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Among them is the pressure to strengthen their digital backbone, which leads to the question: How can companies find the ideal technology provider suited to their evolving needs?

In the midmarket space, small- and medium-sized businesses SMBs often need support to buoy them through any choppy waters ahead. As a SaaS solutions provider, SAP has extensive expertise developing strategies to connect innovative companies with their customers. He added that front-burner priorities for future-ready businesses include environmental sustainability and effectively managing the supply chain crisis. These issues were highlighted in a recent Protocol-Morning Consult survey of small business leaders , presented by SAP.

Close to half of the respondents stated it was very important to adapt production to meet sustainability goals and regulations during the current supply chain crisis. What comes to mind is hypergrowth, which can be a consistent challenge and opportunity. This is a testament to not just the way we simplified implementation and operational sustainment of these companies but also a testament to the ecosystem.

Another topic on our radar is how many SMBs are focused on sustainability. There are shifting global customer demands about the environmental impact of an organization and we see that as a challenge those companies will face as well. When it comes to hypergrowth, as these companies look to put in a digital core for their business and a platform to support them, a solution such as RISE with SAP is important. It also allows high-growth companies to focus on outcomes without worrying about keeping the lights on.

After all, they are not in the business of sustaining technology; they are in the business of their business. The walled garden always falls, in my experience, and so we have more than 22, partners worldwide to bring innovation and subject-matter expertise to the table. We pride ourselves on supporting an open ecosystem of technologies to give them the benefit of choice, flexibility and scale. When it comes to sustainability, we have invested in those areas in response to shifting global and consumer demands, and we constantly have an eye on that area from a development perspective.

Industry expertise is an enormous differentiator. Does your technology provider come to the table with technology but also with expertise to get you up and running quickly? Is the provider situationally fluid in your business, business model and the processes you need to serve?

You should expect more than just great technology with the businesses you work with, but also expect that subject-matter expertise around the technology, business process expertise and soft science. Also important is the ecosystem. Is the technology provider engaged with the ecosystem in order to come to the table with thoughtful best-in-class recommendations? An example is looking at stakeholders surrounding the SMB and often the big ones can be private equity or venture-backed organizations.

We figured out that one out of every three customers we are working with are either private equity, growth equity or venture backed, and we are looking to service the needs of that community because they invest in these organizations with a disciplined investment thesis and profile. In addition, we have become a leader in the business process intelligence space.

When we acquired Signavio, we folded that business into our solution RISE and we offer business process intelligence into that suite to allow midmarket customers to continually evaluate day-to-day business operations and benchmark them against peers in the industry.

Going that route can help them make decisions about their end-to-end processes not based on emotions but based on facts. If we look at the supply chain backlog, SAP can assist to ensure transparency across the supply chain. Among SAP customers, the first ones affected by the pandemic were businesses dependent on supply chain manufacturers in COVID hotspots, and they experienced sudden swings in demand and supply.

Our customers were able to predict demand shifts and deal with dynamics caused by supply chain disruptions. They could switch suppliers quickly and keep critical production lines running. We also built capabilities into our core analytical systems to help customers analyze all the greenhouse gas emissions across their operations and supply chains so they can determine the carbon footprint down to individual product level.

We are investing heavily in this as a discipline. We have also seen a lot of investments, and the number of companies that chose to work with SAP in went up compared to the year before. That type of investment is making these companies react and quickly adapt because many of them had to shift to entirely new business models, with ecommerce being a major consideration. The adoption of technology has grown exponentially as companies embraced new ways to work.

At end of , we built a consortium with SAP and SAP partners in conjunction with the Association for Corporate Growth to create SAP Mergers and Acquisitions Ambassadors, a select group of partners with specializations across industries to respond to and support the needs of CEOs and private-equity operating partners and venture capitalists. Everyone has a different point of departure, and I think that for SAP the reason we are doing so well with these customers is due to the breadth of our portfolio, ecosystem and industry focus.

I have seven priorities and have money for four and resources for two and patience for one. This was a more consultative process than a selling experience. We worked with that company to create a blueprint around their requirements for today and the foreseeable future. Kathryn Valentine told Protocol how to make the most of salary negotiations, regardless of gender. Michelle Ma himichellema is a reporter at Protocol, where she writes about management, leadership and workplace issues in tech.

Previously, she was a news editor of live journalism and special coverage for The Wall Street Journal. Prior to that, she worked as a staff writer at Wirecutter. She can be reached at mma protocol. This story is part of our Salary Series, where we take a deep dive into the world of pay: how it's set, how it's changing and what's next.

Read the rest of the series here. Kathryn Valentine was first inspired to learn negotiation skills as a summer intern when she was in business school. Instead, she ended up walking out of that office without a job. Now Valentine runs Worthmore Strategies, where she helps companies retain, develop and promote female employees.

What she discovered: Women run a higher risk of backlash when they negotiate professionally. Unless they do it the right way. Protocol spoke with Valentine about how to make the most of salary negotiations, regardless of gender. Societal conceptions of gender have led to men being seen as agents of their own destiny.

They can be aggressive, and they can argue for what is theirs, whereas women are much more seen as communal beings. Those are the expectations of men versus women. What that means is, if you were to negotiate aggressively as a woman, it very likely will trigger a backlash, which happens when someone isn't acting in a way that is predicted, leading to cognitive dissonance, which people don't like.

It makes them uncomfortable, it scares them. They put you back in your place. The way that that happens right now in workplaces is not the first-generation gender bias of "Mad Men," but it's much more subtle second-generation gender bias. All of a sudden, your career isn't progressing as fast as it was before. You're no longer given the high-profile assignments.

Or you're no longer invited to the after-work drinks, which is where the real decisions are made. This backlash effect is well-documented. How do you navigate it? The No. Research shows doing that will virtually eliminate the gender gap in outcomes. I recommend a two-part approach. The first part will be taught in any real negotiation training these days.

Women benefit from having a collaborative approach to negotiations. So rather than being about you versus me, it's about us versus the problem. I worked with a client who is an executive at a regional bank last week, and she had gotten a competitive offer. I've been here for 15 years. I love being here. And we're on the path to being able to accomplish [insert whatever big goal you have together].

I wasn't looking, but I was surprised, however, that somebody came to me. As the primary breadwinner in my family, that's important for me to take a look at. Can you help me figure out how we can close the gap so that I can continue contributing here?

If it's not true, don't say it. You should never negotiate just a raise, but a package of things that will enable you to contribute more. How do you recommend people go about evaluating and finding negotiation training? There's a great free one on LeanIn. It's maybe 20 minutes, and you'll get a really good foundation on it. Any good negotiations professor at this point in time is teaching collaborative negotiation.

The second piece of the approach, which is still not widely talked about, is the communal ask. Explain why it's better for others, why it's better for your clients, your company, your team, whoever it may be. What I find is that my clients generally are thinking this way. They just don't actually say that extra piece out loud. And it's the act of saying that piece out loud that takes the cost of negotiating to zero.

What have you seen when it comes to backlash in the context of not just gender, but also race? In gender negotiations, we have 40 really good studies, and probably like 60 or 80 studies total. Up until two years ago, there just wasn't as much done on race.

There are four, maybe five good studies that I can think of. And what those studies say is essentially the same thing: that the way negotiation is set up right now, the rules of the game benefit the predominant group, which is historically white men. Anyone who's not the predominant group benefits from negotiating collaboratively and using a communal ask. So what these studies show, and I've really focused on women, is that women of color gain even more from using this approach than white women do, which, unfortunately, is because there's more of a gap to close.

What about for trans women? Is the advice applicable for all people who identify as women? This is another area that needs more research. What fascinates me about the tech industry is the ability or openness to think creatively. So if you are negotiating anything, you never want to negotiate just one thing, because that will walk you into a win-lose proposition. These are highly-trained, highly-educated workers. Losing them hurts you.

So what can you do to keep them? What's so interesting to me about tech is that the openness to have those conversations is much higher than it is in, say, banking. In tech, I have this list of 70 things that I've helped women negotiate. What are some things that people don't typically think of that they can negotiate? Or what would it look like next year?

What are the things that you could have that would enable you to deliver more impact? What are things that you could have that would lower your stress? I worked with one woman who was very good at her job but burning out. So she negotiated that she would be on a local masters swim team. It meant that she wasn't available Monday, Wednesday and Friday from 11 a. The benefit for that company is they got to keep her.

She was a top performer, and she would have left eventually. By saying yes to this, they got to keep her for an extra eight years. It makes a lot of sense right now in tech. These are highly trained, highly educated workers. Right now, we've seen the top-down programs have only gotten us so far.

So what if we took a bottoms-up approach of empowering people to ask for what they need at this point in time? I have seen women ask to be off the computer from 5 p. I've had people negotiate location to take care of their parents. One of my favorite ones is negotiating additional resources for your team. If you had that inventory management or CRM system, is your team able to rack up so many more wins? If so, then make that part of your negotiation.

Because if you ask for a raise first, you're asking for one thing, which means that it inherently cannot be a collaborative negotiation. And women do very poorly in competitive negotiations because of gender perception.

In order for it to be a collaborative negotiation, there have to be multiple issues. You just derailed somebody's career. We are on our way to doing Y. And things that I've brainstormed are X, Y and Z.

I think it would be helpful to have even a part-time assistant to help me focus on higher-value tasks. Lastly, I wanted to talk about potentially getting some more sales training for our team that I think would help us talk to our customers better. The advice hasn't changed; the environment has. So before, the No. Now, workers are in a much stronger position, and companies have been forced to think creatively. And so what we were thinking about doing before is a lot easier to do right now.

I've been encouraging my community to do it now, because we don't know what the world is gonna look like in six months. As in, tech workers have the upper hand now, but that might not be the case in six months. I've also read some other studies out there that found that not only do women receive more backlash than men, but men also don't have to negotiate as much as women because they tend to get promotions and raises without asking for them in the first place.

It's like that whole saying about how men are judged on potential, whereas women and people of color are judged more on past performance.

Do you agree with that, and how do you think overlooked employees can better advocate for themselves?

I do think that that's the experience. However, I see it as an opportunity. Because, as a woman, when you negotiate communally and collaboratively, you are able to sidestep the double-bind. So you get both better negotiation outcomes and better social outcomes. I've had this happen in my own career, when I negotiate using a strategy and I do it well, people afterward not only see me as more competent, but also as more likable.

They rate me higher on leadership potential and all kinds of other things. I see negotiating when you're able to do it this way as an opportunity to accelerate your career. On the other hand, what do you think managers can do to make sure they're not overlooking people because of their gender or race, and that they're promoting people equitably? We know that men have been conditioned to see and request opportunities more than women. I worked with one manager who made a policy that any opportunity was openly announced at his team meeting on Tuesdays, and anyone who wanted to throw their hat in the ring could.

Can you put me on that account? Men and women didn't have equal access to information. Just by making it open that way, that brought more fairness to the team. I train them to consider how gender comes into the equation. When a woman comes to you with her back against the wall asking for something, I need you to understand how much harder it was for her to do it. She probably doesn't want to.

Acknowledge how high the potential cost is to her career. You can't interpret it the way you would if a man came to you aggressively. The studies are mixed.

I think if you were to do a trend line of them, you would find that up until about five years ago, women didn't ask as often as men. And now what you're finding, particularly with the younger groups, is that women are asking just as often, if not more. Research shows that having objective data helps eliminate bias. What resources are out there for women in tech to find out more info and context around pay and benchmarking market rates?

That's not true. You can benchmark a whole host of things that don't even have to be quantifiable. I worked with one woman who wanted to get a partner promotion. So her benchmarking uncovered that there's actually an opportunity she needed to ask for. In terms of pay resources, one of them is Salary. The other one is Carta. They have a new DEI initiative where you can run a benchmarking report for your job, your location, et cetera. They have the most competition data on privately held companies.

The other source is people who have left your company, because they're very open books. The key for women and people of color is, naturally, we tend to ask people that we're the closest to.

But if we just ask women and people of color, we will get lower numbers. So go find a white man, and ask him what he thinks. Does that seem right to you? If we just ask women and people of color, we will get lower numbers. How do you bring it up with your manager? Do you reveal that this specific person told you that they made much more than you? How do you frame it? In general, I would never say who the person is. That just brings risk onto them. What you want to do is to go one level deeper and approach somebody in terms of what their interests are and how your interests align with that.

What do you think about that? I feel like benchmarking is easier when you have a job that has very clear levels, like an engineer, for example. How do you know what you're supposed to be paid and what the norms are if you don't have a good comparison?

I advise clients to be out in the market every 18 months or so. You are worth as much as somebody else will pay you. So if you have a highly ambiguous role where it's near-impossible to figure that out, then the best way for you to figure it out is to see what somebody else would pay.

The answer to that question is probably to understand the other side's BATNA, or best alternative to a negotiated agreement. Basically, what's your backup plan? If your company has been losing people left and right, then their backup plan is pretty weak, and it might be a good time to negotiate.

Right now in general I would say is a really good time. It's non-negotiable. I think that's, again, why you do not want a single-issue negotiation, because they can do that. Do you have any final thoughts on the biggest misconception women have when it comes to negotiation? One is fear of backlash. That is real. I think that this approach significantly mitigates it.

Then there are three other lies that women tell themselves. It's just a piece of information that you take in and then do something with. I can pay my bills.

You may not be good at this yet because you haven't been given the right tools yet, or you haven't had enough time to practice yet. But to believe that women aren't good negotiators is factually untrue. And in cultures that are less individualistic than ours, women actually consistently have better results than men. It's just that in ours, we have to tweak the rules of the game a little bit.

He's turning Automattic into a different kind of tech giant. But can he take on the trillion-dollar walled gardens and give the internet back to the people? David Pierce pierce is Protocol's editorial director. He owns all the phones.

In the early days of the pandemic, Matt Mullenweg didn't move to a compound in Hawaii, bug out to a bunker in New Zealand or head to Miami and start shilling for crypto. No, in the early days of the pandemic, Mullenweg bought an RV. He drove it all over the country, bouncing between Houston and San Francisco and Jackson Hole with plenty of stops in national parks.

In between, he started doing some tinkering. Since WordPress is open-source software, no company technically owns it, but Automattic provides tools and services and oversees most of the WordPress-powered internet. Oh, and Tumblr.

And Simplenote. And many others. That makes Mullenweg one of the most powerful CEOs in tech, and one of the most important voices in the debate over the future of the internet.

But before we get to that, you have to hear about this RV. He's always been the guy who goes over to friends' houses and upgrades their router or just rewires the whole system: "So when I get this RV, what I ended up doing was I set up a multiple-cell phone modem router. Suddenly, when Mullenweg signed on every morning to do his job as CEO of Automattic, one of the web's largest platforms and most powerful influences, he could do it from anywhere with a cell signal: like one time, last December, when he recorded a Web Summit panel from the side of Highway 97 in Northern California as logging trucks went by.

Mullenweg, who is also an insatiable gearhead, had a solution for the truck noise, too: a Sennheiser headset mic with awesome noise-cancellation. The setup is ever-changing. His SpaceX-built satellite internet receiver plugs right in and provides even faster speeds.

It'll be nice not to have to mount and dismount, and it'll work when I'm moving. From his always-connected RV, Mullenweg has continued to turn Automattic into a tech giant. He talks often about his desire to build "the Berkshire Hathaway of the internet," a holding company populated with the most ambitious and important products and services in tech. But there is one thing that binds the many products under the Automattic umbrella together: a bet on and belief in the open web and open-source software.

He loves jazz, which is why WordPress releases are named for jazz musicians. He loves to read and write and work from anywhere, so he turned Automattic into a company that supports bloggers and promotes remote work. He buys companies that make products he likes, and companies that have missions he believes in. Most of all, he believes that open-source software is the future of everything.

Eighteen years after he first started working on WordPress, Automattic is more powerful than ever. And yet its founding idea — that software should be available to everyone and editable by anyone, that communities can build great things together, that walled gardens always eventually fall — seems more tenuous than ever. Most people will tell you it feels like the future of tech hangs in the balance. But the way Mullenweg sees it, open is still going to win. It's not a matter of if, only when.

And all he's trying to do is help make it happen a little faster. Maybe you went to one of his Christmas ugly sweater parties. Or maybe you went to one of the countless Meetup events, at which Mullenweg would extol the virtues of WordPress, open source and blogging.

Nearly everyone who knew Mullenweg in those days remembers the same three things: He looked like a kid, he was extremely nice and he had ridiculously big ideas. I had no idea who he was, or how young he was at the time.