Kagermann took centre stage at this week's SAPPHIRE conference in Orlando, but that may not be the case next time around, as the veteran company leader enters his last year on the job.
As he prepares to wrap up his tenure, he looks at the legacy he's left behind and details the company's future tack.
IDGNS: What kind of advice are you giving Apotheker?
Kagermann: I don't give him advice. We're pretty much aligned. The transition: That's why we had a year as co-CEO, I think it helps. I can hand over responsibilities slowly, and he can get used to it. This is not a concern for me.
With his team, he will see that we meet our 2010 targets. Next year is the first time we will declare the strategy for beyond 2010. We are waiting half a year. Otherwise, I would have done it this year, but it's something I feel the new team should be behind.
IDGNS: Apotheker is not a technologist or scientist, unlike many other top SAP executives [Kagermann is a former theoretical physics professor]. Is that a handicap?
Kagermann: No. Look, SAP is a different company now. We are pretty large, we are balanced. We have many, many people who are driving the technology position. It's not only one person any longer. From that point of view, you need someone more who understands SAP, and he understands SAP and the clients' issues, and is able to assemble a good team around them. I think that's more important in the future. It's not necessary that somebody must be a technologist to run a software company.
IDGNS: Can the co-CEO concept work in the US tech sector, where you have strong personalities like Larry Ellison and Steve Ballmer?
Kagermann: No, I don't think so. Whenever you speak to CEOs of the US, they are surprised at what we are doing. For SAP, it's not exceptional, I think. I was co-CEO with [SAP co-founder] Hasso Plattner for five years. Now it's more a question of preparing the transition. Maybe it's different if you don't know each other. But in this case [Apotheker and I] have worked together for many, many years.
It's better for a company, also. People feel it's a more continuous succession. It's not 'a new man is coming' and then the organisation is speculating what has to be changed, etcetera. A year as co-CEOs sends a good signal. People see that there are no radical shifts. Decisions that are made now are backed up by the new CEO. It's much better.
IDGNS: Speaking of strong personalities, do you miss Shai Agassi? [Agassi, former head of SAP's product and technology group and an expected successor to Kagermann as co-CEO, left the company in 2007 after Kagermann's contract was extended into 2009.]
Kagermann: I cannot say. We have to respect decisions. If you look at the bench strength of SAP, it's pretty large. It's not really, for a large company like SAP, an issue. I always say, there's nobody who cannot be replaced within SAP. Otherwise something's wrong in a company. It has to be that way.
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