1. © Alfa Laval

2. EA @ Alfa Laval - the first 360 days -
SWEAN #15, 9-10/12
Hans Troiza
Chief Enterprise Architect

3. Agenda Alfa Laval One Alfa Laval New Corporate IT The EA initiative

4. Alfa Laval

5. Gustaf de Laval (1845-1913) “The Man of High Speeds”
200 projects and inventions
92 patents, including the milk separator (1878) and the steam turbine (1883)
Started 37 companies 1

6. The company
Alfa Laval is a leading global provider of specialized products and engineered solutions.

7. Activities
We help customers to heat, cool, separate and transport products such as oil, water, chemicals, beverages, foodstuff, starch and pharmaceuticals.

8. Our corporate mission
To optimize the performance of our customers’ processes. Time and time again.

9. We serve most industries
Beverages
Biofuels
Biotech
Chemicals
Food
Heating and ventilation
Hydraulics
Industrial fermentation
Latex
Machinery
Marine and diesel
Metal working
Mining
Oil and gas
Pharmaceutical
Oil refinery
Power
Pulp and paper
Refrigeration and cooling
Semiconductor systems
Textiles
Waste water treatment

10. Key Technologies
Heat Transfer
Fluid Handling
Separation

11. Key technologies
Our key technologies are adapted to each customer segment and offered separately or combined into optimized solutions.
Separation
Heat Transfer
Fluid Handling

12. One Alfa Laval
© Alfa Laval

13. The legacy - Up to year
Product-oriented BAs
Separation
Thermal
Flow
Automation
Food
Market companies
Sales IT HR
Finance
Etc.
IT – organized per business area
What is good for the Business Area is good for Alfa Laval!

14. The Journey - The start of the latest change -
Industri Kapital main owner from mid 2000
Product-oriented BAs replaced by customer-centric Segments grouped into Divisions in January 2001
Alfa Laval re-introduced at Stockholm stock exchange in May 2002

15. The Journey - Beyond expectations -
Started -00
”WHAT we are doing is not that different – what differs is HOW we do it!”
A learning from the past
Organisation per main Business Type rather than per Product
Process Technology Division
Long sale´s cycle – projects
Engineered solutions
Relatively few orders, high value per sale
Equipment Division
Short sale´s cycles
Commodities
Low value per sale
Operations Division
Manufacturing centres
Distribution centres
- we need effective low cost processes -

16. The Journey - Centralization & Focus -
IT Corporate functions with resources centrally organised
From ”Market Companies” to ”Sales Companies”
Focus on sales only
Finance, and IT organised in ”Shared Service” (WE Sales Companies only)
- we need effective low cost processes -

17. New Corporate IT
© Alfa Laval

18. New Corporate C-IT organization - pre-study -
Based on findings from the
Centralization from year 2000
Large initiatives like
One4AL, PULSE & new .com site
Offshore initiatives
ITIL implementation
Interviews with C-IT & LoB
Topics
Enterprise architecture
Sourcing
Project office
IT Governance
ITIL compliance

19. Some answers from the business
- No long term view on solutions approved in project specifications.
- It would have been easier to control an external part than C-IT because then we could refuse to pay the bill
Bad delivery precision in cost
Improvements needed in Testing and Training
- Bad delivery precision in time
- Result of face to face meeting with C-IT seldom result in solutions with business value
- Service Desk tickets are closed without having confirmed with users that the problem is solved
- C-IT too introvert
- When the IT solutions are delivered the strategy or business goals have changed.

20. New C-IT organization - Basic Concept -
Enterprise Architecture
Governance
Supply
Demand

21. The EA Initiative
© Alfa Laval

22. Challenges - for Alfa Laval & IT -
To optimize our processes – time and time again
IT: More cost effective and robust solutions
Different industries have different behavior which needs to be satisfied
IT: Business support for different sales & supply demands
Many combinations of products in our offerings
IT: Many business support solutions – one view for the user
Global presence
IT: Global business processes needs global support
Lead time for changes have shortened – substantially
IT: Business support needs to be implemented more rapidly

23. EA@ Alfa Laval - the first 100 days -
Re-vitalize the pre-study
Together with Gartner
Build a communication package for LoB
Communicate, Communicate, Communicate, …
Create a virtual team & organization
Training by Gartner
Make an initial prioritization

24. Business projects - Initial prioritization from EA-
Increase the e-commerce scope
Global Quote to Order process
One4AL – Order to Cash
Improved Claim processes
Life Cycle mgmt of products
TTM
© Alfa Laval

25. EA@ Alfa Laval - the next 260 days -
Get EA included in the Alfa Laval's project process
Established an IT Design authority – facilitated by EA
Start to work with the prioritized initiatives
Get buy in for how to prioritize
Engage the virtual team
IT board foot print
Business information requirements for prioritized projects
First road map for Corporate agenda projects
Continue to,
Communicate, Communicate, Communicate, …
First set of guiding principles

26. Prioritized initiatives
The EA work focuses on the main processes and projects extrapolated from the Corporate Agenda that has a direct IT impact.
Corporate
Agenda
People
Process
Innovation
Customer
Prime Performance
Time to market
Prime Performance
E-Business
Pricing
Inititatives
Intranet
Intranet
Claims
Taxonomy
GEDS
Quote2Order
e-Commerce
Intranet
e-Commerce
Quote2Order
e-Commerce
Bullseye
One4AL
GEDS
Projects
The intention is to expand the EA future Roadmap as new projects are initiated and prioritized

27. The IT Board foot print
© Alfa Laval

28. First set of guiding principles - Challenge -
We do recognize that this focus implies that we define common shared processes, we create non-redundant information, and we group technology requirements where possible and we reduce solution duplication
Business Change
Don´t plan to change the same process more than once
Information Change
Don´t plan to create redundant databases
Technology Change
Consider grouping closely related technology changes
Solution Change
Reduce (or eliminate) whole or partial solution redundancies

29. Next steps - 2011 Outlook - Some activities
Constitute & Run the IT Design Authority as agreed in IT Board
Secure target architecture according to a Service oriented approach.
Develop, Deliver & Communicate strategic project portfolios in a road map format
Secure Platform/Application roadmaps from Competence centers
Deliver input to project portfolios to demand
Support and participate in governance activities
Run the EA office and its virtual team
Communicate & Sell

30. Tack!
Questions
© Alfa Laval