Content John is Following

What's the maximum amount of time in a day you're willing to commit to a virtual conference, webinar, etc.?

Zero, I haven't found these formats helpful

30 mins

1 hr

2-3 hrs

4-6 hrs

More, I'll stay online and listen in all-day if it's worth it

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Who is your favorite CEO, Founder, leader - in enterprise IT?

Thomas Kurian (Google Cloud)

Satya Nadella (Microsoft)

Larry Ellison (Oracle)

Christian Klein (SAP)

Bill McDermott (ServiceNow)

Marc Benioff (Salesforce)

Arvind Krishna (IBM)

Other (comment + upvote)

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SAP continues to drive 'Clean the Core' or more recently 'Cleaner Core'. Besides removal of unnecessary or unused WRICEF code (a waste of time effort in my eyes), looking for any real clean you have done and found beneficial.  One thought we have had is to move off some of the SAP capability and move to SaaS solutions integrated via an orchestration layer. Thus reducing our SAP footprint and moving us towards a viable S/4 upgrade. Any thoughts on this 'cleaning' approach?

Not a poll but looking to get thoughts. We are about 70% deployed on SAP ECC. We know we need to get to S/4 in next 5-6 years. Do we:
1 - Stop deployments, upgrade the deployed to S/4, then finish deployments.
2 - Finish deployments and then upgrade all to S/4 (or could stay on ECC forever!).
3 - Stop deploying on ECC, finish deployments on S/4, then convert ECC over to S/4.
Option 1 & 2 would likely be Brown or Blue upgrade, but possible in option 2 to kick off Greenfield (redeploy) after finish of ECC deployments.  Option 3 would likely by Green. 
70% deployed is large parts of business, 30% remaining is mostly the cats and dogs. 
Remaining 30% would likely take 2-3 years. 
Option 3 puts us into new interface situation where we would have 3 ERPs for some time, Legacy, ECC and S/4, with the integration work throw away as end state is only S/4. 
Legacy is old and lacks capability, but not on fire. Resources are retiring. 
Current ECC is heavily customized with lots of capabilities build into the core. 
We are a large multi-national business with significant manufacturing.

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Is there a way to prevent erosion of trust during a period of org-mandated layoffs and restructuring? How have you rebuilt trust within your department after restructuring?

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How closely do you monitor the number of purchased applications in use in your organization? If there are too many, how do you determine which apps to keep and which ones to cut?

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