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What SAP’s imminent deal with Fieldglass tells us about today’s workplace

If you’re going to talk about the effects of globalisation and a more interconnected way of working - Rome’s not a bad place to start the conversation. If there’s one thing that everyone knows about Rome, it’s that above all, the ancient Romans knew how to get the best talent working for them, no matter how far flung the place may have been.

So, the shadow (ok, it was a long shadow…) of the Colosseum seemed an appropriate place to talk to Jai Shekhawat, CEO of the cloud-based contingent workforce solution provider, Fieldglass and Tim Minahan, CMO SAP Cloud at the AribaLIVE  event in Rome this week. For those who don’t already know, SAP is expected to close a deal to buy Fieldglass within the next few weeks.

Clearing the haze – smarter clouds on the horizon

To some extent 2013 can be viewed in terms of a technology race. Momentum had been building around process, e-invoicing, payments and the possibility of Big Data in the cloud for a few years, but 2013 witnessed the building of connected, broad business platforms. The benefits were large and far reaching, but were perhaps not as coherent, or as widely understood as they might have been. In other words, the noise was causing confusion. And where there’s confusion, business opportunities lose traction.

Trust Proves Key to Success at Timpson

Timpson - a name we’re all familiar with – their unobtrusive maroon signs part of the fabric of our high streets and travel experiences. Seems inevitable – a solid family business, a constant in a time of rapid change. Sounds dramatic – but when you look around and see gaps where Blockbusters, Woolworths and HMV used to be – being an established business is no longer a guarantee of unshakable foundations.

So looks can be deceiving, and success was by no means a certainty for Timpson, as John Timpson CBE explained at the Shared Services Forum’s recent annual conference in Manchester. In fact neither is natural progression to CEO, just because your father’s the Chairman. All boards and organisations contain different and sometimes conflicting personality types and one day in 1973 John Timpson’s father, Anthony found himself ousted by his uncle in a board room coup. John stayed with the firm and ten years later successfully led a management buyout.john timpson2

With the growth of cheaper mass produced shoes, the shoe retail side of the business seemed to be in terminal decline – something which John recognised and he sold that side of the business for £15m, deciding instead to take advantage of the loss of traditional ironmongers from the high street to grow the key cutting business alongside shoe repairs. Something which is so ubiquitous now, it almost seems like an obvious fit – shoe repairs and key cutting – of course!