Lockheed Martin Advances Workforce Transformation with SAP SuccessFactors Solutions

BETHESDASAP SE (NYSE: SAP) today announced that Lockheed Martin has successfully gone live with SAP SuccessFactors solutions, including SAP SuccessFactors Employee Central, SAP SuccessFactors Employee Central Payroll, SAP SuccessFactors Recruiting and SAP SuccessFactors Onboarding, marking a significant milestone in the company’s workforce transformation journey.

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The deployment brings together core human resources (HR) processes on a flexible cloud foundation designed to simplify HR operations, enhance employee experience and support a global workforce. 

A leader in aerospace, defense and advanced technology solutions, Lockheed Martin is modernizing its HR landscape by moving from legacy systems to a unified platform. The new environment provides a more connected experience for employees and managers while supporting greater consistency and operational efficiency across the enterprise.  

With almost 60% of its 123,000 employees being engineers, scientists and technologists, attracting, developing and retaining highly skilled talent at scale is critical to Lockheed Martin’s continued success. By creating a single source of truth for workforce data, Lockheed Martin is gaining clearer insight into its workforce, enabling more informed talent decisions. 

This transformation allows Lockheed Martin to accelerate its robust applied AI strategy across the workforce to help employees and managers access information more efficiently and unlock new insights across the employee life cycle. 

“Lockheed Martin is advancing an enterprise-wide transformation of exceptional scale and complexity, while meeting the rigorous demands of a highly regulated industry,” said Thomas Saueressig, Member of the Executive Board and Chief Customer Officer of SAP SE. “This milestone reflects Lockheed Martin’s commitment to modernizing workforce operations and investing in technologies that support employees, strengthen organizational agility and position the company for future innovation.”

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Media Contact:
Victoria Dixon, +1 (703) 288-6020, victoria.dixon@sap.com, ET
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Top image courtesy Lockheed Martin

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From AI-Enabled Payroll to Autonomous Payroll: The Next Evolution of Workforce Trust

As AI becomes more deeply embedded across HR and business operations, one question continues to surface: how can organizations maintain employee trust while increasing automation? For payroll leaders, it’s an especially important question.

Payroll presents a unique paradox. It’s one of the business functions most suited to AI and automation because it’s highly structured, data-intensive, and compliance-driven. At the same time, it’s one of the most trust-sensitive functions in the enterprise because even small errors can have immediate consequences for employees’ financial well-being and confidence in their employer.

Payroll professionals often joke that nobody notices payroll when it goes right, and everyone notices when it goes wrong. Behind that observation is an important reality: every payroll run becomes a moment of trust between employer and employee. That trust has measurable consequences. According to new research* by SAP’s Future of Work Research Lab, 38% of employees worldwide have experienced a payroll error. These employees are significantly less likely to trust both their organization (13% lower trust) and their payroll function (17% lower trust). Trust declines even further with each additional payroll error experienced.

Replace fragmented HR systems by automating processes, simplifying tasks, and strengthening compliance

As National Payroll Week takes place across both the U.S. and the UK, we have an opportunity to recognize the payroll professionals who earn and maintain that trust every day, while reflecting on the transformation taking place across the payroll function itself.

As payroll teams navigate growing complexity, they’re being asked to do more with less while maintaining the accuracy, compliance, and reliability employees depend on. Employees increasingly expect faster, more flexible payroll experiences, including more frequent pay cycles and greater visibility into earnings and deductions, while tax laws, wage rules, leave requirements, and reporting obligations continue to evolve across countries, states, and local jurisdictions. At the same time, today’s workforce is more dynamic than ever, with employees changing roles, locations, schedules, and compensation arrangements in ways that can create downstream payroll impacts. Managing these changes manually is becoming increasingly difficult and raising the risk of errors, delays, and compliance gaps, positioning payroll not simply as an administrative process, but as strategic infrastructure supporting employee experience, compliance, finance, and business operations.

This combination of rising complexity and rising expectations is driving the next evolution of payroll: autonomous payroll.

Scaling trust in an era of complexity

Autonomous payroll is designed to help organizations navigate growing payroll complexity while maintaining accuracy, compliance, and confidence at scale. By combining AI, intelligent automation, integrated data, and real-time payroll monitoring, organizations can move beyond reactive payroll operations and proactively identify issues before they affect employees.

The goal isn’t to remove people from payroll, but to enable them to focus on higher-value activities by reducing manual effort and increasing visibility. Our global research suggests that employees do not see AI and human involvement as mutually exclusive. In fact, nearly half (49%) say they would trust AI in payroll more if they still had access to a human when AI fails. Additionally, 43% of employees say that the ability to request a human review of AI-generated outcomes would increase their trust in the use of AI in payroll. Trust is built not only through accuracy and efficiency, but also through the confidence that employees can escalate concerns, seek clarification, and access human support when needed.

Emerging capabilities such as AI-powered payroll agents and continuous payroll are helping organizations move from processing payroll to actively managing it. These capabilities can assess payroll readiness, detect anomalies, validate changes, and monitor workforce events across HR, payroll, and time data. By identifying how changes in roles, locations, schedules, compensation, or leave may affect payroll outcomes, organizations can anticipate impacts and resolve exceptions before they become costly errors. The result is improved reliability, stronger compliance, and greater trust across the workforce.

The shift is significant. Rather than finding errors at the end of a payroll cycle, organizations can increasingly investigate and resolve them throughout the cycle. But technology alone isn’t enough. As payroll becomes more autonomous, organizations must ensure intelligent systems operate with appropriate oversight, transparency, and accountability.

Automation requires accountability

As AI becomes more embedded in payroll operations, the conversation shifts from adoption to accountability. Trust becomes paramount, raising important questions about where AI can operate autonomously, where human review adds value, and where human accountability must remain visible.

Our global research shows that employee comfort with AI varies by payroll task. Employees are most comfortable with AI supporting calculation-heavy activities such as payroll calculations and anomaly detection, while they prefer human involvement for tasks requiring judgment, investigation, or employee interaction. Final decisions on payroll disputes remain the area where employees most strongly prefer a human. These findings reinforce an important point: the goal is not to replace human expertise, but to apply AI where it adds the most value while preserving human oversight where trust and judgment matter most.

The most successful applications of AI in payroll won’t simply automate tasks. They’ll strengthen trust by improving consistency, reliability, transparency, and the overall payroll experience employees depend on.

In other words, the future of payroll isn’t human or AI. It’s human expertise amplified by AI.

Building the foundation for Autonomous HCM

The implications of autonomous payroll extend well beyond payroll operations.

At SAP, we believe autonomous payroll is a key enabler of Autonomous HCM. Trusted AI experiences depend on trusted data, connected processes, and embedded intelligence, and payroll plays a critical role in making that vision possible.

Every hiring decision, compensation adjustment, promotion, workforce change, or organizational initiative ultimately affects payroll. As a result, payroll remains one of the most trusted and comprehensive sources of workforce data across the enterprise.

Realizing the full potential of autonomous payroll requires a unified foundation across HR, payroll, and time data. When organizations establish a single source of truth, they can reduce complexity, improve payroll accuracy, strengthen compliance, and enable AI to deliver more meaningful insights and recommendations.

This foundation is essential because AI cannot solve payroll challenges if it’s simply layered on top of fragmented systems and disconnected processes. Instead, organizations need connected data and integrated workflows that allow intelligence to operate across the entire workforce lifecycle.

When payroll, HR, and time data come together on that foundation, organizations can create more intelligent workforce experiences, make better decisions, and increase organizational agility.

Looking ahead

National Payroll Week is an opportunity to celebrate the professionals who keep one of the most important business functions running every day. It’s also an opportunity to recognize how dramatically that function is evolving.

For decades, payroll was viewed primarily as an administrative necessity. Today, it is increasingly recognized as a strategic capability that influences employee experience, compliance, operational resilience, and organizational trust.

The organizations that lead in the years ahead won’t simply process payroll more efficiently. They’ll create payroll operations that are more intelligent, more connected, and better positioned to support both employees and the business.

As payroll continues its evolution from a transactional function to a strategic business capability, the opportunity is not simply to automate existing processes. It’s to build payroll operations that can scale trust, resilience, and confidence in an increasingly complex world.

Because when payroll works, it does more than deliver pay. It helps build confidence in the organization behind it.

Discover how SAP SuccessFactors helps organizations simplify payroll, reduce complexity, and accelerate their journey to autonomous payroll.


*Data from a global survey of 1,576 full-time employees in July 2026.

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Sometimes the job of the FBI is not only to track criminals, but also to collect evidence, documents, photos, and witness statements.

AI’s Finance Challenge: Managing Token Spend Without Slowing Innovation

AI token spend is emerging as a new enterprise resource—one that finance must learn to forecast, allocate, and optimize against the value it delivers.

Generative AI is moving quickly from experimentation to essential infrastructure. Employees have woven it into routine daily tasks, and teams and applications are leaning on it more heavily every quarter. That growth comes with a new cost category finance wasn’t designed to handle: AI token consumption.

When AI is writing code and powering agents, token consumption can outpace traditional planning processes. Finance leaders suddenly find themselves in unfamiliar territory, needing to bring discipline to AI spending without becoming the function that kills adoption. Getting the balance right means treating tokens as an enterprise resource that must generate returns commensurate with its cost.

At SAP, we have been working through these questions firsthand. Here’s what we’ve learned from building, testing, and adjusting that framework.

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You can’t manage what you can’t see

Most finance leaders wouldn’t manage a major cost category from a single line item, yet that’s exactly where companies start with AI. Total spend matters, but it won’t tell you which teams, workloads, or usage patterns are driving that spend, or whether the consumption is actually producing useful outcomes.

Getting that visibility requires real collaboration across commercial, engineering, finance, and product teams. Finance brings the forecasting questions and accountability framework. Other functions bring the operational context that makes the numbers meaningful.

In our experience, repeated forecasting cycles generally improved our financial models as we layered in more operational detail around usage. The broader lesson: when a cost category is new and fast-moving, don’t wait for precision before acting. Start with enough transparency to make better decisions, then sharpen the model as patterns emerge.

Someone has to own it

Our most consequential insight was philosophical rather than financial. We learned that visibility alone isn’t enough and that consumption needs an owner.

A centralized AI budget makes early experimentation easy, but it also disconnects the people spending tokens from any financial accountability for them. As AI becomes more deeply embedded in business processes, that model breaks down.

This isn’t an argument for immediately charging back every LLM call with forensic accuracy. It’s an argument for managing AI consumption the same way companies manage other enterprise resources such as software, external services, and labor. Give decision-makers a clear picture of what their teams are consuming and what outcomes that consumption is expected to produce.

At SAP, allocating token costs to business areas has shifted the conversation from “How much are we spending?” to “What are we getting for this?” and “Is this the right place to invest more?” That’s a healthier conversation.

Token spend is not a technology line item. It is a strategic and operational investment decision. The goal is to make AI spending intentional, not just cheap.

Cost per token is the wrong scorecard

A large AI bill draws attention, but optimizing purely on cost can lead to exactly the wrong decisions.

The more useful question is the relationship between consumption and business impact. An AI tool that meaningfully accelerates software development, reduces repetitive work, or improves customer service will carry real token costs. Cutting that usage simply because the line item is visible could destroy more value than it saves.

We saw this firsthand. After rolling out AI developer tools at SAP, we recorded a mid-double-digit percentage increase in pull-request merge rates, a clear signal that development work was moving faster. The consumption was worth it.

Finance needs a paired view: cost metrics alongside value metrics. Governance without that view risks optimizing for cost at the expense of value creation.

Guardrails should target waste, not adoption

As usage scales, controls become necessary, but the right controls are surgical, not sweeping. When we examined consumption patterns in detail, three root causes of disproportionate spend emerged: power-user and automated-agent concentration, model misalignment, and tool proliferation.

Those are the areas where guardrails earn their keep. Controls matter because they focus on the sources of avoidable spend rather than putting a blanket brake on usage. At SAP, our response centered on three levers: token capping to prevent runaway consumption, model routing to better match capability and cost to the task, and tool rationalization to eliminate redundancy and concentrate investment where utilization justified it. That work helped contain a triple-digit-million-dollar financial risk while keeping adoption moving forward.

The principle is simple: remove waste, preserve productive demand.

From cost control to value governance

AI isn’t going to pause for the next planning cycle. Its capabilities, usage patterns, and economics will keep shifting, and the governance model around it needs to keep pace.

The work is not complete. The next step is to embed these practices into regular planning and reporting, assign clearer ownership, improve allocation, and build forecasting capabilities that can anticipate where costs are heading before they arrive.

Companies that do this well will still have an AI bill to pay. But they will have the transparency and accountability to tell the difference between consumption that is creating value and consumption that isn’t and direct investment accordingly.


Lukas Deutsch is chief controlling officer at SAP.
David Imbert is chief marketing officer for SAP Financial Management.

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Built for the Long Haul: Commerce Innovation at Daimler Truck North America

No one prepares a truck for a single mile. It’s built for the long haul. For Daimler Truck North America (DTNA), years of investment in digital commerce have helped create a platform for both growth today and innovation tomorrow.

Build the foundation for agentic commerce with the market-leading e-commerce solution

As one of North America’s largest commercial vehicle manufacturers, DTNA supports a vast ecosystem of dealers, fleets, service providers, and customers. Over the last decade, the company has steadily transformed its digital commerce capabilities, creating a foundation that has enabled growth, improved customer experiences, and positioned the business for the next generation of innovation.

Building a platform for growth

DTNA’s digital commerce transformation wasn’t driven by a single project or technology investment. It was the result of a long-term, strategic commitment to improving how dealers and customers interact with the business.

The company’s journey began with a basic digital parts-ordering platform to help customers and dealers purchase parts online. While the experience was relatively simple, it helped DTNA establish digital adoption, connect key systems, and build relationships with its dealer ecosystem. Most importantly, it created the foundation for what came next.

As customer expectations evolved, DTNA recognized the need for a more modern and scalable commerce experience. The company invested in the SAP Commerce solution, expanded digital capabilities, entered new markets, migrated to SAP Commerce Cloud, and continuously enhanced the platform over time.

Rather than treating commerce as a one-time project, DTNA embraced a mindset of continuous improvement.

Transformation is about people as much as technology

Technology may enable transformation, but adoption determines whether transformation succeeds.

For DTNA, one of the biggest challenges wasn’t implementing new capabilities. It was helping a large network of dealers and customers embrace new ways of working.

“We spent those years pursuing adoption of the tool, really educating our dealer body and getting their buy-in to start using the tool and introducing it to their customers,” said Brenda King, IT manager for eCommerce and Catalog at DTNA.

That approach remains a cornerstone of DTNA’s strategy today. The company works closely with dealers, gathers regular feedback, and maintains strong collaboration between business and IT teams. According to King, that alignment has been critical to ensuring digital investments translate into business value.

The partnership extends well beyond project delivery. King emphasized the importance of working closely with business stakeholders to identify priorities, evaluate opportunities, and ensure technology investments align with business objectives. Rather than operating in silos, business and IT teams work together to shape priorities, guide investments, and continuously improve the customer experience.

Preparing for what’s next

Today, DTNA is exploring how AI can improve commerce experiences through capabilities like product recommendations, customer assistance, and guided buying experiences. But the company’s approach remains grounded in business value.

“We really look at how AI can help us achieve our business goals,” King said. “It’s not AI for the sake of AI.”

That perspective aligns with a broader trend highlighted in the 2026 State of B2B eCommerce Report. As organizations accelerate AI investments, many are discovering that successful innovation depends on strong foundations, clear business objectives, and the ability to connect technology investments to measurable outcomes.

The road ahead: Success built on a strong foundation

The company’s digital commerce business has achieved approximately 40% compound annual growth over the lifetime of the platform, while digital adoption and customer engagement continue to increase. Today, roughly 30,000 users interact with the platform every day.

Those results were not driven by a single initiative. They were built on years of investment in platform modernization, cloud migration, dealer collaboration, and close alignment between business and IT teams. These foundational investments created the flexibility needed to continue growing while preparing for future innovation.

“Our decision to move to SAP Commerce Cloud was critical for us to continue growing,” said King. “It stabilized our infrastructure, gave us access to new capabilities, and created the flexibility we needed to keep evolving.”

DTNA’s experience offers an important reminder for organizations navigating their own transformation journeys: long-term success comes from combining innovation with the right foundation.

To learn more about DTNA’s transformation journey and how the company is preparing for the next phase of AI innovation, watch the webinar 2026 Trends in B2B Commerce: From AI Ambition to Impact.

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SAP Recognized as a Leader in the Gartner® Magic Quadrant™ for HCM Suites for 1,000+ Employees for the 11th Consecutive Time

For the 11th consecutive time, SAP is recognized as a Leader in the Gartner Magic Quadrant for Cloud HCM Suites for 1,000+ Employee Enterprises. 

We believe this recognition reflects our ongoing commitment to helping organizations navigate an increasingly complex world of work through innovation, global scale, and AI that helps connect workforce decisions to business outcomes. 

This graphic was published by Gartner, Inc. as part of a larger research document and should be evaluated in the context of the entire document. The Gartner document is available upon request here.

A new era of HCM 

Organizations today face unprecedented workforce challenges.

Turn HR into a strategic growth engine with Autonomous HCM

Skills requirements are evolving rapidly. Workforces are becoming increasingly distributed. Business priorities shift faster than traditional planning cycles can accommodate. At the same time, leaders are being asked to make workforce decisions with greater speed, precision, and confidence. As these pressures increase, the role of HR and HCM technology is fundamentally changing.

Organizations no longer need systems that simply record workforce data or automate HR processes. They need connected, intelligent systems that can help anticipate workforce needs, surface recommendations, remove friction from everyday work, and help people make better decisions. This is why we announced our vision for Autonomous HCM at SAP Sapphire in May.

As part of SAP’s broader vision for the Autonomous Enterprise, Autonomous HCM brings together trusted workforce and business data, embedded intelligence, AI, and HR processes to help organizations respond more effectively to changing workforce needs. The goal is not simply to automate more tasks. It’s to help organizations understand what’s happening, determine what to do next, and execute with greater speed and confidence. Achieving this requires trusted workforce and business data working together to provide the context needed for better decisions and better outcomes. 

Bringing Autonomous HCM to life

Over the past year, SAP has continued to invest in capabilities designed to help organizations move more seamlessly from workforce insight to workforce action. From new Joule and AI agents to People Intelligence in SAP Business Data Cloud and SAP SuccessFactors Enterprise Service Management, these capabilities help connect workforce intelligence, decision-making, and execution across HR processes. Our acquisition of SmartRecruiters extends this approach to talent acquisition, helping connect hiring decisions to workforce planning, skills intelligence, and the broader employee lifecycle. Next month at Success Connect at SAP Connect, we’ll share new innovations and customer stories that further demonstrate how SAP SuccessFactors can help organizations automate work, adapt more quickly to change, and drive better workforce outcomes, ultimately moving towards Autonomous HCM.

Creating measurable impact

Organizations around the world are already working towards this reality.

Timken has embedded AI capabilities within SAP SuccessFactors solutions to support employee development, goal setting, recruiting, and career conversations. By giving employees and managers access to AI-assisted tools and insights, Timken is simplifying HR processes, improving employee development conversations, and enabling more informed workforce decisions.

Darussalam Assets is demonstrating how AI can help organizations move from workforce insight to workforce action. With SAP SuccessFactors solutions, the company has streamlined recruiting processes across more than a dozen industries, reducing recruitment duration by 75% and improving hiring efficiency fourfold. AI-generated job descriptions, competency-based interview questions, and workforce insights are helping create a more efficient, consistent, and skills-based approach to talent management.

These examples demonstrate an important shift. AI is no longer limited to providing information. It’s helping employees, managers, and HR teams make better decisions and take action more quickly and effectively.

Looking ahead

We are grateful to our customers whose continued trust and innovation make this recognition possible.

As we look ahead, our focus remains on helping organizations connect workforce insight with action, enabling leaders to make better decisions, respond more quickly to change, and create better outcomes for employees and the business. Learn more about our position in the 2026 Gartner® Magic Quadrant™ for HCM Suites for 1,000+ Employee Enterprises.


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Gartner, Magic Quadrant for HCM Suites for 1,000+ Employee Enterprises, By Josie Xing, Ranadip Chandra, Ron Hanscome, Sam Grinter, Kate Jensen, Anand Chouksey, 31 August 2026 
Gartner does not endorse any company, vendor, product or service depicted in its publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner publications consist of the opinions of Gartner’s business and technology insights organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this publication, including any warranties of merchantability or fitness for a particular purpose. 
Gartner and Magic Quadrant are trademarks of Gartner, Inc., and/or its affiliates. 

SAP’s First Embodied AI Jam Brings Customers, Robots, and AI Together to Develop Viable Use Cases in Days, Not Weeks

A robodog weaves it way between tables. A small drone purrs overhead. Humanoids pick, pack, and pose for photos. Welcome to SAP’s first Embodied AI Jam.

Build and integrate AI that understands your business, not just your prompts

Last week, SAP customers gathered at the Swiss Smart Factory in Biel, Switzerland, to experience firsthand how robots and SAP software can work together to solve real business challenges.

Embodied AI refers to AI agents that interact with the world through a physical body—enabling machines to autonomously perceive, understand, reason, and act in real environments. By connecting these agents to Joule and SAP Business AI Platform, SAP brings business context into that physical execution: robots that don’t just carry out tasks, but understand the business decisions those tasks serve.

Warehouse automation, asset inspection, and material handling are just some of the business scenarios where embodied AI is beginning to create value. Bringing those scenarios to life requires more than a robot. It requires business context from SAP applications, integration expertise to connect systems and robots, and the right robots to execute the task.

“Generating market interest for embodied AI and transforming it from an exciting technology topic into a practical SAP-connected business value demanded a new format,” explained SAP Switzerland CTO Alexander Finger, who was a key driver behind the event.

Unlike traditional innovation jams, an embodied AI jam requires robots and a space where people can safely work with them side by side.

The Swiss Smart Factory provided exactly that environment for SAP Switzerland to host the event. Bringing together customers, robot manufacturers, system integrators, and SAP’s embodied AI experts created a unique opportunity to move from discussion to hands-on experimentation and real-world use cases.

Viable use cases in days, not weeks

Embodied AI may well be all about hardware and software, but Finger says accelerating progress is ultimately about bringing people together. At the jam, customers and partners were paired with system integrators and robot manufacturers aligned to their business challenges.

While some teams explored how inspection drones could connect to solutions such as SAP Asset Performance Management, others investigated how humanoids could support processes with SAP Digital Manufacturing.

The result was a level of progress that typically takes weeks to achieve.

“Finding where embodied AI creates real business value—and shaping a solution to deliver it—typically takes weeks of distributed back-and-forth,” said Lukasz Ostrowski, head of the embodied AI initiative at SAP. “Three days of dedicated, focused time with customers changed that. We could test ideas, challenge assumptions, and iterate in real time until we arrived at something concrete that neither side could have defined alone. What we learn with each customer like this doesn’t stay with that customer—it shapes how we build for the rest of the industry.”

The physical dimension makes embodied AI tangible

For Finger, embodied AI only becomes meaningful when customers can experience it firsthand.

Seeing a robot perform tasks informed by business processes and objectives makes the potential business value far easier to understand than a slide deck or demo alone.

This is why the Swiss Smart Factory plays such an important role; it provides a safe environment where customers, robot manufacturers, system integrators, and SAP’s embodied AI experts can work and explore embodied AI in action together.

As of January 2027, SAP Switzerland will become a member of Swiss Smart Factory, enabling it to host future embodied AI jams as well as shorter discovery formats like those already used for other AI customer-facing events.

While SAP Customer Experience Labs show customers how SAP applications, data, and AI can solve business challenges, the Swiss Smart Factory adds a physical dimension. It gives customers a hands-on environment to explore how robots can be connected, act in a business context, and create tangible business value.

Bringing embodied AI to more customers globally

“SAP is richer when we talk to customers,” Finger concluded, reflecting on the success of the jam. Beyond the speed with which teams developed use cases and architectural proposals, one outcome stood out: customers left the event wanting to continue the conversation and further explore their embodied AI ambitions with SAP.

As SAP Switzerland expands its offerings of embodied AI events, more customers will be able to experience embodied AI firsthand and explore how robots, SAP applications, and business processes can work together to create value.

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SAP Commerce Cloud and Vercel: A Faster Path to Better Customer Outcomes

Customers rarely think about the technology behind a storefront. They notice whether the site loads quickly, whether the price is right, whether a product is available, and whether the checkout works.

SAP Commerce Cloud + Vercel:  Build, deploy, and iterate on all of your stores

For commerce teams, delivering that experience is anything but simple. Behind every purchase sit catalogs, promotions, customer accounts, inventory, payments, orders, and fulfillment. A seemingly straightforward storefront change can quickly become part of a much larger release.

SAP Commerce Cloud and Vercel are working together to give teams a more flexible way forward. SAP Commerce Cloud continues to manage the commerce data and processes behind the transaction. Vercel runs the customer-facing experience and gives teams the infrastructure and workflow to build, review, release, and operate it.

The tools to transform customer experience are here, but tools alone don’t win. You must consider operating models too. Our partnership with SAP Commerce Cloud pairs Vercel’s web stack—including world-class performance, faster iteration, and scale that holds up under peak demand—with SAP’s trusted data and processes, and governance built in from the start.

Jeanne DeWitt Grosser, Chief Operating Officer, Vercel

The operating model is straightforward. Teams can change the storefront without having to change everything behind it at the same time.

A faster starting point for cutting-edge storefronts

Consider a commerce team preparing to enter a new market. It needs a localized storefront, a different customer journey, and a campaign built for that audience. In a tightly connected architecture, those changes can become dependent on a broader release involving pricing, inventory, orders, payments, and fulfillment.

Separating the storefront gives the team more freedom to work. It can design and release the experience for that market while SAP Commerce Cloud continues to provide consistent product data, prices, availability, customer information, and order processes.

Vercel is developing Next.js storefront templates for SAP Commerce Cloud to help teams get started. The templates connect to core capabilities such as product discovery, content, cart, checkout, and customer journeys.

The templates are backed by Vercel global delivery, managed scaling, deployment workflow, and observability, which improve engineering velocity and faster performance yielding more conversions. 

As a result, frontend teams gain room to move, while commerce teams retain control of the rules that protect revenue and customer commitments.

What this changes for commerce teams

Campaigns and customer expectations move quickly. Vercel creates a preview deployment for each change, giving developers, designers, marketers, and business teams a working version to review before it reaches production. Teams can test the experience against SAP Commerce Cloud services, gather feedback, and release approved storefront changes with fewer dependencies on a larger backend release.

The same approach helps organizations manage different brands, regions, languages, and buying models. A consumer placing a quick order has different expectations from a business buyer working with negotiated prices, an account-specific catalog, or complex purchasing rules. Teams can build a distinct experience for each audience with SAP Commerce Cloud powering the operations behind it.

In addition, Vercel’s global network, edge routing, and caching bring storefront content closer to customers. Its managed infrastructure is built to scale with demand, including the traffic associated with major campaigns and peak shopping periods. Built-in observability gives teams visibility into traffic, errors, latency, and calls to external services, helping them identify problems that could affect the shopping experience.

Making AI impactful in commerce

AI-assisted development can dramatically accelerate the path from idea to experience. But speed without trusted context can simply produce more low-value experiences, faster and at greater cost.

Connected to SAP Commerce Cloud, AI experiences can draw on trusted commerce data and processes. This gives teams a stronger foundation for building impactful customer journeys that are accurate, brand-aligned, and connected to how the business actually operates.

Leveraging Vercel’s AI SDK, development teams get a common toolkit for building great commerce applications using the AI model provider of your choice.

For teams starting with an idea for a new interface, Vercel’s v0 offering can help marketers and developers design, iterate, and turn that idea into an experience they can review and refine.

The right storefront strategy depends on the business

There is no single storefront approach that fits every commerce operation.

SAP Commerce Cloud, composable storefront, is available for organizations that want a closely integrated, SAP-managed experience. Vercel provides the new SAP templates on the Vercel Frontend Cloud for teams building highly differentiated experiences on their own cadence using storefront technology used by millions of developers.  Both options are backed by SAP Commerce Cloud with market-leading commerce capabilities to drive profitability for growing companies and the world’s largest enterprises.

Your customers expect storefronts to be fast and easy to use. They also expect accurate prices, reliable availability, and an order that arrives as promised. SAP Commerce Cloud and Vercel bring those two sides of commerce together: an experience that can keep changing, backed by the data and processes that keep the business running.

Learn more about the partnership here.

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When Sustainability Data Meets Finance-Grade Rigor: Winning Under IFRS S1 and S2

Trusted sustainability data is becoming one of the most valuable assets an enterprise holds. It shapes investor confidence, influences access to capital, and increasingly steers the decisions that determine long-term resilience. That shift is being accelerated globally by the IFRS® Sustainability Disclosure Standards, IFRS S1 and IFRS S2, now being adopted across more than 40 jurisdictions representing roughly 60% of global GDP.

As they take hold, organizations are expected to produce sustainability information that is as accurate, traceable, and decision-useful as their financial information. Sustainability reporting, in short, is becoming finance-grade, and the organizations that treat it that way will be the ones that turn disclosure into an advantage.

The challenge: establishing trusted sustainability data

The pressure to disclose has not eased. According to PwC’s Global Investor Survey, more than 70% of investors say sustainability must be integrated into corporate strategy. Sustainability data, in other words, is now central to safeguarding enterprise value.

For most organizations, the challenge is establishing a trusted data foundation that can support reporting, assurance, performance management, and decision-making at enterprise scale.

Too often, sustainability data remains fragmented across systems, functions, and geographies. Many companies still rely on disconnected processes and manual reporting, even as assurance expectations rise. EY’s 2024 Global Corporate Reporting Survey found that 96% of finance leaders have concerns about the integrity and reliability of their organization’s non-financial data.

Build a more compliant, sustainable, and resilient business with SAP Sustainability solutions

Reporting can no longer sit within a single function. Finance, sustainability, operations, procurement, and risk teams must work from a common, governed foundation. And with some organizations reporting against IFRS S1 and S2 for the first time, while others must now map IFRS S1 and S2 requirements onto existing European Sustainability Reporting Standards (ESRS) or Global Reporting Initiative (GRI) disclosures, building a separate process for every framework only multiplies effort, cost, and complexity.

This is a data foundation problem, and it is where SAP is positioned to help.

How SAP helps organizations meet IFRS S1 and IFRS S2

SAP provides a sustainability suite that helps take organizations from compliance obligation to business value, spanning ESG frameworks and regulatory requirements while embedding sustainability insight into operations and business models.

At its center, SAP Sustainability Control Tower can serve as the single-entry point for audit-ready ESG reporting and sustainability performance management. It helps organizations manage disclosures across IFRS S1 and IFRS S2, ESRS, and other frameworks from one governed foundation that connects sustainability, financial, and operational data. With SAP-provided IFRS S1 and IFRS S2 metrics available within the solution, organizations can reduce manual effort and strengthen reporting confidence. 

SAP Sustainability Footprint Management complements this by helping to calculate the emissions, energy, and environmental data relevant to IFRS S2 climate disclosures and other ESG reporting frameworks. Crucially, it draws on the same ERP data that runs finance, supply chain, and operations, grounding footprint calculations in verified business transactions rather than estimates or manual inputs.

The principle is configure once, report across frameworks. Emissions and energy data calculated in SAP Sustainability Footprint Management, together with master data configured once in SAP Sustainability Control Tower, can serve multiple disclosure obligations. Because IFRS S2 and ESRS E1 are highly interoperable for climate disclosures, a single data-collection scope can serve both. And as reporting requirements expand globally, SAP continuously evaluates regulatory developments and makes the most relevant frameworks available out of the box, so organizations can scale as requirements grow and stay focused on performance and outcomes. For IFRS S1/S2 jurisdiction-specific requirements, SAP’s partner ecosystem is well positioned to extend these capabilities to address local reporting needs.

AI extends this further. The Sustainability Regulatory Readiness Agent helps translate materiality assessment outcomes into reporting-scope decisions, while the SAP Sustainability Control Tower AI-assisted ESG report generation capability can generate structured, complete report drafts from validated metrics already in the system. Teams retain full control to review, refine, and finalize before publication, so organizations can scale efficiently while maintaining governance, transparency, traceability, and human oversight.

We see this in what our customers are doing. KNAPP AG, a value chain technology leader based in Austria, transformed its sustainability reporting with SAP Sustainability Control Tower and SAP Sustainability Footprint Management, implemented with KPMG Austria. Integrating about 200 to 250 metrics, the company completed its first round of CSRD reporting well ahead of the 2027/2028 mandate. 

As Bernhard Bischof, solution reporting architect at KNAPP AG, put it: “Through our collaboration with SAP and KPMG, we are able to realize a resource-efficient and automated approach to sustainability reporting. We rely on innovative software solutions, in particular SAP Sustainability Control Tower and SAP Sustainability Footprint Management, to make our reporting efficient and sustainable.”

As organizations expand reporting beyond CSRD to include IFRS S1 and S2, the same trusted sustainability data foundation can help reduce duplication, improve consistency, and support more efficient reporting across frameworks.

From audit-ready reporting to performance management

With audit-ready ESG reporting as the starting point, the best value is derived from what trusted data enables beyond disclosure: understanding actual performance, identifying where action is needed, and making sustainability a genuine input to business decisions.

That value shows up across the organization. Trusted sustainability data strengthens governance and risk management, supports investor confidence and transparency, improves business steering, and shapes access to finance, cost of capital, and long-term resilience. KPMG’s ESG Assurance Maturity Index 2025 found that 60% of CSRD Wave 1 companies expect ESG assurance to expand their market share or client base.

SAP Sustainability solutions help move organizations from reactive reporting to proactive performance management. Embedded initiatives can turn strategy from a set of intentions into a portfolio of tracked, measured, and accountable actions, each linked to the metrics and targets that define an organization’s ESG commitments. With that foundation in place, sustainability becomes embedded in enterprise processes rather than a stand-alone reporting activity, applied where decisions are made rather than as a downstream task. This is the foundation of SAP’s vision for the Autonomous Enterprise, where sustainability is embedded in the decisions that run the business.

What organizations should do now

Two priorities stand out for leaders today. First, build a trusted sustainability data foundation, with governance, traceability, and auditability established from the start. Second, prepare to report across multiple frameworks and jurisdictions from one common foundation, rather than building parallel processes for each.

Organizations that establish trusted sustainability data foundations today will be better positioned to meet IFRS Sustainability Disclosure Standards, strengthen governance, support investor confidence and access to capital, and create long-term business value.

For more information, visit: www.sap.com/products/scm/sustainability-control-tower


Gunther Rothermel is SAP Sustainability chief product officer.

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How to Optimize AI for the Entire Enterprise, Not Just the Individual

There’s a classic Harvard case study, where a rowing coach selects his best eight rowers for the top team and his bottom eight rowers for the junior team. Contrary to what you would expect, the top team, with the fastest and strongest rowers, consistently lost to the junior team.

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The top team’s rowers focused entirely on maximizing individual power. If the boat slowed, they rowed harder in isolation, disrupting the oars’ synchronized rhythm and creating water drag. Meanwhile, the junior rowers knew they were individually weaker, so they rowed in harmony.

Enterprises have faced countless variations of this problem: implementing systems that maximize productivity at the individual or team level but actively hinder the wider enterprise. Many organizations are experiencing something similar with AI today.

AI and sub-optimization

Sub-optimization is a systemic failure that occurs when the performance of a specific part of a system is maximized, inadvertently hampering the performance of the entire system. There are three intertwined themes: intensity, context, and prediction, which, taken together, explain how AI can sub-optimize an organization by making individuals and local systems stronger while straining the broader organization.

Research reinforces this disconnect between individual or even company-wide AI adoption and the value it delivers. McKinsey’s State of AI report shows near-universal enterprise AI adoption: 88% of respondents report regular AI use in at least one business function, but only 39% report an earnings before interest and taxes (EBIT) impact from AI at the enterprise level. Even worse: only six percent of companies can be categorized as high performers that already capture significant organization-wide value from AI.

What makes it so hard to move from AI adoption to measurable value capture? I believe there are three themes that influence a company’s ability to benefit its entire organization.

Intensity

AI tools often don’t reduce work; they intensify it. A study from Berkeley found that employees who heavily use AI worked faster, took on a broader range of tasks, and worked longer hours, often without being asked. So, what appears to be higher productivity in the short run is actually silent workload creep and mounting pressure as employees manage new AI workflows and do more with less. Another study found that the most mentally taxing form of AI engagement was oversight; AI tools that require direct monitoring increased feelings of being overwhelmed by the volume of information at work.

It is easy to see why AI can feel intense: tasks that once required days can now be prompted into existence almost immediately. People start more things; they do more analysis and write more memos. However, like an eight-lane highway that suddenly narrows to a single-lane toll booth, individuals must still consume all this output. This bottleneck only compounds at the organizational level, as all employees produce more than ever, leaving both individuals and the organization as a whole struggling to keep up. Creation has scaled. Absorption has not.

The solution isn’t necessarily to use less AI, but to change where and how AI shows up. AI should understand user intent and surface the insights needed to answer the question, rather than generating static assets or requiring you to switch between different apps and systems.

If your question creates more things, it’s not helping absorption. SAP’s answer is Joule Work, a central workspace across SAP and non-SAP systems that uses AI agents to handle tasks.

Ask, “Which stores run out of 65‑inch TVs in the next 72 hours, and where is stock I can move?” It will pull data across systems and orchestrate agents to act on the user’s behalf. In this case, SAP’s answer is autonomous action combined with a highly individual user experience for that specific situation, not more assets to be absorbed. If employees can avoid juggling systems and consuming assets, they can spend more time exercising judgment on actions that matter. This is how AI can alleviate intensity.

Context

Most AI systems understand the world, but not the enterprise in which they operate. There is a difference between a system of record—transactions, master data, process logic—and tacit knowledge—emails, chats, unwritten rules. And enterprises run on both. If AI only sees the system of record, its answers might be technically correct but contextually wrong because they don’t reflect the organization’s lived practice.

Even the most ostensibly basic questions require company context. Asking “Which suppliers can I source coconuts from?” requires knowledge of an organization’s process landscape across procurement, supply chain, compliance, finance, and other domains. This type of enterprise knowledge is usually scattered across process models, policies, chats, spreadsheets, and applications, so it’s tough to maintain. And even if they find it, agents cannot turn it into action without procedural knowledge of the involved people—the unwritten rules, decisions, and steps—that make a process executable.

SAP Company Memory preview continuously captures institutional knowledge and makes it usable for both people and agents. It turns written inputs, chat inputs, process knowledge, policy guidance, and application logic into reusable building blocks that AI agents can consume. Blocks are captured once, governed centrally, and reused across the company. So when someone asks Joule Work about coconuts, the answer is driven by the company’s memory and reflects actual rules the process owners agreed upon—for example: “Only source from Brazil; others require formal exception approval.”

SAP Company Memory is not a one‑time implementation; it’s continuous. In this way, company knowledge behaves like infrastructure, ensuring agents act contextually, not just correctly, as policies and teams change.

Prediction

Business decisions are fundamentally prediction problems that rely on structured data. Most organizations use LLMs, which are great at unstructured data like text but for architectural reasons not so great at working with and generating the structured numerical data that underpins good predictions. Delay prediction, forecasting, anomaly detection, stock optimization, and credit risk are everyday operating questions that depend on structured, tabular data and forward-looking judgment.

Asking LLMs for reliable forecasts on enterprise tables is simply the wrong tool for the job. At the same time, traditional custom machine learning approaches are too slow for many real-time questions: after extracting data, sending it to specialists, and waiting weeks, the question often has changed by the time the answer comes back. This combination means predictive capabilities are either restricted to specialists or rendered inaccurate by generic LLMs; in either case, the organization’s decision-making is weakened.

Reliable forecasting and risk assessment should be a system property, not an individual hack. SAP-RPT-1.5 and TabPFN 3 are models that excel with tabular data and will integrate with Joule Work and SAP Business Data Cloud for forward-looking questions directly on live tables.

SAP-RPT-1.5 for SAP data and TabPFN 3 for any tabular data are specialized prediction engines for structured data. They enable decision-makers working in the core systems to ask, “Should I reroute volume? What’s the probability of on‑time delivery? What’s the cost delta across scenarios?” and get answers grounded in real enterprise data.

Availability across the organization eliminates specialist bottlenecks and better equips the enterprise to handle uncertainty through prediction. This enables informed top-level decisions that really move the needle for a company.

AI for the benefit of the whole organization

AI has already proven it can make people more capable, but that does not automatically help the wider organization. AI shouldn’t be about optimizing isolated tasks; it should be about reshaping how work, knowledge, and decisions flow through the company.

Joule Work, SAP Company Memory, and SAP-RPT-1.5/TabPFN 3 are great examples of how SAP designs system-level capabilities. They offer a unified engagement layer, a living institutional memory, and a prediction engine for structured business data that elevate AI from individual-level hacks into a collective benefit for the enterprise.

This is AI that bridges the individual-to-institutional value gap, moving from simply getting AI into the company to generating value throughout the company.


Florian Kunzke is global director of AI Strategy at SAP.

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HARTING Accelerates Cloud Transformation with RISE with SAP

WALLDORF SAP SE (NYSE: SAP) announced today that HARTING Technology Group, a leading provider of industrial connectivity, has signed a long-term contract for RISE with SAP, marking a decisive milestone in its global IT and digital strategy.

Transform your on-premises ERP to the cloud

Moving to SAP Cloud ERP Private as part of the RISE with SAP journey, the company will consolidate its enterprise resource planning (ERP), business process intelligence, and service capabilities in a unified cloud-based subscription model. This creates the foundation to support further growth, optimize processes and integrate new technologies.

“Moving to SAP Cloud ERP Private is a strategic decision that goes well beyond IT infrastructure. With RISE with SAP, we are creating the foundation to run HARTING as a more agile, data-driven business—standardizing our global operations, accelerating the integration of new technologies and unlocking the potential of AI across our processes. This contract marks a pivotal step in how we intend to grow and compete over the next decade,” said Philip Harting, CEO, HARTING Technology Group.

SAP Cloud ERP Private will enable HARTING to transition to a future-proof, scalable and innovation-driven ERP environment. Cloud transformation will allow HARTING to consistently automate and standardize operations and infrastructure, direct IT resources toward value-adding topics and innovation, and continuously benefit from updates and new functionalities. At the same time, RISE with SAP opens additional potential in the area of artificial intelligence and data-driven business models, with integrated AI functionalities and new automation options enabling faster, more substantiated data-based decisions. As a long-standing consulting partner, NTT DATA Business Solutions AG will accompany HARTING on its transformation path.

“Industrial companies are under real pressure to move faster, operate leaner and integrate AI into their core processes as a present-day advantage. HARTING’s move to SAP Cloud ERP Private with RISE with SAP reflects exactly the kind of decisive, long-term thinking that separates technology leaders from those who wait, and positions them to scale efficiently and respond to market change with confidence,” said Dirk Haeussermann, Managing Director, SAP Germany.

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Media Contact:
Mariana Guerrero, +1 786 255 6334, mariana.guerrero@sap.com, ET
SAP Press Room; press@sap.com

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Top image courtesy HARTING Technology Group

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