D mays sample_1_ss

1

Resource Allocation Using Horizon Planning

Revenue growth

Extend & defend the core offerings

H1

Established

Slower(<15%)

High

For every 1 in H1…

Limited

H2

Offerings that have a promising future

Emerging

Faster(>15%)

Trending up

Should have 3 in H2… (pipeline growing)

Significant

Potential for high growth offerings

H3

Viable Options

TBD(N/A)

Negative

And 9 in H3

Many small efforts, “Pay as you go”

Portfolio Ratios

Current profit

Investments

2


Revenue growth


H1

Established

Slower(<15%)

High


Limited

H2


Emerging

Faster(>15%)

Trending up


Significant


H3

Viable Options

TBD(N/A)

Negative

And 9 in H3


Portfolio Ratios

Current profit

Investments

3


Revenue growth


H1

Established

Slower(<15%)

High


Limited

H2


Emerging

Faster(>15%)

Trending up


Significant


H3

Viable Options

TBD(N/A)

Negative

And 9 in H3


Portfolio Ratios

Current profit

Investments

4


Revenue growth

Application in FY??: $000 shifted from H1 to H2 and H3


H1

Established

Slower(<15%)

High


Limited

H2


Emerging

Faster(>15%)

Trending up


Significant


H3

Viable Options

TBD(N/A)

Negative

And 9 in H3


Portfolio Ratios

Current profit

Investments

5

How We Did in FYxx

+9% YOY.96 of Plan

$281M

$337M

$310M

FYxx FYxx FYxx

Revenue

FYxx PLAN

6

How We Did in FYxx

+9% YOY.96 of Plan

$281M

$337M

$310M

FYxx FYxx FYxx

Revenue

FYxx PLAN

-3% Growth.76 of Plan

New Units

164K

183K188K

FYxx FYxx FYxx

7

How We Did in FYxx

+9% YOY.96 of Plan

$281M

$337M

$310M

FYxx FYxx FYxx

Revenue

FYxx PLAN

43%

50%

48%

FYxx FYxx FYxx

13% YOY.90 of Plan

BUC


New Units

164K

183K188K

FYxx FYxx FYxx

8

How We Did in FYxx

+9% YOY.96 of Plan

$281M

$337M

$310M

FYxx FYxx FYxx

Revenue

A tradition of growth– we’ve now got to turn up the gas!!

FYxx PLAN

43%

50%

48%

FYxx FYxx FYxx

13% YOY.90 of Plan

BUC


New Units

164K

183K188K

FYxx FYxx FYxx

9

Category 1 Category 2 Category 3 Category 4 Category 5 Category 6 Category 7

2083%

369%

296%

94%

29% 23% 13%

44%

15% 21% 17% 15% 10% 4%

BASES Testing Beats Our Judgment

Judgment415% off

Plan vs. BASESForecast Error(Absolute Value)

BASES 18% off

2083%

10

Our Big CDI Successes

In the past 10 years, 4 of 32 have reached $50M

$1M $9M$21M$1M

$23M

$157M

$30M

$80M

$325M

$57M

65% of new offering revenue driven by xxxx

11

Decrease in X

15.8%

12.7%12.2% 11.9% 11.8%

10.0%

10 Year 7 Year 5 Year 3 Year 2 Year Year/Year

12

Campaign Results

Launched1986

13

Campaign Results

Launched1986

1987

14

Campaign Results

Launched1986

1987

1988

15

Campaign Results

Launched1986

1989

1987

1988

16

Campaign Results

Launched1986

1990

1989

1987

1988

72% Litter Reduction

in 5 Years

18 I n t u i t C o n f i d e n t i a l

Laurel Lee Edited Invoice #21 Cool Cars by Grace 03/25/2003 $2,194.00

Activity Log

Video Game Console WarsThe Last Round

Note: Sales figures from http://en.wikipedia.org/wiki/Console_wars#Sixth_generation

SonyPlaystation2

Microsoft XBox

Nintendo Gamecube

Video Game Console WarsThe Last Round

Note: Sales figures from http://en.wikipedia.org/wiki/Console_wars#Sixth_generation

SonyPlaystation2

Microsoft XBox

Nintendo Gamecube

118M

24M 22M

Dollar Revenue Growth FY05-FY06

Dollar Revenue Growth FY05-FY068.4B

Small Business Game Plan to Win

Connected Business Mgmt services that are “Right for 1,000 me’s” & deliver delight… focused on most important problems of businesses

What We

Deliver



What We

Deliver

Unleash the Financial

Management Ecosystem

1Solve Front

Office Jobs & Create

New Front Doors

2Extend Our Leadership

via Connected Services

3

Core Strategies



What We

Deliver

Capitalizing on significant market trends

Social Mobile Global

Unleash the Financial

Management Ecosystem

1Solve Front

Office Jobs & Create

New Front Doors

2Extend Our Leadership

via Connected Services

3

Core Strategies

Employees can sign up for direct deposit

http://images.google.com/imgres?imgurl=http://www.breakitdownblog.com/wp-content/uploads/2008/03/apple-iphone-keyboard.jpg&imgrefurl=http://www.breakitdownblog.com/iphone-review-part-1-of-3/&h=400&w=375&sz=52&hl=en&start=4&um=1&usg=__-4AJpRC7piNJBgDu7uXc5zZhgM8=&tbnid=SukbEgisMDRoYM:&tbnh=124&tbnw=116&prev=/images?q=iphone&um=1&hl=en&sa=N

Have the system text you when your paycheck is deposited in your bank

http://images.google.com/imgres?imgurl=http://www.breakitdownblog.com/wp-content/uploads/2008/03/apple-iphone-keyboard.jpg&imgrefurl=http://www.breakitdownblog.com/iphone-review-part-1-of-3/&h=400&w=375&sz=52&hl=en&start=4&um=1&usg=__-4AJpRC7piNJBgDu7uXc5zZhgM8=&tbnid=SukbEgisMDRoYM:&tbnh=124&tbnw=116&prev=/images?q=iphone&um=1&hl=en&sa=N

About this contest:text,text, text, text, text, text, text,text, text, text, text, text, text,text, text, text, text, text, text, text

POS Name Units Revenue Contacts

1 Not Sure 9 $9,000 500

2 Not Sure 8 $8,000 550

3 Not Sure 7 $7,000 250

4 Not Sure 6 $6,000 300

5 Not Sure 5 $5,000 250

6 Not Sure 4 $4,000 200

7 Not Sure 3 $3,000 100

8 Not Sure 2 $2,000 50

9 Not Sure 1 $1,000 50

10 Not Sure .5 $500 50

The Leader 10 $10,000 750

Name Units Revenue Contacts

Provide easy to use electronic payment solutions with amazing customer service

Enabled By:

Amazing service, Great Infrastructure, & High-Performing Organization

22 Million Personal

Businesses

3 Million Main Street Businesses

0.6 Million Mid-market Businesses

325 Million Global Businesses

Creating amazingly simple connected payment solutions that seamlessly integrate electronic payments into business workflows

Changing Trajectory

Extend success with current offerings

3–Year Priorities

Enter adjacent opportunities

Pursue broader payment opportunities1 2 3

35

Staging Global Shared Services

Phase 1 Phase 2 Phase 3Aug-Jan FYxx By End of FYxx FYxx & Beyond

Align Resources“Build the Product”

Transform Services“Soft Launch”

Extend Services“Grand Opening”

What’s Important: What’s Important: What’s Important:

• Align resources Q1 to enable HR transformation journey

• Continue to leverage current Distributed AccessHR process & tools

• Phase 1 of transformation begin to “go public” selectively – Learn!

• Align resources to enable HR transformation journey

• Extend range of services and offerings supported through GSS

• Align resources to enable HR transformation journey

• Workplace Services Assessment and Roadmap

• Run the business without interruption

• Clarify and evolve processes, roles and interactions inside HR and for our clients

• Global Shared Services and HR Tech Roadmaps

• Ease-of-use self-service channel for answers

• Improved assisted service (online and phone)

• One-HR participation… Knowledge management and channel usage are the keys

• Parallel development path for Non-U.S. capability

• Strategic value-add to HR’s mission for Intuit’s growth

• Focus on where HR GSS can better deliver service, scalability, and cost

• Evolving the COEs and Line HR to leverage learnings

• Moving beyond data/info… to insights & decision support

FYxx and Beyond

Develop Content and Build Knowledge Base

Content Development Sessions

Build The Foundation – FYxx Q1/Q2

Define Services and Align Resources

2 open reqs

Conduct Pilot #1 &2 • Accept Contacts from Pilot Org• Establish feedback mechanism with HR Line and

Customers• Implement “Just In Time” Improvements

Launch and Learn while Building Capability – FYxx Q3/Q4

Assessment/Knowledge• Assess volume, staff level and experience delivered• Revisit Business Case for Staffing• Staff appropriately and Train• Develop content for additional services and train

Enterprise RolloutBegin Accepting Contacts for all populations

Expanded ServicesDefine requirements around next level of services

– Establish FY10 Implementation Plan

Begin to Expand – FYxx

How We Operate and Train

Escalations/Handoffs/SLA

Change Management

Enhance Tools and Technologies

HRSC Upgrade / ChatALIGN

SOFTLAUNCH

V1

GRANDOPENING

Virtual HR Team: FYxx Pilot Rollout

Employee Services - General Support (Phase 1)

Support Services (Phase 1)

Knowledge and Web Content Management (Phase 1)

Employee Services - General Support (Phase 2)

• HR Policy Support• Payroll Inquiries• Benefits & Misc. Benefits**• LOA Inquiries**

• Talent Profile• Routine Compensation

Inquiries**• Level 1 Employee Relations

Support Services(Phase 2)

• Tools and Technologies• LOA Administration** • ECR Administration**• ILN

• Time Keeping Inquiries• New Hire Requisition


5 Resources 7 Resources* 8 Resources*

250-500 inquires/per week 500-700 inquires/per week* 700-900 inquires/per week*

Headcount

Volume

Channels

10% Self Service80% Virtual HR Team

10% Escalation


15% Escalation


20% Escalation

Services Employee Services - General Support (Phase 2)

• New Services• Global• Level 2 Employee Relations


Support

Self Service

Support Services(Phase 2)

• Ad-hoc reporting**

*Pending sizing forecast from pilot

**Identified by HR Line Leaders as top 5 employee inquiry

Pilot 1Q3 FYxx

Pilot 2Q4 FYxx

Grand OpeningQ1 FYxx

04/11/2023 Intuit Confidential

XXXX employees in over XX locations in more than XX cities around the globe

Tucson

Plano

Fredericksburg

San Diego

Mountain View

RenoOrem

Waltham

CalgaryEdmonton

Calabasas

San Francisco

Westlake Village

Sacramento

Athens

Las Vegas

Menlo Park

Maidenhead

Sundridge

Bangalore

Singapore Albuquerque

Englewood

Employee Landscape

Highland Hills

Cleveland

Intuit Accounting Professionals Division Intuit Real Estate Solutions Intuit Financial Institutions Division

Small Business Group Payroll Services Payments Services Consumer Tax GroupIntuit Inc.All

Brainstorm with Customers

Telling Stories

of

Driver of new customer purchases of Intuit products

MouthWord

Assembly Hours per Car 31 16

Assembly Defects per 100 Cars 135 45

GM Framingham Toyota Takaoka

Assembly Plant Comparison

19

45

NUMMI, California

Source: IMVP World Assembly Plant Survey (1987)

European

(e.g. BMW)

Product Development Performance By Auto Manufacturers

Japanese Producers

(e.g. Nissan)

North American

(e.g. GM) Toyota

Source: Morgan and Liker, The Toyota Product Development System, 2006

Product Quality: JD Power Initial Quality Firsts, 2005

0 0 2 Firsts 10 Firsts

European

(e.g. BMW)


Japanese Producers

(e.g. Nissan)

North American

(e.g. GM) Toyota

Speed of New Model Development

27 mos 20 mos 26 mos 15 mos




European

(e.g. BMW)


Japanese Producers

(e.g. Nissan)

North American

(e.g. GM) Toyota

Speed of New Model Development

27 mos 20 mos 26 mos 15 mos

Cost of PD (R&D as % of sales) 5.5% 5.1% 4.8% 3.6%




Application and Technology Solutions for Today!

February 2013

Oracle R12 Upgrade Program

Vision for High Performance

ERP

2013: Key decision year for many eBusiness Suite Customers

Improve business efficiencies

Drive costs from the P&L

Simplify operational dependencies

Align technology to business strategy

Insure today’s required availability

Improve ROI and scalability

Drive compliance and security

Begin to leverage the CLOUD

Oracle Imposed Deadlines

New CapabilitiesRequested by Businesses

Infrastructure: Hardware & Tools

Refresh

Maintain a level of currency

Control my risks and costs

Get the most from my spend

Capitalize on systems advancements

49 Copyright © 2013 SRS2 All Rights Reserved.

2013: CIOs need to be making decisions

Oracle 11.5.10 now in extended support, drops to Severity 1 support only Nov 2013

Fusion not a clear track for many, remains a “future discussion”

Approximately ½ Oracle EBS customer base in this situation, time is running out

Upgrades take 4-18 months depending on complexity

Costly and Complicated Upgrades a concern for CIOs, ROI not readily apparent

Cloud capabilities have matured and ready for ERP applications


Systems Integrator motivations

Industry practices for implementations and upgrades are often complicated

Upgrade

Customizations and fear of process change

Questions around product direction

“Too many cooks in the kitchen”

Budget constraintsvs. value delivered

Explaining true ROIand what’s next


Steps to Future Proof Your Oracle Applications

Software Currency

Regular Maintenance

SOA for Extensions and Customizations

Cloud Enablement

Architect for Ongoing Agility

Simplified Governance


Gartner September 2010

Why should Companies move to R12?

• Obtain better support for patches

• Take advantage of Tech Stack improvements

• New Features and functionalities to assist business

• Replace customization with standard features and retire RICE components

• Get Ready for Fusion


Our approach balances “high touch” methods with world-class “upgrade factory” capabilities…

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How It Works

Assessment DesignImplementation

& Transition


Delivering saleable models balancing client requirements and standardization

Three Delivery Models

Full Factory Model Upgrade

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text

text

text

text

text

text

text

text

text

text

text

text

text

text

text

text

(text)

Text

text

text

text


Platform

text

text

text

text

text

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Are you investing in IT?Or just spending on IT?

59 Copyright © 2010 Juniper Networks, Inc. www.juniper.net

ALLIANCES – SSD BDO FOCUS AND CHARTER

Most strategic, highest-revenue alliances• Deep alignment of key resources/assets• Comprehensive go to market• Executive Sponsorship

Partners that deliver large scale, transformational IT projects

• Integrating multiple vendors’ solutions• Custom solutions

Products/technologies compliment Juniper’s in selected domains or segments

IBM NSN Ericsson

Openwave Microsoft Hitachi ADVA Samsung

AT&T Verizon FT Telefonica

Partners that drive Juniper solutions into the marketplace as a managed service

Key

Alliances

System Integrator Alliances

Service ProviderAlliances

Major Alliances(Technology Alliances)

Foundation Alliances(Interop)


FOUNDATION ALLIANCES – LOOKING AHEAD

Develop

Certify

MarketSell

Deploy/Support Applications

----------------Developers

Re launch program that spans Application Life Cycle

Provides clearly articulated requirements, benefits and growth path

Drives alignment with Juniper strategy / vision through criteria and/or initiatives

More Systematic Add benefits in areas of

Develop, Market, Sell, Support Build Juniper Brand Awareness

through Certification


ALLIANCE LIFECYCLE MANAGEMENT PROCESSSCOPE

Overall process ownership• Process framework • Phase requirements/deliverables • Gate exit templates• Educating/training the different stakeholders • Information repository (Sharepoint)• Newsletter – BDO activity

Business Unit: End-to-End Alliance

Accountability

Key

Alliances

System Integrator Alliances

Service ProviderAlliances

Major Alliances(Technology Alliances)

Foundation Alliances(Interop)

Execution/enablement • Taking the alliance thru’ the different phases

and gate exits

Alliance performance• Quarterly reporting against quantitative and

qualitative metrics• Quarterly business reviews with alliance

partner• Periodic internal “health check” reviews


Manage alliance for results:Quarterly reporting against financial & qualitative metricsBi-annual business reviews with partner Annual internal “health check” review

Decide to partner andunderstand high-level P&L impact

Narrow partner candidate list; identify rough deal structure; establish prelim R&D, operational and GTM plans

Negotiate definitive agreement & put in place detailed R&D, operational and GTM plans

Execute on R&D, operational and GTM activities required

to get ready for launch

ALLIANCE LIFECYCLE MANAGEMENT PROCESS

A4In

Market

Confirms termination

A5 Exit

A0Initiating

Confers authority for BU VP/GM to engagecandidate partners

A0 Exit

A1Investigating

A2Deal

Structuring

A3Readying

A5Terminating

A1 Exit

Confers authority for Corp Dev to begin negotiating definitive agreement

A4 Exit

Confers authority for BU BDM/PLM to begin unwinding

A2 Exit

Confers authority for Corp Dev to get definitive agreement signed

A3 Exit

Confers authority for BU BDM/PLM to open for business

Perform termination activities

P0 P1 P3 P4P2 P5

NPI Phases

Renegotiate

Change Business Model


ALLIANCE LIFECYCLE MANAGEMENT PROCESS - RASCI

A4In Market

Confirms termination

A5 Exit

A0Initiating

Confers authority for BU VP/GM to engagecandidate partners

A0 Exit

A1Investigating

A2Deal

Structuring

A3Readying

A5Terminating

A1 Exit

Confers authority for Corp Dev to begin negotiating definitive agreement

A4 Exit

Confers authority for BU BDM/PLM to begin unwinding

A2 Exit

Confers authority for Corp Dev to get definitive agreement signed

A3 Exit

Confers authority for BU BDM/PLM to open for business

R BU BD/PLM

BU VP/GM

BU BD, BU PLM, SSD BDO/PSD BD

A

S

C

I

BU BD/PLM

BU VP/GM

BU Finance, SSD BDO/PSD BD, Corp Dev, NVF

BU BD/PLM

BU VP/GM

Corp Dev, BU Finance, SSD BDO/PSD BD, SSD PMO (NPI)/PSD BU Biz Ops (NPI), CS, NVF, Legal

BU BD/PLM

BU VP/GM

SSD BDO/PSD BD, SSD PMO (NPI)/PSD BU Biz Ops (NPI), NVF

BU BD/PLM

BU VP/GM

SSD BDO/PSD BD, BU Finance

BU BD/PLM

BU VP/GM

BU Finance, Corp Dev, Legal, Other Functional Orgs (Channel, Finance, Mfg Ops, Sales Ops, CS)

Div Prod Mktng, Sales (AT), Other Functional Orgs (Finance, Legal, Mfg Ops, Sales Ops, CS, Licensing)

Div Prod Mktng, Sales (AT), Other Functional Orgs (Finance, Legal, Mfg Ops, Sales Ops, CS, Licensing)

Div Prod Mktng, Other Functional Orgs (Finance, Legal, Mfg Ops, Sales Ops, CS, Licensing)

Div Finance, Div Ops, Div Prod Mktng, Sales (AT)

Div Finance, Div Prod Mktng, Div Ops, Sales (AT)

BU Finance

SSD PMO (NPI)/PSD BU Biz Ops (NPI)

Exec Staff Exec Staff Exec Staff Exec StaffDiv Finance, Div Ops, Div Prod Mktng, Corp Dev, Sales (AT)


ALLIANCE LIFECYCLE MANAGEMENT PROCESSEXIT APPROVERS & DELIVERABLES

(1) Conditional pending DA signature

•Div EVP

(email exit approval)

•BU VP/GM•Div Finance•Div Ops•New Venture Fin.•Corp Dev•Legal•Sales (AT)

•BU VP/GM•Div Finance•Div Ops•New Venture Fin.•Corp Dev•Legal•Sales (AT)

•BU VP/GM•Div Ops•Sales (AT)

•BU VP/GM•Div Fin•Div Ops•Sales (AT)

•BU VP/GM•Legal•Corp Dev

(email exit approval)

Deliverables:Strategic intentBuild/buy/partner

rationaleCandidate

partners and preliminary feasibility analysis

Revenue & opex estimate (incremental or baseline)

NPI P0 exitCFO approval

Deliverables:Final partner

selection rationaleBusiness caseFinancial modelGTM frameworkOSG gap analysisDeal structure and

key terms

NPI P1 exit1

CFO approval

Deliverables:Signature ready

DARevised business

caseRevised financial

modelGTM planOSG impact

assessment/planSuccess metricsProgram plan

NPI P4 exit

Deliverables:Signed DAGTM readiness

reportOperational

readinessReporting method,

data, and format

Deliverables:Recommendation

to terminate including risks and options

Negotiation punch list

Operational shutdown plan

NPI P5 exit

Deliverables:Termination

checklistTermination

agreement (if needed)

Ex

it R

ev

iew

Bo

ard

Ex

it C

rite

ria

A5 ExitA0 Exit A1 Exit A4 ExitA2 Exit A3 Exit

65© 2012 Kaiser Foundation Health Plan, Inc. Confidential, not for distribution or duplication

Business Information

Continuous Availability:

•Complete design and begin implementation of CA for JB HealthAlert with first use in production April 2009

•Continue rollout of CA for JB HealthAlert to the hospital regions in 2H 2005 through Q1 2006

•Perform analysis for kp.org, Lab and Rad

•Complete rollout of CA for JB HealthAlert in all 8 regions, including planned maintenance, unplanned outages and disasters by end of 2008

•Complete implementation of CA for WPP (the new version of kp.org currently under development)by end of 2008

1funding request 2

funding request 3

final funding request

June 2004 June 2005 March 20072003

Start

JB HealthAlert

Laboratory

Radiology

Pharmacy

kp.org

In 2003 we started with a list of 5 applications that were being considered for Continuous Availability.

66© 2012 Kaiser Foundation Health Plan, Inc. Confidential, not for distribution or duplication

CA for Lab and Rad: Current Status

Completed analysis of Continuous Availability for Laboratory and Radiology.

Workflow & results management system, PACS and dictation transcription systems are critical systems required for Radiology care delivery. All regions are currently pursuing efforts to migrate to newer products with continuous availability capabilities in one or several areas. In spite of these efforts, we still find some availability risks that may have to be addressed.

Radiology

Proposed Solution Costs Total: $11.8 millionCA recommended solution costs: $6.7 million

(SCAL - $611,953 , CO - $2,602,334, MA - $3,493,946)

Regional discretionary solution costs: $5.1 million (CO - $4,286,620, NW - $ 778,821)

Hard Benefits = $988,000 per year

Benefits

What Was Unexpected?

What Was Intriguing?

Scott’s Journey

Intuit’s Progress

71

Building a SaaS Business

Backend Database

Front end UI

Integrated data

Marketplace

Services

Hosting

?

?

?

?

?? ?

??

72

Backend Database

Front end UI

Integrated data

Marketplace

Services

Hosting from Intuit

Intuit Workplace

73

How does this all come together?

Lots ofDevelopers

The Network Effect

Developers, End Users, and Intuit Win Together

Lots of Great Applications(Your job)

Attract More End Users

Big Market OpportunityCentralized place for acquiring the SMB customer

(Our job)

74

Click Here to Begin

Records and Information Management

76

Why RIM is Important

RIM Overview

Retention Policy: Record vs. Non-Record

RIM Guidelines: eMail Record Management

Foldering System for All Records

Future RIM Components

1

2

3

4

5

6

77

EfficiencyCompliance

Accountability

Accessibility

78

Corporate Information

Records

Non-records

Retention Policy

1

2

3

Definitions:

79

Records Non-Records

How to Keep Email Records

For each email: Decide if that email is a record or a non-record.

Type the amounts of any taxable interest you received.

$

$Total taxable interest received

Back Continue

Questions? click here, orSearch

Now

What types of interest must I report on my taxes?

323.00

$ 1011.00

||

|

$ | 739.00

$ | 2073.00

Click here to finish this page

Did you have any other income in 2003?

No, none

If yes, click any checkboxes that might apply, even if you’re unsure

DividendsInvestment

Trust paymentsOther

Work, Retirement, DisabilitySocial security benefitsIRA distributionsPension

Bob Meighan 343 71 7227

561 94 0371Renee Meighan

101 Via Diego Ave.

La Jolla, CA 90213

49,234 07

49,234 07

49,234 07

5,119 13

5,119 13

4,380 00

739 13

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Be sure to complete before filing.

D mays sample_1_ss

Business

Transcript of D mays sample_1_ss