Case Study

SAP’s matrixed go-to-market strategy organized by industry and solution area left expert knowledge scattered across regions and business units. The fragmentation affected sales productivity and revenue attainment for key verticals and products.

Company & Position

SAP, Global Director / Senior Director, Strategic Programs & UX Consulting (2006–2011)

Details

The problem was fundamentally one of knowledge management — but solving it required coordinating people, content, process, and technology simultaneously across a large, complex organization. The intranet had the reach; what it lacked was structure and ownership for coordinated content production.

Actions

• Convened cross-functional Knowledge Management teams to map prioritized go-to-market roles — Sales, Pre-Sales, Consulting — and develop milestone plans clarifying tasks, effort, and ownership for each.
• Conducted content inventories across industry and solution areas; developed, tested, and iterated page designs before finalizing templates.
• Coordinated teams within each area to collect, curate, and publish content for prioritized roles — with clear ownership and accountability built in from the start.

Outcome & Impact

• New industry, solution, and role-based community pages launched at the annual Field Kick-off Meeting — timed to fiscal year objectives, so field personnel had immediate access as the new year began.
• Launch established a sustained knowledge management capability rather than a one-time publication effort.