifying changes
in behavior and amplifying opportunities to better
serve customers.
In addition, effective use of analytics helps to
“de-layer”the organization and enables more effective
communication across the enterprise. Key employees,
like the CFO, can then build a deeper understanding
of the firm’s key strategies and greatest growth initia-
tive, and can work to further them.
Do You Possess Enterprise Intelligence?
Enterprise intelligence focuses on the innovative application of
analytic insight, enterprise planning, and leading-class monitoring
to accelerate the achievement of business objectives. It’s all about
integrating data management and analytic applications, including
business intelligence (BI), information strategy, and enterprise perfor-
mance management (EPM) solutions to align a company’s business
objectives with important performance risk and quality drivers to
provide an encompassing view of the enterprise.

The Game-Changing CFO
Consider another example: The CFO of a Fortune 50
consumer products company embedded analytics-
driven decision making into all of his key decisions to
generate greater returns. This CFO was then tasked by
a new CEO to create a strategy to move the company
to more standardized, harmonized, and simplified pro-
cesses globally and to create a single, integrated plan-
ning platform. The CFO defined key strategic drivers,
created an executive dashboard, and developed key
linkages to the planning process (see Figure 1). The
CFO then redesigned the planning process by:
ƒƒ Moving from monthly to quarterly forecasts
ƒƒ Separating operational and financial planning
ƒƒ Using historic data to create plans at the product
family level that can be pushed across the entire firm
ƒƒ Implementing sensitivity analysis
The improved global system for planning and
reporting drove consistency, accuracy, and cost reduc-
tions across the entire enterprise. It also led to greater
business insight and business improvement. The new
system significantly reduced planning cycle time and
increased the organization’s ability to analyze infor-
mation and react to change.
The Race Is On
With business analytics, the CFO gains access to a
clear view of the enterprise as a whole, giving that
CFO, as well as other key players in the business, a
new ability to ask the right questions, get immediate
answers that are based on real-time information
from every corner of the company, and consolidate
those insights to make truly game-changing deci-
sions. The race is on. This is a market that demands
peak performance, every second of every day. And it
is up to the CFO of the future to play a critical role in
creating that peak performance.
For more information about enterprise intelligence,
the CFO of the future, and how Ernst & Young can
help SAP customers get ahead of this trend, visit
www.ey.com. n
What Can Enterprise Intelligence Do for You?
ƒƒ Improve the quality and speed of decision making through robust
performance management applications and analytics
ƒƒ Enhance decision making by delivering a consistent and reliable infor-
mation management and governance structure
ƒƒ Enables you to implement tactics and strategies as defined by driver
trees and key strategic metrics
ƒƒ Enable you to see your business differently, thereby allowing you to
improve business performance
FIGURE 1 t An
executive dashboard
can give C-level
managers crucial
“what-if” insight
into their business,
such as the impact of
changing key drivers
on net sales, costs
of goods sold, and
operating expenses

S-10
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Intelligently Optimize Your
Planning Processes
Success Requires Looking Beyond Just the Technical ConsiderationsJens Echtermeyer
Vice President
Solution Unit BI
Software AG
Peter Eggert
Manager
Solution Unit BI
Software AG
Robert Schnitt
Senior Consultant
Solution Unit BI
Software AG
Companies working to improve organizational
alignment by implementing integrated business
planning have typically relied on business intelligence
(BI) tools to support their projects. In the past, how-
ever, when companies implemented such BI-supported
planning processes, the focus was often solely on the
technical tools that would be involved.
Of course, planning out the technical side of things is
important. But too often companies overlook the busi-
ness side of things, neglecting to figure out how the
technology will support their core business processes.
To help close this gap, companies should consider the
following steps.
First, Identify What Business Processes
Need Improvement
One of the essential factors for a successful planning
process optimization effort is to focus more heavily on
the business side of the project. Leaving the technical
aspects aside, a deeper look into a company’s business
processes can generate valuable information about
which processes really need improvement.
Normally, organizational constraints, such as a lack
of time and resources, do not allow organizations to
conduct regular“lessons learned”workshops to uncover
mission-critical process improvements. However, taking
the time to do this will not only ultimately improve a
company’s business processes, but can also help answer
the more technical question of what planning process
within the company needs to be optimized first.
Next, Come Up With a Process
Optimization Roadmap
To get started with your process optimization road-
map, begin by describing and modeling your business
process design. Then, you’ll want to link the business
processes to key figures in a common repository. Both
of these steps can be easily executed and displayed in
a tool like SAP Enterprise Modeling by IDS Scheer;
doing so will increase the transparency of your busi-
ness processes.
By applying this process optimization roadmap to
planning, you’ll have a good understanding of the
various planning processes within your company and
will be able to link them with key planning figures,
such as days in inventory, sales volumes per day/month/
year, or earnings before interest, taxes, depreciation,
and amortization (EBITDA). After completing this
roadmap, the next step is to actually redesign the plan-
ning processes themselves.
Finally, Choose the Technology That
Will Support Your Business Processes
With a clear definition of which planning processes
need to be optimized and a roadmap for how this opti-
mization should take place, businesses can focus on the
technical aspects of a planning project implementation
and choose a tool or purpose-built application — like
SAP BusinessObjects Planning and Consolidation, for
instance — that will support them.
To choose the right technology, each organization
should compare its business planning processes and
resulting requirements with the technical details of
potential applications. Companies should also consider
talking to an experienced consultant to help match the
processes they are optimizing with the technology best
suited to support them.
For instance, IDS Scheer Consulting, a Software AG
brand, recently finalized a major logistics planning
project with a leading chemical industry customer. In
this project, we:
ƒƒ Enhanced the transparency of planning processes
ƒƒ Delivered a detailed planning level of data
ƒƒ Extended the future planning range
As a result, the company saw a significant increase in
the efficiency of the planning process and a consider-
able improvement in the accuracy of the planning data.
For more information on intelligently optimizing
your planning processes, visit www.softwareag.com. n

S-11
James Rice
Senior Manager
Accenture
Be Gone, Disparate Solutions
How to Protect Critical Business Information by Integrating SAP BusinessObjects
Access Control with Identity and Access Management Solutions
Too many organizations, as they work to extend and
safeguard existing business processes and technolo-
gies to include their expanding SAP landscape, imple-
ment disparate solutions that support one-off, ad hoc
requirements. This, in turn, can lead to identity and
access management (IAM) concerns within the organiza-
tion. For example, the business may ask:“Can we track a
single user’s identity and access rights across all enter-
prise systems and applications? Can we ensure that a
user’s access across applications not only is accurate for
their job function, but also adheres to compliance and
regulatory policies? Can we monitor segregation of
duties (SoD) violations across platforms or applications?”
Accenture’s global security practice is answering these
questions by helping companies combine the functional-
ity of SAP BusinessObjects Access Control with enter-
prise IAM solutions. But to be successful, you’ll need a
comprehensive IAM solution that integrates seamlessly
with this SAP solution.
5 Components of an IAM Solution
Figure 1 represents a logical architecture for integrating
SAP BusinessObjects Access Control with IAM functional-
ity to achieve comprehensive IAM. The numbered items
in the figure represent five components:
1 Identity manager (IDM) manages the
workflow and approval routing for auto-
mated onboarding of employees and third-
party users through HR data feeds and
self-service requests to add, change, or
remove access.
2 IDM connectors integrate the IDM
solution with SAP and other enterprise sys-
tems by facilitating the communication of
role information, compliance reporting,
and provisioning requests across platforms.
3 SAP BusinessObjects Access Control
provides role management,SoD compliance
analysis, and entitlement provisioning to
connected systems.
4 Role and compliance manager (RCM) is responsi-
ble for periodic reporting and certification for attesta-
tion of user access across enterprise applications.
5 Access management provides a consistent single
sign-on experience to web-based applications and the
portal. Additionally, advanced authentication and
fraud protection provides multi-factor authentication
capabilities and risk-based authorization decisions.
Set Your Sights on IAM Goals
IAM and its goals cover a broad scope of challenges that
span people, processes, and technology capabilities.
IAM aims to understand and track identities interacting
with the organization; assign and govern credentials for
those identities; manage entitlements granted to
resources in the organization; enforce access controls;
and maintain a record of access assignments for audit
and compliance.
To help address these fundamentals and achieve
holistic IAM, organizations can combine SAP Business
Objects Access Control, enterprise IAM technology
solutions, and Accenture’s high-performance security
practice. For more advice and information, visit www.
accenture.com/security. n
Active
Directory
SAP Infrastructure
Enterprise
Infrastructure
Enterprise
Applications
Enterprise Systems SAP ComponentsEnterprise Identity and Access Management
Attestation
Reporting
Authentication and Authorization
Provisioning
Manager
Identity
Manager
Connectors
Identity Management
User Management
Engine
Central User
Administration
User Repository
Access
Management
Advanced
Authentication and
Fraud Protection
Web Services
ABAP/JAVA
SAP Applications
Application Landscape
Web GUI
Reporting
SAP ERP
SAP Modules
SAP Applications
2
Access Request
Delegated Admin
Identity
Manager
1
Identity Repository
SAP BusinessObjects
Access Control
3
Risk Analysis
and Remediation
Compliant User
Provisioning
Role and Compliance
Manager
5
Role-Based Access Control
Role and
Compliance
Manager
4
HR
Directory
FIGURE 1 q Logical
architecture for
a comprehensive
IAM solution
that integrates
seamlessly with SAP
BusinessObjects
Access Control to
safeguard business
information efficiently
and effectively
warehousing
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Mobility
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computing

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The effort to enforce information security policies
sometimes stumbles when it comes to file sharing.
For smaller files exchanged by email, the problem has
largely been solved with content-aware applications,
such as data loss prevention (DLP) software. However,
large file transfers have traditionally fallen through the
cracks. Files exceeding email attachment limits are
typically transmitted via FTP, an insecure and non-
auditable method that is not covered by tools like DLP.
This means that large and frequently sensitive data
sets — including master data and product item descrip-
tions, customer lists, payroll information, and quarterly
financial reports — are constantly traveling between
individual users both inside and outside of the organi-
zation, all without the safeguards that govern smaller
file sizes. This puts organizations at risk of both data
loss and regulatory violations.
To close this loophole, companies should use a
managed file transfer (MFT) platform that will auto-
mate, protect, monitor, and track the movement of
small and large files — whether they are structured or
unstructured, automated batch transmissions, system-
to-user, or user-to-user files.
Encrypt, Track, and Trace with
Managed File Transfer
MFT platforms aid governance efforts related to the
Sarbanes-Oxley Act, the Health Insurance Portability and
Accountability Act (HIPAA),Payment Card Industry (PCI)
standards, and more. An MFT solution should include:
ƒƒ Encryption and authentication of ad hoc and
scheduled file transfers to ensure end-to-end data
security and non-repudiation
ƒƒ Guaranteed file delivery with checkpoint and
restart capabilities, as well as notification of
transmission failures
ƒƒ Rules-based routing and workflow that facilitate
the enforcement of corporate and regulatory policies
around the exchange of sensitive or confidential
information
Rohit Khanna
Executive Vice President
of Global Strategy and
Corporate Development
SEEBURGER AG
Large File Transfers:
A Loophole in Your Data Security Strategy
Closing the Compliance Gap for Files That Are Too Big for Email
ƒƒ A complete audit trail of all data exchange
activity including message, file, and transaction
transmissions, as well as the people involved at each
step of the process
SEEBURGER Managed File Transfer (SEE MFT),
from SAP business integration partner SEEBURGER
AG, provides all of this core functionality, as well as
additional compliance and usability advantages.
Compliance Plus Convenience
SEE MFT seamlessly interfaces with all SAP solutions
— from SAP R/3 to SAP NetWeaver and beyond — as
well as email and document management systems,
such as Microsoft Outlook, Microsoft SharePoint, and
EMC Documentum.
With this integration, users retrieving files from doc-
ument management repositories will see “SEE MFT
transfer” as a menu option. They can then email SAP
files or other files of any size through a plug-in that
automatically routes the file through the SEE MFT sys-
tem with no extra steps on the user’s part.
To support compliance efforts, SEE MFT also
integrates with commercial data loss protection solu-
tions that screen file content for regulatory policy viola-
tions. Also aiding compliance is centralized reporting
for both internal and external file transfers, including
user activity, system utilization, scheduling, receipt
monitoring, real-time notifications, and routing.
From a cost perspective,SEE MFT reduces the TCO for
file exchange by consolidating internal and external
transfers to one platform and eliminating the adminis-
trative expense of managing multiple FTP servers. It also
eliminates cumbersome FTP processes for end users.
In addition, as a module of the SEEBURGER
Business Integration Suite (BIS), this solution allows
organizations that already have SEEBURGER BIS to
deploy SEE MFT in-house simply by activating the
appropriate license key. There is no need for additional
infrastructure.
Visit www.seeburger.com/mft to learn more. n
To ensure that all
files transmitted
through file-share
programs or emails
adhere to your
company’s security
policies, you need a
managed file
transfer platform.

S-13
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Henk Peter Wind
Partner
CSI Netherlands
Jan Steen
Senior Consultant
CSI Netherlands
A One-Stop Shop for Gaining and
Maintaining Control
The Little-Known Benefits of Integrating Process Controls and Access Controls
Many companies have already implemented or are
considering implementing the 10.0 releases of SAP
BusinessObjects governance, risk, and compliance (GRC)
solutions. Thus far, though, most of the focus has been on
SAP BusinessObjects Access Control. While this solution
certainly has many pieces of key functionality, too many
companies are overlooking SAP BusinessObjects Process
Control, which not only brings its own set of benefits, but
also offers an array of extra capabilities when integrated
and used in conjunction with SAP BusinessObjects Access
Control. CSI conducted a proof-of-concept study on the
benefits and best practices of integrating these two solu-
tions. Let’s explore some of the findings.
Integrating Access Control and
Process Control Functionality
Why is it so beneficial to integrate these two solutions?
While the overall business framework of internal controls
is defined in SAP BusinessObjects Process Control (in
combination with SAP BusinessObjects Risk Manage-
ment), some of the defined controls — those focused on
segregation of duties (SoD) or reducing critical access, for
example — are managed in SAP BusinessObjects Access
Control. Combining these solutions makes your control
activities more effective.
Even if you’re mostly interested in the SoD and critical
access functionality,SAP BusinessObjects Process Control
still brings important benefits.For example,although you
can define mitigating controls for access or SoD violations
in the access control solution, the possibilities for follow-
ing up on these controls (in terms of testing their effec-
tiveness) are very limited. These follow-up options are
much stronger in the process control solution. Thus, inte-
grating the two solutions facilitates an end-to-end solu-
tion for advanced control of access rights.
The integration of the access control and process con-
trol solutions can be realized at different levels,including:
ƒƒ The master data level, which involves the optional
sharing of master data (such as organizations and
owners) between several SAP BusinessObjects GRC
solutions. This provides the opportunity to design
one common controls environment for the different
solutions to use.
ƒƒ The functional scenarios level, which involves shar-
ing functionality either from the access control solu-
tion to the process control solution via mitigating
controls, or from the process control solution to the
access control solution via continuous monitoring
features.This level might be used during an automated
monthly check of possible SoD conflicts between
creating a sales order and changing pricing conditions.
Stay in Control
The 10.0 releases of SAP BusinessObjects Process Control
and SAP BusinessObjects Access Control are a one-stop
shop to gain and maintain control. Improved and useful
integration possibilities between the two solutions will
help your company achieve synergy in its internal control
chain. To learn more, visit www.csi4global.com. n
Key Benefits of the 10.0 Releases of
SAP BusinessObjects GRC Solutions
ƒƒ SAP BusinessObjects GRC 10.0 solutions use a common technical
and functional platform based on SAP NetWeaver ABAP program-
ming. This allows you to better utilize your established experience in
ABAP development, workflow, and security. The platform also
facilitates the use of one user interface to make the system easily
accessible for non-IT users.
ƒƒ With SAP BusinessObjects Process Control 10.0, users get a flexible
and user-friendly way of defining and executing controls. One exam-
ple of this is the use of exception reporting. Since the process control
solution can directly access data from the source system, you can
more easily filter data to find the real issues.
ƒƒ In SAP BusinessObjects Access Control 10.0, the common installation
of all access control components in one environment is a major
benefit. In previous versions, each component required different
installation scripts and unsophisticated linking between components.

S-14
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Stop Fraud Before It Happens with
Real-Time Analytics
How Continuous Transaction Monitoring Can Minimize Your Exposure to Risk
Patrick Taylor
Chief Executive Officer
Oversight Systems
Defense contractors, Fortune 500 corporations,
online gaming sites — every day seems to bring
yet another story of a major organization victimized by
attackers masquerading as authorized users. It’s as if it
has become child’s play for attackers to access supply
chain or financial applications and generate what
appear to be legitimate payments to ghost vendors.
Similar abuses are also on the rise.
According to a recent Gartner publication, “No
single layer of fraud prevention or authentication is
enough to keep determined fraudsters out of enterprise
systems. Multiple layers must be employed to defend
against today’s attacks and those that have yet to
appear.”1
In short, classic protections against insider
fraud — segregation of duties and employee authoriza-
tions, for instance — are no longer enough. There is no
100% guarantee that any authorized user is, in fact, an
authorized user, or that any transaction is legitimate.
This fundamental shift in thinking and behavior
means that organizations must now find and fix
improper financial transactions before they are com-
plete — instead of weeks or months after the fact. Fail-
ure to adjust to this change can easily escalate into a
1
Gartner, Inc., “The Five Layers of Fraud Prevention and Using
Them to Beat Malware” by Avivah Litan (April 21, 2011).
business-defining crisis, with millions of lost dollars
and massive negative publicity.
Continuous Transaction Monitoring:
The In-House Answer
Real-time analytics are a key component of stopping
fraudulent transactions. This powerful technology bun-
dles industry, regulatory, and in-house business process
expertise into a real-time solution that validates every
step in every transaction. Built-in workflows integrate
with ERP back-end systems to alert managers with
detailed information, such as why a transaction is
suspect and what to do about it.
Underpinning these active analytics is a solution from
Oversight Systems called Continuous Transaction Moni-
toring (CTM). Companies like Oversight Systems, an
SAP-endorsed business partner,use CTM to complement
and extend SAP deployments by collecting and analyz-
ing essential financial transactions in real time, then
applying active analytics to detect fraud, identify poten-
tial errors, and deliver best-practice guidance for resolv-
ing the issues. As a result, CTM helps organizations build
continuous monitoring programs that improve business
processes over time. The results can be dramatic. One
federal agency estimates that it saves over $1 billion per
year by using Oversight CTM and real-time analytics.
Furthermore, Oversight CTM integrates with SAP
BusinessObjects Process Control 10.0, which focuses on
maintaining compliance with regulatory mandates.
Learn More
Continuous monitoring and active analytics deliver
rapid time-to-value in terms of finding and fixing
improper transactions. They also generate actionable
insights in previously unseen ways to cut costs and dis-
cover hidden opportunities. And these capabilities pave
the way for “real” real-time predictive analysis via in-
memory computing in the future (see sidebar). That’s a
win in anyone’s book.
For more information about CTM with Oversight
Systems, visit www.oversightsystems.com/sap. n
CTM:A Powerful Bridge to In-Memory Computing
A properly designed continuous transaction monitoring (CTM) analytics
solution prepares organizations for “real” real-time analysis. One of SAP’s
major initiatives is to bring in-memory computing to its customers. This
advanced technique stores data inside the memory of a high-speed analytical
appliance called SAP HANA, where it can be analyzed 10,000 times faster
than with traditional analytics engines. As a result, SAP HANA delivers on the
promise of real-time risk management and true dynamic planning.
This same combination of CTM and actionable analytics is being used today
to stop fraud. This is a significant step, both technologically and operationally,
for making the transition to SAP HANA-powered analytics.

S-15
Business
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applications
Business
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BI EPM
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Data
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Business
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BI EPM
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Data
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Mobility
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Marc Mertens
Partner
Deloitte Consulting
A New Weapon in the
Liquidity Management Fight
Improve Forecasting with the Liquidity Planning Starter Kit from Deloitte and SAP
In today’s economic reality, the importance of liquidity
planning is becoming increasingly clear. Reports about
the precarious financial situations of Greece and Portu-
gal may not affect the majority of us, but for companies
with branches or major business partners in Southern
Europe,a turbulent market threatens their cash position.
And, since obtaining financing from banks or investors
requires better and more in-depth insight into future
cash position, this has become a real concern.
Liquidity Planning: What and Why?
Liquidity planning refers to mid-term and long-term
planning of cash availability. It requires a company to
maintain a strong view of risks, future incoming and out-
going cash flow, and possible changes in the financial
markets. This enables better investment planning. Fur-
thermore, with an increase in regulations in financial
institutions, to contract a loan, companies now need to
be able to quickly present detailed cash flow information.
Despite these benefits, many enterprises still restrict
themselves to place their money on the short term,
likely because they don’t have effective liquidity plan-
ning in place to provide them with the longer-term view.
Start with the Data in Your ERP System
Fortunately, accurate liquidity planning is not as compli-
cated to achieve as it may seem. In fact, most of the data
a company needs is already available in its ERP system,
as long as the system is set up in a way that allows you to
report on both current and planned data. So, for exam-
ple, when a salesperson enters an order into the SAP sys-
tem, the system can estimate when that customer will
likely complete the payment. It tracks the availability of
stocks, the delivery periods of suppliers, production
times, and transportation information. After invoicing
the goods or services, the ERP system can, based on sta-
tistical information about clients’ payment behavior, cal-
culate when you can expect the income.
With this data, you are off to a good start. But to plan
liquidity for the long term, you need to combine this
information with data provided by the budget or the
business plan. To help, Deloitte, in collaboration with
SAP, developed the Liquidity Planning Starter Kit.
What Is the Liquidity Planning Starter Kit?
The Liquidity Planning Starter Kit is based on informa-
tion from a company’s ERP systems — including SAP
and non-SAP information — combined with planning
information from SAP BusinessObjects Planning and
Consolidation.1
This allows companies to not only inte-
grate data from other ERP systems, but also exchange
rates and raw materials and energy prices, enabling elab-
orate advanced simulations. The starter kit comprises
standard extraction tools, calculating rules, and pre-
defined reports to allow a quick start of the liquidity
planning process. This starter kit:
ƒƒ Works with existing ERP systems
ƒƒ Integrates with SAP BusinessObjects Planning
and Consolidation
ƒƒ Delivers highly customizable cash calculation rules
ƒƒ Uses transactional and forecasted input data to
determine cash forecasts
ƒƒ Offers extensive data monitoring and review capabilities
ƒƒ Isolates the impact of intercompany cash flows at
the group level
ƒƒ Provides flexibility in forecasting dimensions,like legal
scope, business lines, profit centers, and currencies
ƒƒ Performs simulation and sensitivity analysis at the
source data and calculation rule levels
Learn More
Reducing the error margin in liquidity forecasts is criti-
cal, and the Liquidity Planning Starter Kit plays a cru-
cial role in that endeavor. To learn more, visit www.
deloitte.com/view/en_US/us/Services/consulting/53b
0fcc4e959e210VgnVCM3000001c56f00aRCRD.htm or
contact us directly at SAP@deloitte.com. n
1
Companies must be using SAP BusinessObjects Planning and
Consolidation to benefit from the Liquidity Planning Starter Kit.
Reducing the error
margin in liquidity
forecasts is critical,
and the Liquidity
Planning Starter Kit
from Deloitte and
SAP plays a crucial
role in that endeavor.

S-16
Analysts and industry commentators are referring
to the SAP BusinessObjects Enterprise Perfor-
mance Management (EPM) 10.0 solution as a “game
changer.” Organizations must resist the temptation to
simply automate existing processes if they wish to max-
imize the long-term business value of SAP Business
Objects EPM 10.0, which comes with a host of new
capabilities and connectivity. To uncover the hidden
benefits of this powerful technology throughout the
EPM value cycle (see Figure 1), consider these five
implementation planning best practices from Column5.
#1: Unite Financial and Operational
Performance
Although financial performance is often the sole focus
of an EPM initiative, integrating operational metrics
with financial analytics will link resources to outcomes
and enable multi-level, enterprise-wide performance
alignment to corporate strategy. Clients that focus
on financial initiatives alone will miss this value-
multiplying opportunity.
#2: Integrate Transactional and
BI Solutions
ERP and BI systems are not just for collecting data;
organizations can maximize the value they get from
these systems by employing the transactional data to
measure, support, and drive enterprise performance
and strategic decisions. With proper implementation,
a single user can view KPI variances within small
transactional details from a multi-level dashboard
through a simple series of clicks.
#3: Optimize Data Management
Organizations must strive to fully automate the
extracting, transforming, and loading process and
embed consistent, robust business logic to support
seamless and reliable data flow across systems and
business units. Thorough planning can enable long-
term value, such as efficient performance, overall sta-
bility, and lower total cost of ownership.
#4: Plan for a Dynamic Future
Factors impacting organizations are changing daily.
Business users must be able to account for these driv-
ers through “what-if” scenario analysis, along with on-
the-fly risk assessment that allows for quick and
reliable reactions to the dynamic marketplace.
#5: Empower Business Users
to Drive Performance
Gone are the days when an intermediary IT resource
was available to access and report data. Today’s busi-
ness users require an intuitive, self-service interface to
perform daily tasks and enable informed decision sup-
port. More users will embrace an easy-to-use solution,
bringing greater potential for value to be returned to
the business. Conversely, a difficult-to-use system will
have limited users and thus limited value.
Learn More
By pairing SAP BusinessObjects EPM 10.0 with
Column5’s comprehensive EPM and financial expertise,
organizations will be empowered to unlock business
value that extends well beyond standard EPM objec-
tives. For more information, visit www.epm10.com/
insidersperformance. n
5 Best Practices to Get the Most
Out of Your EPM Implementation
David Den Boer
Chief Executive Officer
Column5 Consulting
FIGURE 1 u The EPM
value cycle
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Mobility
Cloud
computing

S-17
Andrea Voigt
Senior Product
Marketing Manager,
Product Marketing Server,
Software, and Solutions
Fujitsu
SAP HANA: Unleash the Potential to
Ask the Right Questions
Explore the Benefits of SAP HANA Through Fujitsu’s Global Demo Center
Success and progress in a business fundamentally rely
on asking the right questions, such as: “How will
offering a discount in a selected product segment impact
margins?” or “How will a modification of the product
portfolio affect revenue?” Historically, however, many
enterprises have not always asked the relevant questions,
simply because they’ve known they would never get the
answer, or at least wouldn’t get it in a timely manner. IT
was not able to support instant access to, and analysis of,
massive amounts of data. Thus, the business’s ability to
access information was limited and decisions often had
to be based on fractional information and best guesses.
Finally Get the Answers You Need
Fortunately, companies can now put all of this behind
them. SAP HANA software, based on a certified Fujitsu
infrastructure, invites business users at all levels to
recall the questions they might have pushed aside
before because the answers could not be found — and
to even think about new questions, the answers to
which would help improve daily operations and strate-
gic business decisions. SAP HANA enables a break-
through in data analysis and decision making, with
innovative SAP in-memory computing technology that
significantly speeds up data analysis and gives users the
information they need, right at their fingertips.
Fujitsu is dedicated to helping enterprises explore
the potential benefits that SAP HANA can offer (see
sidebar). For example, the Fujitsu SAP HANA Global
Demo Center represents a powerful environment,
based on Fujitsu PRIMERGY server technology, that
can be used remotely to get a vivid inside look at the
practical uses and capabilities of SAP HANA. The cen-
ter’s live demos — including typical business scenarios
like SAP profitability analysis, sales analysis, and mar-
ket basket analysis/association analysis (often used in
the retail industry) — show how SAP HANA helps to
analyze massive amounts of data and provide informa-
tion in real time. This pragmatic approach is designed
to inspire companies to explore areas in which slow
data access today prevents them from getting results
for informed decisions and immediate action.
Set Yourself Up for an Individual
SAP HANA Exploration Session
Thinking about SAP HANA means thinking about your
distinct information needs — about the questions and
answers that have the potential to drive your particular
business forward. And it’s not always an easy exercise.
That’s why Fujitsu’s SAP HANA Global Demo Center
sessions are handled as individual appointments.
Experts accompany enterprises on their way to detect
and implement the most beneficial SAP HANA usage
scenarios for their businesses and professionally plan
the next steps. The process is supported by the center,
as well as by additional consultancy, which includes:
ƒƒ Online access to practical usage scenarios
ƒƒ Evaluation workshops
ƒƒ A proof of concept
To learn more about the Fujitsu SAP HANA Global
Demo Center and Fujitsu’s comprehensive offerings for
SAP HANA, visit http://ts.fujitsu.com/hana. n
Fujitsu’s SAP HANA Offerings
at a Glance
ƒƒ Optimized infrastructure based on high-end
PRIMERGY server technology
ƒƒ Remote Global Demo Center for individual explora-
tion of your company’s SAP HANA potential
ƒƒ Jumpstart services for highly efficient integration
ƒƒ Fujitsu SolutionContract, a combination of mainte-
nance and support services for the entire SAP
HANA infrastructure solution
Thinking about
SAP HANA means
thinking about your
distinct information
needs — about the
questions and
answers that have
the potential to
drive your particular
business forward.
M
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M
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Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Mobility
Cloud
computing

S-18
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Business
analytics
BI EPM
EIM GRC
Data
warehousing
Analytic
applications
Mobility
Cloud
computing
Mobility
Cloud
computing
Rakhi Makad
Industry Principal, BI
Infosys
How to Get the Most Out of Your
SAP HANA Initiative
Leverage In-Memory Computing to Empower Your Business Strategy
The introduction of SAP HANA, SAP’s in-memory
computing appliance, has generated a lot of buzz
lately. Every day, Infosys has been addressing questions
from our customers, such as, “How will SAP HANA be
useful for my organization?”and“How can we build the
best use case for implementing SAP HANA?”
We’ve found that the key to success here is to first
determine exactly how an SAP HANA implementation
can support the business strategies and technologies
you already have in place — and to build a use case
based on your business priorities.
Determine Your SAP HANA Use Case
There are many use cases for implementing SAP
HANA (see Figure 1). Companies can use SAP HANA’s
capabilities to improve reporting and analytics and to
optimize their business processes. But there’s also
another use case that’s often overlooked: new applica-
tion implementations. And this use case is actually
impressively strong.
Applications implemented using SAP HANA can be
built for strategic business scenarios that bring your
organization closer to its goals, allowing you to exploit
all of the capabilities of SAP HANA. What this means
is that, when starting with SAP HANA, you should
also consider implementing strategic new applications
that will bring in the most business value. Doing
so will help you to define additional use cases and
scenarios that will support your long-term adoption
roadmap and vision for SAP HANA.
For example, one of our customers wanted to
leverage SAP HANA to improve the performance of its
existing procurement, inventory, and supply chain
reporting functionality. Infosys helped this company
build a use case and roadmap that accounted for not
only the operational and analytical benefits of SAP
HANA, but the strategic benefits as well. This means
that the use case was able to clearly present the busi-
ness value measures for these functions and how they
could be improved using different business levers.
Get the Most Out of SAP HANA
Infosys’s SAP HANA Center of Excellence (CoE) is
currently working with several customers to help
them choose the right SAP HANA use case for them
and to define their roadmap to implementation. We
have over 6,500 data warehousing consultants and
over 1,800 consultants who are experts in SAP’s busi-
ness intelligence tools and SAP BusinessObjects tech-
nologies. Also, we have jointly worked with SAP on an
SAP HANA pilot application for real-time simulation
of margins for our corporate group.
To learn more about how Infosys can help you with
your SAP HANA business case, visit www.infosys.com/
sap/pages/index.aspx and www.infosysblogs.com/sap/.
Or you can email sap_marketing@infosys.com. n
FIGURE 1 u Infosys’s
matrix highlights SAP
HANA’s capabilities
and use cases
Use case/
functionality
Real-time
access
Speed/
performance
Online
simulation
Extreme
processing
Data
volumes
Strategic
relevance
Operational
reporting
l l l O
Improved
business process
l l O
Improved
analytics
l l O, A
New application l l l l l O, A, S
O: Operational; A: Analytical; S: Strategic

S-19
Frank Dravis
Director,
Solutions Management
Utopia
5 Common Data Migration Pitfalls
And How Your Company Can Avoid Them
Even if you feel comfortable with your data migration
plan — the chosen platform, your experienced
implementation team — it might be time to take another
look. Historically, many data migration projects have
been plagued by risks and delayed go-lives, resulting in
costly budget overruns. The usual culprit? The data! A
frequently overlooked aspect of ERP deployments is the
integrity of the data that the system delivers. Tradition-
ally, many systems integrators (SIs) implementing a new
system prioritize the project in this order:
ƒƒ Application design
ƒƒ Implementation planning
ƒƒ Systems integration
ƒƒ Change management
ƒƒ Data migration
Even though data is one of the most important factors
for business success, it gets the least attention. Often, SIs
will defer data loads to the client’s staff, and some may
incorrectly assume data migration is a simple file transfer
between systems.Suffice to say,the effort associated with
data migration is often grossly underestimated.
Common Pitfalls and Tips to Avoid Them
In Utopia’s experience of conducting data migration
projects worldwide, top problems include the following:
1. Poor data quality. Sometimes data defects are known,
but new deficiencies are often uncovered after extrac-
tion. This is where SAP BusinessObjects Data Services
and SAP BusinessObjects Information Steward prod-
ucts can help, delivering profiling reports that can be
used before,during,and after migration.These reports
also provide crucial inputs to continuous monitoring
programs implemented as part of larger information
governance initiatives — which are an important part
of any data migration project.
2. Missing data. You’ll be surprised to discover just how
many “mandatory” fields in source systems are blank
or nulls. The same SAP solutions we mentioned to
help you measure poor data quality can also be used
to quantify the scope of missing data.
3. Mismatched data. Field overuse is a classic problem.
Sometimes two or more different domains of data can
be found in one field that was repurposed after its orig-
inal use became obsolete. The cure for this problem is
to define the domain rules and have SAP Business-
Objects Data Services report the errors so that corre-
sponding conversion rules can be created and executed.
4. Data is not available in time for go-live. Operational
commitments are sometimes misaligned with system
implementation, delaying the entire deployment.
Accessing, extracting, and transforming the source
data is often the issue here. A key part of the solution
is to use an extract, transform, and load (ETL) tool
proven to work for your environment; it accelerates
extract coding and validation rules development.
5. Data requirements are not captured. Business and
data transformation rules are not sufficiently
researched or documented to the breadth or depth
necessary for consolidating multiple systems into one
target. This is always the hardest part of a migration
project. Ensure that you have both a commitment
from the business users and time in their schedules to
help you formulate those rules.
Think Data First
Before you get started with your new system implemen-
tation, raise the priority of data migration in the task list
and ask your SI how they plan to get it done. Utopia’s
recommendation is to always leverage a proven method-
ology, such as our Enterprise Data Lifecycle Manage-
ment method, to help guide you through the process.
At Utopia, we don’t treat data migrations as one-time
events. We deploy our proven Enterprise Data Lifecycle
Management method in every project to address issues
along the entire data continuum, including creation,
movement, management, and archiving. We also lever-
age the right tools within the SAP ecosystem to deliver
migrations on time and on budget. To learn more, visit
www.UtopiaInc.com/DataMigration.html. n
Before you get
started with your
new system
implementation,
raise the priority of
data migration on
your task list.
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Data
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BI EPM
EIM GRC
Data
warehousing
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applications
Mobility
Cloud
computing

S-20
Mobility
Cloud
computing
Enterprise Mobile Enablement:
4 Expert Considerations for Going Mobile
Thomas Schenk
Head of Enterprise
Mobility for SAP Solutions
Tieto
There’s a growing push in the business world for enter-
prise mobility. But simply deciding to go mobile isn’t
enough. You also have to choose the right mobile plat-
form and the right mobile approach. For SAP customers,
the choice of mobile platform is an easy one. The Sybase
Unwired Platform is a smart option that offers a central
foundation for enterprise mobility. It is also well con-
nected to both SAP and non-SAP back ends. As for figur-
ing out the right mobile approach, as an SAP Services
Partner, Tieto has gained valuable experience with
mobility projects. Here we share key considerations for
building a successful enterprise mobility strategy.
#1: Look at the Wider Scope
Even though mobility is a topic driven by technology,
you still have to look at the big picture to be successful.
You need to consider goals and benefits, defined pro-
cesses and user groups, a landscape plan, a realization
plan, a mobile device management solution, a roadmap
for mobile strategy, and any quick wins and ROI calcula-
tions. Tieto has developed Co-Innovation Workshops
that can help the business with each of these.
#2: Take Advantage of
Implementation Templates
Simple applications for process steps (like approvals in
workflows) can be installed quickly, but major process
improvements still need specialized applications. Imple-
mentation templates — pre-packaged applications that
can be customized — help to speed up this process.
#3: Align Device Types with Their Purpose
Be sure to align the mobile device type with its intended
purpose and user. For example, decision makers might
need tablet devices to easily view up-to-date, graphical
information (see Figure 1). Sales team members, who
are often on the move, might prefer smartphones.
#4: Choose the Right Mobile Device
Management Solution for Your Needs
Security and maintenance must be covered by proper
mobile device management; be sure to pick the right
device management solution to fit your needs. By using
an off-premise management solution, you’ll gain flexi-
bility when deploying applications, switching to newer
devices, and maintaining tight security standards. On
the other hand, an on-premise solution can be valuable
since it enables you to build knowledge in your com-
pany that can help to further drive the mobile strategy.
Take Action
So what are your next steps? From here you should:
ƒƒ Compile a list of possible processes that mobile apps
can support in your organization
ƒƒ Get mobile commitment from line-of-business leaders
ƒƒ Define service areas and user groups as points of contact
ƒƒ Engage a trusted advisor
Tieto is a full-service mobility provider, offering on-
premise and off-premise solutions and application life-
cycle management (ALM) support for all parts of the
mobile environment. Learn more at www.tieto.com/
mobilesolutions. n
FIGURE 1 q With
Tieto’s Mobile Mill
Hub application,
decision makers can
quickly view key
figures in logistics
execution on a
mobile device

S-21
Mobility
Cloud
computing
Mobility
Cloud
computing
Justin Norwood
SAP Business Analytics
Global Leader
Capgemini
Change the Game with Mobile Analytics
As Mobile Analytics Go Mainstream, Game-Changing Use Cases Emerge
The International Data Corporation (IDC) forecasted
that the worldwide smartphone market would
grow 55% per year in 2011, and that smartphone ven-
dors would be shipping 982 million units annually by
the end of 2015.1
Apple has recently become the largest
public company in the United States, deriving over 66%
of its sales from iPhones and iPads.2
And this tidal wave
of mobile device adoption is having a profound impact
on the business environment.
In fact, most of the Fortune 50 enterprises have
already rolled out mobile applications, including
mobile customer relationship management (CRM)
solutions at companies such as General Mills, and
mobile point-of-sale (POS) solutions at companies like
The Home Depot.3
Furthermore, these mobile applications are now
viewed as natural extensions of traditional business
applications. For example, we do not hear people say
“mobile email” when referring to the use of email on a
tablet or smartphone — it is simply referred to as
“email.” Similarly, we are quickly moving toward a
business environment in which people use the term
“analytics” rather than “mobile analytics” to refer to
consuming analytics on a mobile device.
What Are Early Adopters of
Mobile Analytics Doing?
Capgemini has had the privilege of working with
companies that are early adopters of mobile analytics
solutions, including leaders in the retail and consumer
products sectors. When launching their first mobile
analytics projects, many companies look to simply
mobile-enable existing analytics that are delivered to
executives on their desktops. The benefit of this
approach lies in extending the reach of analytics to
wherever decisions are made, rather than confining
1
IDC, “Worldwide Quarterly Mobile Phone Tracker,” (June 2011).
2
Business Insider, “Chart of the Day: The Evolution Of Apple’s
Business” (July 2011).
3
Appconomy, Inc., “Fortune 50 App List” (2011).
valuable information assets to the office.Now,informed
decisions can be made on the go, significantly improv-
ing productivity.
How Can You Change the Game
with Mobile Analytics?
Capgemini is working with its clients to deploy
information-rich mobile applications — like SAP’s
mobile solutions, for instance — to employees who are
on the edge of their organization, interacting in the
field, face-to-face with customers, suppliers, and opera-
tions staff. For example, with information-rich mobile
applications on a tablet device, a field sales representa-
tive for a distributor can have more meaningful dis-
cussions with customers by demonstrating the
customer’s purchasing patterns versus the patterns of
other similar customers, thus uncovering additional
sales opportunities.
The next generation of mobile applications is lever-
aging information from inside and outside of the cor-
porate firewall and combining historical corporate
sales information with information from external data
sources, including location information, social media
data, demographics, industry statistics, news feeds, and
financial metrics. For example, the same field sales
representative might use SAP’s mobile CRM applica-
tion to access information like sales history and an
analysis of available promotions to customer segmen-
tation. This enables the representative to cross-sell to
each customer he or she visits. With such an applica-
tion, informed decision making can be made in the
field and in real time to expand opportunities, create
efficiencies, and improve turnaround times.
What Can Mobile Analytics Do for You?
Whether you are just starting your first mobile analyt-
ics project or are looking to change the game with
mobile analytics, Capgemini has the industry and tech-
nology expertise to accelerate your initiatives. For more
information on Capgemini’s mobile analytics service
offerings, visit www.us.capgemini.com/MobileBI/. n
Capgemini is
working with its
clients to deploy
information-rich
mobile applications
— like SAP’s mobile
solutions — to
employees who are
on the edge of their
organization,
interacting in the
field, face-to-face
with customers,
suppliers, and
operations staff.
Paul Nannetti
Global Service Line Leader
Business Information
Management
Capgemini

S-22
Mobility
Cloud
computing
Mobility
Cloud
computing
Unlock the Full Potential of SaaS
What to Look for When Evaluating a Software-as-a-Service Provider
Ulrich Meister
Head of Systems Integration
T-Systems International
Software-as-a-service (SaaS) is one of the hot topics
in enterprise computing today — and for good
reason. The growing interest in SaaS comes largely as
a result of the need for the flexibility and lower costs
that it enables. With SaaS, customers use and pay for
their applications through the Internet (preferably
through a VPN tunnel), paying for only the resources
they actually use (see sidebar below).
By utilizing SaaS, enterprises do not need to buy or
maintain their own systems — a great advantage in
terms of cost. What’s more, businesses benefit from
more flexibility. For example, during a planned mar-
keting campaign, any number of customer relation-
ship management (CRM) system users can be added
to the environment as needed, without having to
increase computing or storage resources.
However, in reality, this approach only delivers
benefits if a SaaS provider can also guarantee smooth
operations with constant updating and optimization of
the entire information and communications technol-
ogy (ICT) infrastructure.
So what should users look for when evaluating a
SaaS provider? Consider these questions:
ƒƒ What happens if any problems arise within system
operations?
ƒƒ What happens when users have urgent questions?
ƒƒ What happens when the IT infrastructure needs to
be modified or modernized?
Asking potential SaaS partners these questions
allows companies to more easily identify which pro-
viders are fully qualified. Providers’ answers will also
make it clear which firms only offer the technology
(and not the expertise) that enables customers to
dynamically source specific IT functions from the
The Evolution of Cloud Computing
The enterprise world first took notice of cloud computing as a way of provisioning dynamic comput-
ing performance through the use of infrastructure-as-a-service (IaaS). Instead of relying on server
environments with high capacities to handle maximum loads, users turned to virtualized platforms.
The advantage of this virtualization is the way it enables flexible and automatic provisioning of
applications and data on demand for any number of systems. Experience has shown that enterprises
can also reduce their information and communications technology (ICT) operating costs by up to
30% by using virtualization.*
The benefits also include more flexibility to keep pace with changing
business requirements, as well as more scalability since the infrastructure can be expanded dynami-
cally without interrupting operations.
Another element in the evolution of cloud computing is the increasing propagation of the
software-as-a-service (SaaS) way of thinking. It is, above all, the constant expansion of SaaS prod-
ucts that makes it possible for companies to find a suitable variant of standardized software. Almost
all leading software developers have now included SaaS services in their product range. SAP, for
instance, developed the SAP Business ByDesign solution, as well as several other cloud solutions.
* Gartner, “The Gartner CIO Agenda” (2011).
SaaS only delivers
true benefits if your
SaaS provider can
guarantee smooth
operations with
constant updating
and optimization of
the entire ICT
infrastructure.

cloud — and will demonstrate why these providers
tend to fall short of the mark. These providers are not
available to help users with their daily problems, forc-
ing customers to look for application management
service (AMS) providers when they need assistance.
Combining Both Competencies
For customers that want to get the most out of their
SaaS infrastructure, one option is to look for an ICT
provider that is qualified to deliver both SaaS technol-
ogy and AMS. This combination ensures high quality
and availability of the applications sourced from the
cloud over the long term, which is crucial to a success-
ful SaaS provisioning model. The provisioning model
here could include everything from application manage-
ment to user and ICT infrastructure support. For many
customers, it would also be beneficial if the AMS pro-
vider could take care of managing the constant
modernization and optimization of the customer’s
ICT environment.
T-Systems meets all of these criteria with its Appli-
cation Management Modernization (AMM) solu-
tion. With AMM, T-Systems has developed a service
concept that broadly aids companies in the develop-
ment, installation, operation, maintenance, and
support of their applications, and that works as a
driver for both modernization and innovation. This
solution also ensures that the customer’s software and
infrastructure landscape always meet the latest tech-
nical standards by supporting ongoing development
(see Figure 1).
AMM also includes process harmonization and
system consolidation services, both of which result
in additional cost savings. The newly integrated,
lean IT platforms help customers multiply the price
advantages of outsourcing and further reduce the
total cost of ownership. According to experts, addi-
tional savings of up to 20% to 30% of the IT budget are
possible. The reduction of process costs makes an even
greater difference.
SAP users, in particular, can benefit from T-Systems’
AMM approach. T-Systems has a high degree of exper-
tise in working with SAP systems, which is reflected in
its SAP certifications, including its status as an SAP
Global Support Partner, Run SAP Implementation
Partner, and Run SAP Operations Partner. This SAP-
specific experience enables T-Systems to integrate
customer processes in a customized, lean SAP system
and to ensure competent upkeep and maintenance of
customers’ SAP system landscapes.
Learn More
To get the most out of your SaaS investment, consider
the benefits of integrating your cloud software compo-
nents into an integrated AMM model. For more infor-
mation, visit www.t-systems.com. n
Dynamic
services for
developers
Dynamic
services for
collaboration
Dynamic
services for
business
applications
Dynamic
services for
SAP projects
Dynamic
services for
infrastructure Application
performance
management
Networks
Processing
power
Database
Middleware
Business
applications
AMM
Cloud Readiness Services
Business Processes
FIGURE 1 t T-Systems’
end-to-end cloud
services

S-24
Mobility
Cloud
computing
Mobility
Cloud
computing
Vishal Awasthi
Chief Technology Officer
Dolphin
Can You Win the War Against
Data Volume Growth?
Dolphin’s Cloud Solution for Archived Data Can Help You Negotiate a Truce
In today’s dynamic business environment, data is being
created faster than companies are willing — or able
— to destroy it. What’s more, the appetite for real-time
information commands IT to make data accessible
whenever and wherever it is needed.
In practical terms, this means IT departments must be
strategic in how they manage data.Today’s costs of main-
taining data from various business systems outpace what
companies have traditionally seen from their data and
document storage requirements. Archiving data and
documents helps, but IT must manage this expense and
balance the business’s competing demands for transpar-
ent data availability and high system performance. It can
be a battle, but customers need not surrender.
Respond to Data Volume Demands
Companies need flexible, dynamic resources to respond
to changes in business demand, and the advent of cloud-
based infrastructure is a new alternative. You pay for
only what you use, while still maintaining seamless
access to archived data and documents (see Figure 1).
In addition, adding a cloud storage tier to a company’s
storage strategy creates an entirely new equation
for archived SAP data and documents, providing
high-performance access for frequently used data, while
shifting seldom-used data to a lower cost and infinitely
elastic cloud service. Plus, storage-as-a-service (STaaS)
allows companies to pay for only what is being used.
A Perfect Fit with SAP Solutions
Dolphin’s Content Archive Service (CAS) for Cloud 2.0
interface facilitates cloud-based services as a data and
document archiving repository for SAP customers; it
leverages the SAP NetWeaver server’s built-in secure
communication capabilities to connect to the cloud. This
approach allows Dolphin to offer a lean ArchiveLink
server architecture that requires no additional infra-
structure components and fits right into the SAP land-
scape as an ABAP add-on.
Acting as a direct connection to the cloud, Dolphin’s
CAS for Cloud 2.0 offers fast implementation and signifi-
cant speed compared to classic file system-based cloud
connection options in which content is streamed through
an intermediate file system that requires local storage.
Most importantly, the solution offers byte-based and
offset-based access to archived content. This content is
critical for data and print list archiving, but is not avail-
able in file system-based cloud connections. With no
additional on-premise infrastructure requirements, the
solution can be up and running in less than a day.
Dolphin’s CAS for Cloud 2.0 is SAP-certified for
archived SAP data and documents as powered by the
SAP NetWeaver technology platform; it has also
achieved“SAP Solution Manager Ready”status.
Ensure Performance, Reduce Costs
IT may not always win the battle over exponential data
volume growth, but it can take advantage of options to
lower the costs of managing it. Cloud-based storage for
archived information is a low-cost alternative to expand-
ing in-house infrastructures. Effective, secure, well-
managed STaaS makes it possible to align the value of
data with the cost of storing it, while still providing fast
access. To learn more, visit www.dolphin-corp.com/
information-lifecycle-management/cloud-storage. n
Onsite SAP
archiving
Dolphin cloud-
based archive
(major cloud
providers)
5-year total cost
of ownership:
$800,000+
5-year total cost
of ownership:
$70,500
Software Services
Storage
Maintenance
Services
Administration
Hardware
Maintenance
Cloud-based
data archiving
lowers costs
FIGURE 1 q An
example of one
customer’s dramatic
cost savings gained
from using Dolphin’s
CAS for Cloud 2.0;
cost estimates are
for four to six (or
more) terabytes
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5 Game Changers Propelling SAP to the Billion User Mark

5 Game Changers Propelling SAP to the Billion User Mark

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5 Game Changers Propelling SAP to the Billion User Mark