Change Adapt Strategy Execution 18-Dec-2008 Project Team © 2008 Oracle Corporation – Proprietary and Confidential.

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Change Adapt Strategy Execution

18-Dec-2008Project Team

© 2008 Oracle Corporation – Proprietary and Confidential

© 2008 CASE Corporation – Proprietary and Confidential -2-

APAC Case Team

• Team Leader – Lu tao• Mike Su• Keith IP• Sun Cheng Yue• Joyce Li• Joe Coppom• George Wang• Stephen Lau• Henry Ong

Sponsored by Robin/Pip


Agenda

• Issues

• Impact Analysis

• Core Value

• Strategy

• Execution Plan

• Q&A


Issues Impacting our Business

Issues Challenges Business Impact1. Customers

Competitve Dynamics Wrong battle field Incorrect competition strategyEmerging Competitors Win % decreased More lose deals affecting target achievement

Losing Market Share lost >5% Affect future growthPoaching Customers Low customer satisfication Decreased return business

2. PeopleClarity Issue (Confused) No effective xLOB collaborations Affect business performance

Low Moral Losing talent Cannot sustain businessUnsatisfied Performance Company not moving forward Overall business momentum disrupted

3. Business EthicsEthics Breached Not comply to SOX Potential law suit

Rumor Spreading Gossip affecting morale Cannot achieve quotaFuture Compliance Bad corporate image Lost of brand costing lost of customers

4. StructureConfused No clear 3C Operation haltedLow Moral Losing talent Business cannot scale

Not Aligned LOB Inefficient Cannot achieve quota

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VISION 2010. PLAN FY08.Purpose, Vision, Values & Goals

RESPECT

CASE will have an enduring impact on global progress by empowering people through

innovation delivering knowledge without boundaries

CORE VALUES

PURPOSE

CUSTOMER CENTRICITY

INNOVATION

TRUST

INTEGRITY

VALUE CREATING ORGANISATION

Be the Be the #1 Business Software Company in Company in

Asia PacificAsia Pacific

by by FY10

VISION

Become the undisputed Software leader in Asia Pacific

GOALS

Eclipse Microsoft, IBM & SAP as the most admired brand in Asia Pacific

Become Asia Pacific’s most respected Information company


1. Business Growth1. Business Growth

2. Customer Satisfaction

2. Customer Satisfaction

3. Ethics & Business Compliance

3. Ethics & Business Compliance

4. Employee Development & Organizational Effectiveness

4. Employee Development & Organizational Effectiveness

Strategy &

Execution

Strategy &

Execution

CASE APAC Vision & GoalCASE APAC Vision & Goal


Risk Factor Analysis

Risk Factor Score(13)

Success Zone

Project Team Capability (2)•Respected team•High capability & Motivation

Work Effort (4)• Up to 30% extra work•Perceive impact high

Magnitude (1)•Involved single division•Consistent with/may enhance current culture

CommitmentLeadership Sponsor (1)•Very visibly committedEmployee (3)•People split in half in support of change

Behavior change (1)•No new process or technology•Minor behavior change

Course Correction (1)•Clear milestones


Execution Plan Issues Key Actions Tools / Resource1. Customers

Competitve Dynamics Competitive Analysis Oracle Competitive IntelligenceEmerging Competitors Competitive Analysis Oracle Competitive Intelligence

Losing Market Share GTMi OneSource & Resarch AnalystsPoaching Customers Key customer visits Battle/Account Plan & Town Hall meetings

2. PeopleClarity Issue (Confused) Define structure & implement change Business analyst & Risk Factor

Low Moral

Empower Talent Development Team to come up with plan on People Development Talent Model, J RAP, SMART

Unsatisfied Performance Identify low performers PIP

3. Business EthicsEthics Breached Work with HR & IA teams HR & IA

Rumor SpreadingOpen communication with the affected team

Future Compliance Business ethics training Corporate Compliance Program

4. StructureConfused Define structure & implement change Business analyst & Risk Factor

Low Moral

Empower Talent Development Team to come up with plan on People Development Talent Model, J RAP, SMART

Not Aligned LOB Enhance business model

Legend30 Days60 Days90 Days


Empower Team Talent Development

APAC HR Top 5 Challenges

• Building leadership capabilities• Acquiring key talent• Retaining key talent• Raising workforce productivity• Measuring contribution of human

capital

Pulse Survey

Per SMT requirement in our all hands meeting, we addressed Pulse Survey for all employee and got the final result. We should have to use Talent model to get rating the performance & potential

CASE Priorities• Capability

• Sales readiness/Leadership• Technical (product) /Customer orientation

• Performance management to provide superior outcomes

• Identification and development flexible Talent pool to meet future business requirements

CASE Talent Model• Dynamic Talent Model• Job Readiness Tools

How do we keep the best Talent• Promotion or New Assignment• Skill Development or EI• Change Job Scope


Strengthen Business Ethics

• Strictly manage the compliance and improve business ethics• Ethics & Compliance policy, refer to:

http://my.oracle.com/portal/page/myo/global/APAC_HR/Tab5716908?schema=php

• The policies will be incorporated in all employee performance management KPI

• Mandatory Compliance Education Program• All employee must complete following core mandatory trainings every 2 years

• Data Privacy Awareness Training

• Ethics and Business Conduct Training

• Sexual Harassment Awareness Training

• Online Training

• Conflicts of Interest

• Foreign Corrupt Practices Act

• Protecting Confidential Information

• Dealing with the Government

• Insider Trading Training

• Secure Coding Practices


Current Revenue and Growth

GC

ANZMY

SG

IN

KR

AnnualGrowth

Rate

1.0

0.5

0.010M 20M0

Current Revenue USDRelative size = Potential Market Share

With Special Arrangement


MRD CMU FSI GEH

ANZ ANZ ANZ ANZ

GC GC GC GC

ASEAN ASEAN ASEAN ASEAN

India India India India

Korea Korea Korea Korea

Le

ga

l

Bu

sin

es

s Pra

ctic

e

Fin

an

ce

Tech Sales Structure

Corporate Standard

© 2008 CASE Corporation – Proprietary and Confidential -13-© 2008 Oracle Corporation – Proprietary and Confidential (INTERNAL ONLY)

FY09 CASE Project Key Milestones Q3

(Jan) FY09

Q3 (Jan) FY09

Q3 (Dec) FY09

•Dec 20th - ANNOUNCEMENT•Dec 22th – APAC Sales Webcast

Q3 (Dec) FY09

• Jan 4th - 10th Progress Review

• Dec 27-29th – APAC All Hands Meeting•


© 2008 CASE Corporation – Proprietary and Confidential -15- – 15 –

Q&A


Collateral Web Sites

• HR Website• http://hr.us.oracle.com

• Ethics & Compliance• http://my.oracle.com/portal/page/myo/global/APAC_HR/

Tab5716908?schema=php


Risk Mitigation

• Work effort (4)• Mitigation plan

• Get input from people affected• Reduce un-necessary reports

• Commitment – Employee (3)• Mitigation plan

• Town hall conference to explain the essence of change• Clear organization structure re-alignment and

communication

Change Adapt Strategy Execution 18-Dec-2008 Project Team © 2008 Oracle Corporation – Proprietary and Confidential.

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