- SAP consultants often state they are unbiased.
- We review the statements by one SAP consultant who states that no one who works for SAP can be biased.
We sometimes have surreal interactions on Linked In where various pro-vendor individuals make unsupported claims.
Is it Impossible for SAP Employees to be Biased?
“It is natural to consider an SAP employee bias but I’m not claiming to be an independent market analyst so the argument of being bias or not applies to Brightwork Research employees, and other market analysts, more than myself.” – Mohamed Judi
It is the position of Brightwork that SAP has been providing false information to the market about HANA since HANA was introduced. Mohamed is paid by SAP and therefore has a direct financial bias to distribute information that our conclusion is incorrect. That fact that SAP is not an independent analysis does not mean that Mohamed can play the bias card against Brightwork. Furthermore, bias does not merely apply to independent analysts. It applies to any information providing entity. When SAP states incorrectly that HANA is zero latency, it is their financial bias that causes them to do so. If Mohamed’s definition were correct, not a single entity in the SAP ecosystem would have a financial bias. This is of course impossible. There appears to be a distinct desire here to entirely misrepresent the definition of financial bias.
“As I said, you just shared an article from an author who is hiding from a debate. And you like Barbel lack any authentic understanding of the article, so this entire debate is going to be you offering up platitudes without any evidence and trying to dance around topic which you are unable to engage in so that you don’t display your lack of knowledge. I have seen this exact pattern many times before when debating SAP resources. I would like to see you address something specific because I don’t think you know anything about the topics of the article.”
“BTW I just shared your comment with some Oracle consultants, who declared that if you can play the bias card, they now also want to do so. So we have established that no one from either SAP or Oracle has any bias (according to your definition of bias). Larry Ellison will be delighted to hear his bias level has been reduced to zero as he, like you, is not claiming to be an “independent analyst.”“
We question whether Mohamed Judi has any interest in “balanced” research.
Let us look at this quotation from his profile.
“I have a proven track record of creatively coupling technology with complex business needs to increase productivity and effectiveness. I am a results-oriented digital transformation architect, with an innovative vision, and a driving passion fostering unsurpassed customer and team loyalties.”
Does that sound like a person interested in objective resource or someone trying to sell SAP billing hours? It smells like marketing hyperbole actually.
Mohamed Judi and other SAP resources cannot deny their financial bias. The fact that they make the argument they cannot be biased illustrates a degree of dishonesty in those that make such a claim. According to Mohamed Judi, SAP has no obligation to be anything but biased. And SAP’s consulting firms follow the same approach. They declare they are unbiased, but then counter this statement internally by saying that they don’t have any obligation to be anything but biased.
Financial Bias Disclosure
Neither this article nor any other article on the Brightwork website is paid for by a software vendor, including Oracle, SAP or their competitors. As part of our commitment to publishing independent, unbiased research; no paid media placements, commissions or incentives of any nature are allowed.
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Enterprise Software Risk Book
Better Managing Software Risk
The software implementation is risky business and success is not a certainty. But you can reduce risk with the strategies in this book. Undertaking software selection and implementation without approximating the project’s risk is a poor way to make decisions about either projects or software. But that’s the way many companies do business, even though 50 percent of IT implementations are deemed failures.
Finding What Works and What Doesn’t
In this book, you will review the strategies commonly used by most companies for mitigating software project risk–and learn why these plans don’t work–and then acquire practical and realistic strategies that will help you to maximize success on your software implementation.
Chapter 1: Introduction
Chapter 2: Enterprise Software Risk Management
Chapter 3: The Basics of Enterprise Software Risk Management
Chapter 4: Understanding the Enterprise Software Market
Chapter 5: Software Sell-ability versus Implementability
Chapter 6: Selecting the Right IT Consultant
Chapter 7: How to Use the Reports of Analysts Like Gartner
Chapter 8: How to Interpret Vendor-Provided Information to Reduce Project Risk
Chapter 9: Evaluating Implementation Preparedness
Chapter 10: Using TCO for Decision Making
Chapter 11: The Software Decisions’ Risk Component Model