1. Taking Business Intelligence to the Next Level with Performance Management Timo Elliott Senior Director, Strategic Marketing Business Objects

2. Slide 2 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Enterprise Performance Management Laying the Foundations Getting Started Conclusion Topics

3. Slide 3 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Managing the Business, Not Just Understanding It Give me information I can trust Show me just what’s important Tell me what’s urgent or unusual Tell me where we’re going—give me information I can act on Organize data the way I think “BI”? 61% of business managers and executives say they make decisions on gut feel more than 50% of the time Business Week What do managers and executives want? Base: 675 US and European business executives and managers. Source: BusinessWeek Research Services

4. Slide 4 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Enterprise Performance Management The application of business intelligence, metrics, and methodologies to improve enterprise performance

5. Slide 5 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Enterprise Performance Management = Results “Measurement managed” companies consistently outperform their peers Source:American Management Association 0% 100% Perceived as an Industry leader over the past three years 20% 40% 60% 80% Percentage of Organizations 44% 74% 52% 83% 55% 97% Reported to be financially ranked in the top third of their industry Last major cultural or operational change judged to be very or moderately successful Measurement-Managed Organizations Non Measurement-Managed Organizations

6. Slide 6 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Dashboards—Key Performance Indicators Interaction with analytics — e.g. drill Automated alerting based on business rules Trends over time, comparisons between KPIs Content that is specific to a user’s role

7. Slide 7 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Scorecards—Connecting Goals, Metrics, People Prioritized lists of KPIs Collaboration around KPIs Comparisons against targets Recommended actions

8. Slide 8 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. EPM aligns and connects all users, and makes strategy everyone’s job Translate strategy into operational and process improvements Executive Management Scorecards, trends, exceptions, strategy maps Operations Management Dashboards, ad-hoc & guided analysis, collaboration Front Line Employees Reports, actions, and tasks EPM—Strategic Alignment for the Enterprise Continual process

9. Slide 9 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Example: From Metrics to Management Key metrics updated Incentives tied to process and measures Real time planning Ease of use Interactive Dashboards, summary reporting, and executive to line level Set goals Monitor progress

10. Slide 10 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Example: Connects Executive Metrics to Line Level Plant Level Line Level Executive targets feed Plant Productivity targets Plant targets feed Line Level targets Executive Level

11. Slide 11 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Enterprise Performance Management Laying the Foundations Getting Started Conclusion Topics

12. Slide 12 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. BI Standards SAP Marketing PeopleSoft Enterprise DW Budgeting Spreadsheets Approximately 70% of the costs of each BI project is ‘infrastructure’ Foundation for EPM

13. Slide 13 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Data Quality Nationality of user conference attendees Afghanistan United States Canada Europe Asia/Pac ?!

14. Slide 14 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Information Trust 43% of business managers and executives say they’re not sure if internal information is accurate Business Week Base: 675 US and European business executives and managers Source: BusinessWeek Research Services

15. Slide 15 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Lineage: Where Did That Number Come From? When was it last updated? How was it calculated? What is the original source?

16. Slide 16 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Information Trust Requires DI+BI integration and end-to-end metadata, Quality Controls Interpretation DW manager BI center manager Business users data integration Security Reports and analysis Semantic layer Operational systems INFORMATION ACCOUNTABILITY FRAMEWORK Duplicates Data profiling Impact analysis Security Privacy Usage tracking Meaning Lineage Consistency Single, Integrated System

17. Slide 17 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Triage Assessment and Entry Patient Registration Patient Status and Room Assigned Nurse Exam Indicator Changed Physician Examines Patient Physician Note Created Labs and/or X-rays are Ordered Lab Report(s) Returned via EDIM Physician Note Completed Prescription(s) Written Patient Referred for Follow-up Care Discharge Instructions Created Electronic Chart is Completed History File is Created Patient Arrives Physician Consults with Patient Patient Discharged Patient Leaves ED EDIM Reports Created/ Printed Alignment With Business Processes

18. Slide 18 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Emergency Medical Associates

19. Slide 19 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Leveraging Finance And Compliance “Accounting & Controlling is expected to provide a holistic business view by combining lagging & leading indicators. Hence only business intelligence services beyond traditional financial oriented reporting adds real value and becomes a must.” UBS business intelligence external internal lagging indicators leading indicators Infor- mation source Sales Manage- ment Controlling Accounting Strategic Analysis Business Manage- ment / HR Marketing Business Develop- ment expected business 2 2 Done business 3 3 potential business 1 1 Audited business 4 4

20. Slide 20 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. People are More Important than Technology InvestmentHistoricalDeterminant of Success People2%20% Process2%15% Organization2%10% Culture1%20% Leadership1%10% Data10%15% Technology82%10% “Information competency is the result of the people you have in place, the processes they follow, the culture of your firm, and many things other than technology” Don Peppers 85% of success determined by things OTHER than data and technology Source: Information Masters: Secrets of the Customer Race. John McKean

21. Slide 21 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Enterprise Performance Management Laying the Foundations Getting Started Conclusion Topics

22. Slide 22 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. HP: Using BI to Optimize IT Performance

23. Slide 23 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Dashboards—Get Started Now Step 1: Create a view-only prototype  Select the metrics that matter  Verify definitions with action-takers  Validate data sources and benchmarks Step 2: Make prototype actionable  Add thresholds and action-takers  Match refresh rates to the cycle of decision making  Institute review and feedback Step 3: Analyze and refine  Revisit thresholds  Add contextual analysis  Collaborate on problem solving Step 1 Days 1-30 Step 3 Days 30-90 Step 2 Days 15-45

24. Slide 24 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Enterprise Performance Management Laying the Foundations Getting Started Conclusion Topics

25. Slide 25 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. A Strategic Approach to Drive Performance Enterprise Performance Management EPM = Business Intelligence + Metrics + Methodology Business Intelligence connects all users  Reports, dashboards, scorecards, and customer analytics  Leverages your existing reporting and systems EPM requires business sponsorship  IT and business operations must be aligned Start small, think big and scale fast  Plan for enterprise deployment Measure the results  Improved returns from people, process, systems

26. Slide 26 Confidential and proprietary. Copyright © 2005 Business Objects S.A. All rights reserved. Thank You Timo Elliott Senior Director, Strategic Marketing Business Objects timo.elliott@businessobjects.com