Advanced Analytics Driving the Business at Procter Gamble

Guy Peri • 20 September, 2011

P&G

Harnessing the Power of Real-Time Information Helping P&G make better, faster decisions.

Age

nda

The Challenge

1

2

4

3 Going Digital

About P&G/GBS

Business Intelligence at P&G

P&G at a Glance

• Countries of Operations 80

• Countries Where Our Brands Are Sold 180

• Consumers Served by Our Brands 4.4 B

• FY 2011 Net Sales $82.6 B

P&G Corporate Video

• Among the world’s best-known household names

• Represent 90% of P&G sales, more than 90% of profits

• Includes 24 billion-dollar brands

50 Leadership Brands

Touching and Improving More

Consumers’ Lives in More Parts of the World…More

Completely

P&

G’s

Pu

rpose

-Inspir

ed

Gro

wth

Str

ate

gy

GBS is one of the 4 Pillars of P&G.

global business services

market development organizations

corporate functions

global business

units

P&G Corporate Video

Savings AND Quality Service

Scale AND Agility

Innovation AND Operational Excellence

Delivering the AND

Age

nda

The Challenge

1

2

4

3 Going Digital

About P&G/GBS

Business Intelligence at P&G

2003 2010 Index

Net Sales Billions $43.33 $82.6 190

Net Earning Billions $5.19 $11.8 227

Billion Dollar Brands 13 24 184

The Challenge… the Environment is Changing

Historic trend analysis and

forecasting

Standardized reporting

Data visualization

Analytics applied within

business processes

Simulations and scenario

development

Clustering and

segmentation

Regression analysis, discrete

choice modeling and

mathematical optimization

What Matters is Changing

Historic trend analysis

and forecasting

Standardized reporting

Data visualization

Simulations and

scenario development

Analytics applied within

business processes

Regression analysis,

discrete choice modeling

and mathematical

optimization

Clustering and

segmentation

Historic trend analysis and

forecasting

Standardized reporting

Data visualization

Analytics applied within

business processes

Simulations and scenario

development

Clustering and

segmentation

Regression analysis, discrete

choice modeling and

mathematical optimization

What Matters is Changing

Digitize

Visualize

Simulate

The

Beginning

of the

Journey

Digitize - Video Collaboration

Easy Collaboration – $4 return for each $1 spent

De

cis

ion

Co

ck

pit

s

Visualize - Decision Cockpits example

Raw

Da

ta

Faster – Better

business decisions

Speed to Market – Millions saved Sim

ula

te -

Virtu

aliz

atio

n

Age

nda

The Challenge

1

2

4

3 Going Digital

About P&G/GBS

Business Intelligence at P&G

Going Digital Focus Areas

Digital

Value Chain Digital Organization

Digital Business

Intelligence

Digital Business

Capabilities

Standardize systems,

processes + information

Automate to eliminate non- value added

touches

Accelerate decision

making via real time

information

Going Digital - Our Approach

To create an environment that is

Real-Time.

Size of the Prize

15-65% Cut in Process

Cycle Time

20% Increase in Productivity

700% Increase

in Real-Time Data

Amplifies P&G’s Core Strengths

• Improve our Consumer Understanding by allowing us to forge

deeper, more meaningful one-on-one relationships.

• Strengthen our Brand Building strategies.

• Accelerate our Innovation abilities, transforming the way we do

business.

• Speed the time it takes for us to Go-to-Market, simplifying and

streamlining processes from molecule to shelf

• Digitizing and simplifying processes that allow us to Scale across

categories, brands and markets, faster, better and more efficiently.

Digital - Touch and Improve Lives

• Consumers by being with them every step of their lives offering the right product at the right price.

• Employees by providing the digital tools and education to help them work at their best

• Customers by providing improved inventory ability, best in class analytics and the products their shoppers want.

• Partners by working more seamlessly together.

• Shareholders

How to Win – Business Processes

Retail

Execution

Market Strategy

Planning

Business Planning

Initiative Management Portfolio & Master Planning Brand Building Go to Market

Human Capital Management

Operational

Execution

Talent

Management

Organization

Management

Culture

Management

Communication

Management

Holistic Brand

Communication

Brand

Management

Strategic Business

Planning

Annual Business

Planning

Steering the

Business

Strategic

Revenue

Management

Operational

Planning

SIMPL & E2E IM

Initiative Design

& Qualification

Initiative Launch

& Leverage

Portfolio

Management

Master Planning

GBU Master Data

Management MDO Master Data

Management

• 26 –Business

Processes

• 15 –Business

Processes

• 6–Business

Processes

• 31–Business

Processes

• 15–Business

Processes

Workspace Design

& Management

Collaboration

Age

nda

The Challenge

1

2

4

3 Going Digital

About P&G/GBS

Business Intelligence at P&G

Harness the power of real time business intelligence to win with more consumers, in more parts of the world, more completely.

Digital Business Intelligence uses real-time data to help P&G make

better, faster decisions, using a forward-looking approach to manage

by exceptions, and anticipate needs in the future.

Business Intelligence Strategies

2 Prolific BI Delivery

3 Real-time

Information

1 Sufficiency/ Operations

Business Sufficiency 1 • Creates a strategic analytic model to bring together previously silo’d data

• Allow analysts/business leaders to make unexpected / business relevant

connections, forward looking projections, and manage by critical business exceptions

• Highly visual/immersive environment (Business Sphere) and scalable cockpits.

Leadership Focus is on How to drive our business.

• Top 50 Sufficiency

• GBU Sufficiency

• Channel Sufficiency

• Supply Chain Sufficiency

• MDO Sufficiency

• Customer Sufficiency

• Organization Sufficiency

Raw Materials/Mfg Transport Distribution Retailers Shoppers

1st FMOT

Consumer Use

2nd FMOT

Prolific BI Delivery 2

Personal Computer

BI User

Business Sphere

Decision Cockpit

Mobile Tools

Continuous BI

One Truth,

Real Time

TIBCO Spotfire Partnership

Business Sphere 2

Over next 3-5 years: moving from

5% of IT community to 20%.

Focus on providing business

insight through unexpected

connections.

Business Analysts

BI

Operational

Activities

Initiative

Mgmt

Analytics /

Insights

BI

Operational

Activities scaled

with Partners

Initiative

Mgmt

Analytics /

Insights

Last 5 Years Next 5 Years

4x increase in analytic capability

Focus on Providing Insights to Drive Real Time Business 3

BI Innovation

Solutions Approach 3 Embedded BI Analysts

Fast Cycle design with

Sr. Management

Dedicated

Project Management

Capability Building

BI University,

Competency, Partners

Break through

Delivery Method

Real Time Information

Architecture Culture Change

What to Remember The importance of…

• We have a unique opportunity to digitize and simplify our

organization.

• We need to move beyond traditional IT (data and systems) to

analysis and insights.

• As IT professionals we have an opportunity to make it happen.

Transforming the way business is done.