learning and the digital transformation

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Learning and the Digital TransformationJenny Dearborn, Chief Learning Officer

© 2017 SAP SE or an SAP affiliate company. All rights reserved. 2

Agenda

• Meet the Modern Learner

• The Business Value of a Learning Culture

• Leading Trends and Best Practices in Learning

• SAP’s Learning Journey and Impact

• What’s Next

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 2Customer


Modern Learners: distracted, under time pressure, tech-savvy, interested in exploring on their own and learning from peers


Common Themes in Learning and Development

Gamification Content Mobile


better response to customer needs

more likely to be market share leaders

greater employee productivity

more prepared to meet future demand

more likely to be first to market

greater ability to deliver “quality

products”

Business Value of Learning CultureOrganizations that Embrace Learning Outperform the Competition

Research shows that companies with a strong learning culture, based in measuring business impact results, significantly outperform their competition.*Employee learning and development is a means to an end – supporting SAP’s strategic goals and business objectives.

17%

34%

58%

37%

26%

46%

*Bersin & Associates, 2012


Digital HR and Learning will help us to reinvent L&D and HR systems

The leadership market will start a steady process of reinvention

Diversity, inclusion and unconscious bias will become a top priority

The L&D function will continue to struggle

The future of work is here and HR is in the hot seat

Organizational design will be challenged everywhere

Culture and engagement will remain top priorities

Real-time feedback and analytics will explode in maturity

A new generation of performance management tools will emerge

A focus on “human performance” and wellbeing will become critical parts of HR, Talent and LeadershipFocus on employee experience will overcome process design in HR

Learning Trends and Best Practices: Bersin’s Predictions for 2017

1

5

4

3

2

7

11

10

9

8

*Bersin & Associates, “Key Predictions for 2017,” 2016

6


SAP’s Continuous Learning ModelCreating a Culture for Ongoing Development

90% Informal Learning

LEARNING ON-THE-JOB EXPERIENCE CONNECTIONS TOOLS & SUPPORT

Instructor-led and e-courses in the LMS

Rotational programs, fellowships, or self-directed

experiences

Coaches, mentors, sponsors and networking with others

Content on the portal, Jam groups, job aids, and performance support

10% Formal Learning

Source: Bersin by Deloitte, 2013 and 2014 Corporate Learning Factbooks


Leadership Development Roadmaps

It is an ongoing

journey –

not a one-

time event


SAP Learning Journey Key Accomplishments

In the 3 years since SAP Learning was formed, we’ve launched Success Map Learning, introduced new management / leadership curriculum, restructured the financial model, and enabled world-class learning content available at no cost to all employees.

2016 highlights include the following:

SIY

completed or registered for Leadership Flagship

Programs Q1-Q3

People Survey Learning Score (from 67% in 2014

to 79% in 2016)

+4 points60%of leaders

1.3 million+courses

>20 industry awards, including:

delivered in 2016*

per qtr in language learning course sessions*

Focus on Insight Diversity & Inclusion Learning Program

across all Learning CoE programs (vs 42% industry avg)*

81 NPS*NEW!Recognized as a

leading program in the corporate world

16%increase

LEAPBrandon Hall Excellence

Award for Leadership Development

LEAP“Leadership 500

Excellence Award”

Global Coaching Practice2015 Prism Award

International Coaching Federation

12.2courses

Challenger ProgramUltimate Award Recipient,Bersin WhatWorks Award

participated in per employee (avg)*

*Data is estimated, based on Q1-Q3 2016 trending and pending 2016 final inputs.


SAP Global ProgramsAnalytics Confirm Business Impact and Higher Engagement

.68%

Global and Senior leaders“Lead SAP into

the Future”

First-level leaders“Lead SAP Teamsto Great Results”

3.4% 3.9% 66%

LEAP for Woment

“Leadership Excellence Acceleration Program”

EmployeeEngagement*

All LeadersTrustworthy

Leaders Program

LeadershipTrust

Significant Role Change

Employee Engagement*

.4%

All EmployeesSearch Inside

Yourself

UnscheduledAbsences

* One percentage point difference in employee engagement can translate to 35M EUROs in financial impact


Business Impact Success StoryGlobal Customer Operations Challenger Program

ChallengeNeed for sales teams to implement new sales strategy to better address customer needs

SolutionMore than 6,000 global sales professionals completed Challenger Program in 2 years

Award-winning Program

Business Impact

higher revenue generation

improvement in size of deal

less time to close deals

improvement in $ of pipeline

opportunities sold

27% 6x

>180M € directly attributable to Challenger

25% 3x


Business Impact Success StorySocial Media Best Practices for SAP Channel Managers

ChallengeIncrease Social Media interaction rates for Social Media Channel Managers worldwide

Solution• One-hour training program

developed in partnership with Marketing University & SAP Brand Social Channels team

• 84% completion rate

Business Impact

LinkedIn Facebook Twitter

+58% +44% +17%

“Fantastic! One of our core pillars to stay successful in a digital economy.”

- Program Sponsor


Where We Are Going

Increase learning culture and engagement by upskilling learning professionals across all board areas.

Provide personalized, relevant, and innovative learning content to our employees, partners, and customers

Expand analytics and business impact model across all board area learning teams

Accelerate SAP Learning into a high-impact organization

Thank You!Questions & Answers

learning and the digital transformation

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