Kscope14 EPM Business Symposium The ROI of EPM as a business process Ron Dimon, Partner, CheckPoint Consulting, LLC Gary Crisci, Sr. Hyperion Architect – GE Corporate

agenda An EPM process defined Creating Valuable Initiatives Generating ROI Discussion

BUSINESS INTELLIGENCE EPM as a Process FP&A What do we want to happen? How will it happen (who, what, by when?) Modeling Strat Plan What If Scenarios P&L, B/S, C/F Planning Annual Plan Forecast Workforce CapEx Drivers + Targets Constraints CONTROLLING Common Rules Common Definitions Common Hierarchies Automated tie-out STRATEGIC OBJECTVES Fact-based Predictive TRANSACTIONAL EXECUTION Re-Forecast Variance Analytics Trending Variance Profitability Root-Cause Statutory Consolidation, Flash Management Consolidation Reporting EPM as a business process BUSINESS INTELLIGENCE Self-serve, Metrics Drill down, slice/dice What happened? Why did we get what we got?

creating valuable initiatives Gather (report) Understand (analyze) Debate (model) Commit (plan) Govern P&L Customer Profitability SG&A Forecast Indirect Cost Allocations Balance Sheet Asset Utilization Cash Flow DSO, DPO, DII Working Capital Customers Price Optimization Revenue Plan Operations Productivity ($/Vol) Product Hierarchy

Prioritization Criteria (Weighted) Business Value Number of connections on value map (0.25) Number of mentions on value map (0.50) Relative Materiality (0.15) Relative Volatility (0.10) Ease of Implementation Data Availability & Integration (0.40) Data Quality (0.30) Data Granularity match (0.20) System & Process readiness (0.10) Dependencies Other factors (Oracle unsupported versions, other changes like ERP)

Prioritize Initiatives High Low Hard Easy