1. AmeriPride’s Enterprise Information Management (EIM) Story:
How data integration brought IT/Finance/HR together to accelerate business performance
Steven John
Aramark Uniform Services CIO
Curt Gray
Former AmeriPride CAO/CHRO
January 25th, 2019 – LEHRN Meeting

2. Quick Summary
Start with the End

3. …together accelerate business performance!
This is a Story about how the intersection of…
Technology
Process
People
Enterprise
Information
Management
dashboards
Operating
Priorities/Metrics
& 4 Disciplines
of Execution
‘Single
Voice’ and
Front-line
Leaders
…together accelerate business performance!

4. EIM: Business Performance Accelerater
The Enterprise Information Management (EIM) success formula:
Create one source of truth
Transform data into actionable insight
Transform data analysts into innovation leaders
Empower Single Voice Leaders
Drive business strategy and operating priorities
Lead and Lag measures predict, influence and measure success
Empower all levels of the organization with insight driving to action

5. Enterprise Information Management
Data-driven Business Decisions

6. Competitive Advantage
EIM: Purpose
The purpose of the Enterprise Information Management (EIM) project is to transform AmeriPride’s data into:
Trusted Insight and
Competitive Advantage
Family Slide (I am thinking about including it in the Board presentation as well)
Purpose: Show the “Why”
Story: Themes throughout the presentation:
Trust (our own data, each other, our customers trust us)
Insight (Data, Information, Knowledge, Insight)
Competitive Advantage (Get ahead or Fall behind)
Some of our competition has similar projects already in motion
EIM (Enterprise) – Not just IT, Finance, Marketing, Corporate – entire Enterprise
If we do it right it will touch everyone of our customers in a positive way

7. Fast & Powerful Insights
EIM: Defined
Enterprise
Information
Management
Single Source of Truth
Fast & Powerful Insights
Data-based Decision Making
Diagnose Performance Gaps
Story: (Turn puzzle into a build) Walk down the SSA Bullets and then build the puzzle ending with EIM – then shift to Anthony and the Corp Account Demo.

8. 2017 – Leadership Conference
April 11, 2019
EIM: Data to Action
Build
DATA
Information
Knowledge
Insight
ACTION
We are champions
What do champions do after achieving a goal?

9. Simplify, Standardize, and Automate
Necessary to Accelerate Execution of Business Strategies

10. Soft is Hard And Hard is Easy Automate Automation is not the challenge
Automation is the easiest part
Automation is not the challenge
Automation is a necessary investment
Automation provides a framework
Automation provides a fulcrum
Automation can be a trap…
Transition: I want to walk you through the EIM project in the context of Automate, Standardize, and Simplify. Because I think it shows why we are doing this project and how the work must be done.
Purpose: Show that Automate is the easy part of the project and can be, as it has been in the past, a trap when people think that technology is the silver bullet. When people try to solve the hard problems by simply laying technology on top of them expecting the problem to be solved – it never works.
Story: There is an old saying in Information Technology – Soft is Hard and Hard is Easy. The second half of the saying the “Hard is Easy” part is talking about technology - the software, and the servers – that is the easy part of the work to be done. The first part, the “Soft is Hard” part is refereeing to people, processes, politics, policy etc. – that is the hard work.
The Standardize and Simplify part of what we are doing is the Hard work – the more difficult path.
The worry is that we will only do the easy work – the Automation part of the project – the less difficult path.
Walk through the bullet points under Automation…

11. Simplification and Standardization
Soft is Hard
And
Hard is Easy
Simplification and Standardization
is the Hard Work
Level of Granularity
down to detail level of the data
Cultural Readiness must exist
to overcome non-standardization headwinds
Transition: This slide is moving us from talking about the “Easy” stuff (Automation) to talking about the “Hard” (Standardization and Simplification)
Story: Walk through the bullets. This is the difficult path. But the necessary one in order to achieve lasting and effective change. Necessary to create useful and actionable data. Necessary to create insight and Necessary to create a competitive advantage.

12. EIM: Levels of Granularity
A company-wide
common data source
Everyone works from the same blueprint
Know at a glance how you are doing via simplified visual interactions
Standard metrics
Actionable insights
No rock to hide under
Freedom to spend more time doing your job
Certified data, no assembly required
Any device, any time access
Company
Country
Market
Manager
Route
Note: the dashboards are for illustrative purposes only and do not contain actual data.

13. Overcoming Cultural Barriers
2016 Leadership Summit – Covey Great Leaders
April 11, 2019
Overcoming Cultural Barriers
Operations
[47 North American Plants]
Move from managing through many
Non-Standardization headwinds to
Standardization via
Priorities, EIM Dashboards,
Single Voice Leaders &
4DX process
We currently have 47 branches that are ready to execute and drive for growth, but a lack of standards and clear direction are still getting in the way. So what are we going to do that’s different?
We must ensure functional leadership/direction doesn’t get lost. Through standardization, we can align our team to be laser focused on the most important tasks to achieve our goals.
We will implement a single voice structure and aligned scorecards, so everyone is focused on the right things and the right tasks, as close to the customer as possible.

14. Field Priorities and Lead/Lag Measures
Aligned goals measured by Coaches & Players dashboards

15. 2016 Leadership Summit – Covey Great Leaders
April 11, 2019
2017 Field Priorities 1
Promotes clarity and focus 2
Helps us get out of the ‘whirlwind’ 3
Provides roadmap for execution 4
Keeps focus on the right tasks 5
Promotes collaboration and teamwork

16. 2016 Leadership Summit – Covey Great Leaders
April 11, 2019
Two Kinds of Measures
LAG MEASURES:
Show past performance
Appear too late for course correction
Most often written into the WIG
Easier to measure
OUTCOMES
LEAD MEASURES:
Predictive of future results
Influenceable weekly
Are connected with the 80/20 activities that drive results
More difficult to measure
ACTIVITIES
WIG = Wildly Important Goal

17. 2017 Field Priorities Dashboard
90.0% X
75.5% X
This is where every AmeriPride leader can, at a glance, see how we are going against our annual goals.
This dashboard also serves as a gateway to all of the more detailed dashboards that we live and lead by.
Note: the dashboards are for illustrative purposes only and do not contain actual data.

18. Service Team Weekly 4DX Calls
Example: 2017 Growth Priority Lead & Lag Measures
Priority
Growth
Route Sales
Loss Charge Improve
Focus eStore Leads
Route Referral Leads
Driven by
Service Team Weekly 4DX Calls
Service-Led Customer Development
Quit Rate
Pipeline
Seeding & Sampling
First Appoint-ments
Driven by
Sales Team
Weekly 4DX Calls
Sales-Led Customer Development
New Customer Installed Revenue
Lead Measures
Lag Measures

19. Single Voice Leaders & Covey 4DX
Driving The Plan, Alignment & Accelerating Execution

20. Single Voice Leadership (aka Functional leaders)
‘Single Voice Leaders’ Own the Plan
Sales
Service
Plant Ops
Planning
The Plan
Strategy
Execution
Evaluation
Implementation Planning
Single Voice Leadership
(aka Functional leaders)
Universal alignment on
“The Company Way”
Collective Leadership Feedback on ‘The Company Way’
Every leader’s feedback is needed on every step of of the Strategy, Planning and Execution process

21. 2016 Leadership Summit – Covey Great Leaders
April 11, 2019
The Four Disciplines of Execution (4DX) Model
Weekly 4DX Leadership Team WebEx Calls:
Sales
Service
Plant Ops
Led by Single Voice Leaders
Based on EIM dashboards
Discipline 3
KEEP A COMPELLING SCORECARD
Discipline 1
Discipline 2
Discipline 4
FOCUS ON THE WILDLY IMPORTANT
ACT ON THE LEAD MEASURES
CREATE A CADENCE OF ACCOUNTABILITY
Steve
❶ (Disciplines is the operative word here, as it reinforces that these things will have to be followed with consistency and accuracy.)
❷ As the loop indicates, they are not done once and forgotten. The results feed back into the system and impact future decisions.
❸ Weekly 4DX calls are the key to the success of this process.
Easy right? ● Not so fast

22. Single Voice Leader-led Weekly 4DX Calls
2016 Leadership Summit – Covey Great Leaders
April 11, 2019
Single Voice Leader-led Weekly 4DX Calls
Each Weekly Call Focuses on One Metric:
Customer
Visits
Each Service Manager presents his/her weekly performance against scoreboard metrics
Route
Rides
Customer
Contacts
Closure Time
Steve
❶ Describe weekly calls New to the rodeo is Service – September? Getting it legs under them.
❷ Weekly ½ hour WebEx meetings lead by CRC Customer Ops team with COMs and GMs
❸ 5-6 branches in each group 5 minutes per COM to update their progress
Overview of metrics:
Customer visits
Route Rides
Customer Contacts Closure Time
Progress on commitments from previous week
New commitment for coming week
Identification of issues that are inhibiting progress
Note: the dashboards are for illustrative purposes only and do not contain actual data.

23. …and one more important piece of context: Four Leadership Imperatives
Based on the Franklin Covey Great Leaders Model

24. Four Leadership Roles That Accelerate Performance
Today’s focus
has only been on:
Execution System Levers:
Clear Operating Priorities & Goals
Single Voice Leaders – ‘The Plan’
Lead/lag dashboards & data based decision support (EIM)
4 Disciplines of Execution (4DX) Process
This is all a Leader-led process; and there are 4 leadership imperatives or roles that will accelerate business performance:
A foundation of Values – especially trust
Value proposition & go-to-market
‘delivered services’
Clear vision and strategies
Synergies
Aligned Execution Systems:
Clear Priorities & Goals
Single Voice Leaders – ‘The Plan’
Lead/lag dashboards & data based decision support (EIM)
Covey 4DX Process
Covey Great Leaders (leaders as coach)
Performance management approach inclusive of rewards and recognition

25. Accelerating Business Performance - Success Levers
2016 Leadership Summit – Covey Great Leaders
April 11, 2019
Accelerating Business Performance - Success Levers + +
Single Voice Leaders
EIM Data & Tools
Covey 4DX Process
Operations
Sales
We will utilize the same levers which have proven to be success drivers for Sales:
Single Voice approach
Upgraded tools and information
4DX process that provides clear metrics (leads and lags), scoreboards and weekly accountability meetings
I am confident that we can continue to transform the organization and improve service and plant ops execution by using this model.

26. Summary
How data integration brought IT/Finance/HR together to accelerate business performance

27. EIM: Business Performance Accelerator
The Enterprise Information Management (EIM) success formula:
Create one source of truth
Transform data into actionable insight
Transform data analysts into innovation leaders
Empower Single Voice Leaders
Drive business strategy and operating priorities
Lead and Lag measures predict, influence and measure success
Empower all levels of the organization with insight driving to action

28. …together accelerate business performance!
This is a Story about how the intersection of… IT
Finance HR
Enterprise
Information
Management
dashboards
Operating
Priorities/Metrics
& 4 Disciplines
of Execution
‘Single
Voice’ and
Front-line
Leaders
technology & data
goals, metrics & process
people & culture
…together accelerate business performance!

29. Questions / discussion
Thank You!
Questions / discussion
Steven John
Aramark Uniform Services CIO M:
Curt Gray
Former AmeriPride CAO/CHRO M: