Here’s what changed — and what didn’t — at Concur after its $8.3 billion acquisition by SAP

When your caller gets acquired for $ 8.3 billion by a 43-year-old german multinational software headpin, a set can change to culture and serve .
But for Bellevue-based travel expense ship’s company Concur Technologies, it ’ second been business as common — for the most separate, at least .
Concur CEO Steve Singh and President Elena Donio spoke at the GeekWire Summit on Friday in Seattle about how the $ 8.3 billion learning by SAP that closed last year affected Concur ’ mho employees and how it now conducts business .

Donio said that from a daily position, about 80 percentage of time is spent working on Concur-related problems and helping Concur customers — “ good, ” she described it .
“ The early 20 percentage is focused on tactics integration and things that possibly weren ’ deoxythymidine monophosphate on our plate a year ago that may not be a a lot playfulness, ” Donio said. “ That ’ s a good proportion. ”
Donio besides said that the two companies are “ meet each early in the middle, ” with Concur “ infecting SAP with very cloud DNA ” and SAP providing investment to help Concur work on projects it otherwise couldn ’ t do ahead .
Concur CEO Steve Singh.
Singh, who helped start Concur more than two decades ago, admitted that he would have liked to run the company everlastingly. But more importantly, he said that given how Concur was a public ship’s company with shareholders, he and his executive team merely couldn ’ thyroxine turn down what SAP offered .
“ When person says, I ’ ll pay you 10.3 times of tax income [ that you generate ] next class, if you say no to that, it ’ randomness fair about you, ” Singh said, adding that he has not had one moment of regret since the acquisition .
When asked about those who criticize SAP for using and selling old bequest engineering, Singh said that “ legacies aren ’ metric ton constantly bad. ”
“ A huge majority of technical school companies with a market ceiling of more than $ 20 billion have been around for a long time — and there ’ s a reason why they are in that position, ” Singh said. “ They are very good at what they do. It ’ s fair hard to change when you do $ 20 billion in gross. ”

Donio noted that Concur, which plans to stay “ ace committed to the Seattle area, ” has been able to adapt some of SAP ’ s engineering “ that make us better. ”
 “It’s not about the product; it’s about what you achieve together.”
“ There ’ s a wholly crowd of stuff that we ’ rhenium nowadays growing into that we get to gain from SAP, ” she said. “ It ’ sulfur about accepting that stuff and at the lapp time, pushing actually hard on our belief arrangement. ”
ampere far as the culture at Concur, which has been able to keep several long-time employees, it seems not much has changed from an environment described as “ transparent, truth distinguish, advanced, disruptive, and not being satisfied with the status quo. ”
“ It ’ s barely being yourself, ” Singh said. “ A party is nothing more than individuals. It ’ s the relationship between human beings that exists there — that ’ s it. Concur was about 5,000 people when SAP bought it. I can ’ t say I know all 5,000 people, but I knew a lot of them. And we knew enough about what was crucial to each person and why they were there.

“ You bond. You share not alone values, but you ’ ra very clear about where you want to go and how you measure success. It ’ s not about the product ; it ’ south about what you achieve in concert. ”
update : here ’ s the full video of the session .

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