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“When we started CloudPaths in 2017, we had a vision and dream to serve our customers well,” said Jay Paramasivam, Chief Revenue Officer and KV Subramaniam, Chief Operating Officer of CloudPaths. “The recognition for a second year and being named #533 on the 2024 Inc 5000 list is a true honor.”

The Inc. 5000 class of 2024 represents companies that have driven rapid revenue growth while navigating inflationary pressure, the rising costs of capital, and seemingly intractable hiring challenges. Among this year’s top 500 companies, the average median three-year revenue growth rate is 1,637 percent. In all, this year’s Inc. 5000 companies have added 874,458 jobs to the economy over the past three years.

“Expert implementation of technology solutions that streamline businesses is what our team at CloudPaths strives for in our customer engagements,” said Tushar Bhalla, Chief Technology Officer of CloudPaths. “Cloud based SaaS solutions that are well implemented are the game changers and CloudPaths delivers these every day for our customers.”

For complete results of the Inc. 5000, including company profiles and an interactive database that can be sorted by industry, location, and other criteria, go to www.inc.com/inc5000. All 5000 companies are featured on Inc.com starting Tuesday, August 13, and the top 500 appear in the new issue of Inc. magazine, available on newsstands beginning Tuesday, August 20.

“One of the greatest joys of my job is going through the Inc. 5000 list,” says Mike Hofman, who recently joined Inc. as editor-in-chief. “To see all of the intriguing and surprising ways that companies are transforming sectors, from health care and AI to apparel and pet food, is fascinating for me as a journalist and storyteller. Congratulations to this year’s honorees, as well, for growing their businesses fast despite the economic disruption we all faced over the past three years, from supply chain woes to inflation to changes in the workforce.”

About CloudPaths

CloudPaths provides cloud applications expertise and services to transform and optimize enterprises. Headquartered in Newark, CA, with regional offices across the globe, CloudPaths has rapidly become the SaaS partner of choice for fast growing enterprises. For more details, please visit www.cloudpaths.com.

Contact

Jimmé Peters
503.816.0500
jimme@cloudpaths.com
More about Inc. and the Inc. 5000

Methodology

Companies on the 2024 Inc. 5000 are ranked according to percentage revenue growth from 2020 to 2023. To qualify, companies must have been founded and generating revenue by March 31, 2020. They must be U.S.-based, privately held, for-profit, and independent—not subsidiaries or divisions of other companies—as of December 31, 2023. (Since then, some on the list may have gone public or been acquired.) The minimum revenue required for 2020 is $100,000; the minimum for 2023 is $2 million. As always, Inc. reserves the right to decline applicants for subjective reasons. Growth rates used to determine company rankings were calculated to four decimal places.

About Inc.

Inc. Business Media is the leading multimedia brand for entrepreneurs. Through its journalism, Inc. aims to inform, educate, and elevate the profile of our community: the risk-takers, the innovators, and the ultra-driven go-getters who are creating our future. Inc.’s award- winning work achieves a monthly brand footprint of more than 40 million across a variety of channels, including events, print, digital, video, podcasts, newsletters, and social media. Its proprietary Inc. 5000 list, produced every year since its launch as the Inc. 100 in 1982, analyzes company data to rank the fastest-growing privately held businesses in the United States. The recognition that comes with inclusion on this and other prestigious Inc. lists, such as Female Founders and Power Partners, gives the founders of top businesses the opportunity to engage with an exclusive community of their peers, and credibility that helps them drive sales and recruit talent. For more information, visit www.inc.com.

For more information on the Inc. 5000 Conference & Gala, to be held from October 16 to 18 in Palm Desert, California, please visit http://conference.inc.com/.

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SNP Group has gone from strength to strength under Jens Amail’s leadership but the CEO wears his mantle lightly. With his usual humility, Amail points out to ERP Today that SNP is far from an overnight success story, and that it is founded on a solid combination of category-defining products and a talented team. He also attributes SNP’s reputation to a long history of customer satisfaction and customer loyalty, its own caring culture as an employer where employees are valued and nurtured – and a sustained focus on delivering transformation through software.

Jens is amping up emphasis on operational excellence and looks back on 2023 as a “catalyst year”, where those carefully chosen catalysts set in motion a new charter of unbridled growth for SNP. 2024, on the other hand, has been designated as an “elevation year” dominated by three key priorities for SNP – strategic focus on enabling digital transformation and business agility poised to expand the vision of broadening SNP’s market category,  create value for customers and partners, and drive international growth through expanded software and partner business in strategic and emerging markets. “The potential of the company was always there – and now it’s unleashed,” Amail remarks.

Indeed, SNP has displayed ambition in targeting some of the biggest markets in the world including the US and UK (“London is my second home”, Amail jokes).

Bluefield: best of both worlds

Our founder was both a technical and marketing genius

When asked about Bluefield, a trademarked name for the selective data migration regime that allows SNP customers to benefit from a lean, new, completely clutter-free system that is still enriched – by virtue of Bluefield technology – with the full historical context of transactional data, Amail says the genesis of this concept goes back to SNP’s founder, Dr. Andreas Schneider-Neureither, “both a technical and a marketing genius” in the CEO’s view.

Brownfield, while inheriting transactional data, is often just a glorified “system upgrade” as opposed to being a holistic transformation, in my view. With Greenfield, on the other hand, customers get a clean slate in the way of a brand new system but one that is completely devoid of historical transaction data and therefore the business context that is derived from it. Bluefield is a game changer with its masterly approach that marries up the advantages of both Greenfield and Brownfield whilst doing away with their drawbacks, without compromising on either the cleanliness afforded by the former or the context afforded by the latter.

“It combines the best of both world,” Amail believes. “You can design your application layer, you can design your clean core as you want it. The benefit from a data perspective is you’re not limited to the master data, but you can get all the transaction data, too.”

SNP customers are equally divided between Greenfield, Brownfield and Bluefield with each claiming roughly a third of the market. “Customers with more cohesive estates and cut-and-dried migration pathways have already taken the plunge and moved,” Amail explains. The ones averse to embarking on transformation are the ones confronted with large, more fragmented estates that have evolved organically into a complex collage of heterogenous (and often outdated) systems, some of them even off maintenance. SNP’s Bluefield is often the panacea for this latter group of risk-averse customers as it comes with the gift of modularity and project parallelization – enabling business to run multiple projects in parallel.

SNP is credited by partners with awarding projects with a “workman-like go-live – efficient is the dream of every CIO”, Amail jokes – and SNP is able to deliver that dream because of rigorous and repeated testing that the migration undergoes. Also, because it’s software-based, the cost is not multiplied by multiplying the testing cycles manifold.

Amail highlighted the benefit of being able to de-couple the system modernization (ECC to RISE) from data migration. By virtue of its modularity, it can be parallelized, [so customers] gain the flexibility of going live at any point and as many times as they need with smaller de-coupled increments.

Agility is intrinsic in SNP’s solutions, and customers are the biggest beneficiaries here with a drastically reduced ‘time to value’ as Bluefield is capable of axing project durations and consequently reducing time, money, and the change management burden.

Also on the offering front is Kyano, launched at SNP’s flagship Transformation World event in Heidelberg in June 2024, which is the last in a long line of succession from SNP’s original solution ‘T-Bone’ (established 2010) through CrystalBridge and the selective data migration methodology BLUEFIELD. Kyano is equipped with an AI-enabled data discovery model, which allows it to unpack the data model of a non-SAP source system.

The key differentiator from other SNP offerings is that Kyano is designed to cater to both SAP and non-SAP systems, the perfect response to a market trend where customers are increasingly availing themselves of what’s popularly known as ‘composable architecture’, combining SAP and non-SAP systems in their enterprise landscape.

“Kyano is part of our strategy to focus more on software compared to services,” Amail confirms. “And the company, the market, our partners – they’re all responding extremely fast to the changes we are implementing.”

Test. Transform. Repeat.

According to Amail, transformations are becoming more frequent as an indirect consequence of macro-economic events, climate change, and the advent of AI to name a few.  Businesses often have no choice but to respond by either moving to the Cloud, integrating a new company, divesting a business unit, exiting a region, or carving out a particular country e.g., Russia or China. This is coupled with the ever more urgent push for modernization from SAP itself. Arguably, Kyano allows businesses to move in step with changing times.

What is applaudable is that SNP’s role in this does not end with the transformation. With companies now operating with broader charters, SNP stays tuned through the provision of ongoing analytical services for the transformed customer with a view to assessing how ready they are for the next transformation. That’s why SNP has introduced the ‘SNP Agility Index’, an index derived from insights into customer’s data quality, archiving practices, centralization etc. which combine to provide a reliable indicator of their overall nimbleness and readiness for the next transformation. Today’s businesses must be forever transformation-ready.

A small company, beloved by the biggest brands

Amail is loath to attribute success to a single factor, so when asked about SNP’s single biggest success story over the last five years, he says he’s most proud of the faith that customers have continued to place in SNP, the confidence that’s demonstrated by those customers coming back for more and entering into strategic alliances with SNP. And these are some of the biggest brands from around the world in terms of customers and partners, who have the choice of using any company they want.

“We have massive, market-changing success [with clients]. But for me, what’s more important than this success is we develop strategic and sustainable relationships with customers.”

Amail adds that it’s humbling that this “small company in Heidelberg” now counts some of the biggest names in the industry amongst its customers and partners. He mentions a customer who had approached IBM because the customer wasn’t happy with their existing Systems Integrator and Big Blue would only agree to take on the project in partnership with SNP and that’s a huge endorsement.

In terms of the biggest collaborators in the SNP ecosystem as pushing through customer success, IBM and Accenture stand out as perhaps the strongest SI partners and were sponsors at the Transformation World event. Others of note include Deloitte, EY, Delaware, and PwC.

In terms of technology partners, globally the biggest names are Smartshift, whose custom code remediation is fully integrated into SNP scans; CDQ, who contribute to data quality analysis for business partners and vendors; and certainly also Tricentis.

Rising with SNP

I’ve not met any customer who is not excited about RISE with SAP

Regarding specific clients, SNP has run two projects for Audi simultaneously – one to introduce SAP S/4HANA Finance to establish a central finance system and another to migrate to SAP S/4HANA around maintenance logistics. This was a huge success and it was made possible because SNP’s solution is designed with a degree of modularity that allows a customer’s projects to run in parallel. It is as if in a testament to SNP’s credentials in this space that German automotive manufacturer BMW has entrusted SNP with one of the world’s largest SAP data migration programs as it transforms its entire SAP landscape to S/4HANA by 2030.

What Amail would like to see is customers embracing the huge transformational value of S/4HANA and RISE – but he understands why they are held back.

“I’ve not met any customer who is not excited about RISE with SAP […] But some are concerned about the journey to get there,” as he explains.

Customers believe in the destination that RISE offers but are daunted by the toll it will take on their business in terms of the operational impact of a long-running, resource-hungry, expensive project. This, sadly, is often why RISE is relegated in favor of more pressing business priorities. Customers are worried about the dependencies that figure on the critical path, dependencies such as needing to consolidate instances, improving business data quality, upgrading systems, all of which are projects in themselves and projects that need to be brought to life or indeed put on hold in order to pave the way for a RISE program.

SNP’s platform, technology and toolset can come to the rescue and with ex-SAP leaders like Peter Maier on the SNP Supervisory Board, SNP can equip RISE customers with the right toolsets to analyze their systems and provide a predictable timeline which is often the deal-clincher in changing customers mindsets. With SNP providing the guardrails that make transformations fast, reliable and efficient, customers can focus on shaping that end state.

SNP & a sustainable, AI future

SNP has a culture of trust and transparency

Coming away from the interview, it’s clear people and sustainability are close to Jens Amail’s heart. For the CEO, it’s all about “Winning together”. Success is the sum of everyone’s success and that includes employees, customers and partners. There is faith in the leadership, in the executive board, employees feel more valued and everyone has greater visibility.

“There is a culture of trust and transparency,” Amail says, and this is reflected in the Average Commitment Index soaring from 60% to an all-time high of 68% at SNP (the absolute best practice is said to be somewhere around 65%).

Also, for a company that’s increasing its headcount by 33% from its current 1500 to 2000 over the next three years, AI is having anything but an adverse impact on SNP’s workforce. When companies around the world are laying off people from jobs that have been outsourced to AI, Amail jokes “Give them my telephone number”. In fact it’s not just the number of employees on SNP’s payroll that is going up, it’s also the number of locations around the world where SNP exists. SNP continues to expand its reach across the world with new offices in Dubai, Paris and Sao Paulo.

One of the biggest levers for growth is being able to scale up the services organization in order to provide greater heft to partner enablement. SNP currently has a small services footprint in India of around 50 employees and Amail would like to take this number to somewhere around 400.

SNP also demonstrates a wholehearted commitment to sustainability, something that’s reflected in its internal policies, its general outlook as indeed in its software solutions. For example, SNP internal policies incentivize public transport travel for its employees.

Amail is particularly proud of SNP’s decision to celebrate its 30th anniversary not by gifting each employee a pair of SNP-branded sneakers, which might have been a popular choice, but one that would have involved shipping goods around the world to each employee. Instead, it gave away around 1% of the company by giving each employee the gift of 30 company shares.

Sustainability at SNP is also reflected in the everyday outcomes the company delivers for its customers, the most notable being the staggering reduction in size of Pfizer’s data from its original 75 terabytes to just 5.5 terabytes post-transformation. A 93% reduction in data storage is not just an eye-popping headline for SNP but also a fabulous gift to the planet, given that data is an expensive commodity to store and one that entails substantive environmental impact in terms of the electricity and water consumption at Cloud data centers.

In ways like this, SNP is preparing a better world for the future. And keeping eyes on the road ahead, there is plenty of evidence that SNP is innovating faster than most with its game-changing software suite CrystalBridge and its selective data migration approach BLUEFIELD and now Kyano. In a rapidly evolving tech world where the next transformation is frequently just around the corner, SNP is responding to that need for speed with its targeted and modular data transformation software.

“Everything is now more relevant than ever as transformation is happening more often,” as Amail concludes. “Look at climate change, the world population, the development of AI. Change has never happened this fast – and will never happen this slowly.”

Editor’s note: This article was updated on January 10, 2025, to reflect correct terminology.

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Formerly known as Highways England until 2021, National Highways plans, designs, builds, operates and maintains England’s motorways and major A roads (also known as the strategic road network SRN). National Highways aim is to make road users’ journeys safer, smoother and more reliable, as well as providing advice to the Government on priorities for the next five years and beyond. 

These two contracts came into effect last month and could run until 2032. The largest contract of the two is valued at almost £28.2m, according to the contract notice, and covers the provision of the “proprietary ERP software” of Oracle. According to and reported by Public Technology, National Highways has also signed on for an eight-year term to access Oracle’s “work and asset cloud services module [which] connects to Oracle’s [ERP] software.” This deal is said to be estimated at around £10.7m. 

This news follows Oracle’s announcement back in October where its Synergy Programme aims to provide shared services for four major UK Government departments, including the Department for Work and Pensions, the Department for Environment, Food and Rural Affairs, the Ministry of Justice and the Home Office. These four departments selected Oracle Cloud to run their shared services platform to reduce costs, standardize finance, supply chain and HR data, and transform corporate services. 

“We are building a common operating model and establishing business processes that will be used collectively across four Departments that employ nearly half of all civil servants in the UK,” said Chris Murtagh, chief technology officer and ERP programme director, Synergy Programme. “Oracle Cloud will create a single platform that will expand insights, increase efficiency, and allow us to better meet the needs of citizens.”

These announcements demonstrate Oracle’s commitment to the digital development of the public sector and impact of its ERP software. 

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In his CEO role at UiPath, which Enslin stepped down from in June, he led the company to non-GAAP profitability, advanced its AI strategy and helped expand into new markets.

Now bringing his previous experience as a longtime SAP veteran and Google Cloud president, Enslin will lead Workday’s global commercial strategy for the company’s next phase of growth. He will be responsible for driving Workday’s revenue and leading global sales, partnerships and customer experience efforts. 

“Rob is a world-class leader with a track record of building high-performing go-to-market teams, a deep understanding of industry and partner ecosystems and unique global experience – making him the ideal leader to help guide Workday’s next phase of growth,” said Carl Eschenbach, CEO of Workday. “We’re confident that his vision and commitment to providing exceptional customer experiences will unlock even greater potential for Workday and businesses around the world.”

Enslin called the move “incredibly exciting,” while adding: “Workday’s unparalleled dataset, combined with its commitment to innovation, positions the company to become the definitive AI leader in the ERP market. I’m thrilled to be part of this transformation and shape the future of work.”

Enslin’s new tenure will begin on December 2, 2024.

Workday’s fiscal 2025 Q3 financial results

Workday’s Q3 results surpassed analysts’ expectations with total revenues of $2.160bn, an increase of 15.8 percent from the same time last year and subscription revenues of $1.959bn, an increase of 15.8 percent year-on-year (YoY).

The CEO Eschenbach attributed the solid performance to “the trust our customers place in us across industries, the global momentum around our AI-driven innovations and the strength of our partner ecosystem”.

“Organizations are increasingly consolidating on the Workday platform to reduce total cost of ownership, simplify their operations and to unlock the power of our best-in-class AI solutions. Workday gives them the ultimate advantage – and that positions our business for long-term success,” he added.

However, Workday’s guidance for the current quarter is lower than predicted with CFO Zane Rowe, saying: “Looking ahead, we expect fiscal 2025 subscription revenue of $7.703bn, growth of 17 percent, and fiscal 2025 non-GAAP operating margin of 25.5 percent. We are focused on executing in our seasonally strongest quarter, as we lay the foundation for durable, profitable growth at scale.”

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The reasoning makes sense in theory – companies can eliminate the technical debt of workarounds, patches, and time-consuming manual maintenance, simplify their stack management, and create the flexibility businesses need for changing market demands, new technology integration, and eventual business growth. It also helps plan ahead for the end-of-life deadlines for certain legacy systems, such as Oracle support for JD Edwards EnterpriseOne 9.2, projected to finish in 2035.

Sounds great right? And for some businesses, it’s the best solution. However, as EAP vendors such as Nextworld argue, this approach doesn’t always make sense for businesses looking for an affordable and smoothly implemented solution in the now. Speaking to ERP Today, Nextworld’s Vito Solimene, founder and chief software engineer and Lyle Ekdahl, member of the board of advisors, press that businesses know that taking the risk of a rip and replace isn’t the only option.

An incremental or best-fit approach

For businesses where the existing system still meets most of their core operational needs or where making changes incrementally in a gradual or phased approach might be better suited, there are other options available.

Ekdahl explains: “If you were to approach one of these vendors, that’s what they would tell you to do – rip it all out, start with financials, let’s go through the whole process that we did 20 years ago and build it all back up again. We think that there is a better way to do that evolutionarily and attack point problems to get quicker ROI for less spend.”

As Solimene notes further, some new systems are not that much different than 30 years prior, bar a cloud-hosting benefit. He says: “You can do all that high-cost rip and replace and still end up with the same old ERP system – just regurgitating what you’ve gotten before.”

Otherwise, some businesses opt for a more composable ERP, with hybrid clouds and on-premise systems across diverse vendors, avoiding an “all-in” and upgrade necessity mindset. It’s becoming an increasingly popular approach – enabling businesses to pick and choose which operations they want to upgrade and start to develop a best-fit attitude to departmental software upgrades.

For Ekdahl, the trend is a positive move for many businesses, but he warns of ongoing “tectonic plate” concerns with slow-moving and potentially disruptive outcomes: “If you go best of breed, or more componentized, which is definitely the trend, you’re going to end up with gaps that exist between the tectonic plates of enterprise systems, between your customer-facing systems, or your CRM, CX, or supply chain, core financials and HCM systems. All those things at their edge, won’t quite go far enough.”

The Nextworld pair instead suggests that a no-code enterprise application platform (EAP) has an architecture that can avoid these problems – and has found that it presents a particular opportunity to JD Edwards customers.

Balancing the tech-tonic plates for JD Edwards users

Having not only been founded by (among others) Ed McVaney (the “Edward” in JD Edwards), Nextworld has also designed a dedicated connecter to the ERP vendor. The result, Nextworld says, is strong support for JD Edwards software allowing users to better integrate, build and extend using the EAP platform, without the extra investment of a rip and replace.

Nextworld’s offering is one of two parts – the no-code platform for the citizen developer and the suite of packaged applications, which the vendor claims will help users actually consolidate the number of best-of-breed systems in software stacks in a better approach to modernization – so instead of a bigger rip and replace task, organizations can recuperate company resources with a less mammoth EAP.

Ekdahl says: “This is where EAP sits alongside, and frankly even underneath to fill in many of those gaps for a more continuous automation – without having to rely on IT. We’re purpose-built in some sense to help them modernize, or extend, or customize as they see fit, and then integrate back into their JD Edwards system, or even replace and supplant their JD system altogether.”

“Most importantly, they can build those capabilities no-code with citizen developers that are understanding of the business process,” Ekdahl continues. “So it’s not like you’re relying on, like in the past, customization, or the build-out of these functionalities and extensions that required IT with a huge backlog.”

One joint Nextworld and Oracle customer in the automotive industry, a repair and maintenance services provider, is a prime example of this in action. For a bit of background, the automotive services firm has a network of 65,000 service providers, delivering 24/7 support across the US, Canada, and Puerto Rico, and managing 800,000 events per year with around $350m in revenue.

The firm is looking to grow to eight million events and to improve its invoice settlement process, but, with a custom differentiated invoice settlement, they couldn’t quite get there with their existing system. The cost and effort was too high, and a rip and replace for a new cloud system would also not fit the unique settlements calculation approach that the business needed.

With customizing the ERP not being a viable option, and the CRM also not having that functionality, they are now using Nextworld’s access to packaged apps to build a custom and no-code process and integrate that back into that same existing system.

With the newer offerings of the big ERP vendors perhaps not matching the cost and risk for many businesses’ peace of mind for an all-out rip and replace, hearing from the Nextworld team is a breath of fresh air and understanding. Slow-moving and disruptive is no longer an option for many and that’s where EAP vendors such as Nextworld are looking to plug the tech-tonic plates.

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The move is said to meet the rising demand for complete data streaming platforms and bring real-time applications to businesses across all industry verticals.

RSIs that received this are Austin, Texas-headquartered Onibex, which uses Confluent Cloud to connect SAP data to other operational systems in real-time. Then there is California, Texas, Mexico and India (did someone order spicy?)-headquartered Psyncopate, which provides specialized expertise in migrating legacy Tibco infrastructure to Confluent’s complete data streaming platform (DSP).

According to Confluent’s latest data streaming report, the vast majority of IT leaders (86%) cite data streaming as a strategic priority for IT investment. As organizations continue to gain significant ROI and benefits from real-time data, there is an increasing need for data streaming platforms across a wide range of business functions and industries.

ISG Software Research states “by 2026, more than one-half of enterprises will adopt specialist real-time analytic data platforms to develop and support data-intensive operational applications.”

It’s real-time time

In terms of form and function, RSIs work as partners to help customers make the transition to real-time data architectures. This investment from Confluent pledges to enable both Onibex and Psyncopate to scale their real-time data practices, accelerate development of high-value use cases and drive customer success.

“We cannot capture the $60 billion data streaming market alone,” said Paul Mac Farland, SVP of partner and innovation ecosystem, Confluent. “Partners like Onibex and Psyncopate play a critical role in building a strong data streaming ecosystem that solves our customers’ biggest data challenges. Together, we can enable real-time innovation and transform the future of business with data streaming.”

Onibex and Psyncopate are both Confluent partners, having been selected for the recently launched “Build with Confluent” partner program. Rather than starting from scratch, Build with Confluent gives RSIs access to Confluent’s DSP – a solution for connecting, streaming, processing and managing customer data – so partners can build joint solutions faster.

Because SAP data is a business asset that powers enterprises around the globe, it is muh-valued… but many organizations find connecting SAP systems to other data sources to be challenging and complex. Onibex’s proprietary “One Connect” solution takes advantage of Confluent’s DSP to connect SAP operational data to other systems that manage real-time use cases such as sales analytics, inventory management and order fulfilment.

“By connecting Confluent and SAP using ‘One Connect,’ organizations can easily adopt event-driven architectures to decouple system integration and democratize data across the enterprise, enabling real-time user experiences and decision-making,” said Gustavo Estrada, CEO and chief architect, Onibex. “Confluent’s investment will go toward expanding our ‘One Connect’ platform, making seamless data integration between SAP and Confluent Cloud within hours a reality.”

Modernizing data infrastructure

Psyncopate helps customers modernize their data infrastructure capabilities by accelerating the migration from traditional messaging systems like Tibco to Confluent’s DSP. Achieving a smooth migration without any downtime or disruption requires an experienced integration partner that bridges the gap between legacy solutions and cutting-edge technologies. Psyncopate’s deep expertise allows companies to unlock significant cost savings, address the challenges of scale and performance and empower developers to build applications swiftly and securely.

“As we help leading organizations modernize their legacy data infrastructure into real-time data streaming, we’ve strategically deepened our partnership with Confluent,” said Tony Giang, founder and principal technology strategist, Psyncopate. “This funding will enable us to expand our pipeline of data streaming migration projects while continuing to deliver seamless integration services to our customers.”

Confluent’s partner ecosystem emphasizes the importance of collaboration to meet the diverse needs of customers and deliver real-time data to organizations across the globe. Readers can more about Confluent’s partner programs and the recently launched Build with Confluent program on the company’s website.

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“By acquiring WalkMe, we are doubling down on the support we provide our end users, helping them to quickly adopt new solutions and features to get the maximum value out of their IT investments,” said SAP CEO Christian Klein.

• The rise of the “citizen developer”: Businesses increasingly rely on non-technical users to utilize, adapt and even develop enterprise software, thereby creating a demand for intuitive interfaces and simplified onboarding. Newer employees foraying into older legacy systems are certainly a case in point.
• The cloud migration boom: Cloud applications, while offering flexibility, come with their own set of adoption challenges. Digital adoption tools play a crucial role in bridging the gap between users and cloud-based solutions. Talking of the gap between the rate of introduction of technology and the rate of productive adoption, Dan Adika, co-founder of WalkMe said in June 2024 that “As companies embrace Generative AI (GenAI) capabilities, this problem will be amplified tenfold. AI copilots hold immense potential to enhance productivity and streamline workflows. But only if they are used every day, by everyone in the organization. Unless we close the digital adoption gap, the reality of AI won’t live up to the promise.” Indeed, looking at WalkMe’s branding, the company is now marketed as an AI copilot when previously it hadn’t been. Meanwhile SAP already offers its customers business context-aware co-pilot Joule and Ask Me features. The addition of WalkMe reflects SAP’s commitment to its stated mission of offering its customers an AI-enabled future.
• The need for continuous learning and upskilling: Rapid technological advancements necessitate ongoing user training and support. Digital adoption platforms provide a dynamic and scalable solution to this challenge.

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Technical obsoletion is, and will be, a challenge for all businesses that rely on digital services and processes. While many ERP providers will offer agility and flexibility to be as adaptable as possible for the future, the fact of the matter is that all code will eventually become obsolete and will need to be replaced. It is perhaps this realization, alongside other citizen developer benefits, that has prompted the creation of no-code and low-code solutions.

Relying on traditional coding when developing new solutions will inevitably set an IT team up for future hardship – as ensuring compatibility with the latest software update requires manually reworking code. The time and resources of IT teams is surely better spent developing innovative solutions rather than rewriting code after every update.

While no-code and low-code solutions seem to be a good alternative to combating the looming issue of code obsoletion, there can be a risk in relying solely on them. Many no-code platforms are limited in their nature, only allowing simple customizations.

Nextworld, however, began the development of Enterprise No Code specifically to provide a robust and expansive no-code solution – to upgrade no-code capabilities from building simple websites to running manufacturing processes.

No-code solutions are specifically designed for citizen developers to contribute towards IT efforts. Nextworld’s AI copilot can make the no-code process even smoother by providing developers with direction on what to develop next. The AI copilot can also follow a set of simple instructions, allowing for the quick development of custom solutions. 

One of the biggest business benefits of no-code development is that it has no expiration date – no need for IT teams to feel obligated to rewrite code after every update. Businesses enhanced by no-code solutions can focus on delivering the best service possible to customers while the ERP system behind it can handle the technological upkeep. 

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Cloud-based enterprise software support firms, like Spinnaker Support, can provide interoperability between old and new systems, which can help lay the foundations for a successful software integration. Choosing the right tech integration partner is another effective method for preparing a business for a digital overhaul – having a better understanding of business processes could result in creating tailored and effective ERP solutions.

One of the biggest challenges that accompanies a tech integration can be typically noticed quite early on – inflating implementation and maintenance costs. Depending on the chosen software vendor and support options, integration costs and licensing fees could potentially be expensive. A comprehensive and in-depth cost-benefit analysis could help work towards mitigating spiraling costs.

Costs and expenses can also be affected by how much extra development time could be needed when integrating new systems with older legacy systems. Due to a lack of built-in integration capabilities, a firm’s integration partner could spend more time and money on trying to create interoperability with software that’s no longer supported by the original vendor.

Older systems are usually heavily customized after years of use in specific, unique processes. Adapting those customized, older systems to communicate effectively with modern tech can be difficult and time consuming. Partnering with third-party support that specializes in working with obsolete systems, like Spinnaker Support, can help reduce both costs and transformation anxiety.

Another integration challenge that could spiral and affect a host of other systems if not taken seriously is the testing period. Extensive end-to-end integration testing is needed to guarantee all systems and processes are working in tandem. It’s also important to undergo load testing across the entire IT infrastructure – can an organization handle the sudden influx of user data and traffic? Identifying performance bottlenecks and finding solutions to them can help work towards a smooth software transition.

Having a proactive attitude to integration is the best way to approach the challenges that are faced when introducing new ERP tech. Seeking out an effective integration partner, like Spinnaker Support, can help make the digital transformation a smoother and cheaper experience.

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