IBM BPM (Process), ODM (Rules & Events) and Mobile in Action

IBM BPM (Process), ODM (Rules & Events) and Mobile in Action

Why shouldn’t filing and insurance claim or opening a bank account be as easy as buying a book online? “An estimated $5 billion is up for grabs for the health insurer who figures out how to make health insurance as simple as ordering a value meal from a local fast food joint.” ~ US Consumers Willing to Pay Five Percent More For Their Insurance 2

What does it mean to be easy to do business with?
“Amazon, Apple and Netflix provide the customer satisfaction benchmarks to which [other business] must aspire” ~ Where is the ROI on Customer Experience? Systems & Technology Journal, 2012 Insurance: Can I report an accident on my mobile device and automatically trigger a tow truck and taxi? Banking: Can I instantly add a family member to my credit card account? Is it easy for your customers to do business with you? What are your customers asking you? What are your competitors doing? What are your Business Executives asking? How can I ensure social services checks are paid faster and more accurately? How can I speed up immigration formalities at the border with increased security? Healthcare: Can I shorten hospital stays by one or two days without compromising treatment quality? Government: Can I speed up passport control at the border for pre-certified frequent travelers?

“Retention is the new holy grail”
Your customers are no longer your customers “The proportion of customers planning to change banks has grown by 70% since 2011” Homeowners in the range changed insurance carriers 2.5x more often than those 51 and older ~ Global Consumer Banking Survey 2012, Ernst & Young ~ The Voice of the Personal Lines Consumer Deloitte Research, 2012 “Retention is the new holy grail” ~ Beyond Price: The Rise of Customer-Centric Marketing in Insurance, McKinsey & Company, 2012 4

Effective business operations create superior customer experiences
Process today plays a critical role in driving customer experience initiatives…from companies looking to overhaul customer service processes to companies seeking to deliver more compelling experiences that incorporate big data analytics and real-time guidance. The Forrester Wave: BPM Suites, Clay Richardson & Derek Miers, 2013 Customer experience is the #1 factor in both customer retention and acquisition: “Customer-Centricity in Retail Banking”, Boston Consulting Group, 2012. Smarter Process today plays a critical role in driving customer experience initiatives These initiatives range from companies looking to overhaul customer service processes to companies seeking to deliver more compelling experiences that incorporate big data analytics and real-time guidance. 5

The gap in business operations is widening
Time to open a new account in retail banking 5 minutes – best 76 minutes – worst Availability of loan funds 2 days – best 37 days – worst There has never been a time when customers have had access to more information—and importantly, information in context. In this age of the customer, perfect service is expected every single time, at every interaction and touch point. Leaders in industries such as hospitality have long understood this need and have applied strategies to deliver a distinctive experience that is valued at a premium by the customers that they serve. Consider opening an account online in retail banking. It takes just five minutes to open a new account at the best-in-class banks, but up to 76 minutes at the other end of the spectrum. Then, consider that 47 percent of all account opening attempts end in the customer abandoning the process midway and never completing it to fund the account. It is easy to see that banks with five-minute account opening are much more likely to expand their customer base and their top-line revenue at the expense of the others. The scenario plays out when it comes to applying for a loan. Best-in-class banks are able to conditionally approve a mortgage application in 15 minutes, compared to the median response of four hours. Given that any consumer can relatively quickly send out four or five loan applications to competing banks, the bank that responds positively within 15 minutes has a tremendous advantage. And what happens once a loan has been fully approved? It took the leading banks just 2 days to make these funds available to their clients while those customers that had the misfortune of securing a loan at a bank with bad processes, found themselves waiting for 37 days. This disparity among the leaders and laggards bears itself out in other industries as well. Time for conditional mortgage approval 15 minutes – best in class 4 hours - median Source: Boston Consulting Group, The “New New Normal” in Retail Banking, 2012 6

Instant Seamless Insightful
What do you need from your processes in a customer-centric world? Processes must be: Instant At Internet speed 47% of online bank account opening applicants don’t successfully complete the process and fund their accounts Seamless Interconnected & ubiquitous In the US, mobile banking jumped to 32% of customers in 2012 up from 21% in 2011 The requirements on your business operations are much more demanding than they’ve ever been before. Smarter Process helps you address these requirements to make your operations more instant, seamless and insightful. First, Instant - Today’s interactions are increasingly driven by mobile and the simplicity and speed of these interactions are now the benchmark. We are conditioned to expect actions to happen orders of magnitude faster. Second, your operations must seamless – they must be interconnected and ubiquitous. Fragmented silo’ed operations that don’t provide an end-to-end solution are a source of major dissatisfaction. Processes must be always available, flowing across channels and importantly, create a complete outcome. Finally, your processes must be Insightful – they must be targeted and relevant. Processes that aren’t completely meaningful in the context that are consumed and don’t use all the intelligence available only detract from the interaction. Applying insight increases the richness and utility of the interaction. Insightful Targeted and relevant 47% say it frustrates them when companies don't use the information they have to make interactions and offers more relevant

25% productivity improvement
New forces are disrupting how companies do business Mobile requires process reinvention Forrester forecasts that companies will spend about $900 million on mobile process reinvention services in 2013 and up to $2.7 billion in 2014 $3.6B spend by 2014 Socially-enabled processes drive increased productivity According to McKinsey, social technologies, when used within & across enterprises, can raise productivity of high-skill knowledge workers by 20 to 25% 25% productivity improvement Cloud deployments force companies to rethink their processes Gartner ranks Business Process as a Service (BPaaS) as the fastest growing cloud segment with 47% annual growth 47% growth in cloud processes While processes are all around us, the nature of process is fundamentally changing. The consumerization of information technology has given individuals immensely powerful tools in their daily lives that change the way they live. Smartphones keep people connected with social media. Tablets stream music videos from the cloud. And every one of these interactions spawns great reams of big data that is the source of deep insight to the movement of the modern economy. The way that companies do business becomes fundamentally different in the context of what analyst firm Gartner calls the nexus of forces: mobile, social, cloud computing and big data. The disruption by today’s nexus of forces creates an environment that is filled with opportunities for those who get their processes and business operations just right. The race to seek these opportunities has already begun. Analyst firm Forrester forecasts that companies will spend about 900 million dollars on mobile process reinvention services in 2013 and up to 2.7 billion dollars in That represents a 3.6 billion dollar expenditure just to the end of 2014, and just to manage the effect of mobile on process. Embrace Mobile Engagement As A Catalyst To Drive Process Change, Forrester, 2013 Consuming a process in the context of location has a seamless and natural appeal. Imagine being amidst the confusion and stress of an automobile accident and being able to fire up an instant claims-reporting app on a smartphone by tapping a single button on the application: “I’m in an accident, start my claim now.” This single action would result in the dispatch of emergency services and tow providers. You would receive immediate pre-approval to fix the damage at a variety of body shops within a 25-mile radius. Socially enabling processes within companies ensures that the best, collective knowledge of an organization can be immediately put to use. McKinsey found that social technologies, when used within and across enterprises can raise productivity of high-skill knowledge workers by up to 25%. And that is a tremendous boost for any organization. Unlocking value and productivity through social technologies, McKinsey Global Institute, 2012 There has been a tremendous explosion of processes in the cloud due to the greater deployment flexibility. Analyst firm Gartner ranks Business Process as a Service (BPaaS) as the fastest growing cloud segment11 with 47 percent annual growth. Gartner Says Service-Led Solutions Will Displace Traditional Sourcing Approaches Through 2015, Gartner Press Release, March 2013. The pervasive availability of data in the cloud enables new process models with increased mobility. Cloud payments through “digital wallets” are an example of process in the cloud that opens up ubiquitous service in an omni-channel, borderless economy. The availability to manage and draw conclusions from massive amounts of big data is fertile ground for leaders who are motivated to reinvent business operations. McKinsey found government administration could save more than €100 billion in operational efficiency improvements alone by using big data. Big data: The next frontier for innovation, competition, and productivity, McKinsey Global Institute, June 2011 Big data drives insight into processes McKinsey found government administration could save more than €100 billion in operational efficiency improvements alone by using big data €100B government savings 8

IBM’s approach for reinventing business operations
Marie Wieck launched Smarter Process to 7,000 people at Impact IBM’s approach for reinventing business operations - to enable greater customer-centricity - in the age of mobile, social, cloud and big data - while driving efficiency and optimization into end-to-end processes

IBM capabilities for Smarter Process
Enterprise Content Management Business Intelligence Predictive Analytics Master Data Management Service Oriented Architecture & Integration Industry Solutions and Accelerators Industry and Functional Consulting Expertise Managed Business Processes Government Banking Energy Healthcare Telecom Insurance Transport Case Management Business Process Management Operational Decision Management Operational Intelligence Mobile Social Cloud Big Data Retail Technology influencers - MSCB So how can you reinvent your business operations with Smarter Process? These are the capabilities from IBM that can make your processes instant, seamless and insightful. Industry and functional expertise gives you access to our consulting expertise, industry solutions and accelerators. Or we can simply manage your processes for you. The process platform provides industry-leading capabilities in operational decision management and business rules and the ability to manage a diverse set of processes with business process management and case management. The process platform provides operational intelligence that informs the entire process and provides mobile, social, cloud and big data capabilities in the context of process. The process platform has access to data and best information through capabilities in business intelligence, predictive analytics, enterprise content management and master data management. … all underpinned with a Service Oriented Architecture platform that you know and love.

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Operations, IT and Line of Business
Customer-centricity requires a cross-functional approach Strategic Leadership: Chief Executive Officer Chief Financial Officer “ Successfully attracting and retaining customers requires companies to think and act cross functionally. ~ Adam Klaber, Managing Partner Emerging Markets, IBM GBS ” and technology leaders and cross- functional business leaders Chief Technology Officer VP of Software Development Enterprise Architect IT Architect President SVP/GM of Operations Chief Transformation Officer Chief Innovation Officer Chief Customer Officer Chief Risk Officer … “ At HCF we have found that delivering a superior customer experience requires tight partnership between operations, IT and the various lines of business. ~ Stephen Nugent, General Manager of Operations, Hospitals Contribution Fund and business unit leaders Who are the people within organizations that must act to make their business operations more customer-centric? There is an emerging triumvirate of Operations, IT and Line of Business. The Business-IT relationship has been the topic of major conversation in bringing about technology change within companies. But to be truly customer-centric with the application of technology requires a cross-functional approach that spans business units. Building seamless processes that deliver meaningful and complete outcomes require operations to be a major partner during the reinvention of existing processes. Cross functional business leaders such as the Chief Operating Officer, GM of Operations, Chief Transformation Officer or Chief Customer Officer bring a clear line-of-sight that spans across the company, helping to reinvent their operations. VP of Claims Processing VP of Retail Lending VP of Commercial Loans VP of Outpatient Services VP of Power Delivery Services ” The new triumvirate: Operations, IT and Line of Business 12

Business experts can directly make changes to business rules
Credit card processors make updates to credit authorization and settlement rules based on business conditions and regulations Loan officers make updates to new loan requirements based on regulatory changes Business users can make changes to the rules that represent business practices, policies and regulations Business Experts are able to handle changes to business rules Insurance underwriters update insurance coverage rules based on changing risk conditions Customs officers make updates to import fees based on new tariff schedules 13

Business process management yields significant benefits
90% improvement Lincoln Trust realized a 90% reduction in customer complaints caused by process delays Eliminated paper & lost documents; Estimated $3M in annual savings 300% ROI Horizon Blue Cross Blue Shield generated an average of 300% ROI on each internal process improvement project Reduced processing time for claims by minutes each 3000 Average users per day Banco Espirito Santo has 200 simple processes in production with 80,000 process instances in 6 months 3x faster rule changes - Visa 3000 average users per day running on the processes $594 Million in savings NYS Tax generates $594 million in cumulative savings over 5-year period, with ROI of 1,461% over same period $117M in annual revenue; $1.45M in annual cost savings

Improve business efficiency for innovation with Smarter Process
Typical process problems Bring order to the chaos Executive Mgmt Account Administration Billing Risk Management Teams Invoice Reconciliation Teams ERP Customer Service Account Admin Imaging Rules Finance & Ops Executive Management CRM Rules Rules Customer Service Finance and Ops Inefficient working environment Incomplete or inaccurate data flow Inconsistent prioritization Lack of control over the process Poor visibility into process performance Automate workflow & decision making Reduce errors and improve consistency Leverage existing systems and data Streamline processes and initiate actions Real-time visibility and process control 15

Simple and intuitive process discovery and design
Browser based interface empowers everyone to participate in the discovery and documentation of business processes Easily visualize and model each process to help understand bigger picture

Collaborate on process design & execution through social interaction
Work together on the same tasks via real-time interactions; reach out to experts to help complete tasks; monitor and perform ad-hoc actions through activity streams Collaborate with experts that are currently logged on, or create notes for view upon return for timely completion of tasks

Manage work and team performance
At a glance visibility into team work Review work across teams Manage work across teams Drill down into individual team member view

Optimize your process with visibility and analytics
Visibility into work-in-progress providing the ability to take corrective action when necessary Detect bottlenecks and performance thresholds and display them visually View into process performance Analyze process performance to uncover areas for improvement

Operational decision management yields significant benefits
130 milliseconds per transaction MasterCard processes each payment transaction within 130 milliseconds per request 43,000 transactions per minute; Responds to fraud threats within hours 8000 transactions per second Visa Europe handles up to 8000 credit card payment authorizations per second across Europe 60 rule changes in 13 months; Over 30,000 business rules 96% straight-through processing Swiss Customs achieves 96.5% straight-through processing to validate electronic customs declarations 3x faster rule changes - Visa 200,000 declarations daily; Over 700 business rules 300% improvement WorkSafe Victoria sees 300% improvement in payment times to workers compensation treatment providers 85% straight-through processing; Over 2,000 complex rules

Without Decision Management With Decision Management
Externalizing decisions from applications into business rules Manage decision logic independently from applications Without Decision Management With Decision Management Application Application Decision logic Business Rules Application Rules written in software code cannot be read by business people Hard coded rules are difficult to change Rules intertwined within applications cannot be reused by other systems Natural language rules can be easily read Externalized rules are easy to change Centralized rules enable reuse and consistency

Rules represent business practices, policies and regulations
Fundamental operational tactics in daily business Example: Healthcare Fraud Detection Policies: Mandatory instructions for organizational safeguards Example: Insurance Risk Assessment Regulations: Externally imposed laws that must be complied with Example: Sales Tax Collection 22

Natural language syntax Equivalent action rule
Business users can easily read and make updates to rules Natural language syntax Automatic completion Rule authoring made simple with natural language syntax Capture complex rule conditions in a Decision Table Equivalent action rule

Business users can easily collaborate on business rules
Automatic notification The Activity Stream enables easy collaboration in the context of the activity Social communication post Overview of the main changes that occurred between 2 snapshots The activity stream is able to support to type of posts. Team member can posts comments for communication purposes. In addition automatic notification posts are posted in the activity stream anytime a change is occurring to a given rule project or rule artifact like a decision table for instance. On this screenshot we can see the tow different type of post. The first one is an notification posted automatically in the activity stream after Cindy created a new version of a decisions table in the pricing project. Any team member following the Pricing project of the decision table in then see the post in the activity stream when they log in. The second post is a communication post from Rachel asking Brandon to perform some verification on what Adam did on some discount rules. The Business Console also comes with a snapshot feature to take a “picture” of an entire project. This version of the snapshot is then saved in the repository and made available to restore a project to that exact same state. This feature makes project updates and changes much safer. Any project can be rolled backed to a specific point-in-time state in a simple click. Snapshots are useful when a project has reached a maturity point. Business people can snapshot the project to rollback for any reason. A snapshot is identified by its name and can be documented. As with any project activity, a snapshot creation is logged in the Activity Stream. Any authorized users following the project will then be notified of the snapshot availability and will be able to use it. Side-by-side comparison of project snapshots to visualize changes

Simulate & Test rules for what-if scenarios
Input Data Expected Results Rulset Tests 25

Decision governance framework
Changes and deployments related to a specific release Paul Create a Release Williams & Averell approve the release Release is In Progress Joe Create Comprehensive Base Premium John Create Roadside Base Premium Bea update Comprehensive Discount John Create Roadside Discount John Run a Simulation Abu Deploy For UAT Abu Run UAT scenarios Release is Complete John Create a Snapshot Abu create a Snapshot A Baseline Is automatically created Adam Deploy on prod 1 Adam Deploy On prod2 Release objectives are documented Time and cost to deliver decision management to business users will be greatly reduced by an integrated set of out-of-the-box change management capabilities. Business user will be able to manage, report and govern changes with ease and control. Change Management and Governance: Provide a comprehensive and out-of-the-box set of integrated capabilities to support the definition and execution of governed decision management cycles Release has status 4 Release has an owner 4 Rule management activities occur in the context of a release To complete, a Release must be reviewed and approved

Decisions on the go What’s new:
RESTful API and IBM Worklight Adapter for mobile invocation of business rules Decision Server now provides a Representational State Transfer (REST) application programming interface (API) for ruleset execution What’s new: Non-production entitlement to Worklight Enterprise Edition with IBM BPM V8.5 to develop and test custom IBM BPM mobile applications using Worklight Mobile optimized coach views for native device access, and new BPM controls targeted to deliver common mobile experiences including location services, camera, etc Integration to BPM via REST APIs to develop and create mobile friendly process applications New Pattern for PureApp…. Leverage IBM Worklight adapter sample to develop, test and deploy business rules applications for mobile devices. Client device invocation enables end users to leverage decision services taking advantage of mobile specific features like geo-location and device information 27

Top 20 1-10 Top 20 Smarter Process Use Cases: From #1 to #10
Credit & Loan Processing Pension & Benefits Management A large US bank achieves faster loan origination with 85% straight-through processing ASE speeds up unemployment benefit calculations from 15 minutes to 10 seconds Claims Processing Eligibility Determination HCF reduces claims processing times by 93% and increases market share by 56% Castilla y Leon regional government improves the speed and accuracy of social services payments Regulation & Compliance Management Fraud & Risk Management Jet Airways reduced reporting errors and regulatory errors by 80% MasterCard speeds up creating new fraud rules from days to hours Customer Care & Insight Payment Processing Tata Sky on-boards 1M customers on its satellite TV network in 1 year Visa Europe handles up to 8,000 payment transactions per second Underwriting Healthcare Process Management Hiscox reduced development effort by 70% to create a dynamic website for real-time insurance quotes The Ottawa Hospital speeds up patient flow through the hospital improving quality of care

Top 20 11-20 Top 20 Smarter Process Use Cases: From #11 to #20
Customer Self Service Dynamic Pricing & Bundling Reliance Life’s self service portal reduced costs by 30%, enabling policies for low income households Accovia enabled travel booking engines create real-time dynamic packaging of vacation activities Cross-sell & Up-sell Training & Certification Management BNP Paribas targeted the right customer with the right product and increased customer satisfaction Hanson Cements created a single view of the current training status of all team members Power Grid Management Citizen Safety & Security Reduced order lead time from 2.5 days to 4.5 hours UniCredit Group streamlines the ordering and execution process for its retail equity trading division MVV Energie enables customers to automatically optimize consumption to minimize their power costs The City of Madrid reduced emergency response times by 25% Customer & Employee Onboarding Order Management University Hospitals Birmingham reduced recruitment cycles by 30% Yansha department store reduced order lead time from 2.5 days to 4.5 hours Tax Collection Transportation Management NY State Tax saved the state more than $889 million, while allowing it to process refunds faster Odyssey Logistics & Technology increased the productivity of its for logistics operations by 300%

Go to http://SmarterProcessDemos.com for YouTube & Downloadable Demos!

Smarter Process has received strong support from analysts
“With Smarter Process, IBM is the first megavendor to introduce an integrated collection of hardware, software and services offerings designed to facilitate intelligent business operations.” Gartner : Michele Cantara & Teresa Jones IBM Smarter Process Expands to Transform Business Operations “BPM in some form has been a significant feature of the previous two IMPACT events, and this year its position was elevated even further – although IBM is now using a different term to describe it… Partly the shift to ‘Smarter Process’ is a result of IBM being a victim of its own success regarding its use of the term BPM.” Neil Ward-Dutton Moving IBM's $100 Billion Needle with Smarter Process “Big Data, cloud, social and mobile is driving change in the Smarter Process portfolio. In particular it means that process efficiency is no longer enough to guarantee success – you need processes that are effective also.” James Taylor Smarter Process and Decision Management Updates “Smarter process seems to be more about raising the top line, leveraging continuous engagement with the customer in the age of mobile, social, cloud, and big data… Smarter Process is an interesting story, and one that IBM can tell better than anyone else.” Bruce Silver Associates IBM Impact Makes Way for Smarter Process 33

Gartner defines 10 core components of an iBPMS
IBM Smarter Process is 10 for 10! Source: Gartner Magic Quadrant for Intelligent Business Process Management Suites, 27 September 2012

Why IBM for Smarter Process?
Install base of over 5,000+ active implemented customers and business partners Leader in Gartner’s Magic Quadrant for Intelligent Business Process Management Suites and leader in the Forrester Waves for BPM Suites and Dynamic Case Management #1 market share in Business Process Management (BPM) and Business Rule Management Systems (BRMS) according to Gartner and IDC Global Business Services and ISSW established the Smarter Process Center of Competency (CoC) to provide deep expertise and create repeatable Smarter Process assets

YouTube & Downloadable Demos SmarterProcessDemos.com
Get started today! YouTube & Downloadable Demos SmarterProcessDemos.com Trial IBM Blueworks Live Attend a Proof-of-Technology Lab Hold a Discovery Workshop Plan a Quick Win Project Video: Main Point: Now is the time to get started developing the dynamic business processes you need to achieve agility, and respond to the market shifts that are effecting businesses around the world. Speaker Notes: As you get ready to begin your projects, you can find a wealth of additional information at the IBM Website (ibm.com/bpm & ibm.com/soa) including whitepapers, demonstrations, and client case studies. To help prioritize business goals and identify project areas you can leverage the IBM BPM Business Value Analyzer ( You can also contact your IBM representative or business partner to schedule a business process improvement workshop at your facility. These sessions can help with process analysis and recommendations, solution analysis and definition, and proof-of-technology for an in-depth product experience. ibm.com/bpm

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A leading US bank brings customer-centricity to loan origination
Challenges Onboarding new customers took several days for the average loan Inconsistent customer experiences as employees interpreted written policies differently Faster loan origination with 85% straight-through processing Solution Automate loan processing operations and increase straight-through processing prioritizing human interactions for exception flows Combine 17 different legacy systems together with IBM BPM, IBM ODM and IBM ECM External case study: Downloadable PDF: Overview A large, diversified financial services organization has approximately $300 billion in assets, 57,000 employees and about 2,900 branches. It has reached this size through a steady stream of mergers and acquisitions. Business need: A large bank had manual loan processing operations which delayed onboarding of new customers, made it difficult to comply with regulations and led to inconsistent customer experiences. Solution: The bank developed an automated loan processing system with straight-through-processing using IBM BPM software and IBM® WebSphere® ILOG® JRules BRMS. The consistent application of policies enabled the bank to standardize loan processing operations across work centers. Benefits: ● 85 percent straight-through-processing vs. 100 percent manual operations ● Faster loan processing and onboarding of new customers ● Ability to comply with regulations Case Study The prospect of integrating operations with another company tends to bring to light procedures that are not scalable. A large diversified financial services organization had to resolve such a situation within its own operations a few years ago. The bank has approximately $300 billion in assets, 57,000 employees and about 2,900 branches. It has reached this size through a steady stream of mergers and acquisitions. The bank followed a manual, paper-based system in its loan closing operations, which introduced variables into the decision-making process. “Manual loan processing provided limited opportunities to keep controls over the way people in different lines of business worked,” says an IT architect. “Business rules existed, but individuals deciphered the information differently, leading to inconsistent customer experiences.” The manual loan procedures led to suboptimal results both in terms of speed and quality. Onboarding new customers took several days for the average loan. In addition, it was difficult to adapt to market fluctuations. New promotions for a product led to spikes in volume, but there were no well defined processes for handling the volume and fulfilling the terms of the promotion. The bank needed to make policies consistent. Of critical importance to the bank was the difficulty in complying with regulations. Seeing inconsistencies in the way loans were processed, auditors might conclude that there was a lack of control over policies and how policy changes were applied. Business as usual not an option In 2008, the bank acquired another large bank, which doubled its size. “Our existing loan processing operation became a potential obstacle to unifying operations of the combined organizations and establishing a consistent way of doing business across the whole enterprise,” says the IT architect. “The business spearheaded an effort to drive change. It was clear to them that we could not continue to do business as usual. The lines of business and IT formed close partnerships to identify a roadmap to finding a solution. Without that collaboration, which exists to this day, we could not have achieved success.” Executive management kick-started a strategic initiative that got teams organized and working on ways to fix the inconsistencies across processing centers. The solution that the teams arrived at was to automate loan processing operations and institute straight-through-processing and exception management. By automating the process, individuals would not be interpreting business policies, and outcomes would be consistent. With manual processing, humans interacted with the loan application at every stage through the processing. Even a good loan packet had to be manually verified. With an automated loan process, human interactions would be reduced to dealing with exceptions, and there would be well-defined, consistent policies and workflow for handling those. Standardizing procedures across different processing centers The first phase of the project primarily dealt with process management using business process management (BPM) software which enabled the different processing centers to function the same way. The bank was fortunate that it had already developed platforms for BPM using IBM Lombardi Teamworks™ (now available as IBM WebSphere Business Process Manager) and IBM Blueworks Live™. Content management repositories were IBM Content Manager and IBM FileNet® Content Manager. “The IBM products had already been vetted and evaluated against other vendors’ products, and users had enjoyed excellent experiences and success records with them,” says the IT architect. “The number of systems we had to integrate and bring together as part of this process automation was quite huge, encompassing over 17 different legacy applications across the organization,” says the architect. “Bringing the data together to do all the policy validations was an enormous effort. It required clear leadership from IT organizations within our teams to spearhead the testing efforts.” Reducing loan processing complexity with IBM BRMS Process automation required the use of a business rule management system (BRMS) to simplify the creation and update of the policies for loan approvals. The team developed approximately 1,000 business rules, which were validated by testing them against dozens of scenarios. The bank had already standardized on IBM WebSphere ILOG JRules BRMS (now available as IBM WebSphere Operational Decision Management). The bank uses the central rule repository and the easy-to-use user interfaces to manage all the business rules. Business users modify rules using plain English commands easily mastered by nontechnical users. This shortens the process of making changes in procedures compared to the previous manual method, and saves the time of IT personnel to focus on more strategic projects. When policy violations occur, they are passed as exceptions onto the queues of processors to be resolved. The BRMS automated the decision making involved in 85 percent of the loan closing process. “Now all 1,000 policies are applied consistently across all our loan packets,” says the IT architect. “Thanks to IBM WebSphere ILOG JRules BRMS, auditors can easily see the rationale for our decisions and determine that we have controls in place. The customer experience is also consistent, and we can onboard new customers faster. IBM has helped us modernize our loan processing procedures, which will help us continue to grow and add market share.” Benefits Instant: Faster customer onboarding and a more consistent customer experience Seamless: Consolidated the operations of a new acquisition and created a single process flow for all loan processing centers Insightful: Automated decision making in 85% of the loan approval process “Our existing loan origination process became a potential obstacle to unifying operations. Now, the customer experience is consistent and we can onboard new customer faster.” ~ IT Architect, A leading US Bank Back to Top 20

Hospitals Contribution Fund
Hospitals Contribution Fund achieves same day claims payments Hospitals Contribution Fund Challenges Settle medical and hospital claims on the same day Pay ancillary claims in real-time Move to a paperless claims management system Reduces claims processing times by 93% and increases market share by 56% Solution Business Process Management and Business Rules streamline claims processing Analytics enabled rapid identification of risk patterns and trends Benefits Instant: Reduced medical claims processing times by 93%, from 3 weeks to 1 day Seamless: Interconnected claims payment systems that brings together providers and payers Insightful: Early identification of high claiming members allows for preventative healthcare while reducing costs “At HCF we have found that delivering a superior customer experience requires tight partnership between operations, IT and the various lines of business.” ~ Stephen Nugent, General Manager - Operations, Hospitals Contribution Fund Back to Top 20

Jet Airways streamlines its compliance on carbon credit regulations
Challenges Comply with EU mandate to reduce carbon footprints through the Emissions Trading Scheme Need to accurately measure carbon footprint and create reports for faster decision making with audit trails for transparency Accurately calculate individual aircraft emissions for the entire fleet, using flight records and fuel usage data Reduced reporting errors and regulatory action by 80% Solution Using IBM Case Manager, Jet Airways automated the calculations and analysis process to determine the best options for buying carbon credits and allowances External Case Study: Internal CRDB Link: Overview Jet Airways is a major Indian airline, with headquarters in Mumbai, Maharashtra. It is India’s largest airline and the market leader in the domestic sector. It operates over 400 flights daily to 76 destinations worldwide. Its main hub is Chhatrapati Shivaji International Airport, with secondary hubs at Delhi, Chennai, Ahmedabad, Bengaluru, Pune and Kolkata. Jet Airways has an international hub at Brussels Airport, Belgium. Business need: Jet Airways India needed a solution that would help it automatically and accurately measure its carbon footprint and create reports, with a clear audit trail and integration to various flight and business systems. Solution: Jet Airways India now has an automated calculation and analysis process that will provide accurate emissions calculations and predictions, helping it make effective decisions for buying carbon credits and allowances. Benefits: Will help Jet Airways India gain the ability to make effective and fast decisions for buying carbon credits and allowances. The solution also reduces time to compliance by 75 percent. Case Study The Opportunity The European Union (EU) has included aviation in the EU Emissions Trading Scheme as part of the initiative to abate global warming. This covers passenger, cargo and noncommercial flights and applies no matter where an operator is based. Non-European carriers also need to comply with the scheme. Carriers that don’t comply face huge penalties and may even be banned from operating in the EU. Jet Airways India needed a solution that would help it automatically and accurately measure its carbon footprint and create reports, with a clear audit trail and integration to various flight and business systems. What Makes It Smarter The key to complying with EU emissions regulations is the ability to calculate individual aircraft emissions, a complex process that involves comparing flight records and fuel usage data contained in multiple systems ranging from internal aircraft systems to regional navigation data and flight records. Performing these complex processes manually can result in reporting errors, which can ultimately result in fines for noncompliance with emissions regulations. Jet Airways India now has an automated calculation and analysis process that will provide accurate emissions calculations and predictions, helping it make effective decisions for buying carbon credits and allowances. The system uses rich analytics for annual emissions, regulatory and voluntary carbon offsets, and statistical checks for emissions, drilling down into the many data sources. Instead of fleetwide calculations, the solution can analyze to the aircraft level and even exclude fuel used during maintenance activities. Through robust calculation modules and workflows, the solution will help ensure that all EU flight emissions are properly calculated and reporting is accurate and timely, helping to ensure regulatory compliance. Real Business Results - Will reduce time to compliance by 75 percent - Will reduce reporting errors to help prevent statutory actionby 80 percent - Will help Jet Airways India gain the ability to make effective and fast decisions for buying carbon credits and allowances Benefits Instant: Reduce time to compliance by 75% Seamless: Compared flight records and fuel usage data contained in multiple systems ranging from internal aircraft systems to regional navigation data and flight records Insightful: Instead of fleet-wide calculations, the solution analyzed credits to the aircraft level and can even exclude fuel used during maintenance activities “Calculations and predictions enable the airline to plan ahead, allowing it to manage routes more efficiently, or to buy offsets and credits when necessary, to help ensure compliance with the EU ETS .” ~ Manish Dureja, Vice President of Marketing, Jet Airways India Back to Top 20

Tata Sky onboards 1M customers on its satellite TV network in 1 year
Achieved the fastest growth rate in the world for satellite TV Challenges Tata Sky sought first-mover advantage by rapidly launching its satellite broadcast service in India Meet ambitious growth and market penetration goals with excellent customer service Solution Using IBM BPM and Message Broker, ISSW and IBM Business Partner, TCS, built a customer onboarding system that enabled faster service installation & immediate activation External Case Study: Internal CRDB Link: Overview TATA Group, one of India’s oldest and most respected business conglomerates, recognized the significance of the opportunity in the broadcasting busines, when the government decided in 2004 to grant a precious few licenses for direct-to-home satellite TV broadcasting. Business need: TATA Group wanted to become a pioneer in the country’s newly opened direct-to-home (DTH) satellite television market. To reach its ambitious growth and market penetration goals, the company needed to gain the first-mover advantage by launching its offering faster than its competitors. Solution: TATA chose IBM to build a robust, flexible business model and service-oriented architecture (SOA)-based IT infrastructure to launch its Tata Sky satellite broadcasting service. This “green field” project, in which a business is built from scratch, was the first of its kind in India. Benefits: - Launched its business in a short time—about six months after work began; - Crossed the one million connections mark in its first year of operations; - Achieved goal of in-home installation within a specified time limit with immediate service access Business Challenge Major Indian conglomerate TATA Group wanted to become a pioneer in the country’s newly opened direct-to-home (DTH) satellite television market. To reach its ambitious growth and market penetration goals, the company needed to gain the first-mover advantage by launching its offering faster than its competitors. Solution Starting with a clean slate, TATA chose IBM to build a robust, flexible business model and service-oriented architecture (SOA)-based IT infrastructure to launch its Tata Sky satellite broadcasting service. This “green field” project, in which a business is built from scratch, was the first of its kind in India. Business Benefits Launched business in only six months, starting from scratch Crossed the one million connections mark in its first year of operations—the fastest growth rate in world history for this kind of business—and is on track to reach a target of eight million connections by 2012 Achieved goal of in-home installation within a specified time limit with immediate service access Provided seamless integration of customer service across all channels including call centers, over-the-counter or via the Web Leveraged IBM’s expertise in operational and business support systems as well as business process definition to create a robust joint solution within a highly compressed time frame Positioned Tata Sky to take advantage of IBM Media Hub to create a media-enabled service-oriented architecture Smarter IT for Media & Entertainment Seeking to enter the newly opened direct-to-home Indian satellite television market, TATA chose IBM to launch a new business starting from scratch. Tata Sky, the service-oriented architecture-based business resulting from this first-of-its-kind “green field” project, was launched in only six months. Within a year of its operations, the company had signed up its one-millionth connection—a world-record growth rate for direct-to-home broadcasting. Solution Components Software IBM WebSphere Application Server IBM WebSphere Process Server IBM WebSphere Message Broker Services IBM Software Group Services IBM Business Partner Tata Consultancy Services In the enormous consumer market that is India, occasionally an opportunity arises that can create incredible growth and profit—provided those who seek to capture it can move quickly enough. That was the situation facing TATA Group, one of India’s oldest and most respected business conglomerates, when the government decided in 2004 to grant a precious few licenses for direct-to-home satellite TV broadcasting. “The key business challenge in a country like India is meeting customer demands—which are very dynamic—under the regulatory purview of the country,” says Chakrapani Perangur, CIO of Tata Sky. Tata Sky recognized the significance of the opportunity in the broadcasting business. To become a major player in the new market, the company had to launch an entirely new business beginning with no infrastructure or existing processes at all—and do it very quickly, in order to beat out the competition in what was sure to become a hotly contested drive for new subscribers. This “green field” project would be an unprecedented effort in India, and would significantly test TATA’s ability to innovate and rapidly create a flexible, scalable and viable business model. Offering viewers a choice What attracted TATA to the DTH business was the technology’s customer value proposition. Pay television in India has long been dominated by cable companies, but the available services left much to be desired from the customer point of view. Viewers had to pre-pay for packages that contained many channels they were not interested in. TATA saw an opportunity to give viewers a better choice by changing the pay-television business model, and also realized it could leverage new technology to vastly improve the customer experience, both in terms of broadcast quality and customer service. The digital DTH service enables over 160 channels of customizable content, interactivity and DVD-quality picture with CD-quality sound. The ability to better accommodate regional needs was also a key differentiator. India is a polyglot country: there are 17 official languages and some 22 state languages. With the ability to easily customize content for local markets, Tata Sky would be able to give viewers more relevant content. Speed and integration are essential TATA Group teamed with broadcast partner STAR to create Tata Sky, and incorporated it soon after the government’s opening of the market. IBM was enlisted to help launch the broadcaster at the end of In early 2006, work began on creating the actual infrastructure for the company and the service was launched a mere six months later. Tata Sky knew that launching the business fast was only part of the path to success. The new company would also have to do business better than its competition. That meant not only more broadcast choices, but also a better customer service experience. The vision was to make the experience seamless, enabling quick and easy sign-up and customer service no matter how the customer chose to interact with the company, be it over the telephone, via the Web or over the counter at a retail outlet. And once signed up, installation should be fast, efficient and painless, with immediate activation. "IBM’s product maturity and expertise was the right fit for Tata Sky in helping us communicate our vision to our subscribers.” — Chakrapani Perangur In order to accomplish this, all of Tata Sky’s applications and business processes would have to be highly integrated. The company opted for best-of-breed applications from SAP (for Enterprise Resource Planning), Siebel (for Customer Resource Management) and others. Tata Sky turned to IBM Business Partner Tata Consultancy Services to help integrate these applications and create the underpinnings of the new business. Tata Consultancy Services and Tata Sky teamed to define business processes and build a service-oriented architecture for the new company’s IT needs. The green-field nature of the business was an advantage here, says Chakrapani Perangur. “We could work seamlessly with the IBM Business Partner team in putting the right architecture in place and fine tuning it without getting bogged down by legacy systems.” IBM Software Group Services deployed a full suite of WebSphere® products to create the SOA platform, including WebSphere Application Server, WebSphere Process Server and WebSphere Message Broker, which together form the architecture’s integration layer – the means by which different applications are made visible to one another and are able to pass data back and forth. By linking all of the company’s applications in this way via the SOA’s Enterprise Service Bus, information could be shared and processed across the entire company seamlessly. While Tata Sky’s SOA infrastructure serves its business processes alone at present, it provides a flexible platform for potential future uses such as management of the media itself. The decision to adopt SOA positions Tata Sky to leverage IBM Media Hub, which enables the Enterprise Service Bus to handle rich media content. History-making results Perangur points to the flexible service capabilities and outstanding growth of the company as evidence of the wisdom of the company’s decision to create an integrated SOA-based infrastructure. “The flexibility that SOA has enabled us to bring into the customer relationship management software is amazing,” he says. “Tata Sky is leaping ahead to garner eight million connections by We are the first DTH company, across the globe to achieve the significant milestone of crossing one million connections in the first year of our operations and are confident of achieving the eight million mark as well.” The company is young and wants to excel in customer service continuously. Already able to meet its core promises of rapid installation and immediate activation, better viewing choices, better broadcast quality and superior customer service, Tata Sky is leveraging its SOA infrastructure and relationship with IBM and IBM Business Partner Tata Consultancy Services to make the company more efficient by building in real-time business monitoring capabilities and an improved customer self-service portal. Perangur concludes that the choice was a good one. “IBM’s product maturity and expertise was the right fit for Tata Sky in helping us communicate our vision to our subscribers. Benefits Instant: Launched the direct-to-home satellite TV service within 6 months with over 1M activations in the first year Seamless: Provided seamless integration of customer service across all channels including call centers, over-the- counter or via the web Insightful: The system customized content for local markets to accommodate regional needs "Tata Sky is the first direct-to-home satellite company across the globe to achieve the significant milestone of crossing one million connections in the first year of our operations and we are confident of achieving the eight million mark as well.” ~ Chakrapani Perangur, CIO, Tata Sky Back to Top 20

Hiscox Insurance provides real-time online quotes Hiscox Insurance
70% less development effort to create and maintain a dynamic website for real-time insurance quotes Challenges Manage the business policies for eligibility, underwriting and rating to generate real-time, online insurance quotes Bring insurance products to market across different channels Solution Hiscox used IBM Operational Decision Manager to build a central repository for rules governing eligibility, underwriting and rating, which integrated with multiple web and call center systems Benefits Instant: Provide real-time online direct insurance quotes in multiple US states – giving it a head-start on the competition and triggering significant business growth Seamless: Provide general liability, professional liability and business owners’ policies to companies in 50 industries across 24 U.S. states Insightful: Dynamically generate the questions on the direct insurance quote website based on customer responses External Case Study: 8VNJG2?OpenDocument&Site=corp&ref=crdb CRDB Reference: Solution: Starting with its UK household insurance business, Hiscox used IBM WebSphere® Operational Decision Management to build a central repository for rules governing eligibility, underwriting and rating, which integrates with multiple web and call centre systems. The company then created a first-of-its-kind solution for its US direct insurance business that guides the customer through the policy application process in real time via a dynamic website. Benefits: Hiscox was one of the first insurers to provide real-time online direct insurance quotes in multiple US states – giving it a head-start on the competition and triggering significant business growth. Dynamic, rule-based generation of online questionnaires reduces the time and cost of creating or updating products: changes can be rolled out within a week, with 70 percent less development effort than a traditional static website would require. Hiscox now has a platform for business rule management that enables it to reduce IT cost and complexity as it phases out several legacy ratings engines. Case Study Hiscox is a leading general insurance company that operates in the UK, US and worldwide. It is listed on the London Stock Exchange (LSE: HSX), employs approximately 1,250 people, and received gross written premiums for just under £1.5 billion in The company has two main business areas: it is an underwriter for Lloyd’s of London, and it has a retail business which provides general liability and household insurance for businesses and private individuals. Like most retail insurers, Hiscox understands the importance of bringing its products to market via different channels, and has put a significant emphasis on its online presence as a means of driving business growth. However, its insurance offerings are governed by a complex array of business rules for each product – and managing these rules across both online and traditional channels was a significant challenge. “We wanted to create a single repository for creating, managing and updating the business rules, and take advantage of our service-oriented IT architecture to integrate them with the systems that manage the different sales channels,” says Chris Waters, Head of Architecture at Hiscox IT. “In this way, when we make changes to a product, we only need to update the rules once, and the logic will flow through to the relevant websites and call centres automatically.” Hiscox had already invested in IBM WebSphere Operational Decision Management (formerly known as WebSphere ILOG® JRules), and saw it as an ideal platform for this initiative. The first project was to build the rules for a new rating engine for the UK household insurance business. “When a customer applies for one of our household products, we need to assess three main things based on the information they have provided,” explains Chris Waters. “First, whether they are eligible for the product they have selected – for example, if they have chosen a contents insurance policy that is designed for homes with up to five bedrooms, but they actually have six bedrooms, they won’t be eligible for that specific product. “Second, what are the conditions under which we will agree to underwrite the policy? Is the house in a flood zone? Do we require the customer to install a burglar alarm before we will endorse their policy? Third, we need to rate the policy so that we can provide the customer with a price for the product. “Each of these three areas – eligibility, underwriting and rating – has its own business rules, which are managed using WebSphere Operational Decision Management and fed into a calculation engine together with the customer’s data. The results are then turned into an insurance quote and displayed to the customer on the website in real-time, so they can decide whether they want to purchase the product there and then. Alternatively, if the customer phones our call centre for a quote, the customer service representative can generate a price for them – based on exactly the same rules and delivering the same result.” Following the success of this initial solution, Hiscox embarked on an even more ambitious project to launch an online direct insurance service for small business customers in the US. “The situation in the US is more complex, because we are selling three different products – general liability, professional liability and business owners’ policies – to companies in 50 industries across 24 states, each of which has its own insurance regulations,” says Chris Waters. “We need to gather a lot of information from each customer before we can get to the rating stage, and we calculated that there were approximately 5,000 different possible journeys that a customer could take through the website based on the questions we need them to answer. “Building a set of static web pages to cover all the options would have been extremely time-consuming, and updating them when we needed to make a change to one of the products would have been difficult to manage. So we looked to WebSphere Operational Decision Management for a smarter approach.” The Hiscox team created a set of business rules that govern which questions each applicant needs to answer. For example, if an applicant answers “yes” to a question about whether they would like to add professional liability insurance to their general liability policy, the rules will initiate appropriate follow-up questions about their professional liability status. As the applicant proceeds with the online application process, the rules engine feeds the appropriate questions to a web generator, which dynamically creates the web pages in real time. As a result, the applicant only needs to answer the questions that are relevant to their situation; at the same time, Hiscox is able to collect all the information it needs to rate the customer and provide a quote. “When we launched the direct insurance service in the US, we only knew of one other insurance company that was able to offer liability insurance online, and they were only operating in one state,” says Chris Waters. “So our multi-state system was really the first of its kind, which put us way ahead of the competition. As a result we have seen very rapid growth in that area of the business, and although other insurers have subsequently launched their own online direct insurance websites, our leadership has given us an important head start.” Making changes and launching new products One of the most important strengths of Hiscox’s approach is that when new regulations are introduced, or the needs of the business and its customers change, business rules can easily be added or updated to reflect the evolving situation. “In normal circumstances we manage change requests on a monthly cycle,” comments Chris Waters. “But we can actually create, test and roll out a new rule in about a week if needs be. Compared to a more manual approach where changes need to be hard-coded into several different systems, it’s a considerably simpler and faster process. For example, the dynamic generation of the web pages in the US system saves about 70 percent in terms of development time because there’s no need to rewrite static web pages every time we update the questions.” Enhancing data quality Besides these customer-facing applications, the WebSphere Operational Decision Management solution is also being used to facilitate Hiscox’s own internal data management. The company’s data warehouse, which stores current and historical information used for analytical purposes, collects data from a number of transactional systems via IBM InfoSphere® Change Data Capture. This data is copied to a landing area where it undergoes a series of validation and coding processes, which are managed by rules held within the Decision Center component of WebSphere Operational Decision Management. The validation and coding are performed via batch processing, but WebSphere Operational Decision Management can also support real-time processing. “To enhance our ETL [extract, transform and load] process without increasing its complexity, we use Decision Center to manage validation and coding on a business level,” says Chris Waters. “This helps Hiscox maintain excellent data quality and consistency. Best of all, Decision Center is relatively easy for users to learn, even if they don’t have deep technical knowledge. As a result, the rules can managed by our business analysts, which gives them greater control of the data they use in their daily work, while freeing up the IT team to focus on other tasks.” Looking to the future On the longer term, Hiscox plans to make wider use of tools like Decision Center to help subject-matter experts in other areas of the business create, manage and update their own business rules. This self-service approach should make life easier for both business users and IT staff. “We are keen to maximise our return on investment by using WebSphere Operational Decision Management widely within the business,” says Chris Waters. “From the three different projects we have already mentioned, it’s clear that this is a very flexible product with many possible applications – and we are eager to introduce more self-service capabilities so that the users can solve their own problems without needing to wait for support from IT.” He concludes: “From an insurance industry perspective, the WebSphere solution gives us a single, comprehensive platform for rule-driven business process management. Over the long term, we plan to replace our legacy ratings systems with this unified solution and harness our service-oriented architecture to deliver even greater standardisation and control across all business units, products and channels.” “The WebSphere solution gives us a single, comprehensive platform for rule-driven business process management. Over the long term, we plan to replace our legacy ratings systems with this unified solution and harness our service-oriented architecture to deliver even greater standardisation and control across all business units, products and channels.” ~ Chris Waters, Head of Architecture, Hiscox IT Back to Top 20

Return-on-Investment in 18 months
ASE improves customer service delivering unemployment benefits ASE Challenges Reduce turnaround time of the daily benefit entitlements process Improve customer service as a differentiator in a market of similar products Improve agility and auditability to combat changing regulations Return-on-Investment in 18 months Solution Implemented BPM and ODM through the Quick Win Pilot program ODM automated the benefit calculation process, while BPM separated the benefit process from legacy applications CRDB Entry: bin/ssialias?infotype=RF&subtype=CS&htmlfid=KPES-8Y9QPX&appname=crmd Case Study on ibm.com: 01.ibm.com/software/success/cssdb.nsf/cs/KPES- 8Y9QPX?OpenDocument&Site=corp&ref=crdb Overview Located in Denmark, A-Kassen for Selvstændige (ASE) is a 100 percent member-owned unemployment insurance fund. The company’s mission is to create value and economic security for its members. Business need: A-Kassen for Selvstændige Erhvervsdrivende (ASE) sought to decrease the turnaround time of the daily benefit entitlements process from minutes to seconds. Solution: ASE implemented IBM software to help improve business operations, provide greater visibility into procedures and help enable continuous process improvement. Benefits: ASE anticipates that the IBM application will deliver a complete ROI in less than 18 months. Case Study Challenge As a collectively owned unemployment insurance provider, ASE strives to achieve high levels of member retention by supporting members when unfortunate circumstances leave them out of work. Because the insurance industry is so competitive, the company is under constant pressure to keep member costs down while delivering excellent customer service. Because all competing companies offer essentially the same products, ASE must find other ways to differentiate itself within the marketplace. Therefore, the company needed to improve its ability to quickly execute new business initiatives with as little risk as possible. Frequently changing legislation also added to the company’s need to improve its agility and auditability. ASE also wanted to reduce the turnaround time of the daily benefit entitlements process to seconds. However, because of the complexity of its primary systems, the company’s IT department found it difficult to deliver a solution quickly. The existing platform was not process-centric and required highly skilled staff to drive the process successfully. ASE began looking for a solution that would help improve process agility and transparency as well as customer satisfaction and retention rates. Solution After carefully analyzing multiple solutions, ASE engaged IBM and IBM Business Partner Tieto Denmark A/S to implement IBM® Business Process Manager Advanced and IBM WebSphere® Operational Decision Management software through the IBM Quick Win Pilot program. The program quickly delivered a partial but valuable solution within three months, helping guide ASE through the end-to-end implementation process. The IBM team used the Business Process Manager Advanced application to provide a layer of abstraction between the company’s existing applications and its business processes. This abstraction helps enable IT staff to more seamlessly replace existing complex systems with more standard, up-to-date applications. The Business Process Manager Advanced application also helps improve business procedures by providing greater visibility into existing processes, helping enable ASE to continually implement improvements. Finally, the new solution helped the organization decrease the turnaround time of its daily benefit entitlements process. ASE used the WebSphere Operational Decision Management software in combination with the Business Process Manager Advanced BPM platform to automate its benefits calculation process. The two helped enable ASE to streamline subprocesses and automate, optimize and monitor complex decisions, along with the thousands of rules that are frequently changing when calculating entitlements, such as contract of work, hours worked, taxable salary and regulatory stipulations. Benefits • Decreases time required to calculate entitlements from 15 minutes to 10 seconds, improving quality of service to members • Supports the automation of 80 percent of benefits calculations while improving alignment between business strategies and IT objectives • Enables a new standard for time to market, technical flexibility and auditability Benefits Instant: Decreases time required to calculate entitlements from 15 minutes to 10 seconds Seamless: Automated 80% of benefits calculations while allowing IT to meet business needs Insightful: Reduce business risk by monitoring complex decisions run through thousands of rules “While working with IBM, it became apparent that the IBM offerings would support our goal of remaining the market-leading unemployment insurance provider in Denmark.” ~ Carsten Molgaard, Chief Operating Officer, ASE, Denmark Back to Top 20

Castilla y Leon regional government
Castilla y Leon regional government administers social programs Castilla y Leon regional government Challenges Dramatic increase in number of new applicants for social services benefits under new Spanish law New, social services introduced, with precisely defined, complex eligibility criteria Consistently apply the same criteria to all citizens Serves over 50,000 people including the disabled and elderly; Provides child protection services Solution Business rules based decision service to score applications and assess eligibility Centrally managed content repository to give all case managers access to the same information for timely service CRDB Entry: bin/ssialias?infotype=RF&subtype=CS&htmlfid=RSAH-87JKUU&appname=crmd Case Study on ibm.com: 01.ibm.com/software/success/cssdb.nsf/cs/RSAH- 87JKUU?OpenDocument&Site=corp&ref=crdb Overview The regional government of Castilla y León, one of Spain’s 17 autonomous regions, administers a broad range of social programs through its Social Services agency. More than 50,000 people benefit from the agency’s social assistance programs for the disabled and elderly, and for child protection. Business need: With Spain’s new law promoting care and autonomy for dependent people, this regional agency needed to confirm that eligibility verification and benefits were consistently applied. Solution: Using advanced case management strategies from IBM, the agency created a centralized process-oriented management system for granting benefits and automating work that helps staff deliver equal and timely service to eligible citizens. Benefits: Reduced time to process benefits; enables agency staff to support a greater number of cases; supported rapid compliance with new law and provides flexibility for implementing future policy changes. Case Study Keeping pace with changing regulations Spain’s recent passage of a law promoting care and autonomy for dependent people, including the elderly and disabled, dramatically increased the number of cases that the region’s Social Services agency had to process. The law not only introduced new social benefits, but backed them with precisely defined eligibility criteria. However, because data about citizens was kept in various offices, eligibility verification was often inconsistent. Additionally, agency staff found that citizens who were eligible for services were not always treated the same way for each comparable case due to inconsistencies in the process. Applying advanced case management strategies To support the new law and improve services to qualifying citizens, the Social Services agency launched its new Social Services Unified Access System (SAUSS) that acts as a single point of contact for citizens and enables agency staff to manage case progression and resolution consistently across all offices. The SAUSS project included the application of advanced case management strategies using IBM® Software to create a centralized process-oriented management system for granting benefits, automating the agency’s work and shortening service delivery. The solution includes the following software products: • IBM FileNet® Content Manager software provides a central repository for citizen information that can be shared by case managers across all branches and offices, thus eliminating redundant information. • IBM FileNet Business Process Manager automates business processes to help ensure equal and timely service and payments to all eligible citizens. • IBM WebSphere® ILOG® JRules business rule management system (BRMS) software facilitates the development, deployment and maintenance of the business rules that govern the complex decisions to be taken in the process. For instance, a rule-based decision service is used to score applications and assess eligibility. • MicroStrategy software is used for statistics and scorecard balancing. “We identified the advanced case management capabilities of IBM Software, including business rule management, as key in helping us cope with regulatory and internal policy changes,” says José María Molina, Project Director, IT Department Social Services, Social Services Management, Family and Equal Opportunity Council, Junta de Castilla y León. “We chose IBM Software because of the depth of its functionality, robustness, and ease of use and integration.” The SAUSS system was assembled by Thales, a system integrator and IBM Business Partner. Two people—one from Thales and the other from the agency—were primarily responsible for developing the rules of the system. They prepared for the project by attending an IBM Software training course given by IBM Software Education Services. In all, the project lasted one year. The system was developed to run in a Java™ environment with Microsoft® Windows® Flexibility to support changing laws Because all business rules governing the new system are stored in a central repository, the agency’s IT department no longer has to recode applications associated with SAUSS when new policies and regulations are passed. The agency’s policy managers can access the rule repository through a web-based interface to review, modify, test and redeploy rules to implement changes directly. Furthermore, as the decision logic is managed separately from business processes, policy changes can be implemented without requiring any changes to the processes which rely on them. In addition, policies can now be changed in one place for use by multiple processes and applications, reducing maintenance time and cost. Handling a greater number of cases The new system has greatly improved the productivity of approximately 1,500 agency and municipality personnel. It allows them to more easily handle the greater number of cases resulting from the introduction of the new law. Because the system automates the processing of most of the paperwork, agency staff can instead focus their time on handling exceptional cases. The solution’s powerful, user-friendly interface allows case managers to review, validate and maintain cases directly to confirm compliance with legal requirements. Even though the number of cases has increased significantly, each application is processed much faster, enabling the agency to deliver services in far less time on average. What’s more, the agency can easily confirm that transparent and fair decisions are applied through consistent scoring and rules-based eligibility criteria across all agency centers and municipalities. “By combining the strengths of IBM Software and services, we are dramatically reducing the time to process benefits, allowing the staff to put more focus on handling exceptional cases. As each application is processed faster and more accurately, the agency can now deliver social benefits more efficiently,” says Molina. Benefits Instant: Automates the processing of the paperwork, allowing agency staff tofocus their time on exceptions Seamless: Fair decisions are applied through consistent scoring and rules-based eligibility criteria across all agency canters Insightful: Powerful, user-friendly interface allows case managers to review, validate and maintain cases directly to confirm compliance “By combining the strengths of IBM Software and services, we are dramatically reducing the time to process benefits, allowing the staff to put more focus on handling exceptional cases.” ~ José María Molina, Project Director, IT Department Social Services Management, Junta de Castilla y León Back to Top 20

MasterCard combats fraud threats in hours rather than days MasterCard
Challenges Quickly detect the less than 0.1% of fraudulent payment transactions from over millions of payments Change fraud rules dynamically to handle new emerging threats 43,000 payment transactions each minute and a total of more than 23 billion transactions each year Solution Business rules based approach to implement fraud detection using ODM IIB and Message Broker forms the messaging backbone to carry high volume payment transactions CRDB Entry: bin/ssialias?infotype=CR&subtype=NA&htmlfid=0CRDD-8ZYHCX&appname=crmd Case Study on ibm.com: 01.ibm.com/software/success/cssdb.nsf/CS/RNAE- 92VPWV?OpenDocument&Site=default&cty=en_us Overview A leader in the global payments industry, this financial services company serves approximately 22,000 financial institutions in more than 210 countries and territories. The company strives to make commerce faster, more convenient and more secure, providing innovative services that enable its customers to use electronic forms of payment. It offers a wide range of credit, debit and prepaid offerings. Business need: To help its customers mitigate risk more quickly and effectively, a financial services company needed to accelerate deploying business rules that identified fraudulent transactions. Solution: IBM delivered a rules management solution, providing a flexible framework that leverages reusable decision logic to rapidly implement rules and create new product offerings. Benefits: The IBM solution has enabled the company to reduce deployment time for new rules from days to hours, empower its customers with new capabilities and position itself for competitive differentiation. Case Study Seeking accelerated deployment for critical business rules Powered by the fastest payment processing network in the world, the company processes approximately 43,000 transactions each minute and a total of more than 23 billion transactions each year. The rapid flow of transactions presents a daunting challenge for the company in terms of risk mitigation. A group head of global network products for the company explains, “We have millions of transactions flowing out over our network. We know that, statistically, less than 0.1 percent of these transactions will potentially end up being fraud. So the question is, how do we find these transactions among the millions traversing the network?” To help protect its banking customers, the company analyzes data from fraud attacks and creates parameters, or business rules, to identify and flag other potentially fraudulent transactions. However, the company’s process for rolling out these rules was far too lengthy. “Every time we wanted to change or create rules, we had to perform a full development cycle, getting the requirements ready, testing them into regression—all the way through until the rules were deployed,” says the group head of global network products. “It could be days, or sometimes weeks, depending on the complexity. We had to find a way to do this a lot more quickly. You can’t tell a bank, ‘There’s a fraud attack and we’ll help you in a week from now.’” Locating a uniquely qualified technology partner The IT organization within the company began discussing the need for a technology platform that would enable the fast, efficient implementation of business rules. “Initially, we were looking for something that would address our customers’ fraud mitigation needs,” says the group head. “Then we looked at this at a high level and realized that rules are an integral part of how we do business. We started looking for a solution that we could use anywhere within our company and deploy new products.” The company launched an exhaustive vendor selection process, creating a request for proposal (RFP), interviewing RFP respondents repeatedly, and eventually creating a short list of three solution providers. After visiting each of the finalists onsite and interviewing references, the company chose IBM. “We needed to have very strict control mechanisms in the solution,” says the group head. “That played a big role in our final decision. The management of business processes, privileges and workflows were key areas driving our choice of the platform from IBM.” Implementing a flexible framework to slash deployment time IBM delivered a flexible rules management framework, implementing IBM® Operational Decision Management software to serve as the rules engine for the solution and the IBM WebSphere® Message Broker enterprise service bus (ESB) to connect with data sources across the organization. To link the operational decision management platform to the company’s network and the ESB, IBM deployed the IBM WebSphere MQ universal messaging backbone. The system processes approximately 3,000 transactions per second, evaluating 130 to 180 data points in each transaction. By allowing the company to leverage repeatable processes, the new framework significantly accelerates the timeline for deploying new business rules. The group head says, “We have reduced our rules deployment process from days to hours. It’s a tremendous improvement in speed and it reduces the resources needed for implementation.” Cutting deployment time enables the company to respond much more quickly to its customers’ risk mitigation needs. Since rolling out the new solution, the company has been able to stop several fraud attacks within an hour after receiving the initial report. The solution also allows the organization to extend rules authoring capabilities to its banking customers while controlling the rights and privileges assigned to them. “Once we create specific processes throughout the system to drive checks and balances, we can deliver an easy-to-understand, packaged service to our end customers,” says the group head. “We can lay out to them exactly how this works, what their sign-on privileges provide them—it’s a repeatable process we can rely on. We don’t have to build tests every time we do this because the process has been proven and works well.” Launching new product offerings with an innovative platform With the new solution successfully up and running, the company is currently considering additional applications. For example, if a governmental organization needs to disperse aid and prohibit unauthorized use of the funds, the company can rapidly deploy a set of rules restricting card use to a specific area, for specific purposes, within a specific period of time. The group head says, “The IBM Business Rules platform will definitely help us differentiate. We have the flexibility to create new products and use repeatable processes to accelerate go-to-market. It’s something we’re very excited about.” Benefits Instant: Faster fraud rule creation and deployment, down from days to hours Seamless: Extends fraud detection visibility to several business departments at member banks Insightful: Enables checks and balances in the fraud management system, helping to mitigate risk “Every time we wanted to change or create rules, we had to perform a full development cycle, getting the requirements ready, testing them into regression. We had to find a way to do this a lot more quickly. You can’t tell a bank, ‘There’s a fraud attack and we’ll help you in a week from now.’” ~ Johann Gerber, Group Head, Global Network Products, MasterCard Back to Top 20

Visa Europe unifies payments across 36 countries Visa Europe
Adapt to regulatory changes 3X faster; handle up to 8,000 payment transactions per second Challenges Needed a scalable, automated payment authorization and settlement system for payments across Europe Regulatory requirement to unify payments for the complex European market with multiple currencies and 36 countries Solution IBM Operational Decision Manager to simplify the creation and management of over 30,000 rules Reduces the cost of maintaining business logic by over 25% External Case Study: 01.ibm.com/software/success/cssdb.nsf/cs/SSAO- 8FNJEB?OpenDocument&Site=corp&ref=crdb CRDB Reference: bin/ssialias?infotype=CR&subtype=NA&htmlfid=0GLOS-87CT95&appname=crmd Overview Visa Europe teamed with IBM to develop a high-performance clearing and settlement platform serving 4000 member institutions. To handle a wide variety of local conditions, the platform enables Visa business users to rapidly assess and adjust thousands of business rules governing operations. Business need: Growing Visa Europe in response to the nature of the European environment became a challenge while remaining part of the global Visa Inc organization and global set of demands for change. This made it difficult to make responsive changes to shifting regulations and market conditions. Solution: Visa Europe’s answer to the management challenge was to chart its own course. The new organization used its independence to create a separate authorization platform and clearing and settlement platform that would integrate with the Visa Inc. global system while adding a high degree of flexibility and agility to the payments process. Results: With deeper understanding of the potential impact of changes, Visa Europe will be able to address the needs of its members more effectively—creating true market differentiation. Benefits: Allows customized rules to be brought to market much faster, typically 3 times faster than before, providing market differentiation through greater agility; Reduces the cost of business rule maintenance with savings over 25% experienced to date; Will enable the creation of the most appropriate business rules using “what if” scenarios based on real data; Makes the rule management process directly accessible to business users, adding flexibility & responsiveness; Offers massive scalability & high performance, with 30,000 business rules supporting over 500 transaction types in 36 diverse markets Case Study Smart is... An open clearing and settlement platform that allows Visa Europe to create and implement vast numbers of complex business rules faster than ever before. Visa Europe addressed the unique nature of the European market by building a new payment platform which houses tens of thousands of business rules governing payment clearing and settlement. An open business rules management system speeds time-to-market and gains cost efficiencies. The result is greater business agility and competitiveness for both Visa Europe and its 4,000-plus member institutions. Simulation capabilities are soon expected to allow business users to become more proactive, predicting and assessing the impact of changes to key business rule parameters. Smarter banking: Leveraging insight to build better business rules Instrumented: Live transaction and market data is collected from 36 markets and brought together in the high-performance Visa Europe Clearing and Settlement Service. Interconnected: A business rule management system combines real-world information with business logic that enables rules to be tailored and bespoke to market and in some instances individual member institutions. Intelligent: With deeper understanding of the potential impact of changes, Visa Europe will be able to address the needs of its members more effectively—creating true market differentiation. The European marketplace is highly complex. Efforts to unify it from an economic and commercial standpoint have been under way for decades, yet to this day it is still comprised of many discrete markets, currencies and sets of regulations. One of the latest efforts to strengthen the market through unification, led by the European Union was the creation of the Single Euro Payment Area (SEPA) and ratified by European Union member states adopting the Payment Services Directive (PSD, 2007/64/EC). The SEPA initiative created a common set of rules for payments in countries using the Euro, under which all electronic payments are considered domestic, even those that take place across national borders. The goal was to create greater efficiency and promote commerce. A strategic response to these specific and unique European member institutions business drivers was required and, as a result, Visa Europe became a dedicated European payments provider and wholly independent organization from the global payments provider Visa Inc. A complex landscape calls for a new approach Growing Visa Europe in response to the nature of the European environment became a challenge while remaining part of the global Visa Inc organization and global set of demands for change. This made it difficult to make responsive changes to shifting regulations and market conditions. This is why the creation of a dedicated European organization was deemed a wise move. The issue is one of complexity. Each time a Visa card is used anywhere in the world, an authorization takes place and a transaction is created between the issuer’s financial institution and that of the merchant. At the end of each day, all of those millions of transactions must be settled. Every transaction is run through a set of business rules that govern the fee charged, the exchange rate applied, and other validation parameters such as proper formatting. These rules must be changed periodically, for example to adjust fees in response to market conditions, add new members or accommodate new regulations. Under the legacy Visa Inc. global payments platform, each of these business rules was effectively hard-coded into the system, making it very difficult to bring new rules to market. Implementing a single policy change could take up to 18 months from the time of initial request to go-live—and while any given parameter might not need to change very often, the sheer number of them means that there is always a change that needs to be made. When extended across the 36 countries, multiple currencies and thousands of members served by Visa Europe, it’s easy to see the management challenge posed by this rules-based clearing and settlement process. “For the European market, there are literally tens of thousands of business rules to consider,” says Justin Snoxall, vice president and head of development services for Visa Europe. “It’s a uniquely convoluted landscape that can make doing business difficult. For example, with so much to consider and the limitations of the legacy system, introducing new products or services could take a long time. This hampered our efforts to enter new markets.” Breaking the business rule logjam Visa Europe’s answer to the management challenge was to chart its own course. The new organization used its independence to create a separate authorization platform and clearing and settlement platform that would integrate with the Visa Inc. global system while adding a high degree of flexibility and agility to the payments process. Called the Visa Europe Clearing and Settlement Service (VECSS), the new platform uses IBM WebSphere® ILOG® JRules at its heart, markedly different from the older mainframe-based solution. The tens of thousands of business rules that govern its function are no longer hard-coded. They are stored as rules and gain further context from member institution business parameters stored in an IBM DB2® database, which allows them to be managed consistently and changed easily through a built-in business rules management system (BRMS). Rule changes now involve far less expenditure of staff time, resulting in savings in the maintenance costs associated with updates and reducing the total cost of ownership. More significant, though, is the speed of change made possible by the new system. “The time it takes to change a business rule has gone from nine months to only three,” says Snoxall. “Within 13 months we’ve made 60 rule changes, while migrating members over to the new system at the same time. The BRMS actually has the potential to make changes within days and longer term even overnight, so should the business need arise for more rapid change, we’ll be ready,” Snoxall says. “It’s a whole new level of capability that’s a far cry from the legacy mainframe-based system.” The scalable VECSS system is also much more efficient than the earlier clearing and settlement platform, which increases the quality of service to members. Since launch, it has been able process in excess of one billion transactions every six weeks. At peak times, VECSS is able to process over 8,000 transactions per second. The efficient transaction handling and rule management offered by the system is very important in the context of Visa Europe’s unique business environment. The requirements of the member institutions are so widely varied that the organization is called upon to provide a high degree of customization. “Clearing and settlement follows a distinct set of processes from end to end, but not all payment transactions are processed in the same way,” Snoxall says. “We need to take into account specific conditions per region, contract type, customer—a whole host of variables.” The result is over 500 transaction types to deal with, which require 10,000 editing and validation rules, plus another 20,000 fee calculation rules. All of these must be managed effectively, which is made far simpler by the flexible solution. The inside story: Getting there “The way we approached the development of VECSS was not what one might expect because of the nature of our organization,” says Justin Snoxall. “We provide payment processing services to financial institutions, but Visa Europe is not a commercial service provider motivated by profit. Rather, it is a cooperative association devoted to serving the interests of our member financial institutions. Each of them has a say in what we do. So one of our major tasks was to gain their support for the VECSS project.” An organization with such a large number of stakeholders might naturally chart a conservative course when implementing change, aiming to take the path of least resistance. “While we could have continued to use the global Visa Inc clearing and settlement platform, we saw the opportunity to create a far more capable solution and seized it,” Snoxall says. “I think our leadership showed great foresight in creating Visa Europe and empowering us to develop our own technology solution.” To ensure internal support, transparency was essential. “Our members were kept informed of the project status and objectives, with care being taken to demonstrate the business value of the plan at all times,” Snoxall notes. “It’s a collaborative environment and we have strong relations with all of our members. As a result, the buy-in for the project was very smooth.” The interaction with members played an important role in the way the project unfolded, Snoxall says. “We did encounter a few reservations about the ability of our organization to deliver on its own, so we looked for a partner who could be more than a systems integrator. We decided to go with a strong vendor who complemented our own capabilities, and the members gave us their full support.” A new way to find the best answer The flexibility made possible by VECSS has added considerably to the competitiveness of both Visa Europe and its members. New institutions can be added to the network much more quickly than ever before, and at less cost. New regulations are accommodated faster, and changes in status or the services provided to a given member are made with ease. Enhancements are planned to leverage insight based on real-world data to determine the most suitable business rule for each situation. “The potential of the system is very exciting for our business users,” Snoxall says. “The ease of management is only the beginning. Once fully deployed, they will be able to run ‘what-if’ scenarios that test the effect of any given rule change before implementing it. The BRMS will provide guidance for adjustments to the rule parameters, to deliver the desired result. That should help us reliably set the appropriate fees to maximize both member profitability and service utilization, while ensuring that members in different markets are treated equitably.” To make certain that the deployment would support the company’s goals, Visa Europe sought assistance from IBM Software Services for WebSphere. Using the proven ILOG Solution Implementation Standard deployment methodology, IBM applied its extensive WebSphere ILOG BRMS implementation experience to help ensure the solution’s success. An engagement with IBM ILOG Professional Services across the architecture, design and construction phases helped to manage implementation risk and ensure that the significant performance requirements were achieved. “The IBM team played an important role in the success of the project,” says Snoxall. “Their expertise dovetailed with ours to create a far more robust solution.” Achieving true business agility The ultimate goal is to enable Visa Europe’s general business users to manage business rules directly, making all needed adjustments before releasing the rule to IT for quality assurance and deployment. Each rule, and the change management process, are designed to be easily accessible and understood by line-of-business employees. This will result in even greater business agility by further speeding time-to-market. Making it possible for business users to manipulate the rules themselves has important implications for the alignment of business and IT objectives at Visa Europe. By handing much of the change management process over to business users, IT can step back and devote more resources to the organization’s future roadmap, such as the creation of innovative new services. This potential to make business users a part of the picture is where the real power of the system lies, according to Snoxall. “What VECSS gives us is tools that can put key capabilities into the hands of users. They become an integral part of the process, rather than mere consumers of it. That’s a tremendously powerful concept, and a much more efficient, effective way to do business for both us and our members. The better the service they can provide to their customers, the more accepted Visa becomes—and that’s what’s going to help us fulfill our vision of Visa becoming ‘the world’s most trusted currency’.” Business benefits: Allows customized rules to be brought to market much faster, typically three times faster than before, providing market differentiation through greater agility Reduces the cost of business rule maintenance, with savings of over 25% experienced to date Will enable the creation of the most appropriate business rules using “what if” scenarios based on real data Makes the rule management process directly accessible to business users, adding flexibility and responsiveness Offers massive scalability and high performance, with 30,000 business rules supporting over 500 transaction types in 36 diverse markets Benefits Instant: 3x faster time-to-market to adapt to new regulatory changes Seamless: Support over 500 different payment transaction types across 36 different countries Insightful: Simplifies the handling of over 10,000 validation policies and 20,000 fee calculations “While we could have continued to use the global Visa Inc clearing and settlement platform, we saw the opportunity to create a far more capable solution and seized it” ~ Justin Snoxall, VP, Head of Development Services, Visa Europe Back to Top 20

The Ottawa Hospital provides patient-centric care The Ottawa Hospital
Goal: Top 10% performer in Quality of Care and Patient Safety in North America Challenges Needed patient focused processes to improve quality of care with better visibility Need to improve key metrics: Patient wait times, Discharge rates, Instances of relapse Solution BPM and Business Rules to create a ‘Circle of Care’ visual interface improves communication and collaboration within the care team External case study: 8TRNSQ?OpenDocument&Site=corp&cty=en_us Downloadable PDF: subtype=AB&infotype=PM&appname=SWGE_WS_BU_USEN&htmlfid=WSC1 4404USEN&attachment=WSC14404USEN.PDF Overview Formed in 1998 through the merger of five different health institutions, The Ottawa Hospital (TOH) is one of the largest academic teaching hospitals in Ottawa, Ontario, Canada. With four campuses throughout the city, the hospital has approximately 1,200 beds, 12,000 employees and 1,500 physicians. Business need: The Ottawa Hospital was admitting a growing number of patients with complex symptoms. Care teams were struggling to compensate for manual processes that could be highly variable. Solution: IBM provided a care management platform, improving coordination of and visibility into changing patient and hospital conditions, allowing practitioners to collaborate and spend more time with patients. Benefits: The solution supports more consistent processes across the hospital, improving patient flow, quality of care, patient safety, access to specialized resources and the overall patient experience. Case Study Setting an aggressive goal for improvement About five years ago, the management and board of directors at The Ottawa Hospital set an aggressive goal. They wanted the hospital to be ranked within the top 10 percent among academic health science centers in patient care and quality in North America. To achieve that goal, the hospital needed to be able to manage, measure and improve its performance in a number of key metrics. At that time, the hospital hired Dale Potter as senior vice president and chief information officer. The hospital believed Potter could use his prior experience in process management within the manufacturing industry to help transform the hospital. Over the years, The Ottawa Hospital had been dealing with a number of challenges. Occupancy rates, for example, had grown to 110 percent or even greater. At the same time, the hospital was seeing an increase in the complexity of patient conditions. “Over the years, as we have improved medical diagnostic equipment, we have improved our evidence-based practices in medicine, and people are living longer,” says Potter. “So it shouldn’t be a surprise that we have more complex and critically ill patients at much, much older ages than we would have had 40 or 50 years ago.” Complex patient conditions mean that patients must receive care from multiple departments, which must be able to communicate and collaborate effectively. However, The Ottawa Hospital found that with this increased complexity, healthcare professionals were spending more time searching for information and resources, resulting in less time with their patients. As a result, patients could experience delays in their care, impacting the overall patient experience. “The difficulty gathering information is certainly one of the biggest challenges that our care providers have,” says Glen Geiger, chief medical information officer, The Ottawa Hospital. “Their top concern was difficulty gathering information to coordinate many different facets of care in a timely fashion.” This increased complexity was also placing a significant burden on the care providers to make sure they had all the information they need before making decisions and treating patients. “Traditionally, hospitals don’t manage processes particularly well and patient flow is one process,” says Valerie Gamache-O’Leary, senior director and deputy chief information officer, The Ottawa Hospital. “The focus for clinicians is really to deliver care and to make sure patients are safe and well taken care of. The notion of thinking about how to manage them through a hospital stay is really secondary to providing the care. So it's really important for the management team at the hospital to figure out how to help them to do that better.” Creating a comprehensive care process management platform The Ottawa Hospital engaged IBM to help it create a comprehensive care process management platform with the goal of improving patient flow, safety, quality of patient care, and the overall patient experience. The platform is based on the integration of multiple IBM offerings and includes business process management and operational decision management. Designed to be easily extensible, the care process management platform builds on features in the IBM products to help improve patient flow and other operational processes. Some key features of the care process management platform include: - Closed-loop communication capabilities to ensure in-process communications are properly sent, received and acted on. For example, providers can enter detailed consult requests, track responses and follow established escalation procedures and policies. Or, an attending physician can send an electronic request to a patient’s general practitioner for clarification on a past diagnosis. - The ability to view and maintain a patient’s “circle of care,” a simple, easy-to-use visual interface that identifies the providers involved in a patient’s care and facilitates communication and collaboration between them. The circle of care helps members of the care team understand which services are currently engaged in the patient’s care and which are no longer involved, and identify the specific people currently available within those services, addressing the dynamic nature of resource scheduling in the hospital. - A multi-disciplinary activity plan that enables providers to assign tasks, monitor activities and gain visibility into the entire chain of activities, helping the care team communicate and collaborate and reducing the amount of time spent searching for patient statuses. - Metrics for tracking process execution that can then be benchmarked against historic and real-time data, so information from processes that are currently running can be used to make immediate, more-informed decisions. For example, knowing the historical response times for various doctors and their areas of specialization might help select the most appropriate doctor for an emergency department consult, balancing skills and predicted response time. This benchmarking also provides the necessary information to practice evidence-based care by determining which processes are working and what process changes need to occur to improve outcomes. _____________________________________________________________ “What we are doing is putting process orchestration and process models in place, so that you can literally see the characteristics of the hospital system. You can see, for example, that the flow in the emergency department is too fast to be taken up in the admitting units, and you can then influence that.” — Dale Potter, senior vice president and chief information officer, The Ottawa Hospital _____________________________________________________________ Implementing process improvement The hospital used the IBM Blueworks Live offering to model its processes. The IBM applications enable management to collaborate with physicians and clinical staff, capturing their input about the processes that they perform every day. “I have never had care process improvement initiatives that were as positive as this one,” says Geiger. “The stakeholders were riveted to our meetings. They were extremely excited about the options they were being presented with.” After modeling processes, it becomes possible to modify them and improve them, eliminating bottlenecks or bridging communication gaps with automated coordination. One process that has been improved using the IBM tools is admitting. Before a patient can be admitted into a department from the emergency department (ED), the ED doctor must complete a consult with a physician from that department. In the past, it could be challenging for the ED to obtain timely consultations. With the new solution, if the consult isn’t completed in the stipulated time, an exception is automatically raised to ensure the consult is completed. The closed-loop ED consult request capability eliminates missed pages and ensures the electronic consult can occur in a timely manner. Everyone involved, from the ED doctor to the patient’s family, knows what to expect and can plan accordingly. Before the IBM solution, managing the process for discharging a patient was not as coordinated as it could be. Depending on a patient’s illness or injury, their condition at time of discharge and their post-hospitalization care plan, a number of approvals may be required before discharge can occur. For example, discharge after hip surgery would require sign-offs from the physician, pharmacist, physical therapist and occupational therapist. So if the patient’s primary physician decides that a patient is ready to be discharged early, the extended team would also need to change plans to complete their procedures. In the past, the manual nature of detecting plan changes meant that final tests could not be scheduled in a timely manner, leading to unnecessary delays in discharge. With growing hospital occupancy rates, these types of delays put a further strain on patient backlog and overcrowding. With the care management platform, everyone can see the patient’s most current projected discharge date, based on the care team’s latest input. Business rules automatically notify the required specialists and clinicians as the patient’s status changes. In addition, the required activities can be performed, appointments can be made and discharge plans prepared in a timely manner, helping to speed the patient through the discharge process and keeping the patient informed at all times. “What we are doing is putting process orchestration and process models in place, so that you can literally see the characteristics of the hospital system,” says Potter. “You can see, for example, that the flow in the emergency department is too fast to be taken up in the admitting units, and you can then influence that.” _______________________________________________________________ “I think introducing business process management into health care is going to change the world. Being able to drive out the inefficiencies to free up clinicians to do the things they ought to be doing for the patients helps provide better care.” — Valerie Gamache-O’Leary, senior director and deputy chief information officer, The Ottawa Hospital _______________________________________________________________ Improving care and the patient experience The use of the IBM solution at The Ottawa Hospital is helping care personnel and hospital administrators improve patient flow, ultimately improving patient outcomes and delivering a more positive patient experience. “Personally, I am going to spend more time focusing on the right things and less time focusing on the mechanics, the bureaucracy, the paperwork and other things,” says Geiger. “I am not spending time chasing information, I am spending time dealing directly with the patients.” The hospital anticipates that the new solution is going to have far-reaching effects, for The Ottawa Hospital and possibly for the entire industry. “I think introducing business process management into health care is going to change the world” says Gamache-O’Leary. “Being able to drive out the inefficiencies to free up clinicians to do the things they ought to be doing for the patients helps provide better care.” Benefits Instant: Faster consults and treatment through the electronic closed-loop consult service Seamless: Improvements in patient flow through the hospital and easy access to patient information Insightful: Benchmarking process execution to use historic and real-time data to make better patient care decisions “What we are doing is putting process orchestration and process models in place, so that you can literally see the characteristics of the hospital system… and you can then influence that.” ~ Dale Potter, Senior VP and CIO, The Ottawa Hospital Back to Top 20

Reliance Life achieves 100% growth in new business Reliance Life
30% reduction in operating costs, enabling the distribution of low cost policies to rural, low-income households Challenges A new entrant into India’s newly privatized life insurance market sought to transform the way insurance is sold to reach the masses. Reach low income, rural customers Solution Reliance uses IBM BPM, MDM and WMQ to build a comprehensive self-service portal solution Lifeline, Reliance’s self-service portal, has lowered operational costs by 30% while making the customer experience more streamlined and transparent Internal Asset Customer-Facing Assets Case Study: Printable Case Study: Video: Challenges To translate market potential into new customers, Reliance and its peers needed to establish the business infrastructure—the channels, people, processes and systems—required to handle the influx. These companies also needed to develop the right mix of life insurance products to align with diverse customer needs. Solution The solution was a self-service portal called Lifeline. Designed to maximize its versatility, the Lifeline portal delivers services to all of Reliance’s key stakeholder groups, from customers and prospects to the company’s employees and agents. The portal provides customers with a one-stop experience through which they can research and purchase insurance plans, manage their portfolios and pay their premiums. Agents can use the platform to get a unified, cross-sectional view of their customers’ portfolios and gain the insights to make intelligent cross-selling recommendations that provide optimal coverage for customers. One important element is the flexibility enabled by its SOA-based infrastructure. Using the components of the IBM Insurance Process Acceleration Framework, Reliance and IBM designed the solution as a series of composite business services connected across an enterprise service bus (based on IBM WebSphere® Process Server and IBM WebSphere MQ®). When Reliance wants to introduce a new service or extend an existing service to a new audience, its developers can configure much of the new service by repurposing existing building-block services (such as an address change or a fund switch), reducing the time and cost of developing new services by 50% or more. Solution components: IBM WebSphere Business Modeler IBM WebSphere Integration Developer IBM WebSphere Portal IBM WebSphere Process Server IBM WebSphere MQ IBM InfoSphere® QualityStage™ IBM InfoSphere DataStage® IBM DB2® Benefits Fourfold increase in market share from #11 to #3 provider in the Indian private life insurance market Greater than 50% reduction in time required to develop new services and features 30% reduction in operating costs, enabling the distribution of low cost policies to rural, low-income households. Avoidance of millions of dollars in capital expenditures due to lessened requirements for branch and call center build-outs Benefits Instant: Accelerated new product launch by 75% and product development by 50% Seamless: Evolve business model for broader market base for growth compared to competitors Insightful: 30% reduction in operating costs, enabling the distribution of low cost policies to rural, low-income households “While they were all completely thrilled with the concept, the only question in people’s minds was whether it could actually be executed, since nothing like it had yet been done in the Indian market.” - C. Mohan, Chief Technology Officer, Reliance Life Insurance Company Limited Back to Top 20

BNP Paribas provides customers with personalized services BNP Paribas
Challenges Quickly construct grouped offers mapped to customer requirements - providing home insurance with a mortgage Personalize fees based on the customer’s profile and service channel - giving discounts to some clients Develop multi-brand customer loyalty offerings - waiving a monthly fee for a specified period Targeting the right product to the right customer to increase customer satisfaction Solution Business Rules define eligibility and target the right product or offer to the right customer Master Data Management provides the single repository of product and pricing information External Case Study: Instrumented: Captures, enriches and maintains product, channel, pricing and other information in a single repository. Interconnected: Provides a trusted source of data and decisions across service channels (Internet, phone, branch) so that customers receive consistent service at all points of contact. Intelligent: Applies advanced business rules to customize product offers and fees based on each customer’s profile and requirements. Today’s consumers demand more from their banks. They want products and services tailored to their personal needs. They want convenient, consistent service, whether banking at a local branch, on the web, or by mobile phone. And they also want to be rewarded for their loyalty. Many banks aspire to such a vision, but few can deliver on it. With critical data locked in silos across departments and applications, each banking division has a limited perspective of the business. But in a bold competitive move, BNP Paribas, a European leader in global banking and financial services, is building an agile infrastructure that will allow it to quickly build new product offerings and deliver targeted promotions. “There is always someone who will challenge you on services,” says Vladimir Milojkovic, Prime Contracting Project Manager, BNP Paribas. “We needed to gain control of our data if we were to create on-demand offers for our clients.” Focusing on the customer To deliver on its strategic vision, BNP Paribas had to place the customer at the center of each transaction. It meant creating a flexible framework that would allow bank staff to: ●Quickly construct grouped offers mapped to customer requirements, such as providing home insurance with a mortgage. ●Personalize fees based on the customer’s profile and service channel, such as giving discounts to some clients. ●Develop multibrand customer loyalty offerings that can be delivered on demand. These offerings would allow the bank to provide special incentives—such as waiving a monthly fee for a specified period—to clients who use several BNP Paribas products. “We are building a flexible solution to ‘sell’ to our businesses in different countries,” says Cyrille Oudard, Head, Master Data Management, Retail Banking, BNP Paribas. Selecting the right partner The team launched an evaluation and a proof of concept (POC) and compared solutions from several vendors, including IBM. Members from BNP Paribas’ IT, business and procurement teams participated in the process. Solutions were rated on product functionality, technology and pricing. Portability and flexibility were essential given that financial rules and regulations differ from country to country. “We needed a platform that could be reused regardless of the country or the types of products,” says Vladimir Milojkovic. “This is a main challenge because the products which are distributed in Ukraine, for example, are not the same as the products in Italy.” After an extensive review, IBM Software was selected. “IBM provided the best solution for our needs and was experienced in managing product delivery across multiple countries,” says Cyrille Oudard. “The project’s construction phase was launched in July We delivered a first release for user acceptance testing in the Ukraine by mid- November and a ‘go-live’ by the end of 2009.” Rapidly building new products and promotions Using IBM Software, the bank will be able to create, manage and access master data—the data that is commonly shared across systems and product catalogs. It could also quickly define product offers, as well as the complex relationships between them and the conditions under which they are sold. Customers will receive product offers filtered according to their profile and eligibility. The solution enables business users, instead of IT, to generate, change and manage offers—a critical factor for reducing time to market. “We cannot afford every update being an IT project,” says Cyrille Oudard. “With IBM Software, our business users have the tools to reduce the time from idea to delivery.” IBM InfoSphere™ Master Data Management Server for Product Information Management (“MDM Server for PIM”) provides the single, up-to-date repository of product and pricing information. Business processes also enable the bank to confirm grouped offering compatibility, base fee enforcement and conditional eligibility. Once validated, new offers can be deployed in the core banking system and made available to business applications across all channels and operations (online, branch, back office, etc.). Multilanguage and multicurrency capabilities enable the bank to deliver a generic asset that will be integrated with the core banking system across all countries where it operates. “MDM Server for PIM provides a framework that allows our business users to work faster inside the product and offer catalogs,” says Vladimir Milojkovic. “They don’t have to wonder what to do or where to go when building grouped offers.” IBM WebSphere ILOG JRules business rule management system allows the bank to precisely define highly variable decision logic, such as eligibility and pricing rules. This enables it to target the right product or offer to the right person or adjust service fees and interest rates based on competitive activity in the marketplace. Because rules are authored and maintained in a business vocabulary and accessible via a web-based interface, business users can easily review, modify and deploy rules for use across multiple systems. Business users are provided with comprehensive governance capabilities to effectively manage large numbers of frequently evolving and interrelated rules, while also being able to work collaboratively with both technical and nontechnical roles involved in rule management. Customizing services on demand Through this strategic initiative, BNP Paribas will reduce time to market for new products and promotions so staff can flexibly and rapidly evolve offers according to market conditions. “Product changes and offers can be created almost in real time and deployed very quickly,” says Vladimir Milojkovic. “We will be able to reduce time to market for businesses from weeks to days.” The most significant benefit, however, will be experienced by consumers, who can receive personalized offers through any service channel—on demand. For example, when the bank renews a client’s credit card, the system will identify if the client is eligible for premier credit services and offer special terms for upgrading. The system can also recommend new products based on the client’s profile, such as offering an investment account to clients with a large balance in their savings accounts. For BNP Paribas, this will be an important differentiator in a highly competitive market. “Every bank provides packages to their customers,” says Vladimir Milojkovic. “But we can really target the right product to the right customer. If you can provide the best product for each customer’s needs, the customer will be satisfied and will reinforce loyalty with the bank, leading to more profitability.” Benefits Instant: Create new offers and make product changes in near real-time. Seamless: Customers receive personalized offers through any service channel: credit card renewals automatically detect eligibility for premium services Insightful: Target the right product to the right customer to increase customer satisfaction “Every bank provides packages to their customers… But we can really target the right product to the right customer. If you can provide the best product for each customer’s needs, the customer will be satisfied and will reinforce loyalty with the bank…” - Vladimir Milojkovic, BNP Paribas Back to Top 20

MVV Energie creates a smarter energy market MVV Energie
Challenges Create a marketplace for energy allowing customers to choose from renewable and local sources of power Enable customers to sell power back to the grid from individual power generation Responds to the German governments challenge of building an “Energy System of the Future” Solution GBS designed processes to support new, flexible relationships among generators, distributors and consumers of power BPM simplified billing and metering and IIB was used to integrate grid devices and power meters Business rules in ODM determine the best power utilization patterns for individual customers CRDB Entry: bin/ssialias?infotype=RF&subtype=CS&htmlfid=JSTS-7W5L7Y&appname=crmd Case Study on ibm.com: 8KA6EU?OpenDocument&Site=corp&ref=crdb Overview MVV Energie AG is a diversified and progressive utility based in Mannheim, Germany. Business need: MVV Energie AG sought to create an intelligent grid services platform that would serve as the foundation for a “marketplace” of smart grid services. Solution: MVV Energie engaged IBM to design a framework for integrating devices and energy sources across the grid. The solution “virtualizes” power generation sources, enabling customers to select more cost-effective decentralized power sources. Results: The solution enables customers to extract real-time information from the grid and automatically apply rules that optimize consumption patterns to minimize their power costs. Benefits: More sources of energy for customers to choose from—including renewable and local sources; reduction in transmission loss through the use of more local distributed sources; lower cost and more efficient power generation through reductions in peak energy consumption Case Study The Need MVV Energie AG sought to create an intelligent grid services platform that would serve as the foundation for a “marketplace” of smart grid services. The Solution MVV Energie engaged IBM to design a framework for integrating devices and energy sources across the grid. The solution “virtualizes” power generation sources, enabling customers to select more cost-effective decentralized power sources. What Makes it Smarter The solution enables customers to extract real-time information from the grid and automatically apply rules that optimize consumption patterns to minimize their power costs. The Result “With IBM’s experience and technology, we’ve made a major stride toward realizing our vision of a smarter grid.” –Dr. Britta Buchholz, head of grid and plant planning, MVV Energie AG Business Benefits More sources of energy for customers to choose from—including renewable and local sources Reduction in transmission loss through the use of more local distributed sources Lower cost and more efficient power generation through reductions in peak energy consumption Estimated average reduction in customer energy costs of five percent Stronger competitive differentiation through wrap-around energy services Solution Components Software IBM Lotus® Expeditor Integrator IBM Tivoli® Access Manager IBM Tivoli Directory Server IBM WebSphere® Enterprise Service Bus IBM WebSphere ILOG® JRules IBM WebSphere Message Broker IBM WebSphere MQ IBM WebSphere Portal Server IBM WebSphere Process Server Services IBM Global Business Services® IBM Global Technology Services Smarter Grid—Customers gain choice through “virtualized” power generation Instrumented: Real-time power costs from various generation sources are fed into MVV Energie algorithms and displayed on customer premises devices. Interconnected: An SOA-based integration framework weaves all grid elements together to enable services across the entire value chain. Intelligent: Access to customer preferences and real-time market pricing data enables the formulation of customized supply plans for customers. As with any complex forecast, no one knows for sure what the world’s energy consumption will be in the next decades. But it’s certain that the way the world will consume energy—in terms of technologies, lifestyles, business practices and the like—will be radically different than it is today. The path to tomorrow’s energy landscape is equally hard to predict. Given the scope, complexity and cost of addressing the energy challenge, it’s no surprise that the vast majority of countries have adopted an incremental approach to changing their energy practices. While such countries support future energy programs like alternative sources, demand-side management and smart grid operations, these initiatives are largely independent of one another—not part of a coordinated framework for delivering tomorrow’s needs. Ultimately, however, such a framework will need to be in place for the future energy landscape to take shape. One defining quality of this landscape will be a vast increase in the flexibility of consumers to make key energy choices, such as when they consume power and from whom they source it. Another will be a reshaping of the energy value chain, with consumers not only having more sources of power to choose from, but also becoming producers of power—or “pro-sumers”—that sell their power back into the grid. The trouble is the energy market isn’t set up to work this way, so an equally profound transformation in the underlying infrastructure, process flows and information exchange is needed to make it happen. It was toward this end that MVV Energie AG—a diversified and progressive utility based in Mannheim—decided to work with IBM. Enabling “active” power distribution No country takes future energy policy more seriously than Germany. When the German Federal Ministry of Economics and Technology put forth a challenge to energy providers to propose an “Energy System of the Future,” MVV Energie worked with IBM Global Business Services to design a technology and process infrastructure to support new, more flexible relationships among generators, distributors and consumers of power. Known as Model City Mannheim, the solution proposal was selected from the 28 the competition generated on the basis of its projected benefits, technical sophistication and economic viability. MVV Energie’s Model City Mannheim solution stands out because it facilitates an “active” distribution network, in which customers can leverage real-time information from the grid to change key parameters of their power consumption. Under passive distribution, customers have no say over where their power comes from and lack the information needed to coordinate their energy consumption with underlying changes in power prices (for example, putting off consumption during peak hours). The foundation of active distribution is the ability for customers to extract real-time information from the grid and automatically apply rules that optimize consumption patterns to minimize the cost and/or amount of power they consume. Under the most basic use case for MVV Energie’s solution, customers can view the real-time cost of power at each time of the day through a connected device in their home. Empowered with this knowledge, customers have the discretion to put off high-consumption activities like clothes washing until non-peak times of the day when network utilization—and energy prices—fall. With the addition of more advanced reporting, analytics and algorithms, the MVV Energie solution enables customers to achieve an even higher level of optimization. For instance, in cases where electricity load is used for refrigeration or cooling, buildings, refrigeration units and the like can be programmed to automatically “store up” excess cold when power is less expensive (i.e., evenings), enabling less power draw when prices go up. This practice—known as distributed cooling storage—has the effect of reducing the customer’s power costs and shaving peak power demand on the grid. Freedom to choose In addition to facilitating efficient demand practices among customers, the MVV Energie solution also enables them to make smarter choices about where their energy comes from. In the traditional energy delivery model, “the grid”—from the customer’s perspective—is a monolithic source, a single option. The MVV Energie solution redefines the grid by expanding it to include a wider range of alternative energy sources (such as photovoltaic, wind and biomass) and the means for customers to choose from among them. In essence, the MVV Energie solution virtualizes the grid by unbundling the various sources of power generation and giving customers the information they need to set up their own sourcing plans. One key benefit of this approach is that it gives customers the option to buy their power from distributed local sources, which—because they experience less transmission loss—are more cost effective. “We see the solution as an enabler of smart grid services, a virtual marketplace where all the key elements needed to build a smart grid can be traded.” – Dr. Britta Buchholz In designing the solution’s architecture, IBM and MVV Energie placed a high priority on flexibility and modularity, since the market’s constant change would place the solution under constant pressure to adapt. Another key requirement was the need for tools and intelligence to help customers make smart energy choices. Leveraging its experience with other energy projects, IBM Global Business Services followed an SOA approach that was heavy on reusability. To connect all the devices in the grid, the solution is going to leverage the city of Mannheim’s widely deployed broadband over power-line backbone. The core of the solution is an integration framework that gathers real-time information from across the grid, from generation to consumption and all points in between. IBM WebSphere Process Server and IBM WebSphere Enterprise Service Bus will be used to integrate business applications like billing and metering, while IBM WebSphere Message Broker and IBM WebSphere MQ were used to integrate grid devices. IBM ILOG manages business rules within the solution. Seeing the big picture In describing the solution, it’s important not to lose sight of the larger strategic picture for MVV Energie. While the government’s call for innovative energy ideas was a trigger for the project, it also reflected a clear-eyed recognition of the opportunities presented by an increasingly deregulated German energy market, one in which the importance of choice and quality service will be paramount. Against that backdrop, MVV Energie and IBM have in effect conceptualized an open energy marketplace that directly addresses the needs of tomorrow’s energy market, says Dr. Britta Buchholz, MVV Energie’s head of grid and plant planning. “We see the solution as an enabler of smart grid services,” says Buchholz, “a virtual marketplace where all the key elements needed to build a smart grid can be traded.” Participants access this marketplace through the solution’s portal interface, built on IBM WebSphere Portal Server and secured by IBM Tivoli® Access Manager and Directory Server. For customers, the portal provides consumption history, hourly energy prices and other data that can be used to formulate a household energy demand strategy. Customers can also use the portal to specify their preferences as to specific power sources, including traditional utilities, alternative energy sources and pro-sumers who generate their own electricity and wish to sell their excess on the market. Based on these preferences, the solution feeds real-time pricing into algorithms to generate a personalized energy-sourcing plan, which customers can either accept or modify. IBM and MVV Energie are now working toward deploying a pilot solution among 3,000 households in Mannheim, followed by an additional field test in Dresden. When fully deployed, MVV Energie’s Buchholz expects the solution to become an important part of Germany’s future energy roadmap. “Tomorrow’s grid will be more distributed, flexible and intelligent,” says Buchholz. “With IBM’s experience and technology, we’ve made a major stride toward realizing our vision of a smarter grid.” Benefits Instant: Provide real-time information to consumers on the cost and options for power Seamless: Allows customers to buy their power from distributed local sources reducing transmission losses Insightful: Enable ‘Distributed cooling storage’ to automatically schedule industrial refrigeration power consumption during the time of day with lowest costs “With IBM’s experience and technology, we’ve made a major stride toward realizing our vision of a smarter grid. We see the solution as an enabler of smart grid services, a virtual marketplace where all the key elements needed to build a smart grid can be traded.” ~ Dr. Britta Buchholz, Head of grid and plant planning, MVV Energie AG Back to Top 20

University Hospitals Birmingham
University Hospitals Birmingham speeds recruitment times University Hospitals Birmingham Reducing longest recruitment cycles by 30%, with goal of reducing by over 50% Challenges Recruitment processes at UHB could take up to 26 weeks and involve considerable paperwork Needed to streamline recruitment processes to reduce administration time and cut agency staff costs Solution Working with IBM Business Partner Axispoint, UHB reengineered their processes using IBM BPM and built a new system for staff recruitment Benefits Instant: Cut the longest recruitment cycles by 30% (from 26 to 18 with), with an ultimate target of over 50% (down to 12 weeks) Seamless: Consolidated the systems used for recruitment, so processes from finance, job advertising and interviews are integrated for simplicity Insightful: ‘Traffic light’ rating system to assess KPIs to improve each stage of the recruitment process External Case Study: 8UBCH7?OpenDocument&Site=corp&ref=crdb CRDB Reference: bin/ssialias?infotype=RF&subtype=CS&htmlfid=STRD-8UBCH7&appname=crmd Overview University Hospitals Birmingham (UHB) NHS Foundation Trust is widely regarded as one of the leading teaching and research trusts in the UK. The Trust provides a wide range of health services at its new facility, the Queen Elizabeth Hospital Birmingham, which is a specialist centre for oncology, trauma, burns and plastic surgery, liver medicine and has the largest solid organ transplant programme in Europe. It is also home to the Royal Centre for Defence Medicine, which trains military personnel for the treatment of wounded service personnel. UHB employs 7,200 people. Business need: Recruitment processes at UHB could take up to 26 weeks and involve considerable paperwork. To reduce administration time and cut agency staff costs, UHB wanted to find a way to streamline these processes. Solution: Working with Axispoint, an IBM Premier Business Partner, UHB re-engineered its processes around a new system called START, built on IBM® Business Process Manager software. Benefits: Cut the longest recruitment cycles from 26 weeks to 18, with an ultimate target of 12 weeks. Leaner processes reduce paperwork and admin costs. Real-time process monitoring enables continuous improvement. Case Study Like all NHS Trusts, UHB is constantly looking to find ways to streamline and optimise its operations. Several years ago, it set up a service improvement team, tasked with reviewing business processes across the organisation and assessing them according to lean management principles. Working together with the IT department and individual business units, this team identified a number of areas where improvements could be made by introducing a more automated approach to business process management. The HR department was at the top of the list. “We had already started modernising HR through IT by introducing a staff portal known as explains Suzanne Hartshorne, Deputy Director of HR at UHB. “But many of our core HR processes were still very manual and paperwork-driven, or relied on various spreadsheets and small databases that weren’t integrated with each other. We were keen to work with the service improvement and IT teams to build some solutions that could streamline and automate these processes.” Meeting the challenge of streamlining recruitment One of the biggest challenges in the NHS is recruitment. When a new position is advertised, it must be posted on the NHS Jobs website, and applicants must be managed through a complex process involving shortlisting, interviews, provisional offers, and a variety of employment checks (identity, right to work, references, qualifications, criminal records and occupational health). Finally, the new staff member needs to be added to the payroll system, the Electronic Staff Record (ESR). At UHB, this process was taking an average of 18 weeks, and in some cases up to 26 weeks. “Like most NHS Trusts, we had a recruitment process that involved many different systems and process steps, and there was a lot of duplication of effort – particularly in terms of re-keying the same data into different systems,” comments Suzanne Hartshorne. “Recruitment was an excellent candidate for streamlining and automation, because re-engineering it would not only save us administrative effort and improve data quality, but also ultimately help us reduce expenditure on temporary agency staff by cutting the time-to-hire.” Designing a new process The first step was to create a full process map and apply lean principles to eliminate unnecessary steps and complexity. Next, stakeholders from HR worked with IT and the service improvement team to create a functional specification for a system that would support the re-engineered process. Instead of designing and building this system in-house, UHB decided to find a suitable technology partner. “We were introduced to Axispoint by another of our partners, and we saw a number of areas where their capabilities were a good match for our requirements,” explains Stephen Chilton, Director of IT at UHB. “We quickly came to the realisation that working together would be a win-win situation for both parties: they had the business process management expertise to deliver what we needed, while we gave them an entry point into the UK health sector. Ultimately, the hope is that the solutions we develop together can be turned into products that other NHS Trusts can benefit from, which would be a good outcome for UHB, for Axispoint, and for the NHS in general.” Axispoint provides an agile approach Axispoint used an agile development methodology to create a solution known as “Selecting Talent And Recruitment Tracker”, or “START”. The solution is built on IBM Business Process Manager software, which is used to orchestrate a variety of other systems and services into a single, seamless business process that reduces the need for human intervention. Among the systems that have been fully integrated into this service-oriented process are the NHS Jobs website, the UHB Workforce Approvals System (Finance Tools) via a solution from Blue Prism, and the portal, which enables recruitment staff and hospital managers to access the system and monitor progress. “The main advantage of an agile approach is that the organisation begins to see value quickly,” states Stephen Chilton. “Development happens iteratively, so with each iteration you get more and better functionality.” Significant process improvements Suzanne Hartshorne comments: “The integration between the systems is making a major difference to how the process works. For example, when a manager gets approval to hire a new staff member, all they need to do is input the workforce approval number and it pulls the relevant information from the Finance Tools system. Then they write the job advertisement, and following a review by the Recruitment Team it’s automatically posted on NHS Jobs. There’s no re-keying of data and very little paperwork – so a part of the process that could take two days can now take about 20 minutes, and there’s much less scope for data quality issues.” Setting up and managing the interview process for shortlisted candidates has also been streamlined significantly. Instead of the recruitment team printing out interview packs and sending them out via internal mail, the manager who is running the interview panel can log in and read the information online, or print off only the paperwork they want. This avoids wasting paper and eliminates delivery delays. Collaboration with other third parties Another key challenge for the recruitment team is that several critical steps of the process need to be performed by third parties over whom UHB has no control. However, even here, the re-engineered processes and work to introduce IT into HR are beginning to deliver improvements. As one example of introducing technology into the recruitment processes, the criminal record check, which used to involve sending paper forms to the CRB by postal mail, is now completed online via the Capita Recruitment Vetting Service. This has cut the time taken to receive a response from several weeks to just four or five days. Increasing visibility enables continuous improvement “Besides accelerating various stages of the recruitment cycle and reducing manual effort and paperwork, the solution also gives us much better visibility throughout the process,” says Suzanne Hartshorne. “Via the START system, managers can see the current status of each of the positions they are looking to fill, so they don’t need to keep calling the recruitment team for an update; their tasks are shown on the staff portal so they can easily see what they need to do”. “From the HR department’s point of view, we have introduced a ‘traffic light’ RAG rating system of key performance indicators for each stage in the recruitment process, so we can see which areas are improving and which need more attention. This is all part of our focus on continuous improvement, because it’s only when you gain the ability to measure something accurately that you can start to improve it.” Looking to the future The new solution is still at an early stage of adoption by the Trust managers and the recruitment team, and the focus is now on driving the cultural changes necessary to streamline their ways of working in line with the re-engineered process. Even so, the process is seeing improvements: recruitment cycles of 26 weeks have become a thing of the past, and the team is confident that the 18-week average will be gradually reduced towards the target of 12 weeks. Enhancements to START are still very much required to improve the efficiency of the recruitment process and eliminate paperwork or stand-alone databases, but UHB is working with Axispoint to do this. UHB IT staff are also being mentored to use the methodology and apply it to other projects. Ultimately, faster recruitment should reduce UHB’s need to rely on agency staff to temporarily fill vacant positions, which should deliver considerable cost benefits. Equally, once the new process has been adopted fully, administrative workload should be reduced. Suzanne Hartshorne comments: “The recruitment project is a major step in the modernisation of the HR department’s systems and processes, and we’re planning to take a similar approach with several other projects, such as a new solution for learning management. Again, we expect the combination of UHB’s lean management expertise, Axispoint’s technical skills and IBM’s business process management software to help us transform the way we work.” Stephen Chilton concludes: “Taking a broader view, business process management is key to UHB’s ongoing strategy across every department. By blending technologies into a service-oriented approach, we can deliver significant and continuous improvements in many areas of UHB’s operations.” ““From the HR department’s point of view, we have introduced a ‘traffic light’ RAG rating system of key performance indicators for each stage in the recruitment process, so we can see which areas are improving and which need more attention.” ~ Suzanne Hartshorne, Deputy Director of HR at UHB Back to Top 20

New York State Tax collects taxes more effectively and efficiently
5 year ROI of 1,461% with a cumulative benefit of $594M over the period Challenges Combat sophisticated tax evasion techniques that can cost the state millions Reduce processing time for the refunds of honest taxpayers Solution IBM BPM, Monitor, MDM and Global Business Services work together to increase the state's tax revenue by identifying which tax returns should be audited and investigated, which refunds should not be paid and how best to collect unpaid back taxes The solution Improves customer service and increase staff productivity Internal Asset Customer-Facing Assets Case Study: Printable ROI Spotlight Case Study: Leadership Series Case Study: Video: Challenges The New York State Department of Taxation and Finance processes more than 24 million business and personal tax returns each year, collecting more than $90 billion in state and local taxes. To make its tax compliance and collection processes more effective and efficient and its staff more productive, the department chose to convert from a batch-oriented mainframe environment to a transaction-based system utilizing IBM Business Process Management (BPM) solutions integrated with the mainframe. Solution Two separate but related solutions were implemented: the Questionable Refund Denial solution and the Optimized Collections solution. Questionable Refund Denial - Working with IBM Research and consultants from the IBM Global Business Services - Business Analytics Optimization team, New York State Tax developed and implemented a solution it calls the Case Identification and Selection System ("CISS"), which is based on the IBM Tax Audit and Compliance System (TACS). CISS injects analytics into key points in the department's workflow to help intercept questionable refund requests. IBM Software for BPM combines with IBM's Tax Collection Optimizer System (TACOS) and IBM's Tax Audit and Compliance System (TACS) to increase the state's tax revenue by identifying which tax returns should be audited and investigated, which refunds should not be paid, and how best to collect unpaid back taxes. The IBM solutions also increase the effectiveness and productivity of the department's IT, audit, and other staff, resulting in average annual benefits of $118.7 million, a five-year return on investment (ROI) of 1,461% and a payback period within six months of final deployment. In addition to the core TACS software, IBM InfoSphere® DataStage® software, IBM® WebSphere® Application Server software, IBM WebSphere MQ® Workflow software and IBM WebSphere Process Server software are used to manage the business process workflow and applications that drive this sophisticated system, including the integration of data from the numerous sources that the department draws upon to make its audit decisions. IBM WebSphere Business Monitor software is used to monitor and manage the “inventory” of CISS audit cases as they proceed through the business process. IBM Cognos® software is used to generate management reports of the overall business data. Using a variety of taxpayer data, such as the amount owed and past payment history, the system develops a customized set of actions for collecting each specific case. For example, the system determines whether the next collection action should be a letter, a phone call or a personal visit while weighing those actions against the potential reward of that action. The recommended actions are routed to the appropriate automated or manual process, such as letter generators or agent visit, using IBM WebSphere Process Server software. This use of advanced analytics significantly improves the collections results and enhances the productivity of both desk agents and field agents. Again, IBM WebSphere Business Monitor software is used to monitor and manage the “inventory” of CISS collections cases and activities as they proceed through the business process. IBM Cognos software is used to generate management reports of the overall business data. Solution components: WebSphere: WebSphere Application Server; WebSphere MQ Workflow; WebSphere Business Monitor; WebSphere Process Server; WebSphere on Linux® Information Management: DB2® 9 for Linux, UNIX® and Windows®; InfoSphere DataStage® Benefits The system has also enabled the state to collect more delinquent tax revenue and combat sophisticated tax evasion techniques. IBM solutions provide a single view of each customer with an increased level of detail regarding tax filings history, including previous errors and omissions. This level of data, combined with analytics, enables New York State auditors to apply trend analysis. It automatically rejects refunds that are clearly ineligible, directing auditors to returns that seem most unusual. As a result, the percentage of audits with questionable refunds has increased and the existing staff can process more cases. At the same time, refunds are processed faster so that taxpayers get their money sooner. Additionally, the system has allowed the department to evaluate different audit programs and develop a comprehensive audit history, paving the way for ongoing improvement. Reduced questionable refunds $1.6 billion since 2004 by detecting problems before refund were issued. • Using optimization algorithms, increased delinquent tax collection by $83 million in the first year of operation.. • Increased criminal tax fraud investigations by more than 350 percent • Reduced mailing costs associated with recovering refunds by 30 percent; the time to process exceptions by 60 percent Benefits Instant: Saved the state more than $889 million, while allowing it to process refunds faster Seamless: Process over 24 million business and personal tax returns each year, collecting more than $90B in tax revenue Insightful: Maximize the amount of tax revenue collected “The system allows us to process refunds faster, getting the money to the citizens of New York quicker.” ~ Tim Gardinier, Manager, Data Warehousing Unit, New York State Department of Taxation and Finance Back to Top 20

Accovia enables dynamic packaging and pricing of vacations Accovia
Challenges Consumers demand more options and travel choices; dissatisfaction with pre-priced vacation packages Create custom vacation packages through self-service booking engines Quickly add new vacation options Adapts to changing customer vacation buying behavior – from travel agents towards self-service Solution Business rules solution to dynamically manage flights, accommodations and on-site vacation options Two tier customization that allows seasonal vacation development and tactical daily price variations CRDB Entry: bin/ssialias?infotype=RF&subtype=CS&htmlfid=CPAR-8QMND9&appname=crmd Case Study on ibm.com: 01.ibm.com/software/success/cssdb.nsf/cs/CPAR- 8QMND9?OpenDocument&Site=corp&ref=crdb Overview Accovia designs, builds and implements IT solutions such as booking engines and business intelligence systems for travel and tourism professionals throughout Europe and North America. Business need: Accovia sought to integrate its booking engine with a business rules management system that would support a high degree of travel management autonomy. Solution: Accovia integrated its new travel industry booking engine with the IBM WebSphere® ILOG® Business Rules Management System (BRMS). Benefits: The new solution helps Accovia deliver products to market more quickly, improving agility and competitiveness. Case Study Challenge With consumers demanding more options and control over their travel choices, the viability of prepackaged and prepriced travel products is waning. Tour planning, pricing and booking take place in an increasingly dynamic environment where knowledgeable travelers package and manage their own tours via the web, with no travel agent interaction. Tourism professionals now require greater flexibility from their booking engines so that they can introduce new offers to the market faster and respond to their customers’ emerging demand for real-time dynamic packaging. In turn, Accovia, which was in the process of developing a next-generation booking engine, sought to integrate its solution with a business rules management system that would support a high degree of travel management autonomy. Solution Accovia integrated its new travel industry booking engine with the IBM WebSphere® ILOG® Business Rules Management System (BRMS). Using the IBM solution, Accovia can better manage how travel services—including flights, accommodations and on-site options—are packaged. And the solution enables the Accovia booking engine to calculate pricing in real time as customers design their individualized packages. The WebSphere ILOG BRMS solution is the foundation of a two-tiered business rule system that Accovia provides to its customers through its new booking engine. The first tier of complex rules is designed for specialists developing strategically important new or seasonal offerings. The second tier comprises a simpler set of rules designed for business users to deploy quickly in tactical response to daily fluctuations in pricing and availability. Benefits • Enhances customer satisfaction by enabling booking engines to meet traveler demand for real-time dynamic packaging and booking • Speeds time to market, reducing the time required to build new products from months to weeks • Increases competitive and pricing agility by enabling the company to put new business rules into production within hours, rather than weeks Benefits Instant: Reduced the time required to build new vacation products from months to weeks Seamless: Increased customer satisfaction by enabling booking engines to meet traveller demand for real-time dynamic packaging Insightful: Increased competitive and pricing agility “To offer real-time dynamic packaging, we needed to build our solution on a foundation that reacts quickly to the market. ILOG BRMS offers functionality that allows users to manage their own rules using the routines of their web application.” ~ Jean Marie Grange, Director of Architecture, Accovia Back to Top 20

Hanson introduces an intuitive training management process Hanson
Challenges Needed an intuitive process for requesting, managing and budgeting employee training courses Easily distinguish between mandatory training for health and safety and developmental training Needed the ability to schedule unplanned training requests Simplifies cement manufacturer’s compliance to regulation and improves safety procedures Solution Applied BPM to model, deploy and monitor new training processes by orchestrating services from multiple existing IT systems IBM business partner Axispoint worked with the HR stakeholders to create the new training processes CRDB Entry: bin/ssialias?infotype=RF&subtype=CS&htmlfid=STRD-8PDHDW&appname=crmd Case Study on ibm.com: 01.ibm.com/software/success/cssdb.nsf/cs/STRD- 8PDHDW?OpenDocument&Site=corp&ref=crdb Overview Hanson is the UK’s leading supplier of heavy building materials to the construction industry. It produces aggregates (crushed rock, sand and gravel), ready-mixed and precast concrete, asphalt and cement-related materials and a range of building products including clay bricks and roof tiles, lightweight and dense concrete blocks and concrete pavers. Hanson is part of the HeidelbergCement Group, which employs over 53,000 people across five continents. HeidelbergCement is the global leader in aggregates and has leading positions in cement, concrete and heavy building products. Business need: Hanson has adopted a strategy of replacing legacy systems with SAP ERP while retaining best-of-breed solutions in key areas. The company wanted to find a way to orchestrate these systems into seamless business processes and provide a consistent user experience. As a pilot project, the company decided to create a new, more intuitive process for requesting, managing and budgeting employee training courses. Solution: Hanson worked with Axispoint, an IBM Premier Business Partner, to design a new training solution by using IBM Business Process Manager to coordinate various underlying systems into a seamless process, managed via a simple user interface. The project team used agile development techniques to ensure that the project focused on meeting end-users’ needs and could adapt to changing requirements. Benefits: Enables managers to view the current training status of all team members and book new training courses with a few mouse-clicks – about 50 percent faster than the old process. Encourages managers to submit training requests on time, enabling the HR department to create more accurate budgets for the forthcoming year’s requirements. Makes it easier to check that all staff have the correct training for their role, facilitating compliance with employment and health and safety regulations. Demonstrates the potential of the business process management approach for transforming Hanson’s IT landscape. Case Study Like many large enterprises, Hanson’s UK business has expanded partly through organic growth and partly through a series of corporate acquisitions. As a result of these acquisitions, the company inherited a wide range of IT systems that support different departments and functional areas. As part of a major IT consolidation strategy, the company decided to standardise on SAP ERP applications to manage its core business, while retaining best-of-breed tactical solutions for certain specialist functions. “Although SAP will ultimately support most of our main business processes, we are not planning to move the entire business onto a single SAP system,” explains Derek Winskill, IT Director at Hanson UK. “Moreover, our transition to SAP is likely to take several years, so there will still be a number of different IT systems in production for the foreseeable future. “However, regardless of the complexity of the underlying system landscape, we want to make sure that users across the business can get their work done easily. We wanted to find a way to orchestrate the different systems into simple, end-to-end business processes, so that users can get what they need from our IT systems without needing special technical expertise or understanding how the landscape actually fits together underneath.” Masking complexity with business process management Hanson decided to implement IBM Business Process Manager to provide a layer of abstraction between the user and the underlying systems. The solution enables Hanson to model, deploy and monitor new business processes by orchestrating services from multiple existing IT systems to provide a seamless experience for end-users. “Business process management initiatives can be daunting if you try to do everything at once,” explains Derek Winskill. “We decided to start with a single project, which would help us learn more about the capabilities of the solution and gain a better understanding of how we could deploy it on a larger scale in future.” Building a better learning management process The objective for the initial project was to re-engineer Hanson’s learning management processes. The company’s existing learning management solution was relatively cumbersome and had a reputation for unreliability, which caused problems for the HR department and for managers across the business. “Our existing system was not intuitive at all, and managers didn’t like using it,” explains Clare Mayo, HR Director – Hanson UK. “It was difficult to find out which employees had attended which training courses, and there was no real distinction between mandatory training – which is required for health and safety reasons or to meet other regulatory requirements – and developmental training.” Gareth Price, Technical Director – Hanson Cement, adds: “Where possible, all training requests for the following year need to be submitted before the start of the annual budgeting period so that the HR and Health and Safety teams can set the budget. But because the old system was so difficult to use, a lot of managers used to leave this to the last minute, and then the system would become overloaded and unreliable. We were very keen to put a new, more user-friendly system in place so that managers would start using it as part of their day-to-day work, instead of putting it off because they saw it as a chore.” A project team based on partnership Once the learning management system had been identified as the best candidate for the first implementation, Hanson put together a project team which consisted of staff from IT, HR, Health and Safety and managers from the main business divisions. Consultants and developers from Axispoint, an IBM Premier Business Partner with considerable experience in business process management projects, were also part of the team. “The Axispoint team have really played a key role in the success of our business process management initiative so far,” comments Derek Winskill. “Throughout the project, they gave us good advice on how best to utilise the IBM tools, and they fully understood that the objective was to provide a solution that met the needs of the business users. Another factor that really helped is that their consultants had a background in HR, so they understood exactly what was required and were able to speak the same language as the project stakeholders.” “For the development of the solution they used an agile approach, and provided a number of iterations to keep the rest of the project team involved and help them understand how the solution was taking shape. As a result, the business got exactly what it wanted – a solution that allows managers to manage training requirements for all their staff within a few mouse-clicks.” Simple design brings dividends The solution provides a simple user interface that shows each type of user the information that is most relevant to his or her particular role. A line manager, for example, sees a list of all the employees that report directly to him or her, as well as the training courses they have taken and the courses that are mandatory for their specific role. If any mandatory training is missing or additional developmental training would benefit a specific employee, the manager can select the appropriate courses via a simple ‘shopping basket’ interface. When the basket is submitted, the mandatory courses are automatically approved and sent through to the budgeting system, while the developmental courses enter a workflow which sends them to the HR department for approval or rejection. “It is much better than the old system,” says Gareth Price. “We had been waiting for a system that everyone can use easily. Now it’s only a matter of three or four clicks and you get what you want. The whole process is at least twice as quick as before. If you are a manager who has a large team reporting to you, you used to have to look up each employee separately, which took a lot of management time. Now you can see everyone’s training status in seconds, so it’s a huge improvement.” Greater visibility and standardisation From the point of view of the HR department, the solution provides monthly reports on exceptions to the standard process – for example, urgent requests that come in after the budgeting deadline, new starters who need basic mandatory training as soon as possible, and people who have been booked in for training but cannot attend. This makes it easier to flex the budget to meet unplanned requests and respond more effectively to the needs of the business. This central reporting function also makes it easier to gather data for health and safety audits. “Another benefit is greater standardisation,” explains Clare Mayo. “One of the first parts of the project was to create a set of matrices for all the different job roles within the organisation and decide exactly which courses were mandatory for each role. Previously, this decision would have been made on a departmental basis, at the discretion of individual managers. Now, we have a completely standardised approach: on the one hand, we can be sure that all employees get the training they need, while on the other, we know we are not spending budget on unnecessary courses.” Proving the concept for business process management Derek Winskill adds: “Taking a broader view, the project has demonstrated that the business process management approach provides the best of both worlds. It allows us to keep our best-of-breed systems and coordinate them with our new SAP environment, as well as providing a graceful way to retire some of our legacy platforms. At the same time, it gives the business a much easier and more intuitive way to interact with IT systems and creates a more seamless and comprehensive process-based approach to everyday work. There is more automation between different stages of the process, which means greater efficiency and less scope for human error.” The next step for Hanson and Axispoint is to integrate a content management solution into the business process management platform, which will serve as a valuable resource for future projects. It will also add to the functionality of the learning management system, since it will enable all the training documentation and certificates to be held in a single central repository – replacing a large volume of paperwork. A notable success “The whole project has been a great success, and the solution has already been enthusiastically adopted by the business,” says Clare Mayo. “It’s remarkable how easy the rollout has been – there has been no need for face-to-face training, and we’ve had very few calls to the helpdesk. It really shows that by engaging the business in the design and development, we have built a solution that meets everyone’s needs.” Derek Winskill concludes: “On the evidence of the learning management system, the future of business process management at Hanson is bright, and we are keen to work with Axispoint on further projects that will bring even greater benefits to the business.” Benefits Instant: Enables unplanned training requests to be scheduled quickly and with more flexibility Seamless: Standardizes training requirements across the company compared to a more departmental approach Insightful: Helps managers easily identify new training that helps employee development “It is much better than the old training management system - The whole process is at least twice as quick as before. If you are a manager who has a large team reporting to you, you can now see everyone’s training status in seconds, so it’s a huge improvement.” ~ Gareth Price, Technical Director, Hanson Cements Back to Top 20

City of Madrid responds to emergency situations faster City of Madrid
Challenges Create an advanced emergency command center for the city of Madrid Organize a unified response to incidents across all emergency first responders Adaptable system that meets fast-changing needs without disruption to vital services Reduces emergency response time by 25% Solution Emergency response processes are built and managed using IBM BPM WebSphere MQ is used as the messaging backbone that connects all responders together CRDB Entry: bin/ssialias?infotype=RF&subtype=CS&htmlfid=JSTS-7ZWSPF&appname=crmd Case Study on ibm.com: ibm.com/software/success/cssdb.nsf/cs/JSTS- 7ZWSPF?OpenDocument&Site=corp&ref=crdb Overview The Centro Integrado de Seguridad y Emergencias de Madrid's (CISEM's) mission was to reduce emergency response time, integrate information, standardize procedures and protocols, provide seamless coordination and planning, enable shared use of resources, optimize information management and promote prevention through better planning. Business need: Following the 2004 Madrid train bombings, the city sought to radically improve its emergency response capability. Solution: Madrid teamed with IBM and IBM Business Partner Indra to create the CISEM command center, which combines information from many sources including video feeds, field reports and mobile computers. Results: “The most innovative aspect of the center is its scope—the integration of all the people involved and the systems they use.” — Fernando Garcia Ruiz, head of innovation and development, Department of Security, City of Madrid Benefits: Unified view of incident data enables faster, better decision making with the ability to handle multiple, complex situations simultaneously; emergency response time reduced by 25 percent; enables end-to-end coordination of emergency and municipal assets Case Study What makes it smarter Because of insight generated by a comprehensive, real-time view of events across the city, emergency managers can better assess needs, prioritize and coordinate actions, and proactively deploy assets to address—and potentially prevent—multiple, complex incidents. Business Benefits Unified view of incident data enables faster, better decision making with the ability to handle multiple, complex situations simultaneously Emergency response time reduced by 25 percent Enables end-to-end coordination of emergency and municipal assets Robust, wireless infrastructure connects diverse first responder agencies with shared, interoperable equipment and protocols SOA infrastructure seamlessly integrates agencies, systems and information Solution Components Software IBM DB2® Everyplace® IBM Tivoli® Directory Integrator IBM WebSphere® Everyplace Connection Manager IBM WebSphere Everyplace Deployment IBM WebSphere Integration Developer IBM WebSphere MQ IBM WebSphere Process Server IBM WebSphere Transformation Extender IBM Business Partner Indra Smarter Public Safety—Faster, more precise emergency response Instrumented: Information from first responders, the public, video surveillance, traffic control and other sources is fed into the CISEM system. Interconnected: CISEM integrates information, people, processes and systems to enable better coordination and situational awareness for first responders. Intelligent: A holistic, real-time view of incidents gives commanders an understanding of how complex emergencies affect the city as a whole, enabling them to more rapidly and effectively assess and respond to incidents, and thus better protect the public. On March 11, 2004, Madrid suffered a major terror attack when several commuter trains were bombed. As with the 9/11 attacks in the United States, this tragic incident highlighted the need for greater coordination among first responders. “The different emergency entities—the police, the fire department, the ambulance service and the mobile police—intervened independently, and all of them had disparate communication systems and technologies,” says Fernando Garcia Ruiz, head of innovation and development, Department of Security for the City of Madrid. There was no way to organize a unified response to incidents, and there was a lack of centralized command and control. A key lesson was that more than one major incident can happen simultaneously, and emergency assets may be needed in more than one place. Different incidents may be related, or have nothing to do with one another—without a clear overall picture, it may be impossible to tell if there is an important pattern emerging. This potential for complexity poses a significant challenge for emergency managers. They not only need to coordinate activity, but also require a thorough understanding of everything happening in the metropolitan area so as to properly allocate limited resources to provide the best response to each incident. In addition, proactive measures such as limiting access to impacted areas, or crowd and traffic control for public events, has to be included in the mix. The need, therefore, was not only for top-down coordination, but also for the ability to capture and integrate information to give managers the understanding and insight required to quickly make the right decisions. A centralized model for command and control In the aftermath of the March bombings, the Madrid City Council took action to better protect the public by commissioning an advanced emergency command center for the city—the Centro Integrado de Seguridad y Emergencias de Madrid, or CISEM. The mission was ambitious, but clear-cut: reduce emergency response time, integrate information, standardize procedures and protocols, provide seamless coordination and planning, enable shared use of resources, optimize information management and promote prevention through better planning. IBM Business Partner Indra, a leading regional systems integrator specializing in the public sector, teamed with IBM to provide the integrated, service-oriented IT infrastructure that would make CISEM a reality, along with needed business process transformation to enable coordination among all of the stakeholders. Building an emergency infrastructure from the ground up “The key to CISEM is integration—of information, systems, data sources and people,” Garcia says, “but it was a challenge. Not only do we have to integrate all the applications currently used by the different entities, but we also have to integrate other external organizations, like Madrid 112, the video surveillance center, and the M30 highway control center.” Because each of the first responder agencies had its own communication technology, a common mobile infrastructure had to be deployed. Most vehicles, from police cars to ambulances to fire engines, are equipped with mobile wireless computers or PDAs that are connected to CISEM. The mobile infrastructure is critical; it provides true interoperability among the various agencies and also enables a two-way interchange of information—which gives managers vital, on-the-scene input that helps them develop a better understanding of what is happening in the field. The effective coordination of responders depends on reliable communications, so close attention was paid to creating a reliable way to keep all agencies in touch. A multilayered, redundant communications infrastructure links to existing telephony systems, VoIP, satellite communications, a private radio network and 3G wireless networks to ensure continuous communication. IBM WebSphere Everyplace Connection Manager provides seamless, reliable, secure access to CISEM resources by automatically selecting the best available network and encrypting all communications. IBM Tivoli Directory Integrator adds an additional layer of access security. CISEM’s need to maintain consistency across all emergency resources makes the rapid development, integration and uniform rollout of information and applications essential, so IBM helped build a flexible, powerful SOA platform to enable it. New information flows and business processes are built and managed using IBM WebSphere Integration Developer and IBM WebSphere Process Server. Dissemination to field units takes place quickly and easily, thanks to IBM DB2 Everyplace and IBM WebSphere Everyplace Deployment, with an underlying support layer that includes IBM WebSphere MQ and IBM WebSphere Transformation Extender for system messaging and data formatting. This robust software platform helps CISEM managers adapt to fast-changing needs without disruption to vital services—a key capability in fulfilling their core mission of protecting the public. Flexibility and insight The combination of forward-looking system design and end-to-end integration gives emergency managers in Madrid the tools needed to not only deal with today’s threats, but also handle rapidly evolving situations and technologies as they emerge. Any sensor input—video, data or voice—from any source can be readily incorporated into the data stream and accessed by anyone who needs it. Situational awareness is now at an unprecedented level. Not only do commanders at CISEM understand the full situation, but those in the field are also made aware of the status of other teams and resources. "Commanders are now able to understand how complex and/or multiple incidents affect the entire region." —Fernanco Garcia Ruiz This single, unified view of status and events reduces confusion and enables far faster and more effective decision making. Managers are now better able to deploy the right assets the first time, reducing response time by 25 percent. Perhaps most significant, though, is the entirely new dimension that CISEM has given to emergency management. Commanders are now able to understand how complex and/or multiple incidents affect the entire region, and can allocate and deploy emergency resources in a truly coordinated and effective manner that takes into account all of Madrid’s needs, not just those of a single incident. In addition to CISEM’s new capabilities, Fernando Garcia concludes by emphasizing that “CISEM is built for change. We have more flexibility to innovate in our day-to-day operations, but we are also better equipped for any major challenges the future may have in store. The beauty of it is that it allows us to make incremental changes without ever interrupting our emergency operations.” Benefits Instant: Reduces emergency response time by 25% Seamless: Enables end-to-end coordination of emergency and municipal assets Insightful: Commanders can understand how complex or multiple incidents affect the entire region “Commanders are now able to understand how complex and/or multiple incidents affect the entire region. We have more flexibility to innovate in our day-to-day operations, but we are also better equipped for any major challenges the future may have in store.” ~ Fernanco Garcia Ruiz, Head of innovation and development, Department of Security, City of Madrid Back to Top 20

Yansha department store improves order management Yansha
Challenges Increase competitiveness against local retailers and new foreign competitors Provide real-time visibility into operations with KPIs such as order acceptance rate and on-time delivery rate Provides suppliers with information on customer buying behaviour and sales trends Achieved an ROI of 9 months and reduced order error rates from 9% to 1% Solution GBS transformed order management processes with over 1,800 suppliers BPM created workflows for purchase orders, shipping notification, invoicing, payment and return of goods CRDB Entry: bin/ssialias?infotype=CR&subtype=NA&htmlfid=0GLOS-79C88A&appname=crmd Case Study on ibm.com: ibm.com/software/success/cssdb.nsf/cs/JSTS- 79BMT3?OpenDocument&Site=corp&ref=crdb Overview Yansha is one of China’s largest regional retailers. Yansha is an upscale brand with revenues in the billions of Yuan each year and 215,000 square feet of retail space at its Youyi Shopping City in Beijing. Catering to an upscale clientele, Yansha sells high-end, exclusive goods from brands such as Versace, Prada and Calvin Klein. Business need: In order to maintain its market leadership position, Chinese retailer Yansha needed to increase its competitiveness against both local retailers and new foreign competitors in an increasingly deregulated Chinese retail industry. Yansha saw that the best way forward was to transform the way it does business with its supply chain partners through the adoption of new business processes, automation and business intelligence. Solution: Yansha deployed a first-of-its-kind supply chain management (SCM) platform that leverages a service-oriented architecture (SOA) to integrate enterprise resource planning (ERP) and SCM applications. The platform enables Yansha and its suppliers to leverage new real-time performance information to provide transparency into supply chain business processes and generate actionable business intelligence, setting new standards of efficiency. Benefits: • Reduced order lead time from 2.5 days to 4.5 hours • Improved order acknowledgement rate from 80 to 99 percent • Reduced order error rate from 9 percent to 1 percent • Achieved ROI in nine months Case Study “Exchanging our data and interacting closely will enable us to respond to the market appropriately.” – Mr. Ai Jie Ma, Director of Yansha Technical and Information Department Business Challenge In order to maintain its market leadership position, Chinese retailer Yansha needed to increase its competitiveness against both local retailers and new foreign competitors in an increasingly deregulated Chinese retail industry. Yansha saw that the best way forward was to transform the way it does business with its supply chain partners through the adoption of new business processes, automation and business intelligence. Solution Yansha deployed a first-of-its-kind supply chain management (SCM) platform that leverages a service-oriented architecture (SOA) to integrate enterprise resource planning (ERP) and SCM applications. The platform enables Yansha and its suppliers to leverage new real-time performance information to provide transparency into supply chain business processes and generate actionable business intelligence, setting new standards of efficiency. Business Benefits • Increased supplier information service revenue by 50 percent • Reduced order lead time from 2.5 days to 4.5 hours, driving down inventory costs • Improved order acknowledgement rate from 80 to 99 percent • Reduced order error rate from 9 percent to 1 percent • Achieved ROI in nine months • Enhanced operating and business process efficiencies, visibility, asset structure and both customer and supplier satisfaction • Enabled the creation of a value-based supplier pricing model that uses new supplier performance metrics • Reduced operating risks due to optimization of supplier relationship profitability and lower error rates Why it matters In the vast Chinese retail market, deregulation has been driving increased competition from regional players as well as newly arrived international companies. In order to maintain its leadership position in the marketplace, major Beijing retailer Yansha deployed an SOA-based supply-chain management solution—an industry-first in China—that enabled the company to expand its capabilities and transform the way it does business with over 1,800 suppliers. Thanks to streamlined, automated processes and new business intelligence, Yansha has been able to increase its competitive edge over other retailers by optimizing the efficiency and profitability of its entire supply chain. Key Components Software IBM WebSphere® Process Server IBM DB2® database software Services IBM China Research Lab IBM Global Business Services® IBM Business Partner eFuture A rapidly changing retail landscape The retail industry in the vast Chinese marketplace is very different from that in the West. Retailers have historically been highly regionalized, and the overall market has been largely closed to competition from foreign companies. With the rapid growth of the Chinese economy and relaxation of regulations, that is changing rapidly. Mergers and acquisitions are on the rise leading to industry consolidation and expansion beyond regional boundaries, and Chinese retailers must now share the market with global companies as well. This adds up to unprecedented competitive pressure for Yansha, one of China’s largest regional retailers. Yansha is an upscale brand with revenues in the billions of Yuan each year and 215,000 square feet of retail space at its Youyi Shopping City in Beijing. Catering to an upscale clientele, Yansha sells high-end, exclusive goods from brands such as Versace, Prada and Calvin Klein. Yansha has long displayed industry leadership. Opened in 1992, Yansha was the first retailer operating as a joint venture in China to introduce modern enterprise processes and computer systems aimed at improving managerial methodologies. In 2000, it implemented IBM Business Partner eFuture’s ONE POS-ERP suite, providing it new levels of internal efficiency. In 2003, the ERP suite was upgraded with SCM capabilities. But Yansha was not realizing the full potential of its systems. With the rapid pace of change in the retail landscape, Yansha knew that it had to do more if it was to maintain its leadership position. Faced with the prospect of having to compete with highly efficient foreign competitors, Yansha realized that it had to optimize its supply chain and improve efficiency among its 1,800-plus local and international suppliers, and that leveraging technology was the way to do it. This quantum shift represented a radical departure for Yansha, which like its local competitors, was still doing business manually for the most part, relying on paper-based processes and interaction via telephone and fax. Yansha faced two fundamental challenges in its effort to optimize its supply chain: first, to streamline and automate its business processes, and second, to find a way to get all of its suppliers to buy into a new, more efficient way of doing business. Transforming business processes for enhanced decision-making Despite its implementation of an enterprise suite, a number of obstacles—continued reliance on manual processes, the siloed nature of many of its systems and a lack of integration with supply chain partners—were hampering Yansha’s ability to track and integrate information in real time and generate actionable business intelligence from it. More than 30 key supply chain processes were handled manually. The result was low productivity, high error rates and inaccurate business data, all leading to reduced competitiveness. To transform its processes for more informed decision-making, Yansha worked with the IBM China Research Lab (CRL) and eFuture to develop Blue Engine, a process-driven SCM platform built specifically for the retailer. Blue Engine incorporates both automated business processes (such as purchase orders, shipping notification, invoicing, payment and return of goods) and new functionality based on IBM WebSphere Process Server and IBM DB2 middleware. By integrating information from existing systems with new automated processes through a service-oriented architecture, Blue Engine accomplishes several key objectives: • Automates the supply chain management-related key business processes among people, across multiple existing applications and between Yansha and its suppliers • Improves visibility through real-time monitoring of business processes, generating key performance indicators (KPIs)—such as order acceptance rate and on-time delivery rate—that enhance decision-making capabilities • Provides suppliers with better online information services to make customer buying behavior, sales trend and process information transparent, enabling suppliers to adjust and optimize their operations to satisfy market demand. This increases supplier willingness to pay for these fee-based services (thereby increasing revenue), while encouraging them to move away from manual interactions—thus improving overall supply chain efficiency Because of the need for the efficient integration of information, processes and systems across the enterprise and out into the supply chain, the adoption of SOA is a key part of Blue Engine. It provides the flexibility to quickly build new solutions (and change existing ones) based on immediate business need. SOA also enables greater interaction with suppliers through Web-based delivery of services, which fosters greater responsiveness. According to Mr. Ai Jie Ma, Director of Yansha Technical and Information Department, “This solution will help us build an information platform together with our suppliers in their internal information system. Exchanging our data and interacting closely will enable us to respond to the market appropriately.” With Blue Engine, many of Yansha’s paper-based manual processes have become a thing of the past. Workflow-related activities such as issuing purchase orders and checking inventory are pushed directly to appropriate users via mobile short messages, browser-based workspace and —triggering alerts when activity processing is delayed, and significantly improving business process execution. Business users can also employ collaboration utilities such as mobile short message services to find the right person to solve potential process issues, which helps streamline resources and avoid rework. The power of real-time information The Blue Engine project pioneered the first application of a process automation-based workflow engine using IBM China Research Lab’s Web 2.0-based visualization and interactive business process monitoring technology for China’s retail industry. This visualization technology enables Yansha management to get an accurate, real-time view of its supply chain, delivered through a “dashboard” that displays continuously updated key performance indicators. This in turn provides a solid basis for business decision-making and process optimization. More importantly, real-time information enables Yansha to work more effectively and efficiently with its suppliers. The retailer now has the information it needs to accurately categorize its suppliers based on a number of factors including their profitability, monthly selling trends and level of activity. This has enabled Yansha to come up with a completely new, value-based supplier pricing model that gives preferential treatment to those vendors which are most valuable and profitable for the company. In this way, suppliers are given an incentive to work efficiently: superior performance is rewarded with a better deal. The availability of new information provided by the solution has also enabled Yansha to provide enhanced fee-based online information services to its suppliers, which not only encourages them to adopt the new methods, but also generates additional revenue for the retailer. Competitive advantage, greater efficiency...and satisfied suppliers All 1,800 of Yansha’s suppliers actively use the supply chain management solution and supplier satisfaction has improved significantly. The improvements in efficiency are dramatic: Order acknowledgement (a required verification step in the supplier order/fulfillment process) is up from 80 to 99 percent, order lead time has dropped from 2.5 days to only 4.5 hours and error rates are down from 9 percent to only 1 percent. Risk and cost have both been reduced, and competitiveness is greatly improved. Even the revenue generated by online supplier information services has increased by 50 percent. “Our shopping mall now has a technical advantage,” notes Mr. Ma. “We have a leading role in securing prospective sites, enabling us to rebuild business processes and stay competitive. It is a classic case of information technology’s business value for corporations.” Benefits Instant: Reduced order lead time from 2.5 days to 4.5 hours Seamless: Connects 1,800 suppliers into a single supply chain network Insightful: Created a value-based supplier pricing model that uses new supplier performance metrics such as profitability, selling trends and level of activity. “Exchanging our data and interacting closely will enable us to respond to the market appropriately.” ~ Mr. Ai Jie Ma, Director of Yansha Technical and Information Department Back to Top 20

Odyssey Logistics provides end-to-end transportation solutions
Challenges Choose the best transportation options given each customer’s unique needs across the globe Implement customized logistics processes to provide full service to customers expanding globally 300% increase in productivity for logistics operations Solution Pre-constructed processes based on sets of common activities that can be quickly customized for local needs Business rules reduce complexity by managing rate structures, routing guides and carrier information External case study: Downloadable PDF: Overview Headquartered in Danbury, Connecticut, Odyssey Logistics & Technology Corporation (OL&T) is a leading global logistics service provider serving customers in North America, Europe and Asia. The company combines strategic, commercial, operational and technology services enabling its customers to reduce costs and receive the best possible service from transportation providers. Business need: Odyssey Logistics & Technology Corporation (OL&T) wanted a nextgeneration supply chain management (SCM) platform to help provide end-toend transportation solutions and reduce costs for customers. Solution: OL&T created the platform using IBM BPM, IBM WebSphere® ILOG® JRules, IBM WebSphere Partner Gateway and IBM ILOG CPLEX® Optimization Studio software. Benefits: The solution increased the company’s visibility, flexibility and responsiveness, allowing it to react quickly to constantly changing customer and marketplace needs in a global logistics environment. Case Study Headquartered in Danbury, Connecticut, Odyssey Logistics & Technology Corporation (OL&T) is a leading global logistics service provider serving customers in North America, Europe and Asia. The company combines strategic, commercial, operational and technology services enabling its customers to reduce costs and receive the best possible service from transportation providers. A sophisticated, global web-based infrastructure, proven operational processes and a vast network of logistics service providers differentiate OL&T from the competition. Responding to increasingly complex logistics management Unlike many companies in the logistics industry, OL&T does not own a transportation fleet. Rather, it helps customers manage their logistics processes and choose the best transportation option given each customer’s unique needs. The best option can involve multiple modes of transportation, resulting in a complex collaboration among several organizations including customers and logistics service providers. In addition, choosing the right option for each customer has grown increasingly challenging as OL&T has expanded into new markets in Europe, the Middle East and the Asia-Pacific region. For each customer, OL&T must consider region- and language-specific issues and give customers the ability to customize the existing business processes. Geographical data, rate calculation, transactional optimization and booking processes can vary from one country to the next. “Switching to a task-based paradigm has reduced the learning curves of both our internal and external users, knowing exactly what to do next and taking action only when needed. This has increased productivity upwards of 300 percent for certain functions, while at the same time has reduced errors by over 10 percent, making this very powerful technology,” says Russell Marky, senior vice president, global business technology, OL&T. Increasing complexity leads to an increase in data The many factors involved in creating custom processes for each customer and region have increased transactional and master data, which OL&T must manage effectively. To better meet its global customers’ needs, OL&T wanted to develop the next generation of its Odyssey Global Logistics Platform, the technology it uses to create business rules and manage the many integrated components of its customers’ supply chains. OL&T sought to improve its operational efficiency, automate as many manual processes as possible, improve its ability to measure key performance indicators (KPIs) and gain greater flexibility in its business process management. “We study the big picture of logistics and we come back to each customer with a flexible plan that adapts over time," says Leonid Podoshev, vice president, software engineering, OL&T. It’s not necessarily a static plan and that’s why the right technology, total visibility into the system and the tight control matter. Because once we put a plan in place, we have to monitor it constantly, measure it and adjust it to improve on it for the long term. Since customers may want to track different KPIs—such as how often deliveries are made, how many are made in the course of a day or whether or not shelves are stocked in a timely manner—having a tractable platform is key to our reporting.” _________________________________________________ Helping manufacturers stay ahead of demand When a store runs out of popular products, logistics challenges are often responsible. For example, foods and beverages cannot be delivered to grocery stores when the manufacturer lacks the raw ingredients to make them. Market volatility is an ongoing issue for many of these manufacturers, especially when it comes to managing the costs associated with transporting the raw materials required to make products and then transporting the finished goods to retailers. The new platform helps OL&T make sense of the continuously shifting transportation landscape, and more importantly, helps identify cost savings and strategic adjustments to improve service and assist manufacturers in bringing their products to market. _________________________________________________ Applying process innovation OL&T applied process innovation to give its customers an intelligent, adaptive and optimized extended supply chain that’s based on demand. Process innovation is the practice of synchronizing processes across business functions and managing for the cumulative end result. Rather than developing the new system itself, OL&T chose to build it using a suite of products including IBM BPM, IBM WebSphere ILOG JRules, IBM WebSphere Partner Gateway and IBM ILOG CPLEX Optimization Studio software. The IBM applications provide greater process automation that changes the operational paradigm so that the system guides the user to the next task rather than the user having to guess the correct choice. Plus, the IBM applications include preconstructed processes based on sets of common activities, enabling OL&T to use them to quickly assemble custom processes that meet its customers’ needs. OL&T uses business rules to manage rate structures, routing guides and carrier information, which are the aspects that change most frequently, helping to further reduce the complexity of the logistics management process. The WebSphere ILOG JRules software enables OL&T to create decision tables including rate structures, possible routes and available carriers. Then, by using the information in its system, OL&T creates rules that enable better, smarter, automated decision-making and that can be adjusted quickly as needed. Further, the applications enable OL&T to monitor processes and track shipments in-transit. Improved flexibility and responsiveness OL&T has found that the new solution greatly increases its flexibility and responsiveness. For example, changing business rules used to take weeks but, using the new system, a similar change might take a few days or even a few hours. Users can simply edit the appropriate business rule, which is written in simple natural language that’s easy to understand, even by business users. In addition, the new platform provides greater automation, which helps reduce human errors. “The system provides capabilities of directed work, so we’re less dependent on the human factor because if a task is not done in time, the situation could be escalated by the system,” says Podoshev. OL&T customers benefit from the new platform as well because the company’s increased agility and responsiveness help customers improve supply chain efficiencies and keep costs down. For example, the company can now measure work process performance, using that information to fine-tune decisions and interactions between OL&T staff, customers and carriers. These capabilities have enabled OL&T to: ● Meet or exceed customer KPIs in areas of on-time deliveries, invoice turnaround and error-free shipping ● Implement best-in-class freight audit processes globally ● Provide visibility into shipments moving on any mode to anywhere in the world The IBM solution also freed OL&T developers to focus on developing and improving business rules and logic. “The solution provides scalability, performance and security. We didn’t need to worry about those issues because they were delivered right out of the box,” says Podoshev. Benefits Instant: Exceed customer KPIs in areas of on-time deliveries, invoice turnaround and error-free shipping Seamless: Provide clients with a unified logistics experience regardless of local country conditions Insightful: 300% increase in productivity for logistics operations and reduce errors by more than 10% “Process innovation allows an organization like OL&T to go in to a customer and figure out how to work with them versus trying to overlay a very specific rigid model on our customers.” ~ Russell Marky, Senior Vice President, Global Business Technology, OL&T Back to Top 20

IBM BPM (Process), ODM (Rules & Events) and Mobile in Action

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IBM BPM (Process), ODM (Rules & Events) and Mobile in Action

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