SAP

Before the LOB merge of Concur, Ariba, and FieldGlass, SAP was widely recognized as an outstanding place to work. The company genuinely cared about its employees, which inspired them to give their best effort every day.

Following the LOB merger, internal politics significantly increased. Managers often acted as yes-men to upper management, overlooking changes that would directly impact engineering teams. Consequently, engineers were required to support a variety of infrastructures built on disparate technologies—often without the necessary expertise or training.

Additionally, the enforced P1 rotations across different LOBs left teams unprepared to provide effective support.

There were so many unnecessary meetings that took precious engineer time.

Enhance Communication: Establish regular, open dialogues between management and engineering teams, including a technical advisory board to guide decision-making.

Invest in Training: Provide tailored training and mentorship to ensure engineers are equipped to support diverse technologies.

Revise Rotation Strategy: Align P1 rotations with engineers’ skills and feedback, rather than enforcing blanket assignments.

Promote Transparency: Encourage managers to challenge upper management decisions and clearly explain the rationale behind changes to reduce internal politics.