P&G. Harnessing the Power of Real-Time Information Helping P&G make better, faster decisions.

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2 P&G Harnessing the Power of Real-Time Information Helping P&G make better, faster decisions. Guy Peri 20 September, 2011

3 Agenda 1 About P&G/GBS 2 The Challenge 3 4 Going Digital Business Intelligence at P&G

4 P&G at a Glance Countries of Operations 80 Countries Where Our Brands Are Sold 180 Consumers Served by Our Brands FY 2011 Net Sales 4.4 B $82.6 B

5 P&G Corporate Video

6 50 Leadership Brands Among the world s best-known household names Represent 90% of P&G sales, more than 90% of profits Includes 24 billion-dollar brands

7 Touching and Improving More Consumers Lives in More Parts of the World More Completely P&G s Purpose-Inspired Growth Strategy

8 GBS is one of the 4 Pillars of P&G. global business units market development organizations global business services corporate functions

9 P&G Corporate Video

10 Delivering the AND Savings AND Quality Service Scale AND Agility Innovation AND Operational Excellence

11 Agenda 1 About P&G/GBS 2 The Challenge 3 4 Going Digital Business Intelligence at P&G

12 The Challenge the Environment is Changing Index Net Sales Billions $43.33 $ Net Earning Billions $5.19 $ Billion Dollar Brands

13 What Matters is Changing Historic trend analysis and forecasting Standardized reporting Data visualization Analytics applied within business processes Simulations and scenario development Clustering and segmentation Regression analysis, discrete choice modeling and mathematical optimization

14 What Matters is Changing Historic trend analysis and forecasting Standardized reporting Data visualization Simulations and scenario development Data visualization Analytics applied within business processes Simulations and scenario development Clustering and segmentation Analytics applied within business processes Regression analysis, discrete choice modeling and mathematical optimization Historic trend analysis and forecasting Clustering and segmentation Regression analysis, discrete choice modeling and mathematical optimization Standardized reporting

15 The Beginning of the Journey Digitize Visualize Simulate

16 Digitize - Video Collaboration Easy Collaboration $4 return for each $1 spent

17 Decision Cockpits Raw Data Visualize - Decision Cockpits example Faster Better business decisions

18 Simulate - Virtualization Speed to Market Millions saved

19 Agenda 1 About P&G/GBS 2 The Challenge 3 4 Going Digital Business Intelligence at P&G

20 Going Digital Focus Areas Digital Business Intelligence Digital Value Chain Digital Business Capabilities Digital Organization

21 Going Digital - Our Approach Standardize systems, processes + information Automate to eliminate nonvalue added touches Accelerate decision making via real time information To create an environment that is Real-Time.

22 Size of the Prize 15-65% Cut in Process Cycle Time 20% Increase in Productivity 700% Increase in Real-Time Data

23 Amplifies P&G s Core Strengths Improve our Consumer Understanding by allowing us to forge deeper, more meaningful one-on-one relationships. Strengthen our Brand Building strategies. Accelerate our Innovation abilities, transforming the way we do business. Speed the time it takes for us to Go-to-Market, simplifying and streamlining processes from molecule to shelf Digitizing and simplifying processes that allow us to Scale across categories, brands and markets, faster, better and more efficiently.

24 Digital - Touch and Improve Lives Consumers by being with them every step of their lives offering the right product at the right price. Employees by providing the digital tools and education to help them work at their best Customers by providing improved inventory ability, best in class analytics and the products their shoppers want. Partners by working more seamlessly together. Shareholders

25 How to Win Business Processes Business Planning Initiative Management Portfolio & Master Planning Brand Building Go to Market Human Capital Management Strategic Business Planning SIMPL & E2E IM Brand Management Operational Execution Talent Management Annual Business Planning Initiative Design & Qualification Holistic Brand Communication Retail Execution Organization Management Steering the Business Initiative Launch & Leverage Market Strategy Planning Culture Management Strategic Revenue Management GBU Master Data Management MDO Master Data Management Communication Management Operational Planning Portfolio Management Collaboration Master Planning Workspace Design & Management 31 Business Processes 15 Business Processes 6 Business Processes 15 Business Processes 26 Business Processes

26 Agenda 1 About P&G/GBS 2 The Challenge 3 4 Going Digital Business Intelligence at P&G

27 Harness the power of real time business intelligence to win with more consumers, in more parts of the world, more completely. Digital Business Intelligence uses real-time data to help P&G make better, faster decisions, using a forward-looking approach to manage by exceptions, and anticipate needs in the future.

28 Business Intelligence Strategies 1 Sufficiency/ Operations 2 Prolific BI Delivery 3 Real-time Information

29 1 Business Sufficiency Creates a strategic analytic model to bring together previously silo d data Allow analysts/business leaders to make unexpected / business relevant connections, forward looking projections, and manage by critical business exceptions Highly visual/immersive environment (Business Sphere) and scalable cockpits. Leadership Focus is on How to drive our business. Top 50 Sufficiency GBU Sufficiency Channel Sufficiency Supply Chain Sufficiency MDO Sufficiency Customer Sufficiency Organization Sufficiency

30 2 Prolific BI Delivery Decision Cockpit Mobile Tools Personal Computer Business Sphere One Truth, Real Time BI User Continuous BI Raw Materials/Mfg Transport Distribution Retailers Shoppers 1 st FMOT Consumer Use 2 nd FMOT

31 2 Business Sphere TIBCO Spotfire Partnership

32 3 Focus on Providing Insights to Drive Real Time Business Last 5 Years Analytics / Insights Initiative Mgmt BI Operational Activities Over next 3-5 years: moving from 5% of IT community to 20%. Focus on providing business insight through unexpected connections. Business Analysts 4x increase in analytic capability Next 5 Years Analytics / Insights Initiative Mgmt BI Operational Activities scaled with Partners

33 3 Solutions Approach Embedded BI Analysts Fast Cycle design with Sr. Management Real Time Information Architecture BI Innovation Break through Delivery Method Culture Change Capability Building BI University, Competency, Partners Dedicated Project Management

34 What to Remember The importance of We have a unique opportunity to digitize and simplify our organization. We need to move beyond traditional IT (data and systems) to analysis and insights. As IT professionals we have an opportunity to make it happen.

35 Transforming the way business is done.

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