1. THE FOLLOWING IS INTENDED TO OUTLINE OUR GENERAL PRODUCT DIRECTION. IT IS INTENDED
FOR INFORMATION PURPOSES ONLY, AND MAY NOT BE INCORPORATED INTO ANY CONTRACT.
IT IS NOT A COMMITMENT TO DELIVER ANY MATERIAL, CODE, OR FUNCTIONALITY, AND SHOULD
NOT BE RELIED UPON IN MAKING PURCHASING DECISION. THE DEVELOPMENT, RELEASE, AND
TIMING OF ANY FEATURES OR FUNCTIONALITY DESCRIBED FOR ORACLE'S PRODUCTS REMAINS
AT THE SOLE DISCRETION OF ORACLE.
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

2. <Insert Picture Here>
Management Excellence
Frank Buytendijk
Vice President and Fellow, Oracle Enterprise Performance Management
Visiting Fellow, Cranfield University School of Management
Author of ―Performance Leadership‖, McGraw-Hill, September 2008

3. Management Excellence:
The Next Competitive Edge
Smart – Deep Insight
– Decisive Action
Agile
Competitive
Aligned – Across the
Advantage
extended enterprise
MANAGEMENT EXCELLENCE
Cost – Lean and Mean
Quality – Six Sigma, TQM
Speed – Real-time, JIT
OPERATIONAL EXCELLENCE
Time
Copyright © 2007, Oracle and/or its affiliates All rights reserved. - Internal Use Only
2008, and / or its affiliates. All rights reserved.

4. Strategy to Success: Oracle’s Framework
for Achieving Management Excellence
Traditional Performance Management
SMART
AGILE
ALIGNED
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

5. Integrating Key Management Processes
Oracle EPM System
EXTERNAL REPORTING
FINANCIAL MODELING
PREDICTIVE MODELING
INTEGRATED BUSINESS PLANNING
PROFITABILITY & COST MANAGEMENT
SCORECARDING
MONITORING, ANALYSIS & REPORTING
FINANCIAL REPORTING
BI REPORTING TOOLS & APPLICATIONS
OLAP
DATA QUALITY, DATA INTEGRATION & MASTER DATA
APPLICATION & METADATA MANAGEMENT
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

6. Scenario 1: You Develop a New Product
Identify Bridge Align corp Maximize Continue
contributions conflicting strategy with stakeholder stakeholder
requirements requirements stakeholders value dialogue
Investigate Match with Define port-
Assess Invest/
market resources, folio and
potential divest
dynamics assets, goals position
Set Decide on
Create Create Assess
aspirational business
scenarios strategies Risks
goals model
Agree on
Align Allocate Experiment
planning Commit
cross-LOB resources continuously
framework
Continuously Perform Identify
Benchmark
monitor root-cause improvement Reforecast
performance
variances analysis opportunities
Extract Transform Determine Moderate
Share
data data presentation dialogue
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

7. Scenario 2: Your competitor launches a
superior product
Identify Bridge Align corp Maximize Continue
contributions conflicting strategy with stakeholder stakeholder
requirements requirements stakeholders value dialogue
1 Investigate Match with Define port-
M&A
Assess Invest/
market resources, folio and
OEM
potential divest
dynamics assets, goals position
Set Decide on
Create Create Assess
aspirational business
scenarios strategies Risks
goals model
Agree on
Align Allocate Experiment
planning Commit
cross-LOB resources continuously
framework
Continuously Perform Identify
Benchmark
monitor root-cause improvement Reforecast
performance
2
variances analysis opportunities
Extract Transform Determine Moderate
Share
data data presentation dialogue
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

8. Scenario 3: Process interruption
Identify Bridge Align corp Maximize Continue
contributions conflicting strategy with stakeholder stakeholder
requirements requirements stakeholders value dialogue
Investigate Match with Define port-
Assess Invest/
market resources, folio and
potential divest
dynamics assets, goals position
2 Set Decide on
Create Create Assess
aspirational business
scenarios strategies Risks
goals model
Agree on
SOLVE
Align Allocate Experiment
planning Commit
cross-LOB resources continuously
framework
1 Continuously Perform Identify
Benchmark
monitor root-cause improvement Reforecast
performance
variances analysis opportunities
Extract Transform Determine Moderate
Share
data data presentation dialogue
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

9. Excellence in Market intelligence
1
Lack of insight in sales performance Time-consuming manual effort to pull
2
in many countries and segments. market data from only 5 countries
Fragmented competitive insight.
Implemented Oracle BI to automate
3
data acquisition, reporting and
analysis processes.
More detailed analyses of the company’s and competitors’
4 sales across 32 countries —broken down not only by
model but by sales channel, fuel type, chassis type, etc.
Optimized analysis of trends in its business worldwide and among its competition
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

10. Cash Flow Crisis
New growth strategy
1
based on acquisitions
2 Cash flow imbalance
Rating agency drops
3 credit rating to below
investment level
Company implements
4
HSF for liquidity planning
5
Improved
Rating agency improve
6 accuracy
credit rating
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

11. World-Class Fast Close
World-class financial
1
processes
2
First to report
Setting the &
3 competitive
Communicating dates
benchmark
two years out
4
5
Stakeholder
confidence
Shareholder value
premium
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

12. Recession Makes Demand Drop
Recession hits
1 the market
Significant
2 drop in
product demand
Adjust
3 planning
Shorten
4 working week
Seek financial
5 government aid
Survive
Acquire
6 channel partners
7
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

13. 7 Imperatives In An Economic Downturn
• Enforce transparency, end protecting data. Make sure top
management as well as work floor immediately get all relevant
information, don’t wait for monthly and weekly reports
• Monitor crucial information on a daily basis – Collect Cash,
Scrutinize Expenses
• Throw away your old plans – throw away your new plans. Identify
key operational drivers and forecast operational and financial results
continuously
• Spot the profit. Focus spending and investing on profitable activities
• Divest wisely. Don’t only model the cost savings, but also the
revenue impact
• Embrace your stakeholders. Weather the crisis together, share
information and save costs by value chain integration.
• … Do these 6 things in concert. Align operational, financial and
strategic activities in a framework of management processes
Copyright © 2007, Oracle and/or its affiliates All rights reserved.

14. Further Reading
http://www.oracle.com/epm
Management Excellence White Papers:
• How Tomorrow's Leaders Will Get Ahead
• The Metrics Reloaded
• From Strategy to Success
• Techniques and Technologies
Profit Online Podcast
• Beyond Competitive Advantage:
EPM and Management Excellence
Publications
• Journal of Management Excellence,
Issue 1, 2, 3 and 4
Copyright © 2007, Oracle and/or its affiliates All rights reserved.