Induction training SLC

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Values of SLC

• Induction training _at_ SLC
• Values and Culture

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Your Personal Values
What values are what they are not!
The Value System of SAP Labs China
Best-Run SAP
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Career Anchors Discovering your real personal
values Hora Tjitra, Ph.D.
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Your Personal Values
What values are what they are not!
The Value System of SAP Labs China
Best-Run SAP
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Why Corporate Values?
Iceberg Models Under the surface
4. Behavior
3. Emotions 3. Values 2. Character 1.
Temperament
Robbins Coulter
J.A. Fernandez
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Why Corporate Values?
What influences individual Values?
Public Social Enviroment
Family
National RegionalCulture
IndividualValues
PriorProfessionalExperience
EducationalExperience(School, Uni)
CompanySAP Labs China
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Why Corporate Values?
(Core-)Values are the Heart of every Organisation

• Peters Waterman
• McKinsey 7-S Framework

SAP Labs India - Value Team Value Jigsaw
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Why Corporate Values?
Values, Behaviour Corporate Culture
CorporateCulture
IndividualValues

• Behaviour

CorporateValues
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Your Personal Values
What values are what they are not!
The Value System of SAP Labs China
Best-Run SAP
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Vision 2010...
Requires Continued Commitment to Core Values and
Transformation to New Requirements

• Foundational Values
• Customer focus n Integrity
• Quality n Commitment
• Product excellence n Passion
• Change From
• Protecting status quo to è Agility
• Complexity to è Simplicity
• Pockets of execution to è High performance
• Not invented here to è Collaborative
  innovation
• Employee management to è Talent development

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New Requirements Transformational Change 1
Agility
Protecting Status Quo
SAP can look back on more than 30 years of
success but to succeed in the future, we cannot
rest on our laurels and protect the status quo.
Success can lead to complacency and inertia,
preventing us from acting upon new technologies,
reacting to market trends, and taking advantage
of new business opportunities.
To become a best-run company, we need to
continuously look for opportunities to improve
our business and products, which will in turn
allow us to create and deliver increased value to
our customers, partners, and shareholders. It
starts with the ability to question what we do
and how we do it, and the freedom to take the
risks necessary to change.
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New Requirements Transformational Change 2
High Performance
Pockets of Execution
FROM
Within SAP, numerous areas of business have been
able to execute well, hitting milestones and key
performance indicators, and keeping commitments
to customers, however, this discipline and
follow-through has not been consistent across all
areas of the company. In addition, a lack of
consistent metrics has made it difficult to
fairly and adequately gauge individual and team
performance.
TO
To become a best-run company, we need to ensure
that transparency, accountability, and discipline
apply across the entire company, regardless of
rank, title, or function. Our benchmark must be
the leading global companies that set the
standard for performance excellence.
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New Requirements Transformational Change 3
A simple idea gave birth to SAP standard
business software. Our understanding of core
business processes and development of
well-engineered software is proof of our success.
Yet sometimes we lose sight of simplicity and
make products more complex than they need to be.
An everchanging complicated market environment
also compounds the need for streamlined internal
processes and transparent actions.
FROM
To become a best-run company, we must combat
complexity at every opportunity. Simple does not
mean unintelligent. In a complicated environment,
we must manage complex and interrelated business
processes within the company, and as part of our
technology, solutions, and services. We must keep
all aspects of our business as uncomplicated as
possible and reflect this approach in our product
development and internal processes. This requires
the commitment and understanding of everyone at
SAP that simplicity makes for smart business.
TO
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New Requirements Transformational Change 4
Collective Innovation
Not Invented Here
SAP began as a start-up company in a small town
in southern Germany. Now, the company comprises a
vast network of employees, teams, subsidiaries,
as well as systems integrators and technology
partners around the world. But without truly
opening our horizons and our minds to the
potential available in the SAP ecosystem,
including partners and independent software
vendors (ISVs) for example, we cannot succeed.
FROM
To become a best-run company, we must truly work
together internally across roles, departments,
and locations, as well as externally with our
partners and customers. Collective innovation
means overcoming physical boundaries, prejudice,
and long-standing mindsets. We need to find the
right balance of resources across our global SAP
Labs locations while ensuring the appropriate
ownership and accountability for each.
Furthermore, we must find the win-win solution
with our ISV partners to bring together the power
of innovative strength inherent in diversity of
skills and ideas.
TO
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New Requirements Transformational Change 5
Talent Development
Employee Management
FROM
We have achieved significant success through our
well-educated and technically skilled employee
base. Our history of entrepreneurial
independence and autonomy served us well in the
past but the growth of SAP requires us to
continuously rethink how we can leverage our key
assets our talented employees.
We must foster innovative potential and
world-class talent within the company by
identifying and developing all of our people, at
all levels of performance, to achieve their best.
By nurturing, training, and encouraging
individual abilities and contributions, including
matching employee skills with the most
appropriate roles and rotating talent through
SAP we can reward performance, and develop
sustainable talent for the future of the employee
and the company. A truly professional working
environment requires accountability and
responsibility at all levels of the organization.
TO
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Foundational Value 1
Customer Focus
DESCRIPTION
Our commitment to customers must define the
foundation of everything we do. We must strive to
maintain an active dialog with our customers, and
to develop with each and every customer a
relationship of equal partnership. But in the
current environment we understand that the bar is
being raised continually. With our strategy for
small and midsize businesses (SMBs), a whole new
segment of smaller but no less important
customers is emerging, and our platform strategy
is converting partners into true customers.
Thats why we aspire to respond to this challenge
not just by keeping our commitments, but by
staying attuned to market drivers, going above
and beyond expectations.
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Foundational Value 2
Quality
DESCRIPTION
Quality refers not just to our end products, but
to our organization as well. We offer an
environment that invites employees to achieve
their fullest potential. But our goal of becoming
a platform provider, enabling customers greater
flexibility and speed in implementation and
integration, means that adhering to standards of
high quality has become even more important at
SAP. We strive to meet this challenge by
enhancing our quality processes, and further
empowering employees to make decisions and take
initiative.
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Foundational Value 3
Product Excellence
DESCRIPTION
Product excellence has been one of the
cornerstones of company culture since SAP was
founded. From the beginning, SAP has understood
that customer confidence in their systems and our
ability to innovate is based on solid
engineering. Going forward, SAP will continue to
rely upon product excellence as a competitive and
distinguishing advantage.
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Foundational Value 4
Integrity
DESCRIPTION
SAP is held in high regard in the business
community because integrity underpins all of our
business activities. We feel it is important to
let our customers, our partners, and other
stakeholders know the type of conduct they can
expect from SAP, the company, and its employees.
For this reason, our high standards of integrity
are reflected in SAPs Code of Business Conduct.
SAP will always adhere to recognized standards of
business integrity, and will continue to treat
integrity as a guiding principle.
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Foundational Value 5
Commitment
DESCRIPTION
Fulfilling our internal and external commitments
has been an understood part of our business
practice since SAP was founded. Our aspiration is
to continue this strong foundation by taking
responsibility for actions, discipline, and
accountability at all levels of the organization.
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Foundational Value 6
Passion
DESCRIPTION
A dynamic, lively corporate culture is more than
just an end in itself. SAP has always understood
that to be profitable, it has to foster and tap
the individual knowledge and skills of its
employees. More than ever before, SAP is
committed to developing a culture of highly
trained professionals with intellectual curiosity
and passion to deliver results.