SAPinsider Technology Executive Forum Issue 1 2021

12 there are opportunities to discuss challenges, share victories, and bolster morale in what will be a con- tinued remote environment. Many are also investing in new technologies that facilitate remote working and communication. As an example, Merck has adopted virtual reality technology in more than 50 locations and for 3,000 workers to enable specialized workers in areas like manufacturing and engineering to work remotely. But it’s not just keeping employees happy that is critical — just as important is inspiring teams to embrace and lead change in order to keep projects moving forward, particularly those that impact core business processes. When it comes to progress, legacy people are just as dangerous as legacy systems. That is why many executives are getting their most expe- rienced team members involved early on in process analysis and process mining initiatives. Companies are also putting new user interfaces, mobile applications, and other key solutions in employees’ and users’ hands early so they can see and experience the potential benefits of innovation proj- ects. In some cases, organizations are lifting boundar- ies around experimentation with new solutions so that innovation can be driven from the bottom up, not just top-down. This approach not only generates new ideas for the organization, but also inspires employees to serve as public advocates and cheerleaders for change. Gone are the days of multi-year implementation projects to see tangible results. While those projects Managing different priorities Hiring and retaining staff Training Keeping up with the technology Managing change Motivating and inspiring staff Aligning with business objectives and priorities Continuing to have to lead remotely during disruption Complying with constantly changing disruptions Other (please specify) Figure 4 — Top leadership challenges (2021) SAPinsiderOnline.com