1. IBM Cognos Business Intelligence and Performance Management
Yoav Joffe
Cognos Sales Specialist, IBM SWG Israel
NOTES to PRESENTER:
About this Presentation
This presentation provides a 25-minute general purpose overview of IBM Cognos. The script is your guideline of the key messages to drive home on each slide.
Audience
New to Cognos
Know Cognos and need an update on changes to IBM Cognos
All business functions, IT, Finance, Operations
Objectives
Communicate Business and Technical value of IBM Cognos
Harmonize product, solutions and services messaging (umbrella overview)
Connect prospects’ buying agendas to products and services
Differentiate IBM Cognos from Oracle, Microsoft, and SAP OR from other enterprise solutions and ERP platforms Note: Will incorporate messages when complete
Place Cognos in context of IOD message
SCRIPT
Thank you all for joining us this morning. My name is XXX, and I have the pleasure of providing you with an overview of Cognos – who we are, what we do and how it applies to you.
We all have different management responsibilities. Sales pipeline. Production volume and inventory levels. Reducing system complexity. Risk exposure. Budgets and plans. Leveraging existing investments in applications, platforms and security systems. Retaining your best customers. However, we all have one thing in common: Whatever it is that keeps you up at night, you need to know with certainty what’s going on with your part of the business and what you need to do about it so that you can optimize performance.
Optimizing business performance is the common denominator for all of us.
Technology and information have become so important to how companies operate that even small changes can dramatically affect many areas of the business. IT needs to make sure that the systems it employs deliver information that matters to users so they can make better decisions. And it isn’t just the power users any more. Front line managers, financial analysts, knowledge workers, executives – they all need access the right information and IT needs to enable them.

2. Optimizing Performance
Decision Making
Information
How does Cognos help with improving the performance of an organization? As you know, there are many different factors that affect performance. But one factor stands out as the most critical – and the most fluid. That critical factor is the decision making that happens at every level, in every function, in every region of your organization.
Every one of those decisions is based on the information people have on hand. If that information is on target and reliable, timely and easy to consume, better decisions result. Information that is inaccessible or incomplete, late or inaccurate has a direct and negative impact on decision making, and ultimately, business performance. 2 2

3. IBM Cognos: The Experts in Performance Management
Acquired by IBM in Feb 08
Global coverage
23,000 customers in 135 countries
Strong channel network 3,000 partners
Exclusive focus on BI and Performance Management - pioneered over 17 years ago
Cognos Vision: To deliver dramatic improvements in business performance through software and solutions
Let’s start with an update on Cognos as some of you may be new to us.
Cognos was acquired by IBM in February 2008 to support IBM’s Information On Demand strategy. The combination of Cognos and IBM addresses customers demands for complete solutions, not piece parts, to enable real-time decision-making to people across an organization.
What Cognos brings is an exclusive focus on BI and Performance Management
Pioneered 17 years ago
Global coverage
23,000+ customers in 135+ countries
80% of Fortune 1000 use Cognos
Strong channel network: 3,000+ partners
Cognos employees – a competitive advantage
3,500+ employees
880+ strong R&D team
1,900+ customer-facing field force
All those resources are exclusively focused on getting decision makers the information they need to drive their performance. What is the information that drives performance? 3 3

4. Competitive Advantage Faster Processing, Reduced Costs
New Initiatives Increasingly Focused on Optimization Organizations Striving for Competitive Advantage
Business Optimization Growth
2X Times Faster
than Business Automation
$594B in 2008
5.1% CGR
$117B in 2008
11.1% CGR
Business
Optimization
Business
Automation
Competitive Advantage
Over the past 10 years, technology spending on transactional work was more than six times greater than spending on tacit work (work related to more complex interactions requiring a higher level of judgment)*
Tacit work now accounts for 70 percent of all new jobs, and has grown to now represent more than 40 percent of total employment, and is even higher in some industries, such as financial services*
Competitive advantage is harder to sustain when based solely on gains in productivity and cost efficiency in transaction work*
For these reasons, after 20 years focused on automation to run the business, investing in an application agenda to reduce costs and drive faster processing times, companies have now accelerated their focus on optimization to drive innovation and competitive advantage, which will be driven through an information agenda
Gartner Comment
Optimization goes beyond extensions to operational applications to enabling managerial and planning processes
Ability to incorporate BI directly into process enables greater pervasiveness that tying into a single app
Information
Agenda
Financial
Risk Insight
Dynamic Demand Planning
Customer
Profitability
ERP &
Financials
Supply Chain
Management
Call Center
Applications
Application
Agenda
Faster Processing, Reduced Costs

5. IBM with Cognos Addresses the Key Business Optimization Challenge – Unlocking the Value of Information
Customers need to establish trusted, accurate information from data and content silos
Customers need ability to leverage this information more effectively and generate the insights required to better serve customers, transform their business processes and make better decisions, faster – in other words, to optimize their business
Unfortunately, information continues to be a challenge for most organizations
47% of users don’t have confidence in their information*
59% of managers miss Information they should have used*
42% of managers use wrong information at least once a week*
47% of users
don’t have
confidence
in their information
59% of managers
miss
information
they should have used
42% of managers
use wrong
information
at least once a week
AIIM & Accenture Surveys, 2007

6. Performance Management Answers three important questions that drive better performance
Financial Management
How are we doing?
Why?
What should we be doing?
Performance
Revenue
Expense
Decision makers throughout the organization that contribute to these Performance Areas, need capabilities so they can find answers to three basic questions that drive performance.
They need to be able to measure and monitor their business and share current status. That allows them to find answers to the question, “How are we doing?”
They need to be able To dig down and determine why the situation is what it is, you need the capabilities of Reporting and Analyzing to make sense of what has happened. That gives decision makers the ability to look at historic data and understand trends, to look at anomalies, to understand why?
Planning is the lynchpin between the two. Planning takes the understanding of what’s going on and sets a forward-looking view of the business, which you measure and monitor against actual performance. Planning answers the question: What should we be doing?
These integrated capabilities allow you to find answers to the fundamental questions that drive performance. These are the questions that enable you to respond to changes happening in your business and make decisions that effectively drive your organization’s performance. Every decision maker is thinking about finding answers to these questions everyday. It’s a fundamental cycle of thinking. Not having the answers to any one of these questions leaves a gap.
HERE IS A TYPICAL EXAMPLE TO ILLUSTRATE THIS FLOW OF DECISION-MAKING: Quarterly revenue results came in 20% down from last year…..what do you do about it? A sales executive asked for some reports to tell her/him, “why did we miss our number? Did one region fall down? Are there some common competitive losses? Did the marketing campaign miss the mark? She/He is basically working from the outside of the circle in towards the center……Once she/he is armed with the reports and analysis, she/he will typically try to adjust the plan going forward, and then she/he will want to monitor progress against that plan. This is an iterative cycle that naturally flows from one question to the other.
Asset Management

7. Performance Management is Relevant Across the Enterprise
Finance
Sales
Operations
How are we doing?
Scorecards and Dashboards
Why?
Reporting & Analytics
Marketing
Performance Management is relevant in every functional area of an organization in every industry. Whether it’s a top down corporate performance management initiative or a department-led operational performance initiative IBM and Cognos can enable businesses to optimize their performance.
What should we be doing?
Planning, Forecasting and Budgeting
Customer Service
Human Resources
IT/Systems

8. Scorecard or dashboard shows On Time Shipments below plan
How are we doing?
How are we doing?
Decision makers need the ability to measure and monitor the business and share current status.
Here is an example of a scorecard. You can see that On-Time Customer Shipments - an important measure to retaining customers – is status red and trending downward. This company’s target was to have 100 percent of shipments to customers arrive on time. The scorecard is showing us that only 89 percent achieved that. The 11 percent variance is a red-flag, telling us that this key performance indicator is in need of investigation and attention.
Scorecard or dashboard shows On Time Shipments below plan 8

9. Report shows production bottleneck due to Material Shortage
How are we doing?
How are we doing?
Why?
To dig down and determine why the situation is what it is, decision makers need the ability to report and analyze the business so they understand the history, context and trends.
When we drill through to a report from the scorecard, we drill through in context. This report shows that a shortage in materials is causing a production bottleneck and contributing to late shipments to our customers.
Report shows production bottleneck due to Material Shortage

10. How are we doing?
How are we doing?
Why?
What should we be doing?
Now that we know the issue, the next logical question is “What should we do about it?” In this example we drill through directly to the plant production plan. Form here we can easily reallocate and adjust production to remove the production bottleneck. Removing the bottleneck will correct production delays and restore customer shipments to an on-time status. And, of course, we can use our scorecard to check on this going forward.
Demand Volume is reviewed and Plant Production Plan is adjusted to remove bottleneck 10

11. How Answers are Often Found
How are we doing?
INTERNAL DATA
EXTERNAL DATA
How are we doing?
ERP HR
RETAIL
AC NEILSON
TBS/DLB
CRM
CMO
Why?
MARKETING
Why?
What should we be doing?
Because we work with so many organizations, we have unique visibility into how information needs are actually addressed in organizations around the world. The reality is that in many of the organizations we work with, finding answers to “How are we doing?” is done manually.
For example, the Chief Marketing Officer asks her analyst for an update on penetration in a new market segment. At the same time, her director is also manually assembling a scorecard based on different versions of the same numbers. They will likely make slightly different assumptions, use different calculations and maybe even different definitions of things like customer and revenue.
Finding answers to “Why?” is usually accomplished with tools like Business Intelligence. The major issue with BI in organizations is that the tools have been implemented in an ad hoc fashion, both regionally and in different functions. As a result, many organizations are finding answers to “Why?” through a patchwork of different applications and tools.
The result for business users is having to work with different software interfaces, comparing disparate time periods and having to deal with gaps in the information. Understandably, there is a lack of confidence in the numbers.
When it comes to answering “What should we be doing?” multitudes of individually created spreadsheets are the most commonly used approach. Commonly known as “spreadsheet hell”, this is the reality of how most organizations determine what they should be doing and make decisions about allocating resources to initiatives. The problem is that there is no way to systematically back up individual spreadsheets. There is no way to track them, no security, no audit ability, and they are difficult to maintain. These are high-stake risks to take when answering an agenda-setting question of such an importance to the business.
Pulling together the information in this way is not only cumbersome and time consuming, but it often results in people sitting down in a meeting and spending the majority of the time talking about where the numbers came from as opposed to what to do about them. This approach slows down and confuses the decision- making processes that drive performance.
What should we be doing? 11

12. Performance Platform Universal Capabilities Performance Solutions
A System for Performance Management
Performance Platform
Universal Capabilities
Performance Solutions
Performance Platform
Universal Capabilities
Performance Solutions
Our conviction is that you need a system to enable these processes. A system that provides decision makers throughout the organization with the information they need to understand, oversee and drive the business. A system that enables organizations to standardize for a consistent view of information across the organization at a cost that’s reasonable to achieve.
The System has three core sections:
An enterprise-class platform
Universal capabilities
Solutions that you can use to make your initiatives faster and more successful. Let’s look at each of these system elements 12 12 12

13. Performance Platform
Performance Platform 13 13 13

14. The Performance Platform
Foundation for BI and Performance Management
Purpose-built Web Services- based SOA
Easily adapts now and in the future
All data; accessible and optimized for use
Complete, consistent view of information in business terms
Enterprise-class deployment and management
The Performance Platform is an enterprise-class platform that provides the technical underpinning of the system. The Platform is architected from the ground up as a single, modern, open, web services, services-oriented platform. The platform sits on top of whatever existing infrastructure you have already invested in. It provides one single solution for your Business Intelligence and Performance Management requirements.
It enables you to extend performance management into existing processes and applications; to leverage and extend investments in networks, platforms, operating systems, data sources and skill sets. It enables IT to scale to address a growing number of users, large data volumes and increased application requirements, and it can be easily deployed and managed as it scales.
Open Enterprise-class Platform: Provides IT cost-effective scale to meet growing user demands 14 14 14

15. Universal Capabilities
Performance Platform
Universal Capabilities
Reporting and Analysis
Scorecards and Dashboards
Planning, Budgeting, Forecasting
Flexible access to information
Web, Search, Mobile, Office
Let’s turn to the capabilities layer. This is the layer that delivers targeted information to decision-makers in the organization whenever and wherever they need it. These capabilities enable people across the organization to have the information they need to actually impact performance, regardless of where individuals sit.
They enable decision makers to set a forward view of the business and allocate resources with planning, budgeting and forecasting. You can measure and monitor those plans against actuals with scorecards and dashboards. You can see the impact on your product lines, your customer segments with reporting and analysis. And all user communities receive and interact with relevant information how, when and where it’s needed – anywhere they can open a browser, through search engines, on their BlackBerries, or though Word, Excel or PowerPoint.
Provide Business Users the Information They Need How, When and Where They Need It 15 15 15

16. Broad Range of BI Capabilities
Reporting
Provides full breadth of report types
Delivers consistent information across all types of report output
Can be personalized and targeted
Enables collaboration across users, communities and with IT
Provides access via , portal, MS-Office, search and mobile devices etc
Starting with answering the question “How are we doing?” with dashboards and scorecarding.
Dashboards provide highly visual at-a-glance views of information to ensure executives and business managers can quickly focus on the areas of performance that need attention and action. They help monitor the business. For example, are sales trending up or down, am I maintaining my margin?
Scorecarding provides comparison of performance against a benchmark, a threshold or a target the organization has set as an objective - and helps align decisions and tactics to those strategic initiatives. They help measure the business. For example, are actuals exceeding forecast, is my margin within acceptable range of target
With dashboards and scorecarding, the business can gain a good understanding to answer the question “how are we doing?’
Analysis
Provides guided exploration across multiple dimensions of information
Performs complex analysis and scenario modeling easily and quickly
Gets to the “why” behind trends to reveal symptoms and causes
Moves from summary level to detail levels of information effortlessly
IBM Confidential

17. Broad Range of BI Capabilities
Dashboards
Provides at-a-glance, high impact views of complex information
Helps quick focus on issues that need attention and action
Are highly visual and intuitive
Combines information across disparate sources
Starting with answering the question “How are we doing?” with dashboards and scorecarding.
Dashboards provide highly visual at-a-glance views of information to ensure executives and business managers can quickly focus on the areas of performance that need attention and action. They help monitor the business. For example, are sales trending up or down, am I maintaining my margin?
Scorecarding provides comparison of performance against a benchmark, a threshold or a target the organization has set as an objective - and helps align decisions and tactics to those strategic initiatives. They help measure the business. For example, are actuals exceeding forecast, is my margin within acceptable range of target
With dashboards and scorecarding, the business can gain a good understanding to answer the question “how are we doing?’
Scorecards
Provides instant measurement relative to targets and benchmarks
Aligns decisions and tactics with strategic initiatives
Supports scorecarding methodologies
Ensures ownership and accountability 17
IBM Confidential

18. Information Needs Vary by User
EXECUTIVE
At-a-glance view of operational and financial performance
FINANCIAL & BUSINESS ANALYST
BUSINESS MANAGER
Free to explore and analyze data from multiple sources
Fast access to relevant information to make better operational decisions
So which users benefit from Business Intelligence? Well, with IBM Cognos BI, users across the organization and at every level in the organization can receive information how, when and where they need it to make faster, better and more aligned decisions.
Every user can have access to all the capabilities, and often you will find typical characteristics by role in the organization what business users need to access their information. Executives want at-a-glance views to data structured and presented in a way they can quickly assess the state of the business and see where to focus their attention. Similarly business managers want quick views of their scope of information with the added ability to dive into more detail to take action, whereas financial and business analysts want the freedom to explore and see fresh perspectives without being constrained by pre-formatted reports built by IT.
Employees, and more casual users want simple reports arriving on a scheduled basis at the frequency they need to review or take action, and the ability to personalize what is important to receive and when. And customers and partners, whose tolerance for any training or complexity is very low, want information easily accessible to manage their relationship with the organization.
In this way, BI must satisfy a multitude of different information needs, from summary to detail, from sales, to finance, to inventory to hr data, and also a diverse set of interaction needs from simple viewing of key metrics, to highly formatted reports like invoices, to self-serve drag and drop of information onto a page for exploration. So that in this way, each user is satisfied with the information they want, and each user has the features and functions necessarily to do their job – and yet no more.
In many organizations, this complexity and diverse demands have often been satisfied by a number of point solutions. With IBM Cognos BI all these needs across the user communities can be delivered with our solution ensuring everyone can work and collaborate from a consistent set of data, and IT has less moving parts to deploy, manage and maintain.
CUSTOMER & PARTNERS
Secure access to information over the web with no training
CASUAL USERS
Receive scheduled, personalized content and subscribe to most relevant to their role

19. Cognos 8 Go! Mobile

20. Universal Capabilities Performance Solutions
Blueprints
Pre-built data, process and policy models based on best practices
Financial Consolidation
Close the books, consolidate results, report out with confidence
Analytic Applications
Education
Professional Services
Support
Partner Ecosystem
Solutions of packaged know-how and expertise enable you to quickly address business and technical challenges. Cognos and its partners have taken know-how from the best performance management initiatives from around the world and distilled it into head-starts, proven practices, services, blueprints and applications. You can use these accelerators to avoid common pitfalls and get your solutions running quickly and successfully.
Solutions like ….
Our blueprints. These are best practice-based data policy and process models designed to speed up software deployments and drive a faster ROI.
IBM Cognos 8 Controller, that provides Finance organizations with unmatched capabilities for managing the close, consolidation and reporting process
Competency centers, that centralize knowledge and best practices across regions, divisions and functions to better manage and support deployments.
Cognos Innovation Center for Performance Management, a forum and resource center for Cognos customers and partners. It brings together technology experts, finance professionals and industry thought leaders to promote proven techniques, technologies and best practices in performance management.
IBM Cognos pre-packaged analytic applications that deliver faster time to value by providing pre-packaged content for executives, managers business analysts and specialists
And we have the right support, education and services offerings to give you the technical resources to plan, implement and improve your solutions.
Finally, a core part of IBM Cognos is our partner community. Our partners provide products, services and technology expertise that help you improve and direct your performance. Through our partners, we are able to meet your distinctive needs in purchasing, deploying and servicing your performance management solutions.
This System for performance management puts information into the hands of everyone throughout the organization. It enables pervasive Performance Management. Our customers tell us this is important. They’ve found that it’s no longer about satisfying the needs of one department or team. It’s about being able to scale to meet the needs of decision-makers across departments and teams so they can combine and coordinate their decision-making to drive better performance.
Accelerate Your Time To Success 20 20 20

21. Applying the System to Financial Performance Management (FPM)
Financial Analytics and Reporting
Analyze and optimize performance
Enterprise Planning
Plan, forecast and control enterprise resources
Financial Consolidation and Scorecarding
Monitor strategy and report with confidence
Performance Solutions
Universal Capabilities
The system can be applied to operations and finance. We believe the ultimate value for Finance is to automate and enable the finance-specific processes. They must have the ability to:
Measure, analyze and optimize performance with Financial analytics and reporting
Plan, forecast and control enterprise resources with enterprise planning
Close the books, consolidate results, report to external stakeholders with confidence with financial consolidation and scorecarding
Performance Platform 21 21 21

23. Industry solutions based on proven practices that accelerate customer success
Risk-adjusted profitability
Branch Performance…
Municipal Performance Management
Program objective memorandum for defence…
PHARMA
Sales and operational planning
Trade promotion management
Supply chain visibility…
Store operations planning
Retail financial workbench
Store development…
Sample allocation
Clinical trial forecasting…
BANKING
GOVERNMENT
MANUFACTURING
RETAIL
Operational excellence for underwriting & claims
Product Performance….
INSURANCE
Solutions like risk-adjusted profitability and branch performance management for Banking,
Operational excellence for underwriting and claims for Insurance,
Store operations planning for Retail
Supply chain visibility for Manufacturing
Clinical trial forecasting for Pharmaceuticals, and
Municipal performance management for Government
These solutions have been designed for your specific industry to address the issues important to you. In fact….. 23 23

24. Start Anywhere and Get Value at Each Step
Departmental BI Applications
Driver-Based Planning
Coordinated Decision Making
So, where do you start? Well, as we pointed out at the beginning of the presentation, we all have different roles and responsibilities; different burning platforms when it comes to performance management. The good news is that with this system, you can start wherever you need to.
Whether you apply the system to operational or to financial performance, it’s designed to be implemented incrementally. That means you can start where the need is greatest and get value at every step of the way.
Some organizations we work with start in a single department with Business Intelligence, providing their decision makers with reporting or analysis capabilities. From there, they often add planning capabilities. After establishing targets for resource allocations, they add in a scorecard so the have a snap-shot view of actual performance against expectations. Let me tell you about one of our customers who used this incremental approach to improving business performance.
<<BUILD slide>> 24 24 24

25. Performance Management is top of Mind Gartner: 2008 CIO Agenda
This is a recent survey of top CIO priorities. As you can see BI is the number one agenda for the third straight year.
Gartner EXP “Gartner: Making the Difference - The 2008 CIO Agenda”, Mark P. McDonald Tina Nunno Dave Aron, January 2008

26. Two journeys towards Performance Management success

27. Start Anywhere and Get Value at Each Step HSBC
Coordinated Decision Making
Driver-Based Planning
Departmental BI Applications
Coordinated Decision Making
HSBC is one example among thousands.
HSBC is one of the world’s largest banking and financial services organizations with 10,000 offices and 76 countries around the world and they have been consistently forward thinking in terms of using technology. By investing in IBM Cognos, HSBC was able to:
Increase the timeliness of information and unite systems and processes for a full view of activity and results
Link users together in a closed –looped system of decision making to take action; and,
Streamline their compliance and risk management.
The result: they reduced reporting time from seven weeks to only seven seconds and saved the time equivalent of 90 full time employees that previously were dedicated to manual data input and aggregation.
Based on our work with customers like HSBC we have developed industry-specific solutions for many industries. 27 27 27

28. Finding consistent answers to three critical questions
Finance
Operations
Human Resources
IT/Systems
Customer Service
Marketing
Sales
Product Development
Finance
Operations
Human Resources
IT/Systems
Customer Service
Marketing
Sales
Product Development
Finding consistent answers to three critical questions
How are we doing?
Why?
What should we be doing?
One integrated platform for decision making
To recap, Cognos can help your organization manage its performance by using one integrated platform for decision making. One system that ensures the right information gets into the hands of the right people across the entire organization. Being able to have fast, reliable answers to your performance questions…
How are we doing?
Why?
What should we be doing?
…will have a profound impact on how you are able to control performance results across a function, a department, or the entire enterprise so that you can optimize your business. 28 28

29. How does Cognos fit within IBM?
Cognos was recently purchased by IBM and I’d like to let you know how the synergies between the two organizations acted as the catalyst for the acquisition. 29

30. The IBM and Cognos Advantage: Performance Management with Information You Can Trust
Financial
Risk Insight
Workforce
Optimization
Dynamic
Supply Chain
Better Business
Outcomes
Customer & Product
Profitability
Multi-Channel
Marketing
Business Optimization
Plan, understand and optimize business performance
Establish and maintain an accurate, trusted view of information
Cognos is a segment within the Information On Demand division of IBM. The information on demand team is focused on the 4 key things that organizations require to unlock the business value of information.
<Build Slide>
Organizations need the ability to manage data and content over its lifecycle to reduce the costs associated with managing information, provide controlled accessibility, and address retention and compliance requirements
They must also be able to use data and content as part of the individual business processes and applications across the enterprise, optimizing the performance of applications and improving decision making…these first two requirements are addressed by data and content management capabilities.
3) Organizations then need to establish an accurate, trusted view of information across these different processes and applications. This allows them to drive more consistent information across the enterprise and support analytic and other requirements to use information coming from different sources, whether it’s delivering a single view of customers, products, revenue, etc…And they need a “flexible” architecture that can leverage all of their existing investments. Accurate, trusted information is established through information integration, data warehousing and master data management.
4) With the acquisition of Cognos, IBM can now provide customers with the ability to leverage that trusted information to build their plans, understand how their business is performing, and focus on optimizing performance across the enterprise.
These combined capabilities mean you can optimize your business in every area from Customer and Product Profitability to Multi-Channel Marketing, to achieve better business outcomes.
Other
Information
Sources
Manage data and content over its lifetime and as part of processes 30

31. “...Blend the Cognos portfolio with IBM's
Leading Capabilities…
“...Blend the Cognos portfolio with IBM's
data integration, data quality, data warehouse, content management, text mining & other offerings, & there's no more extensive information management portfolio available, period…”
2008 Editor’s Choice Awards
Intelligent Enterprise Magazine
The combined solution is so well regarded that it recently was awarded the Editor’s Choice Award by Intelligent Enterprise Magazine. 31 31

32. Continued support for heterogeneous environments
Data sources, applications
Focus on innovation not integration
Broadest and deepest Performance Management coverage and expertise
IBM Cognos has a long history of support for open, heterogeneous environments so that you can leverage all your investments to optimize your performance. We focus on getting the business what it needs instead of simply presenting data from the transactions out. Our focus is squarely on innovating to deliver the real-world solutions that make the difference to your organization.
Finally, we have the broadest and deepest coverage and expertise for Performance Management both technically and professionally. Our investments have resulted in a rich set of industry-leading experts on technology, process and business consulting to result in the successful implementation and adoption of your performance management initiatives. 32 32

33. Closing slide to be included in all external presentations.
© Copyright IBM Corporation All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Cognos, the Cognos logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.