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In this video, SAPinsider's Ken Murphy chats with SAP Education Vice President of Enablement Kerry Brown on how organizations can effectively manage change stemming from mobility, social media, and an influx of young workers.


Watch the video here.

An excerpt from an SAP Business Innovation blog.

Hindu scriptures talk about three basic components that all matter is made up of:

  • Sattva – A bias towards knowledge
  • Rajas – A bias towards action
  • Tamas – A bias towards inertia


These are the same components that are required in leading change initiatives.


It is critical that the leaders of the change initiative know the reasons for the change that they want to bring in.


It is equally critical that the leaders do not just stop at the intellectual level and knowing what needs to happen.



If the knowledge and action parts are done well, you would have built some momentum in the change effort.


This concept is not only applicable for leading organizational change but also for individual change. You can apply the same steps to reduce weight, write a book, or follow your dream.


Get the details around each of these components by reading the entire blog here.


The post The Art of Leading Change appeared first on Musings of A Salesman.

An excerpt from an SAP Business Innovations blog by Dana Theus


Does someone with leadership presence always make a good leader? Can someone without presence lead effectively?


Many career gurus will say leadership presence is essential to becoming a good, and ladder-climbing leader. In my experience, however, many good leaders get ahead with only a mild ability to be noticed when they enter the room, depending on the company’s leadership culture. In addition, research shows that confidence and presence often help you get ahead even if you don’t deserve it. Leaders who get ahead on confidence alone flame out and fall prey to the Peter Principle before they get to the top.


Leaders who get ahead on confidence alone flame out.


Bottom Line: There’s more to being a good leader than just confidence and presence.


That said, when presence and confidence are added to talent and skill, they can absolutely grease the wheels of your upward career trajectory.


How do you get leadership presence…

Here’s the short answer:

  • Confidence and presence come from a place of authentic strength of conviction and knowing what you believe about a situation, absent the confusing veil of self-doubt.
  • It comes from a place where failure and uncertainty are comfortable companions to success and clarity.
  • It comes from knowing why you’re doing the thing you’re asking others to do.
  • It comes from a place of purpose and willingness to be disagreed with, where you’re willing to change your own approach with grace and without shame, in pursuit of that higher goal.


How can you walk with presence?


For the remainder of the tips and to read the entire blog, visit here.

An excerpt from an SAP Business Innovations blog by Vanessa Hall


A number of leaders have shared this with me, quietly, as we’ve been exploring the whole concept of trust, how it works, how it breaks down, how to build it, and how to be a trusted leader.


Fascinated by how often I’ve met leaders who really don’t trust themselves to lead, I wanted to know more. Here’s what I found:

Over half have been elevated into leadership positions because of technical ability, but really don’t know much about leadership.


Around a quarter of them have a very clear vision of what they want for the organization but don’t know how to articulate that and get others on board.

Close to three quarters of leaders do not have alignment between their own values and sense of purpose and the organisation’s values and mission.

A massive 90% were too focused on being ‘liked’ and had not made any effort to be ‘trusted’.


Let’s look at each of these challenges:


Technical skills versus leadership


Articulating the vision


Aligning own values and purpose with the organization


Being ‘liked’ versus being ‘trusted’



Read the details behind the challenges in the entire blog found here.

A blog excerpt from LinkedIn posted by Doug Hess, Communications and Training Manager at iSqFt


I’ve worked closely with enough business leaders to get a feel for what makes them tick. There are good ones and . . . less-good ones, of course, but after a while you begin to see patterns and similarities and you can’t help but put together a picture of those attributes the good ones have in common.


There are the traits that every good employee has--like being talented, focused, smart, and knowledgeable--but being a leader requires something different. There is something about people who can lead talented, focused, smart people and get them to dig deep, to do their best work, and emotionally invest in reaching a common goal. What is that? What are those attributes?

The assessment
Each of the following five traits is important. Every leader is different, but for the purposes of this assessment, we’re going to give each attribute the same point value. After reading the description, honestly evaluate yourself and think about where and how you can improve.


  1. Ego
  2. Understanding your limitations
  3. Drive
  4. Vision
  5. Motivation and inspiration


Read the entire blog here to learn more about each trait and take the self assessment.

An excerpt from Forbes, written by Micah Solomon, a culture change consultant, company culture consultant and the author.


Want to use your leadership to drive cultural change at your company? Here’s what it takes: a 9-point checklist of what we’ve found, as culture change consultants, to be required for a company culture to achieve organizational and customer experience excellence.


  1. Begin
  2. Codify your cultural decision in a very short statement
  3. Change your hiring practices to reflect your (newly) stated values.
  4. Improve your onboarding:
  5. Adjust your personnel policies
  6. Write down your standards
  7. Come up with a sustainable reinforcement plan
  8. Use the right metrics, and get rid of the wrong ones:
  9. Commit yourself to employee-directed job design



…A culture is a living thing, powered by and kept up to date by the people who are encouraged to be, in a meaningful way, part of it.


Read the entire blog here.

An excerpt from the


In an ideal world, we would all have fantastic managers—bosses who helped us succeed, who made us feel valued, and who were just all-around great people.


Unfortunately, that's not always the case. But, whether the person you work for is a micromanager, has anger management problems, or just isn't very competent, you still have to make the best of the situation and get your job done.


To help out, we've gathered the best advice from around the web for dealing with a difficult manager. Try one or more of these tips to find some common ground with your boss—or at least stay sane until you find a new gig.


  1. Make Sure You're Dealing With a "Bad Boss"
  2. Identify Your Boss' Motivation
  3. Don't Let it Affect Your Work
  4. Stay One Step Ahead
  5. Document Everything


Read the details on each tip, including tips 6-10 here.

An excerpt from SAP Business Innovation Blog by Mike Ettling, President, HR Line of Business, SAP


We’re on the precipice of one of the greatest leadership changeovers in the history of our modern workforce. As the population ages, there will be an exodus of experienced minds and leaders. And while succession planning should be a priority for large companies with billions in resources and shareholders carefully reviewing every move, that is not always the case, and it’s even more unlikely within the average company, or even the average department.


In the workforce today, we are facing the potential for a leadership cliff. We have a generation of leaders on their way out, with a growing disparity between the way that executives lead and the confidence that employees have in their leadership. This crisis of confidence should be a great concern, but few are aware of it.


My advice to fellow executives is this: in your organization, you only lead once. It’s imperative that you make the most of your experience while preparing and empowering your employees to step into the leadership role in your absence. Daunting as it seems, bringing out the leadership potential in your employees is as simple as having conversations with three members of your staff a year that often get overlooked.


The first conversation to have is with your middle management teams… read more.

An excerpt from the SAP Business Innovation blog posted by Ray Carboni, writer for Stoner Bunting Gift Cards


When it comes to the workforce, Gen X and Millennial employees have proven to be a fickle bunch.


According to a 2013 survey conducted by freelance job board oDesk, Millennials tend to stay with their employer for an average of just two years. Gen Xers tend to stick around for about 5. Baby Boomers, by contrast, have shown more dedication over the years; they tend to stay with a company for an average of at least 7 years.


Regardless of their motives, members of Generation X and their Millennial counterparts represent the future of business in America. That makes persuading them to stay beyond their typical corporate life span a talent all its own. As an employer, understanding the mindset and aspirations of these two generations will allow you to hold the upper hand when it comes to competing for and retaining the best of them.


Studies show that these two age groups have more in common than any previous contiguous generations in modern history. Thanks to the rapid development of technology and an aptitude for it that pervades both groups, the cultural gap that distinguished previous generations has all but disappeared. This may change in the future, but for now this common bond has resulted in the need to stand out and be exceptional. Thus, these generations are distinguished by their risk-taking and desire to be needed. It should come as no surprise then, that talented Millennials and Gen Xers do not typically leave employment to take positions at competing companies; rather, they leave to branch out on their own.



Read more here.

An excerpt from a SAP Business Innovation blog post by: Deidre Paknad, CEO of Workboard, Inc.


Two-thirds of corporate recruiters say their organization has a difficult time managing millennials and a similar number of executives give millennials low grades for work preparedness according to Deloitte – alarming because they comprise a third of the workforce. While it’s common to call them out as “different” or “difficult”, they may not be either of those things.


The uncertainty, ambiguity and even anxiety of leaving two decades of school for a whole new life? If you graduated in tough economic times as I did, the working world was an uncertain place, business had stumbled and wasn’t exactly inspiring. Even if the economy was good, the next 5-10 years were far less certain than they appear after 30.


Some considerations:


  • Remember when you were 24?
  • Expectations for transparency and tools are very different
  • Imagine the potential capacity breakthrough for an enterprise: less meetings and reporting but real time transparency
  • Welcome to the team


Read the entire article here.

By Lisa Halim, Published on August 5, 2014 - posted in the SAP Business Innovation Blog


In the past couple of years, Big Data and mobile technology that powers social and business network have pretty much changed what we all once called ‘normal’, into one unprecedented and complex socio-economic landscape. With a region such as Asia Pacific, which has 86% mobile penetration rate, we are presented with opportunities to reinvent ourselves fast or become irrelevant. The keyword such as ‘transformation’ seems to be trending high not just on Twitter feed but in many industries agendas.

To sustain or support business growth, the transformational agenda needs to be fundamentally supported by the right organizational plan. Many companies are dealing with a key challenge such as transformation on their leadership structure (it’s not the same as management structure). The mission to build transformational leadership is not an easy one, as it’s not simply — structural. Most companies make a mistake by delegating this task to each team or let the management plan in silos without a clear direction.


Transformational leadership requires an aggregated plan, starting with people who possess the leadership style and ability to identify the needed change. A group of these change agents will drive the vision and guide the change through inspiration with a full commitment of the team members. This level of leadership will propel goals that most organizations aspired to achieve, versus what we have seen today, mostly a group of transactional managers who are merely looking at changes for tactical & short term goals.


I extracted the following four key elements of transformation leadership that will remind us that transformational journey can start with something really simple:

Celebrate individual – Acts as a mentor or coach to the members of the team, listens and gives empathy and support. This also encompasses the need for respect and celebrates the individual contribution that each team member can make to the team.

Intellectual stimulation – encourage your team to be innovative and creative. The leaders focus on the “what” in problems and do not focus on the “who” to blame.


Inspirational motivation – Leaders with inspirational motivation challenge followers to leave their comfort zones, communicate optimism about future goals, and provide meaning for the task at hand.


Idealized influence –Transformational leaders must embody the values that the followers should be learning and passing on to others. If the leader gives respect and encourages others to be better, those influenced will then go to others and repeat the positive behavior, passing on the leadership qualities for other followers to learn.


I think we don’t have to look far to ignite these leadership elements, look around us and start bringing forward the change that will drive us to our goals.

Blog contribution by Jessica Bojic, Senior Director - Business Performance Services



Mention the words “change management” in support of an SAP project, and many consider training to be the key deliverable. To be certain, training is a key component of an OCM strategy. However, having only a strong learning program is not enough to prepare your users to as they transition to a new way of working.


According to Lapointe & Rivard, “Employees resist changes when they believe the changes will cause either a loss of status, loss of revenue or loss of power” (A Multilevel Model of Resistance to Information Technology Implementation, 2005). Therefore, a critical step in setting the stage for effective learning is identifying and answering questions, concerns, anxieties, and perceived threats – all things that need to be identified by OCM, voiced by your employees, and discussed among all impacted stakeholders – both business and IT – before training starts.


Leading the way


Lack of visible, vocal management support for business process and system changes results in an increase of user resistance. Employees look to their formal, and often informal, leaders for help in overcoming feelings of stress and fear associated with change; it is critical for management within the organization to have a solid understanding of the points of resistance, impacts on their departments and employees, and how these changes are expected to benefit their groups and the organization as a whole. Once management has this understanding, they can mediate and help employees understand the reasons behind the need for change.


Setting the stage


How do you know your employees are ready to attend their role-based SAP training? Effective adult learning takes place when employees have clear answers to the following questions:


1) How will my job processes change?

2) How will I, my department, and the company benefit from these changes?

3) What will my job role and system tasks look like in the future?

4) How will I be supported to perform these successfully?

5) Why do my leaders say the change is needed?

6) What are my peers saying about the new processes and future state?


Building the foundation


A strong OCM strategy lays this “foundation” for learning through:

Change-related communications

Organizational and job impact analysis

Leadership & Change Network engagement

Measuring and monitoring ongoing change readiness


A well-rounded, fully executed OCM strategy cultivates a positive and willing attitude among your employees, ultimately preparing them to learn the new skills, processes, and behaviors allowing for a smooth transition into SAP.

An excerpt from SCN Business Innovation space.


According to a 2013 Strategy&/Katzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is only 54 percent. This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale. 


The following list of 10 guiding principles for change can help you navigate the treacherous shoals of transformation in a systematic way.


  1. Lead with the culture
  2. Start at the top
  3. Involve every layer
  4. Make the rational and emotional case together
  5. Act your way into new thinking
  6. Engage, engage, engage
  7. Lead outside the lines
  8. Leverage formal solutions
  9. Leverage informal solutions
  10. Assess and adapt


Read the entire blog here.

The SAP SCN (SAP Community Network) has a page dedicated to Organizational Change Management - this is a great resource for anyone interested in learning more about Change and the tools related to the methodologies associated with change.


Find the SCN page here.


Key Topics on the site include:

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