 Hey, Volante of Wikibon.org, and we've got our good friend in Kube alum, Oliver Busman, number one social CIO, right, on the planet, which is very active, thank you so much for having me. It's hard to believe that a European CIO can be the number one social CIO head of Google, and IBM, and Dell, and Cisco, huh? Quite interesting. Yeah. How'd that happen? Serendipitous? Yeah, no, you know, I experienced my experiences two or three years ago with, you know, putting Twitter messages out there, what we do in the enterprise mobility, let's say iPads and first thousand iPads, and then the analyst went crazy in the summer of 2010 and realized that we are the biggest of one of the largest iPad deployment, and I realized that at that time it's a white space, nobody's in the enterprise mobility. So, since then, I'm really updating, I have a blog out there that's one of the most visited in SAP, SAP Runs SAP, and so my numbers of followers are going up, almost five thousand people on Twitter, Facebook, LinkedIn, and it's a super way to connect with peers, with analysts, press, media partners, so, you know, it's part of my day-to-day communication. People always ask us, they say, well, CIOs, they don't go on Twitter, do they? I say, well, yeah, actually, they do, they do, and I think, you know, I'm a proof point of that because I think there's a lot of good information to me because we, five percent of our portfolio is now innovation-related, that I'm in charge of everything in our mobility, in memory, cloud, analytics, we are the test driver, you pointed out last year you mentioned your own champion, which we now use versus golf, much more European. Much more elegant. Yeah, yeah. We run into SAP, you're looking at a little dashboard here that we built, no one has seen it publicly yet, but it's that analytics package that we wrote, it's real-time information around on-site, and it's trending items within our vertical, our analytics, big data, look at it, SAP. SAP, you know? SAP Cloud, SAP Cloud Management. It's trending because the active user base you have, one is employees, you know, a lot of employees have lost social DNA within the company, but you have a community, you have a lot of communities outside of SAP that are very active, your customers, your developers. Yeah. So you guys definitely come up on our radar, it's very active, and hence I think, you know, your blog and Twitter presence is authentic, and I think what we're seeing is the web around real-time information, authentic, original content is valued, no matter where the source comes from. Absolutely, because you know, I see more and more also looking at decision-making process that in enterprises that more and more folks are going out there on Twitter to try to listen to folks like me to get information, advice, and that's becoming more and more important instead of normal traditional publications. It's a real-time experience too. Absolutely. It's the beauty of it. It's not my instant gratification. Instant gratification, you build up your people that you follow, you get inside feedback what's going on, sometimes information that you would normally not be on your radar screen, and from that perspective, what I see, my communication behavior has changed. I see other people already changed in using that, and it should be part of the toolset of an executive. Let's talk about a conversation that's a little bit outside the scope of your message, and I think relevant to your job in this conversation on social and your presence there. When Dave and I were doing the QBIT NAB this year in Las Vegas, in Washington, in Broadcast, we talked about the business model of media, and that with the current environment along the lines of connected web that we live in, it's a direct business model. And one of the things we were postulating and are saying, we believe it to be true, is that it's a direct business model. The intermediaries are being cut away, this middleman, and media, you guys do that, you have your own platform, you bought SiBase, which has over two billion mobile messages a day. You guys have a massive infrastructure, you do your own media, we're doing TV here. This is a direct business model. The middleman is being taken away. So that's kind of, I guess, for us, trans spotters and early adopters, we see that, and the rest of the world is now getting that. From a platform perspective and from the tactics and exit strategy and tactics, what's the mindset to operate in this new world where you can go direct to your customers, you can go direct to your employees, you can go direct to your stakeholders, and you can also measure them, instrument them in real time. Never before has this really been possible. How do you think about it? How do you wrap that past concepts? I think the whole retime is you see totally different behaviors. And for me, I'll give you an example, one example is if you check your emails every five to ten minutes because you were crazy about it because real time is updated, it's easy to access, easy to consume. We see this now with business information. Accessing your sales information, your financial, you know and it will be expected going forward that you have to be on top of your business anytime, anywhere because it will be, it's already updated real time and it's easy to consume and easy to access. So a big change coming from a behavior perspective and you need the technical foundation for that to analyze those data in real time, giving the tools that easy to manage and the same way you also in the consumer business do that, I see similarity in the enterprise business and that's a complete change how you do business going forward. And the earlier you start with having the mobile mindset, having the understanding of what real time in-memory technology can do for your business and bringing those mega trends together, that's the winning formula. You're right, it's a huge change. It's supposed to hope. Run me a report and I'll get it later on this afternoon. That's over. That's history. I want to have, if you're in a meeting, you want to have instant access to the information and you want to have the latest information. And I know, even what I see already in certain user groups in SAP, they'll look at the numbers in meetings if they're, you know, or between meetings if they have 10, 20, the same behavior like emails and then move on and then they get a sense of what's going on if there's a shift in consumer in a certain marketplace in China or wherever. But they are aware of that and not a week later of the month. And that will be expected because the competition will be out there too. When you talk to your customers, you see the SAP smartly puts you in front of their customers, what are the examples where it really shocked you? You're like, wow, I never thought of that, that you're seeing, or maybe even ones that you thought would take off that haven't. Yeah, you know, I was, I was, I'm still surprised, you know, I met over 250 CEOs in the last 12 months that there's still discussion out there how can I enable iPhones, iPads, Android devices in the corporate environment. So the awareness that there is a new software category out there called mobile device management is still, they still need to educate out there because, and how can I embrace consumer technology in the enterprise business? I see there's a change but still, there's still opportunities out there. So what do you tell them in that situation? You know, tell them that there is a software category out there, there are SAPs in there, there are other players in there, and the first thing that I would do in going to the mobile business, which I definitely recommend if you look at 460 million smartphones devices sold last year versus 360 million desktop or laptop, there is a change really going on and you don't want to miss that bus going forward and this is something, if you need the infrastructure then you have the apps and then together. Well, I mean you're in a good position when you talk to a lot of CIO, what was the number you just mentioned? 250 CEOs, yeah. I mean that's phenomenal, okay. And also you're the luxury of SAP's infrastructure, which is global. Okay, so, and we were talking earlier on the tube here about mobile and now the footprint. And Shnabai mentioned in the Q&A that you know in developing countries it's an only mobile environment. What have you learned from your position both talking to your customers and CIOs and also out in the marketplace implementing stuff on behalf of SAP? What are you learning about the trends around mobile? Because they're diverse. Are the requirements different? Yeah, I think you know we had a panel discussion yesterday about mobilization and enterprise. We had folks from rural, from Europe, Asian pains from India and then from South Africa, the standard banks. And what we discovered is number one is mobile apps. It's a country specific topic. Second is sometimes a product specific topic. So you have to build that. So the third one is going business to come, it's a big topic now. It's not only internal users of mobile. Going directly to the customer, of our customers is the next big topic. But if you go that direction it has to be country specific, sometimes product specific. So there is no global apps out there. If you go that B2C business. Which is the direct business model we're talking about. Absolutely. That's the nerve on us. And one of the challenges there is infrastructure. Both. Infrastructure is depending on if the telecommunication infrastructure is there. So you have a discussion about online-offline capabilities. The second is the infrastructure from smartphone versus normal phones. And you know the cyber 365 platform comes in through the plate. And the third one is really a different customer needs and behaviors and cultures. And that is reflected in looking at the mobile apps. The question I wanted to ask you, and I'll ask Shinabe this too because I didn't get a chance to ask him in the Q and A because I only had one question that cut me off. The disruption is huge. We're big fans of the messaging you guys have and your strategy. We love it. We totally endorse it. We philosophically agree with it. So that being said, the disruption is in two areas right now. Big data and analytics around cloud mobile and social. So cloud mobile and social pillars have changed the real rabid growth and disruption at both the C level, executive suite and developers. Bottom up and top down. So top and bottom approaches is around big data. Not a lot of big data last year. Some big data discussion this year. More. But SAP is a big data company. Your entire presentations has got big data. John called it big fast data last year. So you've got analytics to show on the dashboard. Okay, that's big data application. You've got mobile. You need big data there. Big data being defined as low latency, edge based, really rapid, fast, real time. So that being said, how do you address both those constituencies of C level and developers from where SAP was and where they are today and what they need to do in the future? Yeah, I think you're right. There's still a perception that it would be a traditional EOP company and this kind of innovation driving the in-memory technology. The big data is something that is now slowly getting out there and I think leading the industry. And from my perspective is to share the power of that technology, the in-memory technology, to explain that I think it will be key topics today and also going forward. And I want to give you a free example of how we use this internally. Number one is if you see that we have full visibility in what 4,000 people in CSR doing globally and interacting with the customer from opportunity management, 700 million records that we can look in there. The next level is we have 10 years historical data and we look at predictive analytics to see is the probability of a deal really 70% or based on historical data, maybe it's 50% or even higher. Or maybe 90, yeah. Or 90. And then the third dimension is if you add external information, what's going on in the marketplace about the customer that we can capture too, then we have another data point. So that's a huge explosion of possibility right now. And another example of how we do probability calculation as part of the quotient, it's set of 30 hours, it's now 4 hours. So again, it's working, but I think even lungizing the communities out there is still a good job. It's early, so it's very early worth of ground floor of this so it's a lot more headroom to come. One comment, we have also the first ERP system on HANA internally running in a test environment since the last two weeks. So there is whatever we saw two years ago what Hassel predicted four steps, side by side, business warehouses, new apps on HANA, and then the core system on HANA. All four steps are coming through. Let me ask you a question about Hassel. He's going to come on the queue here shortly. He's a legend. I'm just a young buck compared to him. But he's done a lot of great things chasing big ideas. What should we ask him? What do you think people would be interested in asking him about? I think you could ask him what he believes is the next mega trend after the in-memory. Or maybe what's the next evolutionary step? He laid out the four steps two years ago. Maybe the question could be what's step number five and six we don't know or what he didn't share so far. Because his prediction in 2010 in May about the four steps are really coming in full execution right now. And I think it would be fun to hear what he believes. And he has a close relationship to university. He has the Hassel-Platten Institute in Germany. And a lot of folks are now researching on that. It would be really interesting to hear what's step five and six. Why is he doing this? I mean, he's, I mean, he's, I mean, obviously I haven't since. But internally, people must be pretty excited. He could do whatever he wants. He could play golf all day long. He could probably just play a few rounds here and there. Drive fast cars. He's got the institutes, he's got his playground. He's got a lot of, he made a lot of money. He's very successful. Why is he doing this here? I think you have to look back at, you know, he founded that company 40 years ago. And it's almost your baby. And you want to see that his baby is growing and it's the next level that you want to reach. And if you're passionate about that, you cannot... Is it baby? Is it baby? Yeah, compared to, you know, you don't want to lose contact and you will see this more succeeding and more successful. Okay, so we're getting the signal here. So final question for you is, share with the folks out there. What's on your radar this year and beyond? Okay, looking forward, I'll see apps. We've heard the innovation areas that Shinabe talked about. But outside of that, or within those conflicts, what's on your radar for this year to do? And on a personal note... I think watching what's going on in the consumer business is part of my agenda now. I've been to CAS, been to Mobile World Congress in Barcelona to see what kind of new devices are out there and see how can we use this internally. Because I know that our users are also consumer and they will have experiences that are coming in our business. The number two is definitely to bring that in memory story to a full completion with this ERP on HANA. It's something that I'm really committed on. And the third is, whatever is going on on the cloud side, moving my organization to get cloud ready because more and more cloud services we will deploy and transform the IT organization to enable those cloud services. That will be a big job because there are new jobs out there. The final point I want to quickly end on is, what's your perspective or do you have a perspective on the gamification? I have a 16-year-old son and my youngest son is 10. They're on Xbox, there's new virtual spaces. It's changing the collaboration concept. You guys have been in that collaboration business and you have a lot of social media. Do you have a perspective on this new generation of gamers and you've got social games, you've got multiplayer games? What does it mean? From your perspective, how do you see that environment involving? Is gamification going to move into business? You mentioned email checking stats. It's for us already the case. If you look at our SCN, our mentor program, we have a lot of active blockers and Twitter folks and they get qualified to become the best top mentors and they have access then based on that qualification to SNARBER, to the board, to product guys. I think it's working. Do you think gaming is the future of work, the environment of multiplayer gaming? Yeah, I think besides the financial aspect, maybe this whole fun, having fun gaming experience is another motivation driver, motivational driver to put more effort into your work. It's got interaction, social... Absolutely. People are the new generation. They get that report. The original generation vibe, they're now having building up their experience and I'm pretty sure this is something that we have to reflect in our enterprise business. Great conversation, provocative, factual, expert testimony here inside the cube. This is what it's all about, to have the thought leaders and have this kind of conversation. Thank you for coming inside the cube. We'll be right back with the next guest. At SAP CIO in case you want to follow all of her. SAP CIO. Correct. SAP CIO on Twitter, on his blog. Thanks for watching. We'll be right back with our next segment. The co-founder of SAP is going to come on the legend himself. Stay tuned for that. We'll be right back after this break.