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AI Is Everywhere. CX Is Everything. But Neither Can Succeed Without a Solid Data Foundation

From boardrooms to shop floors, companies are moving quickly to embed AI into their operations. The goals are clear: drive efficiencies, reduce costs, and deliver smarter, faster, more personal customer experiences.

Fuel profitable growth and turn every customer interaction into a seamless, engaging experience with SAP

This makes a lot of sense given that today 89% of businesses are expected to compete primarily on CX. However, the results aren’t always matching the hype.

A recent Gartner study found that while enterprise AI adoption is rising, real impact is often elusive. The reason? Many businesses are still operating with disconnected systems and disjointed data. Without a strong foundation, AI can’t deliver what it promises.

Siloed systems aren’t just a technology problem—they’re a business barrier.

The CX Disconnect: When Fragmentation Undermines Intelligence

Too many organizations still rely on a patchwork of tools for customer experience, supply chain, finance, and HR. While these point solutions solve individual challenges, they create friction and disconnect across the business. In an AI-powered world, friction is the enemy.

AI thrives on complete, clean, and contextualized data to function effectively. If your marketing, sales, service, and fulfillment teams cannot see the same data in real time, or trust that it’s accurate, your AI strategy will not be set up to succeed.

With the best intentions to embrace AI in an effort to achieve incredible efficiency, instead, customers will still lose valuable time on manual integration, inconsistent customer experiences, and AI outputs that are only as good as the (fragmented) data feeding them. The delightful experience aspirations turn into trust lost and frustration all around.

Modular Innovation, Meet Enterprise Intelligence 

SAP has reimagined enterprise management with SAP Business Suite, representing a fundamental shift from traditional ERP systems to a modular, composable architecture that integrates AI, data, and applications into a unified platform.  

Grounded in harmonized, semantically rich data, this architecture allows businesses to make sense of data that has traditionally been scattered across systems and trapped in silos, so AI has the comprehensive data it needs to quickly generate meaningful insights.

SAP Business Data Cloud (SAP BDC) with native integration of SAP Databricks, serves as a data backbone for business AI. It seamlessly connects all SAP data and third-party data and provides integrated governance to enable real-time AI-driven decision making.  

Companies do not lose precious time locating and preparing data for AI. AI systems work on trusted, contextualized data, not just generic data. This produces accurate, reliable, and actionable AI recommendations that enable organizations to scale AI innovation rapidly across business domains. 

SAP BDC is the foundation for Joule, SAP’s AI copilot that acts as an intelligent orchestrator across the entire business suite. SAP BDC ensures that Joule has structured business context for natural language processing and that its outputs are accurate so that Joule can provide always-on assistance to break down silos between business operations. 

For example, when a customer service or sales representative handles a complex order issue, Joule can: 

  • Check real-time supply chain constraints
  • Respond to RFPs faster
  • Personalize the response by pulling in relevant customer history from CRM systems
  • Speed response with automated case routing and research

The results are faster resolutions, happier customers, empowered employees, and incredible business outcomes with less effort and overhead.

CX + AI + ERP = Real Results

Integrating CX AI with core ERP systems enables end-to-end process optimization that was previously impossible with fragmented systems. When CX systems connect natively to back-office systems, organizations gain: 

  • Real-time personalization powered by operational data
  • Intelligent workflows that prioritize high-value customers
  • Predictive insights that help teams act before issues arise

The numbers speak for themselves. According to an Enterprise Strategy Group report, customers using this approach reported these benefits:

  • Up to 60% reduction in the number of issues service and support teams deal with due to fewer manual errors, automated self-service support functions, automated self-service, and AI chatbots
  • 25% to 50% improvement in time to resolution for issues that did require service or support resources
  • 25% to 70% improvement in productivity of digital marketing and customer operations teams
  • 50% to 90% improvements in sales team productivity by offloading smaller transactional sales, faster quote generation, and streamlined order management
  • 20% to 40% increase in productivity of business operations due to less time spent on invoices, payments, shipments, and returns and more informed decision-making

This is not just incremental change; it’s enterprise transformation, driven by customer needs and powered by AI.

The Future of Intelligent Enterprise Operations 

Embedded CX AI within a composable business suite represents a bright future that takes the possibility of AI and makes it a reality. 

  • Businesses can seamlessly orchestrate intelligence across all functions, delivering experiences that feel effortless to customers while optimizing operations behind the scenes. 
  • Artificial intelligence won’t just automate individual tasks, but also orchestrate entire business ecosystems to deliver superior outcomes.  
  • Maintaining enterprise-grade reliability and enabling modular innovation will allow organizations to adapt to changing market conditions while creating competitive advantages. 

With the rise of AI, businesses face a pivotal moment in time. Taking advantage of all that technology has to offer demands more than point solutions and departmental optimizations; it requires unified platforms, complete clean underlying data, and a clear unified strategy.


Jessica Keehn is chief marketing officer of SAP Customer Experience.

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Turbulence Ahead: Annual Study Reveals Five Topics Dividing Business Travel Stakeholders in 2025

Business travel is up in the air. The toss-up between cost-savings, employee safety, and the value of in-person interaction is an ongoing boardroom debate. In the age of virtual calls, many employees are desperate to hit the road, while others prefer to conduct their business via digital channels.

Whichever side of the fence you fall on, business travel remains vital to build working relationships and drive growth. Yet, there are certain topics relating to company travel initiatives that don’t have full stakeholder agreement. To understand the perspectives, challenges, and opportunities, it’s vital that leaders know where the disconnects lie.

The seventh annual SAP Concur Global Business Travel Survey asked 3,750 business travelers, 700 travel managers, and 600 chief financial officers (CFOs) about friction points in business travel. These are the main areas where we found some disagreement.

Read this year’s SAP Concur Global Business Travel Survey

The need for business travel

The overwhelming majority (94%) of business travelers believe travel is helpful, if not essential, to success in their roles. Yet, 43% of CFOs say more than half of their company’s business travel could effectively be replaced by teleconferencing or other communication methods that don’t require travel. A third (33%) of travel managers view the tilt towards virtual meeting options as a direct threat to their company’s business travel.

Employee willingness to travel

There’s a disconnect over a perceived lack of enthusiasm to travel. Seventy percent of business travelers are very willing to travel over the next 12 months, marking an increase from 67% in 2023. Yet, this optimism is not universally shared within organizations. Thirty-five percent of travel managers view employees’ unwillingness as a potential threat to business travel and nearly half (45%) of CFOs believe employee reluctance or refusal to travel could negatively impact company health within the next year. While many employees are very willing to hit the road, concerns remain among CFOs and travel managers about whether travel enthusiasm is widespread enough to fully support business goals.

Changes in travel budgets

Each role has a different view on how travel budgets are evolving. Nearly half (48%) of business travelers are worried that their company’s travel budgets will remain stagnant or decrease this year. On the bright side, only 24% of CFOs and 22% of travel managers say budgets will be reduced or stay the same—suggesting a disconnect between employee fears and management’s financial outlook.

The roles that hold the most influence

There’s a perception gap over who influences business travel decision-making. Business travelers believe travel managers (37%) and CFOs (36%) have similar influence, significantly ahead of their own at 28%. However, travel managers are broadly aligned in feeling they (43%) have nearly the same amount of influence as CFOs (41%), compared to only 16% for business travelers. CFOs strongly disagree, with 69% believing they are the most influential decision-makers, significantly ahead of travel managers (21%) and travelers (9%).

The impact of budget limitations

Although they see travel as critical to their roles, two-thirds (66%) of business travelers say important trips have been curtailed due to costs. In alignment, 69% of travel managers believe their company travel budget fails to reflect the importance of business travel to their organization’s success. And whilst CFOs acknowledge the problem, there’s dissent in the ranks. Fifty-one percent of CFOs somewhat agree that budget limitations stop employees from traveling as much as they need to do their jobs well, while just 29% strongly agree.

How data can help to solve the business travel debate

These findings highlight the different perceptions between travelers, travel managers, and CFOs, for the first time in our SAP Concur Global Business Travel Survey. To empower employees to develop professionally and create new opportunities on the road, it’s vital that every role in the organization aligns on common goals.

Bridging these gaps requires more than dialogue—it demands visibility. Organizations need a shared source of truth to understand behaviors, align priorities, and make informed decisions. Integrated travel and expense solutions offer companies the data and insights they need to steer their travel programs and budgets in a complex multi-stakeholder environment. SAP Concur solutions can help analyze employee spend, drive cost-savings, and ensure efficient business travel.

Explore more insights in the seventh annual SAP Concur Global Business Travel Survey.


Charlie Sultan is president of Concur Travel at SAP Concur.

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The SAP Concur Global Business Traveler Survey was conducted by Wakefield Research between April 30 and May 12, 2025, among 3,750 business travelers in 24 markets: U.S., Canada, UK, Germany, France, Benelux (Belgium, Netherlands, Luxembourg), Sweden, Denmark, Norway, Finland, Italy, Spain, ANZ (Australia, New Zealand), Middle East (UAE, Saudi Arabia), Japan, Korea, India, Mexico, Brazil, SEA (Singapore, Malaysia), South Africa, Portugal, Switzerland, and Austria.
The SAP Concur Global Travel Manager Survey was conducted by Wakefield Research between April 30 and May 12, 2025, among 700 travel managers, defined as those who direct or administer travel programs for businesses, across seven markets: Germany, Italy, Canada, Japan, ANZ (Australia, New Zealand), UK, and U.S.
The SAP Concur Global CFO Survey was conducted by Wakefield Research between April 30 and May 12, 2025, among 600 CFOs across six markets: Germany, Canada, Japan, ANZ (Australia, New Zealand), UK, and U.S. 

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