 It's SVP and General Manager of Technology Solutions and wow, we're in day three at SAP Sapphire. NetWeaver basically, is that the NetWeaver stuff? Is that what you? Yeah, it's right on technology for SAP and that includes NetWeaver plus it includes other technology products as well, like mobility, database, and some other products as well. Cool. Okay, so we've been talking about a variety of things. I mean, first of all, mobile and HANA, we're getting all the attention here. We always try to evaluate the effectiveness of a company's messaging by how much the customers at an event like this buy in to the concepts and we're hearing a lot about mobile and HANA. We just had CIO on Andreas Berg and he was saying, first I've heard about HANA but I'm really interested in how it can affect my business. Okay, we're here with Sanjay. I'm John Furrier with SiliconANGLE.tv, the worldwide leader in live event coverage. This is theCUBE, our flagship telecast where we go on the ground at events and we extract the knowledge and the news, talk to the most powerful guests we can get and talk tech in depth. And Sanjay obviously runs technology at SAP. We're excited to sit down with you and talk about this. The HANA buzz, we're getting people saying, you don't need HANA, you don't need HANA. We got Dennis Howlett who commented earlier about the goldmine that the side-based acquisition truly was. Dave and I were just talking about how forward thinking you guys were to get that. Side-based, where'd that come from? The database wars were just kind of heading into that unstructured, structured. You guys have this in memory and with all the side-based with the mobility. I mean, you guys excited, first tell us how do you feel on the integration and what's happening? It's been amazing. So basically, as you said, the combination, here's you talk a lot about how when you have mergers and acquisitions you have synergy, I think this really defines it because for us, we've got 40,000 customers with our applications and what better way than now to complement that with mobility and make that accessible to everyone. Casual users, users who are out on the road and so forth. So it's huge for us. Furthermore, there's also a lot of synergy between the mobility capabilities and some of our other products in the NetWeaver area in terms of integration, in terms of managing business processes, in terms of portal. So it's a tremendous fit, not just with our applications but also with our NetWeaver technology portfolio. We've had Jim Snoppe on theCUBE, we've had a lot of the EVPs and SVPs who come in as well and the buzz around social BI as well as some of the platform stuff. But one of the comments was SAP's a solutions company because I asked the question, what technology are you guys driving that's the pivot and the lever for you? And the comment was, we're a solutions company. But there's a lot of technology. You've got a diversity of technologies. How are you managing that? Talk about some of the core tech you have and what are the other technologies that you're kind of assembling because it really is a mashup of multiple tech. Because you can summarize what are the core elements, the levers and then what do you bring underneath that? Absolutely. So first of all, let me just talk to you a little bit about how we position technology with customers, right? So our customers have the enterprise applications from SAP and these pretty much implement best practice business processes depending on which industry you are. But so that's the good part of it. But also customers want to differentiate, right? They want to have processes and capabilities that are unique to their business that the next competitor in the same industry doesn't have. So that's where technology comes in. I thought Nick Carr said that's not possible. That's what customers want to do. And that's why he's a pundit. We're not even saying that. That's why he's a pundit. That's why he's a pundit. Look at Google. That's why he's a pundit, not a tech athlete like these executives. And you guys are tech athletes. So, you know, go ahead. So what they do is they build around our applications unique capabilities. So give me an example. I was talking to a consumer package goods company just two weeks back. And they've got all the capabilities they need for consumer package goods in our industry. But when you're a CPG company, every time you introduce a new product, there's a whole NPI process, new product introduction. And these guys have hundreds of products. And they make literally 50 to 100 new product introductions every month. Because anytime you change a packaging on a jar of coffee, it's a new product. Impact of their supply chain is probably significant. Exactly. And then it takes something like 70 days to simply enter all the screens in the applications to get this product out of the door. So what they did was to take net viewer business process management and constructed their own flexible, easy to use process that they did that within 10 days. So that's huge. So that's an example of how you take technology and apply that on top of a standard best practice process to make it more differentiated and unique to the customer. So that's what we're all about. And we've got many different capabilities within technology. We have technology that enables our users to collaborate. So like the NetWeaver portal, like enterprise workspaces, which allows customers to share information. Like you and I, if we find something of interest, we can share that and create our own workspace. So those are the collaboration set up products. Then we've got mobility that you've heard so much about over here, right? Furthermore, we have enabled customers to adapt to changing conditions, whether it's a competitive situation or a threat or whatever. And we do that through our business process management products for flexible business process, like I described with this consumer package good company. You can integrate heterogeneous applications together. You can also create new applications. There was a retailer I was talking to in the UK and what they wanted to do is to build a set of merchandising applications around the SAP. Unique to them provides differentiation. And so we provide the platforms so that they can build out these capabilities. And finally, we have a set of capabilities to operate better in terms of reducing your costs. And one of the big things that's happening as you all know is virtualization, right? And so while we're not a virtualization company, the one of the key capabilities you need to virtualize effectively is really understanding the workload of your applications and the life cycle management around it in terms of how you maintain it and upgrade it and so forth. So in collaboration with the key virtualization players like VMware and so forth, we can deliver a more effective solution. So this is an example, you were asking me about what's the solution versus technology. Here's something that in combination, we can create a more effective solution than is possible. What is business process? I mean, we all remember the business process reorganization trend in the 90s and billions were made off of that. And as we go to the cloud and we go to the mobility, are we going to see another significant step function in the business process change? Yeah, so you might be referring to the business process re-engineering things in the 90s where not only a lot of money was spent, but not very effectively, right? And so no, that's not what we're talking about here. We are talking about really identifying specific processes that provide that the company identifies that they need to either differentiate on or re-engineer to be competitive, right? Whereas in the past, this was like boiling the ocean. So that obviously didn't work. So very tactical, focused. Very focused. Surgical. Exactly. We're here live. We have 1,700 people watching right now live simultaneously. And a lot of the folks are consumer tech gamers. And I want to, we're siliconangle.com, the reference point for tech innovation. We're here with theCUBE live at SAP Sapphire in Orlando with Sanjay, who's the head executive for the technology process SAP. You guys are bigger than Disney. This company's bigger than Disney on a market cap basis. Or, you know, roughly neck and neck, depending on how the wind's blowing. I think today they might be up. But, huge company, you power 70% of all the beer that's drunk out in the marketplace chocolate. We like that stuff. So for the folks out there who are watching, SAP's big innovation is this in-memory. And when people think of in-memory, they think of things like Facebook has this custom-built systems to make it really fast. And solid-state memory out there is kind of a trend. Share with the folks out here the big advancements with the analytics and the speed. What we're hearing from enterprises who are becoming more consumerized, agile's the key. They want to be agile. They don't want more hardware in middleware. They want to be faster. They want to be agile with their business. Any quotes of numbers? I mean, we're seeing these numbers being thrown around with the in-memory that things are happening what months, weeks, now in days and minutes. Can you give some insight into this massive change? Sure, I mean, it is a whole sea change in the way these applications work. And you saw in the keynote today Vishal put up some numbers. You have companies that typically have 450 billion records that need to be processed. And typically to run a report, whether it's a dunning or an APO or an available to promise, you would pretty much start that and go for a cup of coffee and then come back. And that was good. And that's the good performance, right? That was a good performance. Versus go play around a golf or take the kids to the soccer game. Exactly, and typically these type of queries are not something that you do once and you go off and have your coffee and now you have the answer. It's a what if, what if, what if an interactive thing. And so you can imagine the sort of loss of productivity to the point where people just give up and don't have the right information to make the kind of decision. So what this lets you do is to not only improve the speed but make these analytic applications truly interactive. It's previously it was only the transactional applications that were interactive. Now you can run these heavy duty analytics and actually make those interactive and make the right kind of decision. So it's a huge sea change. And we heard from CSC, C.K. was on earlier. She's amazing, entrepreneur, now doing a lot of cloud deployments. She had a quote, the cloud is a user experience. So for the consumers out there, they're playing with cloud. They're on all these web consumer sites. You guys are moving from this, multiple screens. I mean, enterprise software, I mean, could be grueling. You folks out there, the administrators, the integration into the processes. Now you're talking about a consumer experience. How are you guys, what's your vision there from a technology? The tablets, in mobility is a key part of it. Talk about how the user experience is changing with SAP's new stuff. Yeah, so I don't know, actually the other thing I would refer you to is, to give you an example of that is yesterday when Jim Snobby showed you the sales and ban application, right? I mean, previously it was all about these screens with square and pointed columns with hundreds of fields in them and you didn't know what to enter and half of them and so on and so forth. They were good for specialists. If you look at any organization that uses enterprise applications, there are a core group of maybe 10, 20% of the people who are really experts in that, right? The remaining 70, the rest of the masses in the company, they're just, you know, it's too much for them. But then if you take a look at some of these, the new generation of application from SAP like sales on demand, the average sales guy doesn't know how to use these screens, right? So the application that you saw is an example of where we are going. And so these would be real time in the sense that as things happen, you know, as feeds, as their colleagues, their close deals or something happens in the news with a particular customer, they get that instantly through being able to tap into fields. So very intuitive, very much Facebook-like that especially as you go to the next generation of employees in the company, they can sort of mesh with it instantly. So that's where we're evolving to. In fact, you know, Jim keeps mentioning this and that's only because he keeps, you don't hear half of what he's telling the rest of the company, which is make beautiful applications. The word beautiful is two years old now in SAP and we're starting to deliver those types of applications. You guys are getting Twitter, on the Twitter stream, getting criticized for having Apple Envy. Is that a bad thing? I mean, Apple is a gold standard right now in terms of tech. You know, we talk about tech sports. I mean, Apple's in first place in a lot of people's eyes. It makes beautiful products. It makes beautiful products. It's a beautiful new laptop I have. It's going to be outdated in three months. It's going to be a business model innovation. So they have technology innovation, beautiful products. Correct. Is that a bad thing? So we are absolutely not embarrassed to say that because Apple has clearly set the gold standard for consumer products, consumer UIs and we are the ones that will do the same thing for enterprise applications, right? And so... And you have an App Store, which is being talked about, the App Store. Exactly. Culturally though. I mean, people would say it's antithetical to SAP to develop simple applications. To all the audience, why is SAP credible in developing those types of simple applications? What's changed? So you might have heard how we've talked about what percentage of the world's economy passes through SAP, right? So that's already happening because we run the core businesses of many of these larger enterprises. We want to take that a step further and not just be satisfied with the percentage of GDP, world GDP that we run, but really it's all about the percentage of users that we need. So we have this goal of reaching a billion users by 2015, right? So it's absolutely core to what we're doing. And in every aspect and every product that we're looking into, user interface and user experience, having a beautiful experience is absolutely key. And you're starting to see that in some of the products. Obviously the Microsoft discussion, we've been having a lot of customers here inside the cube about Microsoft because there's a little bit of a hangover from the Skype acquisition. We were reporting on our editorial, got kind of picked up, Bill Gates aligns with our statements. You could have got a billion users by buying Skype. Almost 800 million registered users, but that would have been a good buy for SAP. I mean, the unification of Skype with Microsoft is interesting, but the Microsoft question I have for SAP is, you guys are in a position to go after that office franchise. I mean, think about what you're saying here, is that you're becoming a consumer company in the enterprise. Google Docs and Spreadsheets is not doing that well. You guys could roll in there and essentially go after that market. Any comment on that? Or is that just fantasy? Are we dreaming that up? No, we want to stick to our core competency. We don't want to get a billion users by any which way. That doesn't make sense for us, right? So what we want to do, get a billion users for is the users that actually touch our applications. I think that's the key measure of success. So it's not just an accounting number that we get to in any which way we can. It's really... So a mobile worker would count as a user? Absolutely, so mobility... Not an administrator, just... Mobility is a great example because, again, if I look at the average enterprise, maybe 10, 20% actually are heavy users of SAP, but now if we enable every single one and make it so easy, they can do that while they're at a red light. Of course, it's not legal in many states, but... But if you could do that, and then that's a true measure of success Apple had that application pulled from the App Store that would basically forecast DUI checkpoints. I don't know if you saw that day, it was interesting news. As soon as someone came up with an app and would geolocate the checkpoints. So much for radar detectors. Consumerization, we're talking about that as well. How do you see that? I mean, that's been a classic IT kind of a punchline. Oh, the blurring between consumer and business user. I mean, now we're fully there. I mean, with tablets and iPhones, I could be at my son's soccer game I can be a delivery worker or someone in the field and trenches the front lines doing work. That's here, right? So are we here, yes or no? And how do you guys see that blurring technology-wise? Because in a way, you have to be more like a consumer company. And be SAP. So this is that core competency question. How do you balance that? Yeah, again, consumerization, you see that on two fronts, right? First of all, even with a desktop, the kind of user interfaces that you see, right? Like you saw in the sales on demand, which is so much Facebook-like, Twitter-like and all of those things, the things that you and I use almost every day, right? So I think the distinction between what you do at work and home as part of your personal life is blurring, right? And soon I think there'll be some sort of a merger here in terms of having a single universal app that you can set profiles for, for including a part of your work information, maybe part of your personal information. So what you're seeing is sort of the first step towards that. And then when you take mobility, and mobility has been around for a while and people add cell phones and even smartphones for a couple of years, but you haven't seen yet, are actually enterprise applications optimized for mobility, right? So I think that's the next thing. And we've got, I think in our showcase, something like 50 mobile applications, which are enterprise applications that are optimized for mobility. And so that's the other part of consumerization. So Sanjay, in the consumer world, I think of Apple and Facebook and even Google this notion of an app store, you've got a platform supplier provider like an Apple and then a large ecosystem that provides most of the apps. Seems like SAP is kind of doing both. What's the vision and what's the mix? Are you the platform, the app store supplier or are you the app supplier? We are certainly platform suppliers, I'm sorry, application suppliers. You're first and foremost, I mean our DNA has been an application company, but the thing is that as we go to customers, they want to augment those with what we call edge applications, right? So if you think of our applications or the core applications that the business runs on, customers again, like I pointed out earlier, want to build their own capabilities that differentiate themselves from the others that do unique things for them. And so we also have to provide a platform. And that platform has to be, the applications that customers build on that platform needs to work well with their core applications. I think that's another key differentiation we bring from a platform perspective. We don't want to just be another platform player. Doesn't help our customers, doesn't help us. But we will provide platforms that integrate very well and seamlessly with the backend applications where you get instant mobility, right? So the customer builds an application and together with mobile technology in there, you can mobilize it, so to say. You have the in-memory capabilities underneath, so it's a new way of building applications that are both analytic and transactional. So these are the areas where we'll be able to focus on. We will not try to be a general-purpose platform player like the Oracle or IBM or whoever it is, but we will leverage our core competencies and what customers are really looking for, which is a close tie-in to their applications that run the business. Sanjay, question for you. We're here at SiliconANGLE.tv. I'm John Furrier with Dave Vellante and we're here at theCUBE. The question that comes up with mobility is big data. So what is your big data story? Bill McDermott talked about on stage and he kind of was saying to me last night, yeah, big data's big. We've been talking about fast data. Does SAP have a big data story? It's all the rage. We put out the first real definition on the Wikibon team, then McKinsey followed up just yesterday with a big monstrous report on big data. We haven't heard big data. Where does it all fit in? I mean, you saw some examples of that already today, right? Centrica, if you look at the amount of meter reads they do, you know, that's enormous. And if that isn't big data, then I'm not sure what is in Centrica. So you're saying big data is already built into the vision. There's no real point to having a conversation. Exactly. We talk about it more in terms of HANA and capabilities that it provides. But essentially, if you look at what some of our customers are doing, that is big data. And you also saw in Hasl's speech, I don't know if you caught this, but there are different technologies that he laid out and things like MapReduce and so forth. These are classical techniques that organizations like Google and Yahoo have been using to process big data. So that's built into HANA, right? And so HANA is our big data. Hadoop is built into HANA? No, the MapReduce, which is the algorithm that also powers Hadoop, is built into HANA. You saw that on Hasl's slides, right? So essentially, we've got the platform for big data and you also saw some customers that are doing it. And HANA is new. And as Vishal said, that effort only literally started last year in March. And so as time goes on. We've seen that what Hadoop's done in a sense. So help us understand that, because the concept of MapReduce and Hadoop is leave the data where it is and push the code out to the data, operate on it, and then maybe bring it back. So is that consistent with your vision of MapReduce and HANA? In other words, HANA is the place you aggregate it all in, but then you've got techniques to go out to the network and pull those nuggets. Is that right? No, if you look, different companies have implemented this differently. So when Google does search, for instance, right, they use the same algorithms, some of the same algorithms like MapReduce and so forth, but then they do it on commodity hardware of thousands of cheap servers, right? In our case, what we've done is to take advantage of the falling prices of memory and other things so that we make it easy for customers. It's easy for Google to say, okay, I'm the expert in data centers and computing and I can manage this farm of thousands of servers and so forth, but when you look at an enterprise customer, they want something very simple, right? Easily managed, low TCO, low footprint, and so what we've done is to take advantage of the falling prices of hardware and computing in general to bring that all into a box. Can be as small as a Mac mini, again, as Haas has showed, or it can be a cluster of blades, right? And so what we've done is to bring that into the right form factor and provide the right software and top of that in the form of HANA to provide an optimized solution for big data within enterprises. All right, okay, so sort of an on-premise, big data platform, if you will. Yeah, and that's the conversation that Dave and I have been having is about HANA and, well, Hadoop and other MapReduce implementations. It's, someone has to beat Hadoop and that might be a proprietary implementation or a cobble together open source implementation. And we're seeing other vendors like EMC do the same thing. Yeah, yeah. Okay, well, we have a couple of minutes left. Time for one question. We've been commenting about HANA, three little scorecard checkpoints. I'll give you guys a great check plus for marketing and positioning, great effort, no problem. Kind of a negative checkpoint on the lock-in, okay? And then the third one is kind of an open, open, quite neutral rating on, do we need HANA in the future? If clouds grow at multiple cores, is it really needed? So how do you address those? How off-base are we? Obviously, we disagree with the question too, but that's what people are talking about. So in terms of the lock-in, right? I mean, this is groundbreaking. And anytime you have a groundbreaking innovation, you do it in a certain way and over time those become standards. And it's not to say that HANA is proprietary because many of the underlying technology like MapReduce and other things, SQL and all these other things, these are fairly standard, right? So I wouldn't necessarily say it's a lock-in. For now it's a lock-in. But it addresses a certain set of problems that have never been done before, right? And so you've got to consider the value of that and over time many of the capabilities will become standard. And then your last point was about the cloud, I think, right? What's the on-premise? Yeah, as the cloud grows into such a grid or multiple cores. Exactly, and I think you heard Vishal talk about this as well. We're not looking at HANA to just be a on-premise solution, but it's also something that we'll provide in the cloud. Ramp cloud. Didn't you call it a ramp cloud? So if you look at a platform as a service strategy, right? The customers build their own applications on cloud and underneath that is an in-memory database. Underneath that is HANA, right? So we're not just looking at HANA as an on-premise solution, but it will permeate our cloud-based solutions as well, right? So customers that want that option will have that. Well, we're excited to be here at groundbreaking. We totally agree. We're excited that we can be here covering it. We're SiliconANGLE.tv, the worldwide leader in tech coverage. This is theCUBE, our flagship telecast where we go to the events. We cover tech in-depth, 24-7, with all the tech athletes. Thanks for joining us, Sajjay. You are a tech athlete like Jim Schnabe and the others have been. Sajjay Garmani, really appreciate you coming on theCUBE and sharing your thoughts with us. Thank you very much. Great to have you.