- We covered how SAP fired a number of top people in the HANA hierarchy.
- So now the question is what happens to HANA projects that are in process.
In the article SAP’s Layoffs and a Brightwork Warning on HANA, we covered what SAP’s layoffs meant for HANA. And it is not positive. However, it brings up an interesting question about what do do about planned HANA implementations.
“Bernd Leukert is gone. Bjorn Goerke is gone. Ken Tsai, who had global product marketing responsibilities for HANA, SAP Data Hub, SAP Vora, is now vice president of Adobe’s Experience platform. All of Bjorn’s product teams are slaughtered: ABAP, HANA, UI, JAM, Big data, Mobile and many more. Not just Neo, but any SAP proprietary service on any platform. Everything related to Cloud Platform & Mobile in North America was shuttered – several teams across several cities. Didn’t matter how old/young, good/bad. Layoffs announced in US, India, Japan, Hungary, Germany, Singapore, Canada, UK, China, Ireland, Malaysia, France, and Vietnam. SAP’s engineering culture died this week. – Ahmed Azmi
These high profile firings clearly mean something is wrong and SAP can no longer move forward with the current product leadership. You explained the reasons for the problems. What do you think SAP’s options going forward could be especially for customers who are currently implementing a HANA based system? SAP already removed HANA from the cloud platform a couple of years ago when they rebranded the HANA cloud platform (HCP) to the SAP cloud platform (SCP). Now, it looks like the on-premises product line is also taking a turn away from HANA.” – Ahmed Azmi
“SAP is not going to change its strategy for in-process HANA customers, no matter how bad the value is for them. SAP can command many thousands of consulting firms to continue to promote HANA, none of them caring much what is true. I see them as continuing down the path they have followed of making false claims about HANA to anyone who will listen. But to your specific question, if a customer is in process, there is little that can normally be done. The IT department needs to pretend to the business that the purchase was justified. The number of IT departments that have admitted they ever made a mistake since the dawn of the computing age until two minutes ago still sits at about zero.”
And this brought up a question by Sam Bayer of Covisent.
“Actually incumbent CIOs never admit that they made a bad decision. Their successors get to proclaim that as they dance on the grave of their predecessor.”
To which we replied.
Getting to the Detail of TCO
The Mechanics of TCO
- Understand why you need to look at TCO and not just ROI when making your purchasing decision.
- Discover how an application, which at first glance may seem inexpensive when compared to its competition, could end up being more costly in the long run.
- Gain an in-depth understanding of the cost, categories to include in an accurate and complete TCO analysis.
- Learn why ERP systems are not a significant investment, based on their TCO.
- Find out how to recognize and avoid superficial, incomplete or incorrect TCO analyses that could negatively impact your software purchase decision.
- Appreciate the importance and cost-effectiveness of a TCO audit.
- Learn how SCM Focus can provide you with unbiased and well-researched TCO analyses to assist you in your software selection.
- Chapter 1: Introduction
- Chapter 2: The Basics of TCO
- Chapter 3: The State of Enterprise TCO
- Chapter 4: ERP: The Multi-Billion Dollar TCO Analysis Failure
- Chapter 5: The TCO Method Used by Software Decisions
- Chapter 6: Using TCO for Better Decision Making