AI is everywhere today, but it can be difficult for enterprises to cut through the hype to understand how to leverage the latest innovations to gain a real, measurable competitive advantage.

I addressed this challenge in a conversation with Dan Newman at The Six Five Summit: AI Unleashed 2025, hosted by The Futurum Group and Moor Insights and Strategy. We spoke about the blockers that leaders face when determining where to apply generative AI to move their businesses forward and what SAP Business AI is uniquely bringing to market to help.

Flowing from that conversation, here are four steps you can take, among others we touched on, that will help you become an AI front-runner.

1. Prioritize use cases with the most promise

First, focus on areas of your business in which you can use AI to deliver fast, measurable value. Finance, HR, supply chain, and customer experience are among those AI front-runners often start with. As you assess your options, set aside the idea of a “proof of concept.” Instead, develop “proofs of value” by using your and your team’s expertise, data, and imaginations to find areas where more value can be unlocked using automation or AI agents. 

By the way, the term “proof of value” was first coined by AI front-runner Philippe Lalumiere, vice president of IT at Cirque du Soleil, in reference to an AI agent for accounts payable that his team designed in partnership with SAP. The key is to pinpoint what outcomes matter most to your business and choose use cases that quickly prove the value.

2. Deploy intelligent agents to simplify complex tasks

Another practice of AI front-runners is the use of AI agents that span departments and systems to solve end-to-end problems. Their autonomous abilities to handle whole processes is one of the differences between an AI skill and an AI agent. A skill is a single ability, such as the ability to write a message or analyze a spreadsheet and trigger actions from that analysis. An agent independently handles complex, multi-step processes to produce a measurable outcome. We recently announced an expanded network of Joule Agents to help foster autonomous collaboration across systems and lines of business. This includes out-of-the-box agents for HR, finance, supply chain, and other functions that companies can deploy quickly to help automate critical workflows.

AI front-runners, such as Ericsson, Team Liquid, and Cirque du Soleil, also create customized agents that can tackle specific opportunities for process improvement. Now you can build them with Joule Studio, which provides a low-code workspace to help design, orchestrate, and manage custom agents using pre-defined skills, models, and data connections. This can give you the power to extend and tailor your agent network to your exact needs and business context.

3. Embed AI into daily workflows

To truly become an AI front-runner, you need AI woven seamlessly into how your teams work every day. You also need to ensure it works across your broader technology ecosystem. Because of these critical business needs, we created Joule to be your natural language AI interface, built right into your SAP systems. And we’re adding a new Joule action bar to make it even more context-aware and better integrated with third-party tools like ServiceNow and Microsoft Copilot. It doesn’t wait for you to tell it what you need. Instead, it can proactively follow your behavior and suggest helpful next actions in context across multiple SAP and non-SAP applications. This helps remove friction, so your team members don’t have to toggle between tools or relearn interfaces.

4. Foster an ecosystem of interoperable, leading AI tools

Another way to become an AI front-runner is to tackle fragmented tools and solutions by putting in place an open, interoperable ecosystem. After all, what good is an innovative AI tool if it runs into blockers when it encounters your other first- and third-party solutions? This is why we recently announced a tighter integration with Microsoft Copilot for productivity and partnerships with Mistral AI and Perplexity for flexible access to leading AI models. These, and many other partnerships, help teams combine multiple AI capabilities, share trusted data across systems, and drive business outcomes faster, without the headache of manual connections.

Ready to lead? Here’s how to get started

I want to encourage you to lead, not follow, in the AI era. If you’re ready to do that, there are a few ways to get started. First, go deeper on these subjects in the full Six Five Summit conversation. Then see how other companies are innovating with AI and learn what’s possible through SAP Business AI.

Brenda Bown is chief marketing officer for SAP Enterprise AI Business.

WALLDORF — SAP SE (NYSE: SAP) will release its full results for the second quarter of 2025 on Tuesday, July 22.

SAP CEO Christian Klein and CFO Dominik Asam will host a virtual analyst conference to present second quarter financial figures, as well as an outlook on the current financial year.

Media representatives may listen in on the virtual analyst conference via Webcast at 11:00 p.m. CEST/ 5:00 p.m. ET.

In today’s rapidly evolving workforce, onboarding new employees efficiently has become a critical competitive advantage. Every extra week it takes to train an employee is a week of lost productivity.

The rise of AI is an opportunity not just to speed up learning, but to drive lasting organizational efficiency. A 2024 global survey by consulting firm Cegos found that 44 percent of employees already use AI-based learning, and 81 percent of HR leaders are integrating or planning to implement such technologies. This underscores the widespread adoption of AI in corporate learning, but it also raises a vital question: How can organizations ensure that the speed of learning does not come at the expense of depth and sustainability?

Time to competency matters

In corporate learning, time to competency is a central concept. It refers to the time it takes for employees to acquire the skills, knowledge, and confidence to perform their job effectively and independently. It is a critical metric, as shortening time to competency can boost productivity, reduce training costs, and provide a competitive edge. However, accelerated learning may prove counterproductive if the acquired knowledge is superficial or unsustainable.

AI is reshaping the learning experience

Whereas the human ability to learn has developed over millennia, AI capabilities have been developing in leaps and bounds over just a few years. When properly aligned with the best practices in how we learn, AI can transform the learning experience through three key dimensions: personalization, practice, and measurement. Consider, for instance, how field enablement for new sales employees demonstrates these dimensions in practice.

Personalized learning journeys drive engagement

First, AI-powered personalization drives higher engagement. Generative AI tools can help learners explore complex topics based on individual knowledge gaps. In the case of sales professionals, AI can analyze performance patterns and knowledge levels to create customized learning paths that focus precisely on the skills each individual needs to develop — whether product knowledge, negotiation techniques, or objection handling. This personalized approach leads to significantly greater knowledge retention and application as learning experiences become directly relevant to the role.

Accelerating skill development through simulated practice

Second, practice-based learning accelerates onboarding and skill acquisition. For example, sales professionals can use AI-powered simulators to practice customer conversations with virtual buyers who respond naturally to different pitches and approaches, while receiving instant feedback on their communication style, value proposition clarity, and response to objections. These simulated interactions build confidence before real customer engagements, drastically shortening ramp-up time.

Measuring and sustaining competency

Third, measurement ensures the knowledge truly sticks. Sustainable learning requires more than speed. It must embed deep understanding and long-term applicability. AI learning platforms track not just completion, but actual competency development through ongoing assessments. Repetitive, on-the-job training and immersive experiences can help reinforce knowledge. For instance, sales teams can utilize AI tools that analyze real customer interactions post-training, measuring how effectively new techniques are being applied and providing ongoing microlearning refreshers precisely when skills begin to fade — ensuring the investment in sales training delivers lasting performance improvement.

From skill gaps to strategic learning

Yet, even with these tools, learning and development professionals face challenges. The Cegos study reports that nearly half of HR professionals have difficulties adapting their training offerings quickly enough to meet actual needs. Employees, meanwhile, often feel their training needs are addressed too late. AI can close this gap by using learning analytics to identify skill gaps early and deliver timely interventions.

The real opportunity lies in balancing fast-track learning with long-term capability building. Companies must not only measure how fast employees reach competency, but also ensure the competency is durable. Key strategies include microlearning, adaptive content, mentorship, and integration of practical phases — all aimed at anchoring knowledge deeply while reducing unnecessary delays.

Ensuring lasting impact

To truly accelerate time to competency while ensuring deep, lasting understanding, companies need structured, scalable learning solutions. One such solution is SAP Learning Hub, which offers broad access to expert-led resources to both obtain and maintain SAP Certifications. Structured learning journeys support individualized pacing and continuous development, allowing employees to engage in professional growth without disrupting their daily responsibilities. By integrating SAP learning into everyday workflows, organizations can foster sustainable learning habits and equip employees with the skills needed for long-term performance.

In short, AI won’t replace human learning; it will enhance it, but only if we apply it with purpose. As leaders, we must measure success not just in speed, but in sustained capability.

Markus Marsch is global head of Product and Solution Learning for SAP Industries & Experiences.

London Climate Action Week 2025 brought together over 45,000 delegates across 700 events and saw SAP recognized with a Responsible AI Impact Award.

This year’s London Climate Action Week was less about reaffirming action, and more about accelerating it. Now in its seventh year, this is Europe’s largest city-wide climate event, bringing together policymakers, investors, NGOs, and technologists to accelerate plans ahead of COP30 in Belém, Brazil. Three major themes stood out across the week.

1. Decarbonize and build resilience

Business leaders and policymakers are focused on scaling decarbonization while also confronting the reality of escalating physical risks. From industrial heat to infrastructure retrofits, the message was clear: climate disruption is now a core business risk. As resilience is becoming synonymous with competitiveness, organizations are embedding climate data into board decisions and using it to guide strategy.

This shift is urgent: climate-driven losses are no longer theoretical, and businesses should treat physical risk with the same granularity and urgency as margin forecasting.

SAP has focused on turning physical climate risk into actionable intelligence for customers. By integrating sustainability metrics with financial models, companies can frame adaptation investments as cost-avoidance with measurable return on investment.

2. Mobilize climate finance

The gap between climate capital and real-economy transformation remains wide, especially in emerging markets. But momentum is building. London’s mayor announced a new climate finance task force aimed at crowding in public-private investment, while investors discussed blended finance models and sustainability-linked instruments. To stay investable, companies must present decision-grade sustainability data and show credible transition plans.

SAP is working with customers to bridge the divide between macro-level climate finance signals and operational decisions. That means using our systems to unify environmental data with financial and risk metrics, so sustainability reporting isn’t just about compliance, but about surfacing value. With green bonds and adaptation finance accelerating, businesses that can connect site-specific risk to capital expenditure planning will be best placed to access new funding streams.

We’re helping customers uncover the hidden costs of climate disruption — whether that’s increased cooling, transport volatility, or water constraints — and link them to balance sheet impacts. The result is a stronger business case for resilience investments, and more relevant data for financial partners.

3. Digital innovation and AI

A wave of sessions focused on the power of digital tools to accelerate climate action. SAP and fellow sustainability leaders highlighted how AI is enabling everything from emissions forecasting to supply chain optimization, while digital twins are helping companies and cities simulate disruption, model trade-offs, and optimize resources in real time.

Central to this story is responsible AI. At London Climate Action Week, SustainableIT.org recognized SAP with the Responsible AI Impact Award for its cross-functional work to embed ethical, human-centered AI into enterprise systems, driving outcomes that are not only efficient, but also equitable and sustainable.

This approach is guided by SAP’s Global AI Ethics Policy, which is grounded in the UNESCO recommendations on the Ethics of AI, and shapes how we build and deliver AI across all our sustainability and business solutions.

At SAP, we’re designing AI to assist, not replace, human activity — to scale climate action with integrity. We are focused on delivering embedded business AI tools that turn complexity into clarity, while preserving transparency and auditability.

Applying SAP’s tech lens: from insight to impact

London Climate Action Week 2025 made one truth unavoidable: climate leadership now hinges on trusted data and innovative technology, including human-centred AI. Across sessions, AI and unified data were repeatedly cited as the accelerants of climate progress, whether mapping Scope 3 emissions or modelling extreme weather scenarios.

Drawing on these insights, businesses can look to three main areas to boost their sustainability efforts:

• Make sustainability data first-class business data: SAP Green Ledger posts auditable carbon and financial entries side by side, turning emissions into actionable profit and loss drivers. When linked with site-level climate risk data, SAP Green Ledger allows businesses to understand the cost of disruption — from heatwaves to resource scarcity — and align sustainability with enterprise planning.
• Augment teams with responsible AI: With SAP Green Token, AI-assisted declaration image analysis automates thousands of supplier documents; with SAP Sustainability Footprint Management, AI-assisted emission factor mapping links thousands of materials to high-quality emission factors in minutes. In SAP Sustainability Control Tower, AI now also supports environmental, social, and governance (ESG) report generation, using best-practice templates to draft audit-ready reports, complete with data visualizations. This frees up sustainability teams to focus on strategy while increasing speed, accuracy, and regulatory confidence.
• Unify processes, finance, and sustainability in the cloud: SAP Sustainability Control Tower will become an intelligent application within SAP Business Data Cloud later this year, which will unify sustainability data and business operations on a single platform, enabling consistent reporting, deeper insight, and smarter decision-making across the enterprise.

By breaking down silos among sustainability, finance, procurement, and operations, SAP is enabling businesses to act faster on everything from climate disclosure to adaptation investment. When ESG data is managed like financial data — with rigor, governance, and relevance — it becomes a strategic asset.

Together, these capabilities turn the rallying cry of London Climate Action Week 2025 “from morality to materiality” into a practical playbook: embed sustainability where business happens and use responsible AI to scale impact without compromise. From emissions to adaptation to finance, the future of climate leadership is not just digital, it’s enterprise-deep.

Monica Molesag is global head of Sustainability Communications at SAP.

For energy providers, IT is now more important than ever before. Thüringer Energie AG (TEAG), from Erfurt in Central Germany, shows how energy providers can get in shape for the future with a cloud and platform strategy. The company is aiming to achieve maximum integration and master data quality.

Philipp Lübcke, CIO at Thüringer Energie AG, has worked in the industry for 20 years and is thrilled by the dynamism it is currently going through. But that wasn’t always the case. “When I got started in the energy sector, the business was relatively static, and I’ll admit that I was tempted by other industries over the last decade,” he says. Today, he no longer sees any need to change. Just the opposite, in fact: in recent years, the business “has become extremely exciting, and it will stay exciting,” Lübcke adds.

To understand his enthusiasm, all it takes is a look at his current employer, TEAG. The company, headquartered in Erfurt and with over 2,200 employees, supplies households and businesses with electricity, natural gas, heating, and water. It also added a telecommunications subsidiary to its portfolio several years ago, which offers broadband access, mobile telephony, and additional services such as storage. It has a new subsidiary for electromobility and another for photovoltaics.

In addition to these new business areas, the company’s core business—supplying electricity—is undergoing drastic changes. Lübcke emphasizes: “The energy transition is irreversible, and that doesn’t only mean the end of nuclear power, but also the end of coal-fired generation in the long term.”

Decarbonization requires decentralization and digitalization

The future lies in the central supply of natural gas and hydrogen through power plants, along with decentralized power generation through photovoltaics and wind power, according to Lübcke. “We give the municipalities in Thuringia all the support we can when it comes to executing the transition locally,” he says. To succeed, this energy transition requires perfect coordination of what experts refer to as “the three big Ds”: decarbonization requires decentralization, which in turn is only possible with maximum digitalization. 

Which brings us to SAP, TEAG’s largest and most important strategic partner. In 2022, TEAG decided to move all its core processes for the energy sector—meter reading, billing, device management, contract and customer management, information exchange, and subledger accounting—to SAP S/4HANA Cloud in the long term. “That made us the first energy supplier with a comprehensive RISE with SAP S/4HANA Cloud strategy,” Lübcke says. “The energy sector is undergoing fundamental change, and data interchange within the companies will increase significantly. Decentralization and maximum digitalization mean that we will be processing much more data much faster, offering a variety of new cloud services based on AI, and creating many more automated decision-making processes.” All of which will require maximum integration and high-quality master data. And they also need the right partner.

Learning to manage complex projects

TEAG intends to migrate all seven of its deployed systems that manage master data to the new platform incrementally, a plan that has been divided into three large-scale projects. The first involved the implementation of the SAP S/4HANA core—initially on premise—including master data cleansing and version management of large amounts of legacy data. This project, which has been completed in the interim, involved around 200 internal employees and externals. Along the way, the team gained the ability to manage even complex SAP projects. 

In the second step, TEAG implemented SAP S/4HANA Utilities, an ERP solution specifically for energy suppliers, together with the SAP Customer Experience portfolio based on SAP Service Cloud, divided into the three market roles of electricity supplier, grid operator, and metering point operation. This project has been underway for 18 months, and TEAG will go live with it on December 1, 2025, initially with the role of electricity supplier.

Last but not least, the third transformation project involves implementing SAP SuccessFactors solutions for workforce management. To this end, the company developed a road map in 2024, “so we can optimally leverage everything we need for this,” Lübcke says.

Demographic change is forcing the transition

The utility company aims to decommission all its current SAP systems by the end of 2027 and move them to SAP S/4HANA Cloud. The fact that TEAG has decided to run its central applications in the cloud in the long term, in addition to going all-in on SAP, is a result of the fourth “big D” in this story: demographics. “We won’t be able to completely replace the many employees who will be retiring in the next 10 years,” Lübcke says. “That’s why we need to become more independent of labor-intensive processes overall.”

Working in the cloud means getting a boost from AI

The company’s cloud strategy supports this goal, because it means TEAG will not only need less expensive hardware in the future but it will also require fewer highly-trained people to run and provide the systems.  

And people who work in the cloud—with the resulting consistent focus on platform strategy and standardization—can take advantage of artificial intelligence in many areas. Take Joule, for example. This copilot is based on generative AI and learns from SAP data to help give users context-sensitive support.

All in all, “IT will take center stage more than ever for energy suppliers,” Lübcke says. “And business IT is also getting closer to key business decisions than ever before. That’s what gives the job so much variety and makes it so exciting.”

And it will certainly protect the TEAG CIO from temptation from other industries in the future.

Young people entering today’s workforce face a world transformed by technology, automation, and artificial intelligence. Too many still lack the confidence, digital skills, and exposure needed not just to adapt to this future, but to shape it. 

That’s why we’re launching the Global Career Discovery Initiative, a new global partnership between SAP and JA Worldwide that will reach tens of thousands of young people aged 17 to 24 in more than 30 countries. 

“Young people are entering a world of work that’s being reshaped by technology, automation, and artificial intelligence,” says Asheesh Advani, CEO of JA Worldwide. “This partnership ensures that youth—especially those from underserved communities—don’t just learn about the future of work but learn how to shape it.”

From local impact to global scale 

Over the past 20 years, SAP has partnered with JA through dozens of local and regional programs, from workshops in Colombia to mentoring sessions in Vietnam. These efforts have created a meaningful impact, but we recognized the opportunity to amplify our work by aligning globally. This unified partnership enables us to scale what works, streamline volunteer engagement, and ensure more consistent access to high-quality learning experiences for young people everywhere. 

JA Worldwide already delivers more than 19 million student learning experiences annually in entrepreneurship, work readiness, and financial health, powered by a network of over 700,000 teachers and business volunteers. This scale and experience make JA an ideal partner to help build a brighter future for the next generation of innovators, entrepreneurs, and leaders. 

Together, we’re combining JA’s proven curriculum with SAP’s global network of employee volunteers to create a structured, scalable experience that helps young people build in-demand skills, discover career pathways, and connect directly with mentors and role models. In its first year, the initiative aims to reach more than 85,000 students across six continents, engaging 800 SAP volunteers of all ages as mentors and role models. 

Why this matters now 

The world of work is evolving faster than many education systems can adapt. We believe the future belongs to young people who combine essential human skills—like creativity, resilience, and collaboration—with digital confidence. JA’s curriculum delivers exactly that, and through this global initiative SAP is proud to help bring these vital skills to youth at scale. 

For many of us at SAP, this work is deeply personal. Like countless colleagues, we know from experience how early exposure to mentors and practical skills can change a life. 

“I joined JA as a student 25 years ago. Those early experiences shaped my journey. They equipped me with the tools and skills I needed to grow in the business world and helped me believe, at a very young age, that with knowledge, grit, and humility, anything was possible,” says Sam Masri, global chief sales officer, SAP. “I’m incredibly proud that SAP will now bring that same opportunity to thousands of youth around the world!”

Building future skills, together 

Our collaboration goes beyond volunteering; it’s a long-term alignment focused on skills development, equity, and innovation. We’re committed to creating a more inclusive, opportunity-rich future for all young people, regardless of geography or background. We’re proud to be part of this effort and excited about the impact ahead. 

The Global Career Discovery Initiative is one way we’re putting SAP’s corporate social responsibility (CSR) strategy into action. Around the world, millions of young people are not in education, employment, or training, while employers struggle to find skilled talent. We believe building future skills is essential to empower the next generation and ensure a fair, sustainable transition from education to employment or entrepreneurship. 

To do this, we focus on three areas: 

• Ecosystem development: Building partnerships to align skills with job market needs and open career pathways 
• Education: Supporting innovative programs that equip youth with relevant skills for the digital and green economies and spark youth entrepreneurship
• Employee engagement: Empowering our people to share their knowledge and time through mentoring, coaching, and pro bono consulting

CSR can’t be a tick-box exercise. It must be a strategic approach that tackles social and environmental challenges and creates shared value for businesses and communities alike. Our purpose at SAP—to help the world run better and improve people’s lives—is brought to life every day through our products, services, and the dedication of our people. 

This partnership with JA builds on two decades of collaboration, from workshops in Colombia to classrooms in Vietnam. Now, we’re aligning and scaling that local impact globally, so that more young people, especially those from underserved communities, can see what’s possible and have the support they need to shape the future of work. 

Hemang Desai is interim global head of Corporate Social Responsibility at SAP.

Aker BP, one of Norway’s privately owned oil, gas, and energy companies, operates six major fields on the Norwegian continental shelf. The company produces around 440,000 barrels of oil equivalent daily, making it one of Europe’s largest independent listed oil producers.   

Its equipment and personnel operate in some of the harshest environments on Earth. Every piece of equipment is vital for safe, efficient operations; even minor failures can cause significant downtime, production losses, or safety risks.

Maintenance costs for oil, gas, and energy companies are substantial, involving helicopters, specialized technicians, and strict safety protocols. A single maintenance trip can cost hundreds of thousands of euros, while unplanned downtime can result in millions in losses.  

Recognizing these challenges, Aker BP decided to embrace digitalization to improve efficiency and safety. Its goal was to build an infrastructure where equipment could communicate its needs proactively, alerting operators well before problems occur. 

To realize this vision, Aker BP implemented SAP Asset Performance Management as a hub for condition-based maintenance (CBM). In partnership with Lighthouse, the company leveraged SAP S/4HANA and SAP Business Technology Platform (SAP BTP) as well as artificial intelligence and machine learning to automate maintenance and enable predictive, data-driven decision-making. 

Vision behind Aker BP’s digital ambitions

Within the company, the key challenge was not just collecting data but making it actionable. Knowing the importance of digitalization, Aker BP decided to deepen the understanding of available data and use it effectively for informed decision-making while ensuring thorough documentation of these decisions.

“In Aker BP, we have a strong ambition to modernize and digitalize the way we work,” shared Torben Kristensen, Advanced Reliability engineer at Aker BP. “It is not just an ambition, it is a necessity.”

Operating Normally Unmanned Installations (NUIs), Aker BP required robust monitoring solutions to gain clear insights into system health and to anticipate maintenance tasks ahead of time. This proactive approach was crucial given the remote and automated nature of the company’s facilities. 

Aker BP knows that automation is integral to achieving these objectives. The company decided to automate the processing and management of the decisions made in the previous steps to enhance efficiency and accuracy. 

Putting plan into action

The foundation of the project was the use of SAP Asset Performance Management to create a robust CBM hub. To meet Aker BP’s unique needs, the team leveraged standard building blocks from SAP BTP to extend SAP Asset Performance Management with the asset data onboarding application to manage data ingestion and integrate third-party alerts. 

The challenges were efficiently collecting and processing time-series data and real-time alerts. With the assistance of Lighthouse, the team developed a custom onboarding application to streamline the data ingestion process for smooth integration and accurate real-time monitoring.  

“Our goal is to establish a comprehensive maintenance strategy that eliminates unknown breakdowns on critical equipment,” explained Kim Alexander Jørgensen, operations manager for Reliability and CBM at Aker BP. “By leveraging real-time data and condition-based maintenance, we aim for zero unknown failures, ensuring optimized reliability across our operations.”

Using the data from SAP S/4HANA allows engineers to fine-tune how thresholds for various assets are set; alerts are only triggered when necessary, avoiding interruptions. This integration meant that the system was always working with accurate, up-to-date information, which is critical for timely and effective decision-making. 

Recognizing the value of third-party specialist systems that had years of accumulated knowledge about specific equipment, Aker BP focused on integrating alerts and events from these systems into the SAP Asset Performance Management hub. This integration allowed Aker BP to benefit from external expert data without duplicating efforts, with maintenance responses based on real-time information. 

The condition monitoring was handled in silos by different specialist systems, leading to inefficiencies and manual processes. The team created a unified overview page on SAP BTP that consolidates data ingestion, alert management, and monitoring in one place, allowing engineers to manage alerts more efficiently and ensure that responses are timely and well coordinated. 

Seamless user experience meets workflow efficiency

With the CBM hub, engineers now have a comprehensive view of system activities at their fingertips. The heartbeat overview continuously monitors both core and third-party systems, making sure they are operational and providing confidence in the reliability of the data. This also allows engineers to quickly detect any issues that may arise during the data ingestion process. 

Alerts from multiple sources offer details on system health, maintenance needs, or potential failures. Presented hierarchically, these alerts help users prioritize and easily access the most relevant, actionable information. 

The 2020 migration to SAP S/4HANA was a key milestone, enabling integration of various SAP applications with SAP Asset Performance Management. This links alerts from asset performance management to business processes like work orders and notifications. For example, an  SAP Asset Performance Management alert triggers an SAP Fiori notification with context-specific data, allowing immediate action without switching systems. 

Integration with third-party systems adds further context, including links to original alerts in source systems for deeper analysis. By centralizing maintenance data, Aker BP has integrated multiple SAP applications into SAP Asset Performance Management, facilitating seamless workflows and supporting the growing scale and complexity of operations. 

Fine-tuning was essential after implementation, as alerts were initially too frequent. The team introduced a “mass close” feature to categorize multiple alerts as false positives or data anomalies, maintaining transparency by recording closure reasons and enhancing future learning. Additionally, engineers can now add comments to alerts, documenting and sharing findings directly within the system. 

Business benefits and what lies ahead for Aker BP 

SAP Asset Performance Management has provided significant business value to Aker BP, including increased operational efficiency through automated monitoring and maintenance, which allows engineers to focus on critical tasks. Cost savings have been achieved through reduced emergency repairs and lower operational expenses, and real-time monitoring improves safety by identifying potential issues before they escalate, particularly in high-risk environments. 

The company implemented proactive maintenance, driven by AI and machine learning, and now can estimate potential failures, which has helped the company to minimize downtime and extended the asset lifespan. The system’s centralized data — integrated with SAP S/4HANA — enhances data accessibility and interpretation, while its scalability means it can handle Aker BP’s growing operations.

“For our new project, ‘Yggdrasil,’ starting up in 2027, this solution is a prerequisite,” said Terje Lindrupsen, senior maintenance engineer at Aker BP.

The company plans to expand this solution to all of its brownfield and greenfield installations, and also plans to transition to the latest Internet of Things (IoT) capabilities in SAP Asset Performance Management, embedded IoT, in 2025, enabling even more advanced real-time monitoring capabilities.  

Since 1994, SAP has showcased publicly accessible art exhibitions at its Walldorf training center while simultaneously building its own collection of now more than 2,000 works. SAP’s art historian Alexandra Cozgarea has been responsible for art at headquarters since 2008.

On a cold day in February 2023, Cozgarea stood alone in building one on the Walldorf campus. In just a few days, the building’s renovation was set to begin. Workstations and meeting rooms has already been cleared, heating and water had been shut off.

About 400 pieces of artwork were still on the walls, all of which she needed to personally take down, document, and have professionally packed — a logistical masterpiece that demonstrates the importance of art at SAP.

From Hasso Plattner’s vision to corporate collection

SAP’s art collection traces back to co-founder Hasso Plattner, a passionate art collector. “He was the driving force behind bringing art to SAP,” Cozgarea explains. Until his departure from operational business, Plattner was involved in art selection decisions for SAP. “At the time, art at SAP was handled at the Executive Board level, specifically by Hasso’s staff.”

But the company didn’t just acquire its own art objects. As early as 1994 and 1995, the first of now 60 exhibitions of contemporary artists took place at the Walldorf training center. What made it special was that the exhibitions were publicly accessible from the beginning, a deliberate step to promote interest in art in the region and encourage exchange with SAP and its employees.

“We opened ourselves to everyone who wanted to visit SAP,” Cozgarea emphasizes. “Art is a good way to start conversations.”

External visitors were able to gain an unusual insight into a technology company while simultaneously experiencing contemporary art.

Encounters between company and society

The exhibitions create a special place of encounter. An average of 400 to 600 visitors attend the opening receptions, a mix of about 30 percent SAP employees and 70 percent external guests.

“What’s beautiful is that people come together and talk with each other,” Cozgarea explains. “Whether about art or other topics – art creates connections.”

These encounters extend across various target groups: school classes use the exhibitions for workshops, students from Heidelberg University of Education develop their own projects based on the themes shown, and corporate groups incorporate tours into their team days.

From South Africa to NFT art: 60 exhibitions

Since 2008, Cozgarea has curated almost 30 of the total 60 art exhibitions at SAP. The themes have ranged from social questions to technological developments. “I observe a lot, research, and then make contact with artists or institutions. Over time, ideas come to life that address social questions and developments or that have a connection to SAP themes,” she says, describing her curatorial approach.

In 2018, SAP was one of the first companies worldwide to present an NFT art exhibition, with the title “Poetry of the Blockchain.” The 2023 exhibition “The Metaverse: Dreamland or Dystopia?” was dedicated to the metaverse theme and is currently viewable via virtual tour. The design thinking methods that have been in use at SAP for many years are addressed in the exhibitions “Fail Early and Often” and “From Bauhaus to AppHaus” (both 2019). Other exhibitions like “Un Paseo de Arte Latino” (2016) and “South African Identities” (2018) build bridges to cultures and continents where SAP is represented.

Currently, the exhibition program is on hiatus as new spaces are being planned as part of the training center renovation. During this pause, SAP offers online virtual tours that allow employees and non-employees alike worldwide to experience the exhibitions.

“That’s important,” says Cozgarea, “because this way colleagues and external art enthusiasts around the globe can visit our exhibitions – not just on-site in Walldorf.”

Art historian with a feel for corporate culture

Cozgarea came to SAP in a roundabout way — or rather, she came back to SAP. During her studies in art history and psychology in Heidelberg, she was a working student at SAP in Communications and supported regional art projects. After her studies, she gained further experience in corporate collecting at Heidelberg Cement. “We built a very focused corporate collection back then – everything around the theme of building and cement,” she remembers.

Then, in 2008, came the call that changed her life. “They asked if I wanted to come back to SAP. And I said: ‘No, of course not — I do exclusively art.’ They said: ‘That’s exactly why!’” SAP was planning at the time to professionalize its art program and set it up more structurally. For this, there was an independent curatorial role to fill.

Today Cozgarea moves fluidly between two worlds of technology and art. “I try to bring these together through themes and bridges,” she says. The connection is what makes her work particularly appealing to her.

More than decoration: art as an educational mission

For SAP, the most important aspect is not the investment value of the artworks, but rather the educational mission and employee development they support. “The intention was always to give something back to the employees and the region,” she explains.

SAP’s collection now comprises more than 2,000 artworks distributed across SAP locations in Germany. Teams in Germany may borrow art for their offices and team rooms, a service that was originally reserved for top management but is now open to all interested parties.

“Colleagues appreciate the very personal approach,” Cozgarea says, describing the process. “They come to me, we select a piece of art together, and then we organize transport and hanging.” Many employees appreciate this small break from their work routine to select a picture.

The 400 artworks removed from building one, currently closed due to renovation, are waiting in the training center’s storage facilities for their next deployment. Some will re-enter building, but many of them will also be available to all employees in Germany for the first time.

In February 2025, SAP introduced Joule for developers and ABAP AI capabilities, ushering in a new era for ABAP development. This powerful integration of generative AI into the development environment is helping to revolutionize how developers interact with SAP systems. Designed to enable smarter, faster, and more intuitive coding, these tools help developers elevate both productivity and innovation.

Joule for developers leverages a purpose-built large language model (LLM) trained on millions of lines of SAP code. It can deliver contextual, ABAP-specific results that support tasks ranging from intelligent code suggestions to automated unit test creation. As customers continue their SAP S/4HANA transformations, these AI features can also support optimized code migration through smart analysis, explanations, and actionable suggestions. The result: AI becomes a collaborative partner that helps developers tackle complex challenges with confidence and efficiency.

IDC’s recent white paper, “ABAP Development in the Age of AI”, outlines how AI is transforming modern development. One key finding: 80% of developers reported increased productivity when using AI coding assistants, with an average productivity gain of 35%. The top-used features include unit test generation, code generation, and autocompletion—clear signs that AI is now a central pillar of the development experience.

To succeed in this evolving landscape, developers must cultivate new skills. These include writing precise natural language prompts, verifying AI-generated code, integrating proprietary data for improved AI context, and using AI to enhance requirements documentation. These capabilities ensure AI remains an intelligent collaborator that upholds enterprise-grade standards.

SAP Build solutions and ABAP Cloud can further empower developers by enabling automation, improved security, and scalable collaboration—all while supporting a clean core strategy. These tools reflect SAP’s commitment to intelligent extensibility that balances innovation with system integrity.

AI is no longer just a futuristic concept—it’s a vital asset shaping every phase of the software development life cycle. Developers are evolving from code writers to orchestrators of intelligent systems that learn, adapt, and co-create. Joule for developers and ABAP AI capabilities illustrate how SAP is leading this evolution by providing tools that are aligned with enterprise development needs and future-ready innovation.

To learn more, explore the IDC white paper, “ABAP Development in the Age of AI.”

Sonja Lienard is senior vice president of Product Marketing and head of SAP BTP ABAP at SAP.

A great employee experience isn’t a nice-to-have—it’s a business imperative. Every interaction, every HR touchpoint shapes how employees feel, engage, and perform. But as expectations rise and workplaces evolve, HR teams need new ways to meet the moment. That means delivering faster, more personalized, high-quality support—and doing so at scale.

With AI-powered innovation and a unified approach to HR service delivery, organizations can create the seamless, connected experiences employees expect while unlocking new levels of efficiency and strategic impact for HR. That’s exactly what SAP is enabling with the SAP SuccessFactors Enterprise Service Management solution, recently delivered in the 1H 2025 SAP SuccessFactors HCM release and now available.

Leading companies like Döhler Group, a global producer of natural ingredients for the food and beverage industry, are already seeing the impact, with benefits such as:

• 33% reduction in case resolution times
• 4X productivity increase
• 80% reduction in e-mail writing time using generative AI

Paul Wittig, head of HR Operations & Services, Döhler, said, “Enterprise service management for HR is a huge step towards a more digital and, therefore, more transparent and structured way of work.”

The future of HR service delivery is now

The employee experience is shaped not just by big career moments, but by everyday opportunities, interactions, and the ability to get support when it’s needed. That’s why one of the most critical HR touchpoints in any organization is the HR help desk—and it’s also one of the most overburdened.

HR service reps at large enterprises often work in shared business centers and are responsible for managing high case volumes and diverse requests, ensuring accuracy and compliance. They may process hundreds of service requests in a month, each taking 1-3 days to resolve depending on the complexity of the issue, leaving employees waiting for the answers they need and HR teams overwhelmed by volume.

But this model is evolving—advancements in technology solutions are fundamentally reshaping how this work gets done. It’s no longer just about processing more cases, faster. It’s about preventing many of those cases from being raised in the first place. Intelligent, AI-powered tools enable employees to find answers independently, reducing case volumes and allowing HR teams to focus on more complex issues that require human expertise.

According to Gartner*, “By 2025, 70% of organizations with more than 2,500 employees will have invested in an HR service management solution.”

The momentum is clear, and organizations taking action are already seeing the benefits: reduced case volumes, faster resolution times, and a more seamless experience for both employees and HR teams.

The potential of AI to transform service delivery is also reflected in recent SAP SuccessFactors research. In one survey, 89% of employees said their workplace experience would improve if they could use AI to get answers to HR questions. In a related survey, HR leaders identified self-service and other AI-enabled administrative tasks as the most valuable use cases for their teams—freeing them from repetitive requests and creating space for more meaningful conversations with employees, from career development to conflict resolution.

The question is: what does HR service really look like in an era where embedded AI has the potential to transform not just the speed, but the entire nature of support?

The benefits of a single cloud platform, powered by AI

SAP SuccessFactors Enterprise Service Management enables organizations to completely reimagine HR service delivery with a unified cloud platform powered by AI.

Enhancing the employee experience is among the top benefits of SAP SuccessFactors Enterprise Service Management. Delivering added value to HR, the solution can harness the power of AI to help search, analyze, and update the underlying knowledge base and policy data, enabling it to better address employees’ questions in the future before cases are generated. SAP’s AI copilot Joule can give employees instant access to the answers and support they need through collaboration tools, a rich knowledge base, and omnichannel self-service experiences.

For example, imagine an employee with questions about parental leave. Instead of submitting a case and waiting for an HR response, the employee can simply ask Joule the question from directly within the platform. Joule can provide accurate, personalized guidance based on company policies and the employee’s specific eligibility, helping to instantly resolve the inquiry without any manual intervention. If the question is more complex or requires documentation, the technology helps seamlessly create and route the case to an HR service rep, along with all relevant details, working to ensure fast, informed support. The best part: Joule can be accessed from anywhere across SAP and is not just contained within HR.

The solution also benefits HR teams by helping to simplify daily operations and significantly scale efficiency. SAP SuccessFactors Enterprise Service Management can enhance HR service delivery behind the scenes with AI-driven case management, automated document handling, and intelligent knowledge updates, working to reduce manual effort for service reps and improve compliance. AI at work is central to this process, enabling auto-classification of service requests, content summarization to give agents a concise, contextual view of each case, and next-best action recommendations to help resolve issues quickly and effectively. The solution can continuously learn from past interactions, helping to make classification and resolution processes smarter and more accurate over time. Generative AI can further elevate efficiency by automatically generating clear interaction summaries, consistent resolution recaps, and professional, personalized e-mail drafts—helping to accelerate case handling, enhance communication quality, and ensure a more seamless, consistent service experience for both employees and HR teams.

With embedded SAP Analytics Cloud, HR teams can gain real-time visibility into service performance, enabling data-driven decisions to further optimize operations and elevate the employee experience.

A win for the business, employees, and HR

SAP customers that already use SAP SuccessFactors Employee Central for core HR are well positioned to quickly implement and reap the benefits of SAP SuccessFactors Enterprise Service Management. Together, these solutions can create a unified, AI-powered foundation that can deliver personalized, compliant HR support at every touchpoint.

Real-time, trusted core HR data from SAP SuccessFactors Employee Central helps ensure employees receive accurate, context-aware support, while quick actions embedded in the solution can make it easy to complete common HR tasks with just a few clicks—all within the flow of work. Within SAP SuccessFactors Enterprise Service Management’s case management experience, HR service reps can also benefit from direct access to the SAP SuccessFactors Employee Central people profile, available as a mash-up, helping to provide immediate, secure visibility into relevant employee information without the need to switch systems. The solution can extend core SAP SuccessFactors HCM investments with a secure, compliant service layer to help maintain centralized data governance, streamline service processes, and reduce manual effort—working to ensure a seamless, intuitive experience for employees and HR teams alike.

We all know that HR is not just a back-office function. It is central to shaping employee experience and driving business outcomes. With SAP SuccessFactors Enterprise Service Management, powered by SAP Business AI, organizations can deliver the support employees expect while reducing HR workloads and improving efficiency. The result? A triple win for the business, employees, and HR.

Learn more about SAP SuccessFactors Enterprise Service Management for HR service delivery.

Lara Albert is chief marketing officer at SAP SuccessFactors.

*Source: Gartner: Market Guide for Integrated HR Service Management solutions, May 2024