Name: Transforming People, Processes, and Technology | CFO to CFO
Uploaded: 2026-1-7
Duration: 407 s
Description: Ayelet Rotblat, SAP's CFO for Southeast Asia, discusses business transformation's three pillars: people, processes, and technology. She emphasizes starting with people, overcoming resistance, streamlining processes, and leveraging technology for growth. Balancing these elements drives effective transformation.

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<div><div><div><div><div><div><div>Ayelet Rotblat, SAP's CFO for Southeast Asia, discusses business transformation's three pillars: people, processes, and technology. She emphasizes starting with people, overcoming resistance, streamlining processes, and leveraging technology for growth. Balancing these elements drives effective transformation.</div></div></div></div></div></div></div>

Transforming People, Processes, and Technology | CFO to CFO

so every transformation has these three pillars which are not new we have the people the processes and technology and i like to start with the people because at the end of the day that's kind of like the biggest asset in the company many people in the organization they love their job they don't want to change it they know how to use the system inside out and that's why sometimes there is a bit of a resistance to also change the system. But if you focus on the future of where that person could be, their development and their skills, you're able to move away to utilize the latest technology. But to do that, you also need to look at processes. And you need to look at how do you eliminate all the shadow processes behind it? How do you create an end-to-end process, which you can also do mining behind it, understand where people spend time, and then understand how you can optimize technology to take ownership of some of these activities to free up people to do something else as you grow. That also allows you to understand where is going to be the focus of the technology. So today, many customers either use SAP or a different system and say, I don't want to change it. It's adding the value that it needs, but you're not able to optimize it even further. So you're not able to take the new features and the advantage of what technology should be giving you to be able to look at this loop of transformation and change. Everybody hears about AI, you cannot embed AI and re-look at adding agents if you don't have standard processes or know where your data is sitting, and if your people are not open-minded to utilize AI. So these three components are constantly living in a balance, and they cannot be one without the other we have to have strong discipline behind it so the more non -standard we have the less we can invest in other things in the business whether it's an acquisition or whether it's an expansion of the market or whether it's in new technologies or maybe it's a marketing activities because we need to work on a process that is very internal so we always look at the business cases putting it in front of our business saying, do you want the non-standard process, which is going to be X cost, or do you want to eliminate that X cost? We will put this cost into something else in the business, but therefore you have to go standard. And you find very quick that processes start becoming standard. We had many years ago, payroll is a really great example. We had a payroll person in every single country. And our business was very adamant. We had a president in one of the countries saying, I need to eyeball my payroll person every week, and they cannot sit in another location. This is one of the most important processes for our company, because if employees don't get paid on time, they leave, and there's frustration, etc. And there was a little bit of a back and forward negotiation and at the end of the day we said okay let's try let's keep both let's have the person in the country and let's have a person in the shared delivery hub location which is low cost and see how that goes and we will not let go of the rope until you are comfortable and through that process we were able to show the business that the service is there and they actually didn't feel the difference same happened with reporting we told the business if you can pull your own report without waiting three four days for the information wouldn't that help you as a business make decision so let's try it we'll still have a controller there we'll provide you also a dashboard with reports that will allow you to pull the information when you need it. And then we'll see how it goes, which one works for you better. And that kind of helped us get over the notion of hogging people or processes versus utilizing technology and self-service for your own benefit. Customization is a very expensive exercise. And you should customize where it adds a competitive advantage, not when the process is standard. Invoicing customers should be a very standard thing. So why put money and effort on customizing how you invoice? Same of creation of purchase order. You should not be optimizing or customizing how a purchase order should be you should take out of the box unless it gives you a competitive advantage don't customize because a lot of money goes there versus another place cfos need to report information at the end of every quarter to either their shareholders or to the investors if you are just can go in your head and think how many excel sheets what is it that you're looking at how many iteration happens and then if you think what if you had all of that through a system that allows you to capture it at the source and report at the at the executive level from the same flow what is that value for you today most customers have to go through too many iteration but if you have the option to just click it from the source to the report that is a huge benefit