Breakfast Seminar A: IBM Canada Ltd. Mining Growth with Business Analytics Tony Levy, Business Unit Executive, Business Analytics David Powell, Global Finance Lead – BAO Centre of Competence
Breakfast Seminar A:IBM Canada Ltd.
Mining Growth with Business Analytics
Tony Levy, Business Unit Executive, Business Analytics
David Powell, Global Finance Lead – BAO Centre of Competence
© 2012 IBM Corporation
Mining for Growth with Business Analytics
FEI Conference 2012 – St. John’sJune 7th, 2012
© 2012 IBM Corporation4
Tony Levy
David Powell F.C.A.
IBM Software GroupBusiness Analytics Software Global Solution Manager
IBM Global Business ServicesGlobal Finance Lead – BAO Center of Competence
Speakers
© 2012 IBM Corporation5
Today’s Discussion:
Why Analytics?
How do we advance Analytics?
Where do we start?
© 2012 IBM Corporation6
...fewer than 15%are confident that they get helpful information for making decisions about the future...
- CFO Executive Board, March 2012
Volatility, uncertainty & risk
“
”
© 2012 IBM Corporation7
CFOs are taking a more prominent role in enterprise decision making. Yet, many struggle to deliver business insight
CFOs have an advisory or decision making role on the enterprise agenda
Not satisfied with operational planning and forecasting analytical capability
Enterprises produce financial metrics manually
55% 40%70%
Source: 2010 IBM Global CFO Study
© 2012 IBM Corporation8
Value integrators invest in business insight and finance efficiency
Corporate philosophy of information standards
Standard Chart of Accounts
Standard processes
Standard data definitions
Operational planning and forecasting capability
Financetalent
development
Common planning platform
Source: 2010 IBM Global CFO Study
© 2012 IBM Corporation9
Business insight combines foresight with a reliable view of current and historical information
• What happened?
• How many, how often?• Where exactly is the problem?• Why is this happening?• What actions are needed?
• What will happen next? • What if these trends continue?• What are the potential
performance gaps?
• Balance sheet, profit and loss, and cash flow statements
• Revenue and cost variance analysis
• Customer, product and market profitability
• Spend optimization• Working capital analysis• Market, customer, & channel
pricing• Sales and supply chain
effectiveness
• Cash forecasting• Scenario-based planning and
forecasting• Strategic investment decision
support• Volatility and risk-based predictive
and behavioral modeling
Rear View Current View Forward-looking View
© 2012 IBM Corporation10
Value Integrators outperform
Value Integrators All other enterprises
Source: IBM Institute for Business Value, The Global CFO Study 2010 / Journey to a Value Integrator
Financial Outperformance
1 Year: 2009 to 20105 Years through 2010
7.8%
9.6%
10.8%
-0.7%
6.9%
8.9%
12 x better
39% better
21% better
EBITDA5-year CAGR, 2006-2010
Revenue5-year CAGR, 2006-2010
ROIC5-year average, 2006-2010
23.5%
8.4%9.9%
17.3%
6.6%8.1%
36% better
27% better
22% better
EBITDA1-year change, 2009-2010
Revenue1-year change, 2009-2010
ROIC2010
© 2012 IBM Corporation11
Today’s Discussion:
Why Analytics?
How do we advance Analytics?
Where do we start?
© 2012 IBM Corporation12
What do we mean by advancing Analytics?Company 1 - Industrial – Electronics, Global, Fortune 500• Process review/Finance Transformation project. • Chart of accounts (Corporate) updated• Associated data transformation• Common Financial Consolidation solution• Next - standards for budgets, forecasts and management reporting.• Business intelligence/dashboard reporting
Now well situated to embrace ‘Predictive analytics’ and build on the overall Finance transformation work • End to end this project took 3 – 4 years.
So where are they situated?
© 2012 IBM Corporation13
Value integrators invest in business insight and finance efficiency
Corporate philosophy of information standards
Standard Chart of Accounts
Standard processes
Standard data definitions
Operational planning and forecasting capability
Financetalent
development
Common planning platform
Source: 2010 IBM Global CFO Study
Company #1 (before project)
Where does your company rank?
© 2012 IBM Corporation14
Value integrators invest in business insight and finance efficiency
Corporate philosophy of information standards
Standard Chart of Accounts
Standard processes
Standard data definitions
Operational planning and forecasting capability
Financetalent
development
Common planning platform
Source: 2010 IBM Global CFO Study
Where does your company rank?
Company #1 (after project)
© 2012 IBM Corporation15
What do we mean by advancing Analytics?
Company 1 - Industrial – Electronics, Global, Fortune 500• Process review/Finance Transformation project. • Chart of accounts (Corporate) updated• Associated data transformation• Common Financial Consolidation solution• Next - standards for budgets, forecasts and management reporting.• Business intelligence/dashboard reporting
Now well situated to embrace ‘Predictive analytics’ and build on the overall Finance transformation work • End to end this project took 3 – 4 years.
So where are they situated? Becoming Value Integrators
© 2012 IBM Corporation16
What do we mean by advancing Analytics?
Company 2 – Diversified Conglomerate, Global.• Decentralized management philosophy. • Subsidiaries follow their own standards for systems, multiple GL’s. • Corporate ‘control’ via a standardized corporate chart of accounts. • Corporate uses Performance Management solutions – for example Controller,
TM1 and Cognos BI. No current use of SPSS/predictive. • Company is thinking about advanced analytics. Limitations – cross company
detailed data not easily comparable. • So where are they situated?
© 2012 IBM Corporation17
Value integrators invest in business insight and finance efficiency
Corporate philosophy of information standards
Standard Chart of Accounts
Standard processes
Standard data definitions
Operational planning and forecasting capability
Financetalent
development
Common planning platform
Source: 2010 IBM Global CFO Study
Company #2
Where does your company rank?Company #1 (after project)
© 2012 IBM Corporation18
What do we mean by advancing Analytics?
Company 2 – Diversified Conglomerate, Global.• Decentralized management philosophy. • Subsidiaries follow their own standards for systems, multiple GL’s. • Corporate ‘control’ via a standardized corporate chart of accounts. • Corporate uses Performance Management solutions – for example Controller,
TM1 and Cognos BI. No current use of SPSS/predictive. • Company is thinking about advanced analytics. Limitations – cross company
detailed data not easily comparable.
• So where are they situated? Disciplined Operators, starting to become Value Integrators.
© 2012 IBM Corporation19
What do we mean by advancing Analytics?Company 3 – Pharma, Global. • Implemented standard PM solutions at corporate, rolling out
globally. • Fragmented data in multiple data repositories• Have improved processes, still includes manual data manipulation and
spreadsheets• No common standards for lower level data. • Company is aware of gaps, and is planning to address. Likely a few years
before they’d ‘feel ready’ to embrace advanced analytics. • So where are they situated?
© 2012 IBM Corporation20
Value integrators invest in business insight and finance efficiency
Corporate philosophy of information standards
Standard Chart of Accounts
Standard processes
Standard data definitions
Operational planning and forecasting capability
Financetalent
development
Common planning platform
Source: 2010 IBM Global CFO Study
Company #3
Where does your company rank?
Company #2
Company #1 (after project)
© 2012 IBM Corporation21
What do we mean by advancing Analytics?
Company 3 – Pharma, Global. • Implemented standard PM solutions at corporate, rolling out
globally. • Fragmented data in multiple data repositories• Have improved processes, still includes manual data manipulation and
spreadsheets• No common standards for lower level data. • Company is aware of gaps, and is planning to address. Likely a few years
before they’d ‘feel ready’ to embrace advanced analytics.
• So where are they situated? Constrained Advisors, looking to grow into Disciplined Operators, and to become Value Integrators.
© 2012 IBM Corporation22
What do we mean by advancing Analytics?To summarize:
Each company has its own ‘position’, and different people will see the relative maturity levels in different ways. We’re looking at Financial data, but we could also apply similar thinking to Customer and Marketing data, and compare different parts of a company’s business with different benchmarks. See advanced analytics as a journey, that lets a company ‘advance’ its behavior and focus. When ready, a logical next step becomes to look into the power of predictive analytics and scenario modeling.In turn using time as an enabler in helping predict and impact future outcomes, with better business insight. Helping Finance move from scorekeeper to business partner.
© 2012 IBM Corporation23
What do we mean by advancing Analytics?
• Next we’d like to take you on a journey to show you the art of the possible.
• To give you some ideas as to how you can grow into or deeper into the ‘Value Integrator’ mindset.
• Analytics is a large area, so by focusing on an advanced solution, we can show how this is built up and how it can add significant business benefit.
• We’ll be looking at key metrics, reporting and scenario modeling, also introducing the power of predictive analytics.
© 2012 IBM Corporation24
IBM Smarter Analytics
CFO performance insight
© 2011 IBM Corporation24
© 2012 IBM Corporation25
Increase visibility, insight, and control over financial performance through predictive analytics
Solution overviewMeasure, monitor, and anticipate business performance with pre-configured solution that:• Uncovers temporal-causal relationships between
performance metrics using predictive analytics• Enables guided root-cause analysis and what-if analytics
through executive style dashboard
Solution benefits• Reliably measure and monitor business performance• Anticipate performance gaps, understand root cause and assess alternatives• Deliver more reliable business insight on a stronger foundation of trusted information
CFO Performance Insight
Cross-industry
How can I anticipate and shape the impact of financial decisions?
IBM Smarter Analytics CFO performance insight
© 2012 IBM Corporation2626
Temporal Causal Modeling
• Discover causal relationships
• Assess lead‐lag indicators• Examine strength of metrics relationships and degrees of separation
• Anticipate the momentum of metrics drivers
Predictive Analytics
Integrated Analytics• Identify performance gaps for critical KPIs• Analyze root causes guided by discovered causal relationships
• Assess the impact of alternatives scenarios• Enable effective decision making
Performance Measurement & Monitoring
IBM CFO performance insightHow it works
What‐if Analysis
Scenario Planning• Model multi‐dimensional business structures
• Evaluate the impact of alternative assumptions
• Immediately report on alternative scenarios
A pre‐configured reports, dashboards and planning models built on IBM Cognos and IBM SPSS software
Information Management FoundationData Warehouse
Data Integration
Source Systems – ERP, G/L, Legacy Systems
Advanced analytics increase visibility, insight and control over performance
© 2012 IBM Corporation27
Finance organizations that automate the production of metrics deliver stronger business insight
Business Insight AcceleratorsAutomate Production of
Operational Metrics
73%
57%
Financeorganizationswith strongbusinessinsight
All otherenterprises
FinancialMetrics
28% more
61%
43%
Financeorganizationswith strongbusinessinsight
All otherenterprises
OperationalMetrics
42% more
53%
35%
Financeorganizations withstrong business
insight
All other enterprises
51% more
Establish Non-Financial Data Standards
Automate Production of Financial Metrics
Source: 2010 IBM Global CFO Study
© 2012 IBM Corporation28
IBM CFO performance insightFinance scorecard “quadrants”
Financial Management Operational Revenue Management
Are we performing to shareholder expectations?
Are we driving revenue growth effectively?
Operational Expense Management
Capital Management
Are we managing operational expenses effectively?
Are we managing fixed and working capital effectively to increase future revenue and expense management capabilities?
Embedding Risk Management in the Quadrants
Are we managing the risks of sustaining this performance?
© 2012 IBM Corporation29
IBM CFO performance insightFinance scorecard metrics – 19 KPI’s
Financial Management Operational Revenue Management
EBITDANet IncomeROICOperating Profit (% of Sales)
Gross SalesAvg. Sales Value/UnitPrice RealizationMarket Share
Operational Expense Management
Capital Management
SG&A %Gross MarginMaterial Cost (% of Sales)Distribution cost (% of Sales)Headcount
Capital EfficiencyQuick RatioDays Sales Outstanding (DSO)Days Payables Days in InventoryBad Debt Write-Off
© 2012 IBM Corporation30
Metrics coverage of value drivers:19 KPIs & 5 KRIs
Performance metricsRisk indicators
Enhance Total Shareholder
Value
GrowRevenues
ImproveMargins
Use CapitalMore Effectively
Channels
Customers
Products/Services
Pricing
Total Delivered Cost
Sales & Marketing Spending Efficiency
General & Administrative Costs
Fixed Capital
Working Capital
Markets
ROIC
EBITDA
Net Income
Capital Efficiency
Inventories
A/R
A/PDSO
Days Inventory
DPO
SG&A %
Gross Sales
Operating Profit % of Sales
Gross Margin
Order Backlog
Market/Selling Price Realization
Customer Turnover
Market Share
Capacity Utilization
Labor
Materials
Production Efficiency
Material Cost %
Headcount (FTE)
Average Sales Value/Unit
Dist Efficiency Dist Cost %Warranty Expense
Trouble tickets
Bad DebtQuick Ratio
© 2012 IBM Corporation31
Are we looking at the right metrics?
Leading vsLagging
Internal vs External
Lagging
External
Leading
Internal
• Order backlog
• Gross sales• Gross margin
• EBITDA• Net Income
• Market share
• Trouble tickets
• Customer turnover
© 2012 IBM Corporation32
Is the refresh rate right?
Materiality
Variability
Low
High
High Frequent
Infrequent
Low
Less frequent or by exception
Less frequent
© 2012 IBM Corporation33
IBM CFO performance insightExecutive dashboard
© 2012 IBM Corporation34
Executive Dashboard
Traffic light indicators
Company Logo
Report List
Financial reports
Executive dashboard
Link to ERP Web Interface
“What-if” analysis
Metric trending
Actual vs Budget vs Forecast
Risk Status indicators
Predictive Analytics
© 2012 IBM Corporation35
Executive Dashboard
Traffic light indicators
Company Logo
Report List
Financial reports
Executive dashboard
Link to ERP Web Interface
“What-if” analysis
Metric trending
Actual vs Budget vs Forecast
Risk Status indicators
Predictive Analytics
© 2012 IBM Corporation36
Standard GL/AR/AP reports
© 2012 IBM Corporation37
Standard financial reports
© 2012 IBM Corporation38
Standard management reports
© 2012 IBM Corporation39
Executive Dashboard
Traffic light indicators
Company Logo
Report List
Financial reports
Executive dashboard
Link to ERP Web Interface
“What-if” analysis
Metric trending
Actual vs Budget vs Forecast
Risk Status indicators
Predictive Analytics
© 2012 IBM Corporation40
Impact diagrams aid root-cause analysis
© 2012 IBM Corporation41
Executive Dashboard
Traffic light indicators
Company Logo
Report List
Financial reports
Executive dashboard
Link to ERP Web Interface
“What-if” analysis
Metric trending
Actual vs Budget vs Forecast
Risk Status indicators
Predictive Analytics
© 2012 IBM Corporation42
Key Risk Indicators provide early warnings to potential weaknesses
© 2012 IBM Corporation43
Value Integrators implement a common reporting platform to a greater extent
Technology: Applications Rationalization
85%65%65%
46%
Common reportingplatform
Value Integrator Disciplined Operator Constrained Advisor Scorekeeper
Source: 2010 IBM Global CFO Study
© 2012 IBM Corporation44
Value Integrators implement a common planning platform to a greater extent
Technology: Applications Rationalization
79%46%
65%27%
Commonplanningplatform
Value Integrator Disciplined Operator Constrained Advisor Scorekeeper
Source: 2010 IBM Global CFO Study
© 2012 IBM Corporation45
Forecasts help anticipate performance gaps
Actual vs Budget vs Forecast Rolling Horizons
© 2012 IBM Corporation46
Are we measuring the reliability?
TARGET ACTUAL
Average Net Error (Bias) <1% 0.8%
Average Gross Error (Variation)+/- 5% <14%
Is this forecast biased?
Is there too much variation?
7.4%
2.0%
6.9%
1.3%2.6%
9.0%
12.8%
10.1%
2.2%
-13.7%
-7.7%
-5.1% -5.6%
-11.8%
-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
April
May
June
July
Aug
ust
Sep
t
Oct
Nov
Dec
Jan-
06
Feb-
06
Mar
-06
Apr
-06
May
-06
Source: “Future Ready” (Wiley)
forecast
negative errors
positive errors
© 2012 IBM Corporation47
Advancing analytical capabilities: Improve the Value Integrator’s effectiveness against the #1 CFO agenda priority
Evolution of Analytics and ValueIntegrator’s Effectiveness in
Providing inputs into Enterprise Strategy
ANALYTICAL CAPABILITY
E F
F E
C T
I V
E N
E S
S*
OperationalPlanning andForecasting
ScenarioPlanning
PredictiveAnalytics
+65%
+75%+89%
* Percent more effective than baseline (Scorekeepers)
Source: 2010 IBM Global CFO Study
© 2012 IBM Corporation48
Executive Dashboard
Traffic light indicators
Company Logo
Report List
Financial reports
Executive dashboard
Link to ERP Web Interface
“What-if” analysis
Metric trending
Actual vs Budget vs Forecast
Risk Status indicators
Predictive Analytics
© 2012 IBM Corporation49
Temporal causal modeling: discover causal relationships between drivers and KPIs
Proprietary algorithms developed by IBM Watson Research Center, that answer the following:Which metrics have the most impact on my performance?
• Use historical data to discover those metrics that have the strongest impact on selected business objectives, directly or indirectly
• Use historical data to evaluate the strength of user-specified metric relationships
How do these metrics interact with each other?• Use historical data to discover significant causal relationships
among metrics: time lag between metrics, strength, degrees of separation.
What is driving my performance?• Use identified causal relationships to automatically discover the
metric values driving observed performance If nothing else changes, what will my future performance be?
• Use causal-temporal model to project future performance based on historical data
Temporal Causal Modeling
• Discover causal relationships
• Assess lead‐lag indicators• Examine strength of metrics relationships and degrees of separation
• Anticipate the momentum of metrics drivers
Predictive Analytics
© 2012 IBM Corporation50
Automatically discover causal lead-lag relationships among business metrics
Width of the edges represent strength of the relationships
Lags represent the temporal cause-effect duration between the metrics
Selection of business dimensions for enterprise hierarchical analysis
Filter to select user specified degrees of separation relative to the selected metric
Filter to select user specified time horizon for analysis
Filter to select user specified strengths for the relationship
Positive vs negative correlations are displayed as solid vs dashed lines
© 2012 IBM Corporation51
Move from current period (Sep ’11) –to Nov ‘11
© 2012 IBM Corporation52
Intuitive visualization enables insights into large scale networks
The impacted and impacting relationships are organized in well defined categories based on the strengths of the relationships
Sparklines displaying trends in metrics with current, lowest and highest values
Positive vs negative correlations are displayed as solid vs dashed lines
The selected metric is on the right and the Impacted and impacting metrics are on the left
© 2012 IBM Corporation53
Intuitive visualization enables insights into large scale networks
The selected metric represents the core. Impacted and impacting metrics are on the circumference
The impacted and impacting relationships are organized in well defined categories based on the strengths of the relationships
The height of the bar represents the degrees of separation from the selected metric. The numeric at the top represents the lag
Positive vs negative correlations are displayed as solid vs dashed lines
© 2012 IBM Corporation54
Executive Dashboard
Traffic light indicators
Company Logo
Report List
Financial reports
Executive dashboard
Link to ERP Web Interface
“What-if” analysis
Metric trending
Actual vs Budget vs Forecast
Risk Status indicators
Predictive Analytics
© 2012 IBM Corporation55
Integrated what-if analysis: Provides an in-depth view on impact of alternative business forecast assumptions, all on a single page view
© 2012 IBM Corporation56
Change DSO for Nov & Dec from 78.92 and 82.47 DSO to 35.00 and 35.00
© 2012 IBM Corporation57
© 2012 IBM Corporation58
Today’s Discussion:
Why Analytics?
How do we advance Analytics?
Where do we start?
© 2012 IBM Corporation59
“Where do I start”?
In order to start on a journey, 2 things are needed:• Start point – Where are you today?• Destination – Where do you want to be tomorrow? • Once you establish this, all that is needed is to agree the path to get there.
© 2012 IBM Corporation60 60
Analytics: The New Path to ValueMIT Sloan Management Review IBM Institute of Business ValueOctober 2010
Five Recommendations to put Analytics into practice
4
5
Focus on the biggest and highest value opportunities
Develop an Information Agenda to plan for the future
Build an information foundation while bringing
in new capabilities
Embed insights to drive actions and deliver value
Start with questions, not with data
1
3
2
© 2012 IBM Corporation61
#1 Focus on the biggest and highest value opportunities:Identify Key Pain Points
Limited visibility, insight and control over the key drivers of financial and operational performance.Inability to anticipate performance gaps with enough lead time to assess alternatives and enable effective decision makingLimited ability to deliver strong business insight from trusted sources Lack of timely, reliable reporting and analysis Finance organizations struggling to use information more effectively and efficiently in decision making
“
While measuring and monitoring performance is most often cited as their top priority, over 40% of CFOs rate themselves as ineffective
- 2010 IBM Global CFO study
© 2012 IBM Corporation62
A typical Business Value Accelerator (BVA) is a short engagement to frame the analytics opportunity and define a program of action
DATA COLLECTION & SYNTHESIS (4-6 Weeks)
“As-is” vs. “to-be”Cost and value driversBaseline models Internal benchmarksRoot causes for gaps
ANALYSIS & RECOMMENDATIONS (4-6 Weeks)
Opportunities with range of savings / returnEnablers and dependenciesTransformation roadmap with prioritization Readiness for changeFinal report and presentation to sponsors
Business Value Accelerator - Approach Business Value Accelerator - Benefits
Fast Start – BVAs enable rapid deployment, outcomes driven by the business, and are based on actual client insights and data
Strengthened Trust: Confidence is built throughout BVA engagements
Business Knowledge: BVA increases chances of success and relevancy of the solution to the business
© 2012 IBM Corporation63
#2 “Where do I start”? Start with questions, not with data
• Think about your industry, your customers, your competitors, your company.• How do you compare?
How close am I to being a Value Integrator? How far along this track are my competitors?
• What are best practices? • What resources do I need?
What capabilities, availability do we have internally?What external help is available?
• How much will it cost?• What’s the cost of NOT doing this?• Can I benchmark where my Company is?• Where does it hurt the most? (What are my pain points?)
© 2012 IBM Corporation64
Examples of Best Practices for Performance Management
Total Cost of the planning and management accounting function per $1,000 USD Revenue
Personnel cost (incl. benefits) of the planning and management accounting function per $1,000 USD Revenue
Systems cost of the planning and management accounting function per $100,000 USD Revenue
Total cost of the process “perform planning/budgeting/ forecasting” per $1,000 USD Revenue
Cycle Time to complete the financial forecast
Cycle (days) to complete annual budget cycle
Number of FTE’s for the planning and management accounting function per $1 billion USD Revenue
All companies
Entity count Median Benchmark
122 $2.33 $1.19
188 $1.62 $0.77
133 $10.34 $4.95
215 $0.79 $0.37
462 11.00 5.00
1066 50.00 28.00
598 17.92 7.09
© 2012 IBM Corporation65
Quickly pilot a pre-configured performance dashboard
Assess Gap & Identify ValueOpportunity
EstablishSolution
Approach
Implement& Deploy
PM Diagnostic (GBS BAO)
IBM Cognos Optimization BVA (GBS BAO)
FPM Business Value Assessment (BA SW)
CFO Performance Dashboard
Improve efficiency and effectiveness of performance management cycle based on strong metrics framework
Optimizing value of existing IBM Cognos software investments
Business value opportunity assessment for BA SW in Finance
#3 Embed insights to drive actions and deliver valueCFO Performance Insight combines software and services to generate business insight
© 2012 IBM Corporation6666
Temporal Causal Modeling
• Discover causal relationships
• Assess lead‐lag indicators• Examine strength of metrics relationships and degrees of separation
• Anticipate the momentum of metrics drivers
Predictive Analytics
Integrated Analytics• Identify performance gaps for critical KPIs• Analyze root causes guided by discovered causal relationships
• Assess the impact of alternatives scenarios• Enable effective decision making
Performance Measurement & Monitoring
#4 Build an information foundation while bringing in new capabilitiesIBM CFO performance insight: how it works
What‐if Analysis
Scenario Planning• Model multi‐dimensional business structures
• Evaluate the impact of alternative assumptions
• Immediately report on alternative scenarios
A pre‐configured reports, dashboards and planning models built on IBM Cognos and IBM SPSS software
Information Management FoundationData Warehouse
Data Integration
Source Systems – ERP, G/L, Legacy Systems
Advanced analytics increase visibility, insight and control over performance
© 2012 IBM Corporation67
#5 Develop an Information Agenda to plan for the futureValue integrators invest in business insight and finance efficiency
Corporate philosophy of information standards
Standard Chart of Accounts
Standard processes
Standard data definitions
Operational planning and forecasting capability
Financetalent
development
Common planning platform
Source: 2010 IBM Global CFO Study
© 2012 IBM Corporation68
IBM advantage
$16B for 30 acquisitions since 2005More than 10,000 technical professionals9,000 consultants delivering IBM analytics solutionsPower7: workload optimized analytic processingSmart Analytics cloudComprehensive, heterogeneous Big Data platform for the EnterpriseWorld’s largest math department in private industryFirst-of-a-kind breakthrough innovations including IBM WatsonNumber 1 in patent ranking for 19 years and nearly 600 analytics patents / year More than 27,000 Business Partner certifications
© 2012 IBM Corporation69
CFO Performance Insight: Solution Support - Canada
David Pratt – BAO BIPM Leader (Eastern Time Zone) [email protected]
Matt Pakula – Business Development Manager – Advanced Analytics (Eastern Time Zone) [email protected]
David Powell – BAO Global Finance Lead (Eastern Time Zone) [email protected]
Tony Levy – BA SW Global Solution Manager (Central Time Zone)[email protected]
© 2012 IBM Corporation70
Feedback forms / prize
Please complete FEEDBACK formsEach form completed will receive an IBM Golf Kit.
Please visit us in our IBM booth and ask about our complimentary workshop for qualified CFO’s.
© 2012 IBM Corporation71
A smarter planet is built on Smarter Analytics
© 2012 IBM Corporation72
© 2012 IBM Corporation73
IBM Corporation 2012• IBM, the IBM logo, ibm.com, Cognos, and the planet icon are trademarks or registered trademarks of International
Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with the appropriate symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml.
• Other company, product, and service names may be trademarks or service marks of others.• References in this publication to IBM products or services do not imply that IBM intends to make them available in all
countries in which IBM operates.
Trademarks and notes