Over the past years, we have used Business Flows in many SAP transformation initiatives — especially in large, complex industrial environments. And while the feedback has consistently been positive, one insight became impossible to ignore:

👉 Reference content only creates value if it is scoped, relatable, and usable from day one.

That insight is the starting point of Business Flows 2.0.

From “One Size Fits All” to Industry-Specific Acceleration

In earlier releases, Business Flows followed a deliberately generic approach: a comprehensive set of end-to-end scenarios covering all industries, all domains, all variants of doing business.

That worked—until it didn’t.

As the content grew, we saw a clear pattern in projects:

Scoping workshops became harder
Repositories became overwhelming
Teams spent too much time reducing instead of accelerating

With Business Flows 2.0, we have added a fast lane:

➡️ Industry-specific repositories, curated and pre-scoped for real transformation work.

Aligning Business Architecture with SAP Reference Content

Another strong driver behind Business Flows 2.0 is the way SAP has evolved its own reference content over the last years.

SAP Best Practices, Scope Items, and Solution Capabilities have become extremely rich—but also complex. What’s often missing is a business-oriented structure that helps organizations understand:

Why certain capabilities matter
Which scope items are relevant
How they relate to real end-to-end business scenarios

Business Flows 2.0 bridges exactly that gap:

Business end-to-end scenarios remain the anchor
Transformation drivers make objectives and pain points explicit
Business capabilities connect strategy to execution
SAP solutions and scope items are mapped transparently—without losing the business perspective

One Domain. One Map. One Conversation.

A major structural change in Business Flows 2.0 is that we no longer separate:

End-to-end scenarios
Process groups
Process libraries
Transformation drivers

into disconnected entry points.

Instead, they now come together within one domain map.

That means:

No jumping between different models
No loss of context
Much faster conversations with business and IT stakeholders

It’s a setup designed for the Discover and Prepare phases of SAP initiatives—before teams disappear into detail.

First Release: Process Industry (Discrete Manufacturing Next)

We’re starting the Business Flows 2.0 journey with the Process Industry domain, released today.

Discrete Manufacturing is already in progress and will follow shortly. From there, we’ll move into Consumer Goods—and later into industries where the differences are even more substantial, such as Retail, Utilities, Energy, and Services.

That’s where the industry-specific approach will really shine.

Transparency Is Still Our Philosophy

One thing hasn’t changed.

We’ve always believed that reference content only creates trust if it is transparent, consistent, and open for discussion. That’s why we’re happy to:

Walk you through the content
Give you access via our collaboration hub
Discuss how it fits (or doesn’t fit) your transformation context

Because at the end of the day, Business Flows is not about models.

It’s about helping organizations enter and execute SAP transformations with clarity, structure, and speed.

If this resonates with you, feel free to reach out—we’re happy to continue the conversation.

👉 If you want to see how this looks in practice, reach out to us and get your free demo session!

Reach out to get your free demo session

While Russell and Caspar spent time with our guests preparing some meals in ‘Hell’s Kitchen’, we were in the garage playing with heavy tools: ‘how operating models and value flows can be used for effective business steering’ (see following figure for definitions).

It is no light matter to dive deep into verbal exchanges with top managers on strategies for establishing effective business steering based on operating models and value flows.

Our discussions began with a short introduction of our guests and then went along some guiding questions we had prepared.

A variety of insights were shared among our growing number of guests in the garage. For example we learned about the difficulties in industries whose competitive advantage lays in product development (R&D, PLM).
The timespan between resource inputs and outputs is long resulting in a challenge for the top management when deriving strategies for business steering in such a context.
Another guest drew attention to his experience struggling to get buy-in from management to use a Business Process Management (BPM) methodology as the basis for deriving performance metrics for business steering. On this topic many participants shared their approach on linking KPIs to business processes, some more mature organisations even derived KPIs from their enterprise process models.

For us as hosts it was an amazing experience to see the dynamics within the meeting. Over long periods, our guests took turns in leading and facilitating the conversation. So handling the heavy tools wasn’t so hard after all; We could just lean back and listen into this exchange of thoughts. So thank you to all the participants for your engagement and openness.

Also we would like to thank the party host Gülsüm who helped in the background to make this afternoon such a rewarding and exceptional event.

Ike and Markus