OpenSAP Tn1 Week1 All Slides

Week 1: SAP Transformation Navigator in a Nutshell
Unit 1: Why SAP Transformation Navigator?

Motivation and Background
Why SAP Transformation Navigator? Motivation and Background
© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 2

Customer feedback defined the “job to be done”
Today Questions Tomorrow
Which solution to use in

which use case?
Which products
to use? Value of
innovation?
? ?
??
Level of Cost of new
Integration? solution?
Cost of
migration?
Please give me guidance, not choices.

Three questions existing and new customers ask
1 2 3
Existing customer Existing customer New customer/greenfield
“I am using SAP applications “My business is evolving, and “I need a new digital platform
to run my business. Which I need new and different for my business and don’t
set of SAP applications do I business capabilities. Which want to look back. Which
need when I move to an SAP applications around SAP applications do I need to
environment centered on SAP S/4HANA do I need to run my business?”
SAP S/4HANA?” run my business?”
Landscape Business First deployment

transformation transformation or greenfield

Digital transformation guide
“With limited input, a customer-specific guide to an

SAP S/4HANA-centric product map can be created
as a self-service, free of charge”
Customer Input
▪ Current Products (pre-filled)
▪ New Capabilities
▪ Preferences
Customer Deliverables
▪ Recommended Products
▪ Tailored Guides
– Business Guide (why?)
– Technical Guide (what?)
– Transformation Guide (how?)
Customer empathy – delivered!
“This is a true example of customer empathy.

I want my team to be using it straight away!”
DSAG: "I've asked one of my experts to go
through the tool – after 1hr I got a simple email
back: "good"”
CIO: “I get it, this will save me 10 weeks of work
and discussions in my organization.”
LoB Exec: “Fantastic work. We can get our
answers in one place.”
IDC: “You are the only software vendor that offers
such a tool which creates that level of
transparency for customers.”

SAP Transformation Navigator adoption*
+ 3,100 since end of

SAPPHIRE week
Internal User External User Total
Users 5,767 3,766 9,533 + 10,300 since end

of SAPPHIRE week
Maps 9,093 2,779 11,872

Represents a run
rate of 50 - 100
Customer documents n.a. n.a. 2,628 documents per day
* All data from May 15 (go-live) until Aug 09, 2017


Three guides supporting your digital transformation
Business Guide – Why? Technical Guide – What? Transformation Guide – How?


The road ahead: delivery dates 2017
August September October November December
Wave 6 Wave 7 Wave 8

Go-live Go-live Go-live
20.08.2017 28.09.2017 19.11.2017
▪ Business ▪ Change ▪ Time slider:

capability search management showing
changes to
▪ In-app help ▪ Notification bar
recommend-
for changes on
ations
product maps

Thank you.
Contact information:
open@sap.com
© 2017 SAP SE or an SAP affiliate company. All rights reserved.
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The information contained herein may be changed without prior notice. Some software products marketed by SAP SE and its distributors contain proprietary software components
of other software vendors. National product specifications may vary.
These materials are provided by SAP SE or an SAP affiliate company for informational purposes only, without representation or warranty of any kind, and SAP or its affiliated
companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP or SAP affiliate company products and services are those that are
set forth in the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty.
In particular, SAP SE or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related presentation, or to develop or release
any functionality mentioned therein. This document, or any related presentation, and SAP SE’s or its affiliated companies’ strategy and possible future developments, products,
and/or platform directions and functionality are all subject to change and may be changed by SAP SE or its affiliated companies at any time for any reason without notice. The
information in this document is not a commitment, promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various
risks and uncertainties that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking statements,
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SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE (or an SAP affiliate company)
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See http://global.sap.com/corporate-en/legal/copyright/index.epx for additional trademark information and notices.
Unit 2: Creating a Product Map
Creating a Product Map
Login

Add products
The navigator has two options for Adding products from customer Browsing / searching the SAP
adding products profile product catalog

Product map line view
The product map line view shows the

overview of all current products added,
together with the recommended
product(s) for these.

Define preference and select solution capabilities of current use
Recommendation based on Recommendations based on Recommendations sometimes

future deployment preference currently used capabilities even based on detail questions
(where applicable)

Product map line view with details
Further details on overview of current and recommended products

Recommended product details
For every recommended product, more details can be displayed

Business transformation
Start Business Transformation Business capability overview and Line view of additional business
view selection capabilities and recommended
products

Thank you.
open@sap.com
Unit 3: The Value Aspiration
The Value Aspiration
Objective
▪ Determine value potential for roadmaps built in

SAP Transformation Navigator
▪ Understand value drivers, KPIs, and improvement
ranges
▪ Transfer to “Quick Value Assessment”
Assumed: You have built your roadmap, and now

you want to understand the value and benefits

I Built My Roadmap – Why Value Aspiration?
▪ Many investments based on business case

▪ Get insight into critical components of processes
and solutions
▪ Identify how to track progress

Navigating to Value Aspiration
Once you have

built the product
map, click on the
value aspiration
“diamond icon”
button.
See the value

drivers associated
with the capabilities
of the products in
your portfolio.

Select Value Drivers
The value drivers are

sorted based on the
number of
capabilities, so the
most relevant value
drivers show up at the
top.
This company is
interested in
reducing its HR
cost per employee,
which we can
already see on the
list of drivers
based on the
product roadmap.
Add New Value Drivers
In addition to
reducing HR cost, this
company wants to see
a reduction in days in
inventory through
improved demand
planning.
To add a new value

driver, click on
“Add Capability”.

Add New Value Drivers
This customer wants to

drive reduced inventory
through improved
“Demand Planning”. Go to
the “Supply Chain”
dropdown.
Once the new
capability is
selected, click on
“Update Product
Map”.

Updated Status – Value Aspiration
Back in the “Value

Aspiration” section,
you will now find the
relevant value driver
“Reduce days in
inventory” included
among the top value
drivers for the
customer.
Note the “Business

Process Analytics”
column with relevant
kpi’s indicated.

Understanding KPIs Associated with a Value Driver
The KPI column

shows how many
KPI’s can be tracked
through SAP Solution
Manager to monitor
improvements to
value drivers.
The users can see

the KPIs by
clicking on the
number in the last
column

Understanding Improvement Ranges
Next – how much

improvement on
each KPI could be
achieved, and what
have others
achieved?
Click on “Go and

Set Aspiration” –
the ranges of
improvement for
the value drivers
are then shown
(see next screen).

Understand Value Aspiration Ranges, Adjust as Needed; Then, Get Started on Quick Value Assessment (QVA)
These
Next, improvement
clicking on
ranges are sourced
“Transfer to Quick
from what
Value SAP
Assessment”
customers
takes youachieved
to VLM in
the past.
with theThese
benefits are held in
customer’s
SAP’s Value
industry Lifecycle
and scope
Manager (VLM) tool
preselected.
You can select low,

medium, or high
range aspiration
for the selected
value drivers, or go
back and adjust
the value drivers.
Start Quick Value Assessment – Step 1: Confirm Scope
The VLM tool

opens in another
window so the
customers can
continue in
Transformation
Navigator after
building a
business case.
Previously
selected value
drivers are already
indicated by a
check mark.

Quick Value Assessment – Step 2: Company Info
On the “Company
Info” tab, enter
required data, such as
revenue, number of
employees etc.
Enter requested
data for business
unit(s) under study
and click on
“Continue” to
calculate the value
benefits.

Quick Value Assessment – Step 3: Benefit Estimates
The
Click‘Benefit
on Estimate’
“Continue”
tab to see
provides likely and
conservative
associated SAPbenefits
for the value
proof pointsdrivers
and
based on estimated
VLM assumptions.
improvement entered
in Transformation
Navigator.
Youestimated
The can download
this information
benefits are based on
into PowerPoint
customer experienceby
clicking
and on the
company data
icon below
entered the
on previous
“Continue” button.
step

Example: Quick Value Assessment Output
Scope of Quick Value Assessment
How SAP Drives Value

Quick Value Assessment – Step 4: Value Assumptions and Proof Points
The
Thevalue
valueassumption
drivers
tab contains
selected in details
such as proof points,
Transformation
which showsare
Navigator how
other customers
indicated by a have
achieved
check markbenefits
whilein
the past.
other related value
drivers are not.
Adjust benefit
ranges for selected
value drivers by
adjusting amounts
under “Cons.” and
“Likely” and see
the resulting
changes in value.
Quick Value Assessment – Step 5: Review and Adjust Baseline Assumptions – Sensitivity Analysis
You can change any

baseline assumptions
for company data and
modify benefit
calculations in this final
step.
Here we see the

estimated
reduction in HR
cost per employee.

Summary – Calculating Value Aspiration in Transformation Navigator
▪ Use value drivers to identify key benefits based

on capabilities.
▪ Understand supporting key performance
indicators and improvement estimates.
▪ Run a Quick Value Assessment (QVA) for
chosen value drivers and input company data.
▪ If benefits are too high or too low, adjust and re-
run.
▪ Contact SAP representatives for more in-depth
discussion or a formal business case.
▪ Give it a try and let us know how it is working
for you.

Thank you.
open@sap.com
Unit 4: The Transformation Journey
The Transformation Journey
Context
Transformation
Product Map Value Aspiration
Journey
Unit 2: Unit 3: THIS Unit (4):

What are the recommended Why is the transformation When and How
target products? recommended?
What are value drives and
possible value aspirations?

Starting point

Prioritization
Prioritization choices can be:

▪ By own priority
▪ Transition type complexity
▪ Number of value drivers
▪ Number of enabled capabilities

Prioritization
LIVE DEMO

What else is to be done?
Often, more analysis needs to be done to derive the final transformation roadmap:
Product Map:
▪ Instance-level target architecture
▪ Integration architecture
Value Inspiration
▪ For any business cases e.g. for ”Implement Analytics”, beside the value assessment the costs perspective need to be
assessed as well: TCO & esp. transition costs
Transition Journey
▪ Transition readiness assessment
▪ Refine transition plan by mapping it to years, quarters or months
HOW We will come back to

▪ Leverage guidance from customer document implementation aspects in
▪ Leverage SAP DBS Services units 5 & 6
▪ Run the transition program via value assurance packages
Thank you.
open@sap.com
Unit 5: The Customer Output Document
The Customer Output Document
Agenda – 5 times “Why?”
1. Why have a customer output document?

2. Why separate out three different guides?
3. Why did you select the topics you selected?
4. Why structure a single document into three
chapters?
5. Why can I not have different layouts?

SAP Transformation Navigator generates the set of customer output documents
SAP Transformation Navigator (self-service tool) Customer Output Documents

Overview Transformation
generates
Business Technical

Design of customer output documents: today 85% covered with individual analysis – overall 38 topics
Findings
Technology View Business View Transformation View
▪ Almost always technical, business, and
Product Roadmap esp. S/4
Reference Landscape
As is – go to guidance incl.selections made
Delta List Reference Landscape to seection
Target state landscape/ BOM
Integration status
Multi instance consolidation
Country/ Language coverage
Simplification items
Custom code analysis
Fiori coverage
Data Integration and interface repository
Interface to other systems
IT KPIs (response times, footprint, SLAs)
Digital Transformation Framework
LoB/ Industry Challenges and Break Throughs
Value Map/ Process Model
Key business driver/ Strategic Objectives
Reference cases
SAP Differentiattors
Business Capability selections and additions
Value Driver improvement aspiration
Business Case Template
Benchmark of Value drivers
Value Realization Tracking
Functional Parity
Transition scenarios (beyond individual products)
Activate Methodology
Value Assurance
Model Company
Transition types (by product)
Transition need heatmap
Available transition services
Multi year plan
License policies
Upgrade dependencies
Effort estimation
Commercial implications/ Price tag
transformational aspects touched, but
separation is possible
▪ Extremely high level of individual
analysis and form of representation
(only very few high-level charts carried
over, very low use of templates for
standard topics)
▪ As topics covered vary quite a bit (and
Type (intended) G G C C C C S S S S S S S S G G G G G G C C C S S S G G G G C C C C C S S S
most topics occur in multiple
Customer/
Document
Size of
document documents), “join” needed to define
Vale
LokheedMartin 1 S
S S
S S
S S
S
S
S S S
S S
S
S
S G G
S S S
S
S
S
13
24
target document
LokheedMartin 2 S S S S S G S S S S S S G G S S S 32
▪ Target document should contain generic
S S G G/S S G S C G G/S G S
GDT 32 parts, customer-selected/configured
ExxonMobile S S S S S S S S S S 12
HaldorTopsoe S G S S S S S S S S S S S S S 25 parts, and individual analysis parts –
SAP Nordics G G S S S S S S S S S S S S S S S 36
MAN readniess check S S S S S S S S S S S S S 21 with the aim to move as many as
ATP
ERP Pathfinder Pilot
G G
C
S S S
C
S
C
S
C
G S S S S S
C
C
C
G S S S G S S
C
85
33
possible away from today’s individual
BASF analysis form
LGD approach
G: Generic C: Configured S: Specific ▪ List of topics and way to cover a topic
should be tested with customers
The deliverable handed out to the customer
Business Guide Technical Guide Transformation Guide

Why? What? How?
Consists of three
guides, each with
approx. 25 pages

Chapter structure
Business View
1
1. Strategic 2. Summarize the 3. Depict the way
Build your case guidance and session with forward and
context – Copy decisions made address open
Technical View
and paste and results questions –
2
industry content shown – Tool- Sales and
based self Service
Build your landscape
service standardized
follow-on
Transformation View
Plan your journey

Business Guide
Content

Technical Guide
Content

Transformation Guide
Content

Agenda – 5 times “Why?”
1. Why have a customer output document?

Summary of session + context and next steps
2. Why separate out three different guides?

Cater to different audiences and make sequence flexible
3. Why did you select the topics you selected?

Based on customer real-life examples; should give all customers more than they previously
prepared individually
4. Why structure a single document into three chapters?

Strategic guidance, session results, and way forward depicted
5. Why can I not have different layouts?

We started with a handout layout; presentation and worksheet layouts are in the making

Thank you.
open@sap.com
Unit 6: From Product Map and Output Document to
Execution
From Product Map and Output Document to Execution
Customer feedback defined the “job to be done” for the program
Today Questions Tomorrow
Which solution to use in

which use case?
Which products
to use? Value of
innovation?
? ?
??
Level of Cost of new
Integration? solution?
Cost of
migration?
Please give me guidance, not choices.

Overview
…Is this sufficient to start a transformation project?
Open Where to get

questions? help?
▪ Target Product Map

▪ Value Aspiration
▪ Transformation Prioritization
▪ Output Document

Transformation sequence – Where to start?
SAP SAP SAP Hybris

SRM SAP SRM SAP Commerce
S/4HANA ERP
SAP
SCM SAP IBP
SAP SAP
CRM CRM
Start at the core Innovate line-of-business solutions

▪ Major value driver on core business processes ▪ ERP blocked for the coming 2 years by a currently
(e.g. advanced financial capabilities incl. machine running rollout project
learning) ▪ Specific “new” line of business solution closes a
significant business gap to enable digital
transformation (e.g. B2C capabilities with
SAP Hybris Commerce)
System conversion vs. greenfield
SAP SAP
SAP ERP SAP ERP
S/4HANA S/4HANA
System Conversion New Implementation (Greenfield)

▪ Current system fulfills business requirements well ▪ Current system outdated; does not fulfill major
▪ Only few modifications business requirements
▪ Fastest path to new SAP S/4HANA-based solution ▪ Highly customized / modified
▪ Support for new business model needed

Can / should I consolidate my systems? – Instance strategy
NA
EMEA ASIA Global
NA
Multiple Instance Singe Instance

(by region / by business unit) ▪ Cross-unit processes benefit from integrated
▪ Critical downtime single instance
▪ Main processes within the region / business unit ▪ Planned downtime can be arranged

Service concept by SAP Digital Business Services
IDEATION VALUE DISCOVERY VALIDATION & VALUE DELIVERY

EXECUTION READINESS
Digital Transformation Plan B
Business Business Validation Tc SAP ERP  SAP S/4HANA

View (Validate Business Case) Tr
Enterprise Architecture
SAP Transformation SAP Discovery B
SAP CRM - Web Channel 
Consolidation
Navigator – Workshop Technical Validation
Tc
Services
SAP Hybris Commerce

Technical Refinement
Tr
View (Target Scope &

B
Architecture) Tc
SAP HCM  SAP Success-
Factors
Tr
Trans- Transformation Readiness
formation
B
Starter Pack (Governance and Tc ….
View BPA KPIs Transformation Plan) Tr
▪ Industry & Transformation White ▪ SAP Transformation Navigator ▪ Industry Reference Architecture ▪ SAP Activate Roadmap
Papers ▪ SAP Value Lifecycle Manager ▪ SAP Enterprise Architecture Designer ▪ SAP Solution Manager – Focus Build
Tools / ▪ Solution Content ▪ SAP Innovation and Optimization (Power Designer) ▪ SAP Model Companies, Best Practices
▪ SAP Enterprise Architecture Explorer
Pre- ▪ Digital Readiness Surveys Pathfinder for SAP ERP
▪ Simplification Database
configuration ▪ References ▪ SAP Solution Manager – BPPI ▪ Maintenance Planner, PAM
▪ Product Roadmaps ▪ SAP Readiness Check for SAP S/4HANA
© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC

Services are preconfigured with industry-specific content (e.g. use of Model Company, IndRA,…)7
Thank you.
open@sap.com

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Week 1: SAP Transformation Navigator in a Nutshell

Unit 1: Why SAP Transformation Navigator?

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 2

Today Questions Tomorrow

Which solution to use in

Please give me guidance, not choices.

Landscape Business First deployment

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 4

“With limited input, a customer-specific guide to an

“This is a true example of customer empathy.

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 6

+ 3,100 since end of

Internal User External User Total

Users 5,767 3,766 9,533 + 10,300 since end

Maps 9,093 2,779 11,872

* All data from May 15 (go-live) until Aug 09, 2017

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 8

Business Guide – Why? Technical Guide – What? Transformation Guide – How?

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 9

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 10

August September October November December

Wave 6 Wave 7 Wave 8

▪ Business ▪ Change ▪ Time slider:

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 11

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 2

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 3

The product map line view shows the

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 4

Recommendation based on Recommendations based on Recommendations sometimes

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 5

Further details on overview of current and recommended products

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 6

For every recommended product, more details can be displayed

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 7

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 8

▪ Determine value potential for roadmaps built in

Assumed: You have built your roadmap, and now

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 2

▪ Many investments based on business case

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 3

Once you have

See the value

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The value drivers are

To add a new value

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 6

This customer wants to

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 7

Back in the “Value

Note the “Business

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The KPI column

The users can see

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Next – how much

Click on “Go and

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 10

You can select low,

The VLM tool

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 12

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 13

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 14

Scope of Quick Value Assessment

How SAP Drives Value