DSAG: SAP's extended workbench

Despite the pandemic, the digital transformation continues inexorably, resulting in a certain lack of personnel among existing customers, partners and SAP itself. From the perspective of SAP's HR department, poaching DSAG board member Steffen Pietsch from his previous employer, Haufe-Lexware, is a logical, if not sensible, step.

Steffen Pietsch has repeatedly demonstrated his expertise in many DSAG presentations and in his work on the board. Technically sound and linguistically adept, Steffen Pietsch was an asset not only to the DSAG association, but to the entire community.

He himself writes to the DSAG members: "In recent weeks, the option has arisen for me to move to SAP SE and take on responsibility for the further design and product management of the Business Technology Platform (BTP). I am convinced of the strategic necessity and relevance of the BTP and look forward to incorporating customer and partner requirements even more directly into the direction and prioritization in my future role. This step is not compatible with holding the DSAG board position at the same time, so I will be stepping down as a technical board member."

Apparently, Steffen Pietsch's outstanding skills also came up at SAP in Walldorf - they couldn't help themselves and made a lucrative offer, including a company car. If it were an isolated case, a unique opportunity, an act that would benefit everyone and not just SAP, the community might turn a blind eye: The end justifies the means.

The attempted infiltration and control of DSAG by SAP, on the other hand, has a long tradition. What the community sees here is only the famous tip of the iceberg. SAP not only has good financial and controlling software, but is itself a "control freak" - what some companions say about SAP CEO Christian Klein. The others always have to be team players, while he himself is allowed to control to the hilt.

Naturally, SAP has many possibilities to steer and control the association and the GmbH DSAG. Already the very intensive coordination between
DSAG publications and SAP could be an indication of a lack of independence. It's a borderline area that too often ends up in the gray. A former DSAG board chairman said it again and again: First, discussions are held with SAP behind closed doors, and when there are noteworthy results, the doors open.

The fact that they need each other in turn gives rise to a certain close relationship between DSAG and SAP - in some cases even a familiarity and friendship. In such a melange, it is not easy for everyone involved to see the red lines. Thus, there has been a demand for many years to make the important work of the association much more open and transparent.

But this transparency is opposed not only by the DSAG board, but also by SAP itself - ultimately, both boards benefit from a certain amount of secrecy. The ones who suffer and remain ignorant are the ordinary DSAG members.