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A CFO Playbook A CFO Playbook Transforming Your Transforming Your Business to Manage Business to Manage Disruptive Innovation: Disruptive Innovation: A CFO Playbook A CFO Playbook Doug Doug Kehring Kehring SVP, Corporate Development SVP, Corporate Development and Strategic Planning and Strategic Planning

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Page 1: TransformingYourTransformingYour ... · $1,3 $1,5 $1,9 $2,1 $2,6 $2,6 $3,1 $4,2 $4,5. ... Analytics and business intelligence IT Security Enterprise resource planning Customer relationship

                      

                    

                      

A CFO PlaybookA CFO Playbook

Transforming YourTransforming Your Business to ManageBusiness to Manage Disruptive Innovation:Disruptive Innovation: A CFO PlaybookA CFO Playbook DougDoug KehringKehring SVP, Corporate DevelopmentSVP, Corporate Development and Strategic Planningand Strategic Planning

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Safe Harbor Statement

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. Therelied 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.

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Oracle Corporation

INNOVATION

• Founded in 1977 • $37.2B USD in LTM revenue and 117,000 employees 

• #1 in 50 product/industry categories • $50B+ USD on >100 acquisitions

• $24B USD invested in R&D since 2004

• 34,000 developers and engineers • 15mm Oracle community developers

• 390,000 customers in 145 countries

SCALE

$1,3 $1,5 $1,9 $2,1

$2,6 $2,6 $3,1

$4,3 $4,2 $4,5

FY'04 FY'05 FY'06 FY'07 FY'08 FY'09 FY'10 FY'11 FY'12 FY'13

* Non­GAAP basis.

ANNUAL R&D INVESTMENT*

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12,0%$6,0

R&DSpendas

LastFiscalYe

ofRevenue

rR&DSpend

Top Tech Companies by R&D Investment

12,1%

16,0%

20,0%

24,0%

$8,0

$10,0

$12,0

% of Revenue

ar R&D

Spend

R&D Spend As % of Revenue

$4,5

0,0%

4,0%

8,0%

12,0%

$0,0

$2,0

$4,0

$6,0

R&D

Spend

as

%

Last Fiscal Yea

Note: $’s in USD billions. Non­GAAP basis. * Excludes impact of sale of handset business to Microsoft.

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   ,      

      

“Sooner or later, your company will probably need to transform itself in response to market shifts, groundbreaking technologies ortechnologies, or disruptive startups.”

­ HBR, December 2012

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   Computing Computing Computing Source SOAApplications

Technology Innovation Cycles of the Past

Mainframe Client­Server Internet Open Grid Computing, Computing Computing Computing Source SOA Applications

1970s 1980s 1990s 2000s mid­2000s

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Companies that Have Fallen Into the Innovation Chasm

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Current Disruptive Technology Innovations Transforming How Companies Innovate and Create Value

CLOUD SERVICES

$200+ billion in cloud services revenue by 2015

MOBILE

$1+ trillion in mobile

ecommerce revenue by 2017

BIG DATA

$17+ billion in Big Data revenue by

2015

THE INTERNET OF THINGS

$290+ billion in Machine­to­

Machine revenue by 2017

SOCIAL BUSINESS

$29+ billion in social media

revenue by 2015

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FINANCIAL

Impact of Innovations on Business Models Transforming Entire Industries

RETAIL HEALTHCARE FINANCIAL

COMMUNICATIONS MANUFACTURING RETAIL HEALTHCARE SERVICES

COMMUNICATIONS

Investments in M2M intelligent devices that are wirelessly enabled

are poised to exponentially expand the number of

computing devices

MANUFACTURING

Neelie Kroes announced EU

directive to “make it way easier to use and re­use public data with lower charges” and help stop wasting money

trying to fight diseases

New models such as peer­to­peer lending and payments are challenging

traditional banks to innovate their businesses

The internet now influences over 50% of retail

sales and requires entirely new approaches to

customer experience management

Manufacturing is being

revolutionized via the marriage of software and

hardware to work seamlessly and in

ways never imagined

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better than traditionalrowth throu h

How Will You Manage Disruptive Innovation?

To thrive in the future, create new paths to growth through

IIIINNOVATE YOURNNOVATE YOURBUSINESSBUSINESS

NNOVATE YOURNNOVATE YOUR BUSINESSBUSINESS

2

To survive today’s challenges, identify what you can still do

STRENGTHENSTRENGTHENYOURYOUR CORECORESTRENGTHENSTRENGTHEN YOURYOUR CORECORE

1

g g innovation of your products, services, business processes, or business models

better than traditional rivals and disruptive start­ups, and invest in it

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Strengthen Your Core Rethink Your Business to Optimize Operations

SIMPLIFY Systems, business models and processes to reduce cost, increase control and accelerate revenue velocity

CENTRALIZE Data, processes and systems to speed decision making and enhance control

STANDARDIZE Global business processes and procedures to increase flexibility to adapt to changing conditions

AUTOMATE Whenever possible with self­service, end­to­end processes to maximize profitability

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Innovate Your Business Leverage Disruptive Technologies, like the Cloud, to Drive Change

STRATEGIZE AND PLAN MORE EFFECTIVELY Increase productivity, lower costs, and improve controls to maximize performance and deliver financial results 

CREATE WINNING PRODUCTS Leverage an information­driven value chain to drive innovation and flawless execution

INSPIRE GREAT CUSTOMER EXPERIENCES Develop lasting, profitable relationships with a consistent customer experience

EMPOWER EMPLOYEES Boost worker productivity by 50% or more with solutions tailored to specific jobs or roles

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Investing in New Paths to Growth at Oracle Strengthening Our Core, Innovating Our Business

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Cloud computing

Modern CFOs Want to Innovate Mobile Technologies, IT Infrastructure, Analytics and Cloud Computing are Top Investment Priorities

Mobile Technology

IT infrastructure

Analytics and business intelligence

IT Security

Cloud computing

Enterprise resource planning

Customer relationship management

Enterprise performance management

Social business intellegence

Big data

Human capital management

42%

42%

45% 35%

28% 37%

48% 35%

13% 13% 24%

20% 21%

16% 14%

18% 18%

12% 16%

17% 13%

12% 12%

Now Three years time

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Cloud computing

Modern CFOs Want to Innovate Mobile Technologies, IT Infrastructure, Analytics and Cloud Computing are Top Investment Priorities

Mobile Technology

IT infrastructure Mobile Technologies

Analytics and business intelligence

IT Infrastructure IT Security

Cloud computing Analytics and 

Business Intelligence Enterprise resource planning

Customer relationship management IT Security

Enterprise performance management

Social business intellegence Cloud Computing

Big data

Human capital management

42%

42%

45% 35%

28% 37%

48% 35%

13% 13% 24%

20% 21%

16% 14%

18% 18%

12% 16%

17% 13%

12% 12%

Now Three years time

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Innovating Finance & Operations at Oracle Back Office Efficiencies Drove Significant Margin Improvements

Simplify, Standardize, Centralize, Automate

NOW THEN

� Localized, Inconsistent Business Processes

� 65+ Enterprise Resource Planning

� Global Ownership of Standardized Business Processes

� Global Single Instance –� 65+ Enterprise Resource Planning (ERP) Instances

� Fragmented Data & Reporting Capabilities

� Decentralized Decision Making by Geography & Line of Business

� Expensive & Redundant Back Office Operations

� 40 Data Centers

� Global Single Instance – E­Business Suite

� Consistent Data & Global Business Intelligence

� Centralized Decision Making Across Geography & Business

� Shared Service Centers & Global Applications Owner

� 2 Data Centers (Including Backup)

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Innovating Finance & Operations at Oracle Back Office Efficiencies Drove Significant Margin Improvements

Simplify, Standardize, Centralize, Automate

NOW THEN

• 20% OPERATING MARGIN*

• 47% OPERATING MARGIN*

Annual savings have increased from USD $1.0B initially to over $2.5B today as a result of business transformation

* Non­GAAP basis.

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Selling Process Efficiencies $550M $1,600M+

Innovating Finance & Operations at Oracle More than USD $2.5 Billion in Annual Operational Efficiencies Realized

Operational Efficiencies

ITEM PHASE I PHASE II

Information Technology Consolidation

US $200M US $300M+

Our Strategy � Simplify: One Best Process

� Standardize: Avoid Customization

� Centralize: Selling Process Efficiencies $550M $1,600M+

Procurement & Supply Chain Efficiencies

$150M $300M+

Internal Operational Efficiencies

$100M $300M+

Total Global Savings $1.0B $2.5B+

� Centralize: Move Core Processes to Shared Services or Centers of Excellence

� Automate: Make Everything Self­Service

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w n u ve, mo ern user

Innovating Finance & Operations at Oracle Deploying Modern Systems is Transforming Speed of Decision Making

• Implement applications ith i t iti d

Deploy Modern Systems that Automate Best in Class Business Processes

with intuitive, modern user interfaces that are business oriented

• Deliver experiences that are role­specific rather than transactional in nature

• Provide rapid, flexible deployment capabilities to meet the demands of a changing business

• Incorporate all data in the company, not just

Leverage Big Data Capabilities to Make Smarter Decisions

the company, not just silos of data

• Ask any question, not just preconceived queries

• Access your data anywhere, not just from your office chair

• Reduce dependency on IT by empowering the finance and operations staff

Report With Deliver Efficient, Confidence World­Class and Insight Services

Plan for Profitable Growth

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ProcessesBest­in­Class Business

Innovating Finance & Operations at Oracle Implementing Modern Systems Delivers Across­the­Board Efficiencies

System Efficiencies

SYSTEM IMPLEMENTED

SUCCESS METRICS

Hyperion Deployment 4,500% improvement in reporting process

Our Strategy

� Deploy Modern Systems that Automate Best­in­Class Business

Endeca Dashboards Back ordered reduced by 50%

Golden Gate Operational Data Store

221,000% fresher data, Report run performance improved by 60X

Fusion Accounting Hub 17% improvement in consolidation process

Processes

� Leverage Big Data Capabilities to Make Smarter Decisions

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Innovate Your Finance & Operations

Action Items � Create Centers of Excellence for key financial processes

� Deploy modern systems with the latest social, mobile, and analytical features embedded

� Leverage the cloud to increase � Leverage the cloud to increase agility and responsiveness to the business

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91%

Improving the Customer Experience is Top of Mind for C­Level Executives

93% of executives say improving their customer’s experience is one of their top three priorities in the next two years

91% of all businesses wish to be considered the CX leader in their industry

20% of annual revenue estimated to be lost for failing to deliver a positive CX

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Collaborate

                                           

                 

            

            

   

                   

                 

  

        

    

                    

   

              

   

      

     

       

   

          

                    

   

      

                

   

   

Innovating the Customer Experience at Oracle Deliver the Right Message at the Right Time to the Right Customer to Create a Personalized, Dynamic Customer Experience

Listen and Engage

• Connect multiple customer touch points to help sales and marketing participate, understand and measure the value and quality of engagements

• Understand customer preferences that enables you to engage them

Listen and Engage

• Manage local presence and distribute content globally while maintaining brand consistency across markets

• Create a single view of all customer touch points across marketing, sales and support

Collaborate

Measure and

Analyze

Market and Sell More Effectively

Continuously Refine the Message

that enables you to engage them when, how and where they prefer with the right content

• Create campaigns that enable you to stay top of mind

• Deliver personalized, dynamic content

• Build better relationships with qualified contacts

• Generate faster lead flow

Market and Sell More Effectively

marketing, sales and support

• Deliver a consistent experience for customers across the lifecycle

• Build a Digital Body Language for each customer or prospect based on touch points

• Create better segmentation

• Analyze to determine movement from lead qualification, to pipeline opportunity, to conversion

Measure and Analyze

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Eloqua Sales touch rates 2X

Innovating the Customer Experience at Oracle Deliver the Right Message at the Right Time to the Right Customer to Create a Personalized, Dynamic Customer Experience

SYSTEM METRIC IMPROVEMENT

Eloqua Click­through rates 2X

Our Strategy

� Deploy Modern Systems to Market and Sell More

Eloqua Sales touch rates 2X

Eloqua Sales qualified lead conversion

2X

Eloqua Leads delivered to Sales 

Reduced from 120 hrs to 3 hrs

Sell More Effectively

� Use Big Data to Deliver Insights to Deliver a Personalized, Dynamic Customer Experience

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100+%

Innovating the Customer Experience at Oracle

THEN NOW IMPROVEMENT

Open Rate

Click­through Rate 0.23%

Email Contacts

5.30% 10.40% 95.7%

0.61% 100%

Sales Funnel

Sales Touch Rate

Sales Qualified Lead

Lead Convert to Opportunity

42.00% 88.00% 100+%

1.40% 18.00% 100+%

0.03% 0.60% 100+%

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everage soc a , g a a o

Innovate Your Customer Experience

Action Items � Partner with your CMO to

understand what CX initiatives are underway at your company

� Understand how your company measures ROI on CX investments

� L i l bi d t t� Leverage social, big data to improve customer insights and CX initiatives

� Participate in CX Journey Mapping Sessions with Oracle to help accelerate efforts

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Talent has the Single Biggest Impact on a Company’s Growth Trajectory 

Hire the right talent 

For the right position

At the right time

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� Decentralized HR Model Localized � Centralized HR Model, with

Innovating Human Capital at Oracle Implement Operational Efficiencies to Optimize HR Processes

Simplify, Standardize, Centralize, Automate

NOW THEN

� 65+ HR Instances

� Decentralized HR Model, Localized,

� Single Global HCM Instance

� Centralized HR Model, with , , Inconsistent HR Processes

� Multiple HR approval matrices

� Expensive & Redundant Back Office Operations

� Manual employee processes and controls

� 40 Data Centers

Globalized, Consistent HR Processes

� Single global HR approval process

� Global Shared Service Centers & Global Process Owner

� Employee Self­Service with Workflow, Automated Controls

� 2 Data Centers (Including Backup)

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EFORE

rowth rate

AFTER

BBEFORE

Innovating Human Capital at Oracle Process Improvements Deliver Dramatic Operational Efficiencies

OVERALL HR PERFORMANCE BENEFITS EFFECTIVENESS STAFFING PRODUCTIVITY

Budget Growth Admin HC Ratio HR Ops Team (2001­2005)

50% of employee growth rate g

Budget Employees 1:800 29 people

0% growth

1:3500 9 people Budget Employees

9 people 1:3500

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Innovating Human Capital at Oracle Modernize Systems to Deliver Great Employee Experiences

• Empower users with intuitive, modern user interfaces

• Increase flexibility to help meet the need of the business 

Deploy Modern Systems that Enable Dynamic Employee Engagement

the need of the business 

• Unlock talent potential with real­time insights

• Offer consistent and personalized solutions

• Connect experts, innovators and mentors

• Provide ongoing learning and development activities

Attract Reward and and Hire Retain Top the Best performers Talent

Improve Productivity Cultivate

and the Best Engagement Talent

Analyze and Plan Using Data and Social Insights

• Gain unique insights that allow you to plan out your employee workforce needs

• Develop critical metrics that

Utilize Big Data to Deliver Insights that Help Create and Sustain Best in Class Workforce

• Develop critical metrics that reward top performers and cull out bottom performers

• Mine data for social insights

• Proactively monitor processes to eliminate bottlenecks

• Deliver personalized view for each employee that allows them to manage their career

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emp oyees  ngagemen

Innovating Human Capital at Oracle System Modernization Empowers Employees and Improves Contribution

Our Strategy

� Deploy Modern Systems that Enable Dynamic Employee E t

SYSTEM METRIC IMPROVEMENT

Fusion Talent Review

Decrease top talent at risk

Significantly reduce time to identify and

proactively respond to high­value, high­risk 

lemployees 

Taleo Recruiting

Improve quality of hire

Reduce new hire attrition in the first year

Taleo Learn

Determine readiness of talent for new opportunities or advancement

Reduce time to fill critical roles

Engagement

� Utilize Big Data to Deliver Insights that Help Create and Sustain Best­in­Class Workforce

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talent lifecycle with

Innovate Your Human Capital

Action Items � Empower employees with

HR Self­Service

� Centralize and modernize HR processes using Centers of Excellence

� Manage the entire talent lifecycle with Talent Management

� Exploit mobile, social and big data capabilities

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Innovate Faster and Get Better Results by Managing Disruptive InnovationDisruptive Innovation

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Become a Corporate Catalyst for Innovation Drive Innovation through Operational and System Transformation

� Secure executive mandate to implement transformation

� Simplify your operations as much as possible before embarking

� Develop optimized business processes and then deploy using modern systems that follow vendor best practices

� Implement a shared services model that follows these standardized processes globallyprocesses globally

� Transform your customer experience to stay ahead of the competition

� Empower your workforce with self service applications

� Move fast and stay the course

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