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Are We Thinking for the Good of the Few or the Good of the Are We Thinking for the Good of the Few or the Good of the Many? Joanne Friedman, CEO Conne. Kted Minds Inc.

GOVERNANCE & STEWARDSHIP Call to Action CASE IN POINT: ECOMMERCE ©CONNEKTED MINDS INC. 2005 GOVERNANCE & STEWARDSHIP Call to Action CASE IN POINT: ECOMMERCE ©CONNEKTED MINDS INC. 2005

GOVERNANCE & STEWARDSHIP • A funny thing happened on the way to the Nouvelle GOVERNANCE & STEWARDSHIP • A funny thing happened on the way to the Nouvelle Economy. Somehow we forgot to inculcate governance, stewardship and perhaps accountability on behalf of the end users. • The result: – Competing Standards – Industry Syllogism – Standards not adopted here…. yet. ©CONNEKTED MINDS INC. 2005 • Technical standards defined by you today are directly related to the economic conditions of tomorrow • Why standards governance is a critical issue for the Enterprise today. • Standards governance will emerge as a critical issue in 2006.

Technical standards defined by you today are directly related to the economic conditions of Technical standards defined by you today are directly related to the economic conditions of tomorrow • Worldwide Debate on Internet Regulation – Returning to the basic of data exchange • Desire of the G-7 for Internet Taxation – “X”ars of Banes & Oxley will likely follow – Telecomm/technology convergence and deregulation – VOIP leads to H. R. 214 in the US congress • Economic Growth: – Competitiveness – Inter-industry trade (UBL) – New Economy business is the flow of goods model ©CONNEKTED MINDS INC. 2005

Why standards governance is a critical issue for the Enterprise today. • Shareholder value Why standards governance is a critical issue for the Enterprise today. • Shareholder value – governance not only lets you make better decisions about your company, monitor and measure the impact of your decisions on key measures such as growth and profitability. – XBRL, FXML…. • Enterprise Value: • – New Economy Differentiation – Competitive Advantage in Intangible Assets Savvy CIOs put a high priority on developing and refining their organization's IT Governance processes for: • Control, cost reduction, management and measurement • the link between IT’s technology decisions with business objectives • IT Governance is a way to monitor performance and accountability. • Current IT Governance models support syllogism in the enterprise ©CONNEKTED MINDS INC. 2005

Why standards governance will emerge as a critical issue in 2006. • Internet I/II Why standards governance will emerge as a critical issue in 2006. • Internet I/II Regulation – In 2004, UN announced that its members had agreed that the Internet was a global 'facility' whose management should be 'multilateral, transparent and democratic'. • Individual Governments worldwide seek regulation of standards because: – Defensive Strategy to Trade deficits – Security, Privacy – Third World Development fosters offshoring • China, Western EMEA ©CONNEKTED MINDS INC. 2005 GOVERNANCE & STEWARDSHIP

GOVERNANCE, COMPLIANCE AND THE NEED FOR STANDARDS STEWARDSHIP While multiple organizations from ANSI to GOVERNANCE, COMPLIANCE AND THE NEED FOR STANDARDS STEWARDSHIP While multiple organizations from ANSI to the ISO have governance committees none represent the millions of end users the ultimate customer of Oasis Key Stakeholders ©CONNEKTED MINDS INC. 2005

What do we mean by Governance versus Compliance? Governance : • n 1: the What do we mean by Governance versus Compliance? Governance : • n 1: the persons (or committees or departments etc. ) who make up a body for the purpose of administering something] • 2: the act of governing; exercising authority; "regulations for the governing of state prisons"; "he had considerable experience of government" [syn: government, governing, government activity] • The act of enforcing policies and lifecycle processes during business service definition, development and runtime. Compliance: – – n 1: acting according to certain accepted standards 2: happy friendly agreement 3: a disposition or tendency to yield to the will of others 4: the act of submitting; usually surrendering power to another ©CONNEKTED MINDS INC. 2005 GOVERNANCE & STEWARDSHIP

Multiple Forms of Governance don’t make it easier – Sectoral • no simple prescription Multiple Forms of Governance don’t make it easier – Sectoral • no simple prescription that can be handed down to fit all needs. Yet prescription is the e-business model – Shareholder • addresses the fundamental microeconomic issue of how effectively managers of firms are monitored and induced by banks, equity markets or other mechanisms to act in the best interests of its shareholders. – Stakeholder • Relationship-based model tends to look at the interface between the microeconomic issues as outlined above and relates these to stakeholders who may not have a direct share of ownership in the company but who nevertheless are affected by corporate decisions. ©CONNEKTED MINDS INC. 2005

A middle Ground: Standards Stewardship • What Is Standards Stewardship? – Evolved from A middle Ground: Standards Stewardship • What Is Standards Stewardship? – Evolved from "Product stewardship" a principle that directs all participants involved in the life cycle of a product to take shared responsibility for the impacts to human health and the natural environment that result from the production, use, and end-of-life management of the product. • The greater the ability of a party to influence the life cycle impacts of a product, the greater the degree of that party’s responsibility. The stakeholders typically include manufacturers, retailers, consumers, and government officials. • Example: Joint Industry Task Force on WEEE/ROHS – disposal impacts and associated costs have been the basis for engaging manufacturers, attention has initially focused on waste management problems and solutions. However, the challenge of product stewardship is to move beyond disposal to facilitate a paradigm shift toward "zero waste" and “sustainable production. " ©CONNEKTED MINDS INC. 2005

Stewardship Unifies Key Stakeholders Needs Enterprises Providers Other Orgs. Governments • A relationship-based model Stewardship Unifies Key Stakeholders Needs Enterprises Providers Other Orgs. Governments • A relationship-based model will provide the interface between the microeconomic issues and those stakeholders who may not have a direct share of ownership in standards development. • Encourages participation and adoption • Eliminates syllogism intra and inter groups ©CONNEKTED MINDS INC. 2005

Stewardship defines end to end need and removes barriers bringing business-technology together CEO needs Stewardship defines end to end need and removes barriers bringing business-technology together CEO needs CIO challenges § Revenue growth with cost containment • Aligning IT and business goals to grow revenue and contain costs § Key competency: responsiveness • Building responsiveness and agility into the organization through IT § Critical success factor: enable effectiveness of people and processes Source: CEO Study of 456 WW CEOs IBM Corporation - 2004 ©CONNEKTED MINDS INC. 2005 • How can IT help enable people and teams to be more effective Source: Operating Environment Market Drivers Study, IBM Corp. 2004

Call to Action • To be effective in the longer term OASIS must synergize Call to Action • To be effective in the longer term OASIS must synergize the efforts of multiple constituencies around the economic needs of the end user: – Profit, growth, innovation competitiveness • A new dimension is needed at the core of defining technical standards: • A stratified business-technology centric approach is needed ©CONNEKTED MINDS INC. 2005

 • If Value is what resonates with executives and closes deals, then technology • If Value is what resonates with executives and closes deals, then technology value must be universally understood to resonate Internal Customer Measures the Value of Technology in terms of Business Increase Sales; Reduces Cost of Doing Business CFO Return on Capital Investment CIO Total Cost of Ownership; ROI for Approval COO Impact to Operations; Operating Margins, Productivity CEO Impact to Shareholder Value; e. p. s. Value Chain Tightly woven network of demand supply chain partners, service providers Customers Value is produced when its easier to do Business Suppliers Increase our Revenue and Growth ©CONNEKTED MINDS INC. 2005

B 2 b and Business Process Integration Affect All Enterprise Operations DESIGN SOURCE Product B 2 b and Business Process Integration Affect All Enterprise Operations DESIGN SOURCE Product Design § Gather requirements § Develop product definition § Validate and release design PLAN Spend & Supplier Demand Planning Analysis § Collect forecasts § Gather external intelligence § Gather supplier § Aggregate forecasts § Plan for promotions § Optimize forecasts RFx & Bid Management § Validate design for manufacturability and supply chain § Plan materials and capacity § Select vendors § Outsource product prototyping and pilots § Create engineering changes § Review/ approve engineering changes § Manage project Supply Chain Configuration § Compose and Product Introduction & Management § Perform what-if analysis distribute RFx § Manage RFx response § Plan based on constraints § Optimize network Negotiation & Agreement Material Planning § Agree on contract § Plan multi- Contract & Supplier Management enterprise requirements § Manage contract ORDER Purchase Order Management Campaign Management Inventory Mgmt. § Search for product § Configure product § Link to supplier § Create PO § Obtain freight estimate § Approve PO § Modify PO § Resolve disputes § Process returns Payables Settlement § Process payment Dynamic Pricing § Perform spot buys § Manage inbound compliance § Manage supplier performance SCM MAKE Supplier Info Management RFQ § Manage forecasts § Manage customer Closed-Loop Processing Data (EAI Toolkits, ETLM tools, Warehouse Embedded Mobile Agents) ERP SELL § Channel Mgmt § Campaign Mgmt catalog information § Manage components BUY MRP Product Data Mart demand ©CONNEKTED MINDS INC. 2005 inventory (VMI) § Manage PO § Manage supplier release schedules § Display supplier performance measures § Inquire on settlement § Manage supplier company info Pricing § Create spot market § Trace components § Generate and manage supplier release schedules § Check availability § Manage consignment inventory § Dispose inventory Configuration § Configure product § Price product § Configure BOM and routing Order Mgmt. § Enable catalog search § Initiate order § Cross-sell/ up-sell § Estimate freight § Acknowledge order § Determine order ship § Determine production start Capacity Planning § Allocate capacity § Synchronize FULFILL Warehouse Planning Transportation Planning § Review & update of logistics infrastructure § Compose & distribute § Manage Kanban § View component demand Field Service performance § Manage contract compliance § Request/reserve Production Mgmt. § Authorize return § Dispose return items § Optimize labor RFQs § Manage RFQ responses § Coordinate service parts § Manage carrier § Calculate landed cost production scheduling § Plan carrier loads capacity § Dispose excess capacity SERVICE Transportation Management § Create shipments from orders § Perform spot buys § Provide visibility Settlement Quality Mgmt. § Register product § Validate warranty information § Process service requests Training § Deliver training § Schedule production into shipments § Prioritize manufacture § Manage routing, § Create invoice § Process payment Warranty Mgmt. of sold items § Manage quality Customer Info specs Management § Measure/ report performance § Manage sales orders § Inquire on settlements Predictive Mtc. § Manage customer § Schedule company info scheduling & visibility of returns § Manage private fleet Product Support § Respond to customer queries Transportation Execution maintenance § Monitor process supply

The State of “e” in 2005 Industry Silos Need to engage SMB New Barriers The State of “e” in 2005 Industry Silos Need to engage SMB New Barriers to Entry Schema for Fit to Function Industry Registry and or WS Repository Process Integration Networks ©CONNEKTED MINDS INC. 2005

tier 1 High tech industry trade tier 1 In 2005 SMB SMB Tier 1 tier 1 High tech industry trade tier 1 In 2005 SMB SMB Tier 1 smb Upper Mid tier Less than 10% of a Tier 1’s total trading partners are conducting business with b 2 b ecommerce; 38% of high tech and 43% of automotive supply chains are enabled. ©CONNEKTED MINDS INC. 2005 smb automotive industry trade consumer

Intra-Industry Key Findings • Common Problem Set across multiple industries: – Need for more Intra-Industry Key Findings • Common Problem Set across multiple industries: – Need for more non intrusive technology • • Light weigh b 2 b capability to address needs below tier one On demand is not always available Cost is still a barrier to entry New Risks and perceived threats**** ©CONNEKTED MINDS INC. 2005

tier 1 High tech industry trade SMB tier 1 Upper Mid tier Tier 1 tier 1 High tech industry trade SMB tier 1 Upper Mid tier Tier 1 ancillary trading networks While technology changes and SOA and web services gain acceptance what will change? automotive industry trade consumer ©CONNEKTED MINDS INC. 2005 Process Integration Networks smb

Outsourced Supply Chain Integration enabled with B 2 bi Su pp ly Material Suppliers Outsourced Supply Chain Integration enabled with B 2 bi Su pp ly Material Suppliers Ch Component Assembly ain Ou tso International Transport Manufacturing Transport urc e Mo de l Distribution Transportation Planning/Mgmt. Outbound Trans Materials & Cap Planning Finite Scheduling Deployment Planning X-Dock/ Retail DC Order Management Warehouse Management Available to Promise A International/Domestic lloca tio Transportation n/R ep Planning len ish Global Track/Trace me nt Sales Channel Demand Management B 2 bi design point required each company to reverse engineer business process to make data available…. today however many of these processes no longer even exist in the enterprise ©CONNEKTED MINDS INC. 2005

Enterprise integration for b 2 bi involve (d) the entire back office suite of Enterprise integration for b 2 bi involve (d) the entire back office suite of systems Suppliers SCM Internal E-Mail Portal/ Extranet Warehouse Management Supply Planning CRM Strategic Planning Demand Planning Distribution Planning Customers ERP System to System Collaborative Manufacturing Execution Planning Analytical Product Management Manufacturing Industry. Specific Solutions Employee Systems Legacy Systems Finance Service Automation Order Management Human Resources Logistics Marketing Automation Transportation Planning Conferencing Sales Automation Manufacturing Planning Transportation Management Voice (IVR, ACD) Mobile Sales (Prod. CFG) Factory Hand Employee Held Devices Self-Service Web Storefront Field Service Web/ Intranet E-Mail Operational EDI Closed-Loop Processing (EAI Toolkits, ETLM tools, Embedded Mobile Agents) Conferencing Data Warehouse Knowledge/Content Management Financial HR Customer Order Product Data Mart Data Mart ©CONNEKTED MINDS INC. 2005 Direct Interaction B 2 Bi DMZ B 2 Bi Partner Interaction

the “N” Trap in IT X Industries Number of Processes Number of Communication means the “N” Trap in IT X Industries Number of Processes Number of Communication means Numerous Business Object Definitions per Communication Means Number of e-Targets Point-to-Point Challenges – – Numerous processes Numerous exchange protocols Numerous business objects Numerous trading partners classes with • degrees of infrastructure – Limited time to execute – Costly implementation ($50 M ~ $300 M for OEMs) – Ongoing maintenance and support HUGE COST Infrastructure Resource and Time Commitments Primarily transactional data exchange with little or no collaboration to decrease cost and increase ROI ©CONNEKTED MINDS INC. 2005

First generation e-commerce (b 2 bi) was not e-business EC is a subset of First generation e-commerce (b 2 bi) was not e-business EC is a subset of EB EC E-Business (EB) • Industry wide • Process re-engineering for profit • Ecosystem based E-Commerce (EC) EB • Demand chain centric • Transaction-oriented • Supply chain-reduction EB Actual Impact on Bottom Line Investment & Tactics EC EB EC in 2005/6 focus on the business picture not the technology ©CONNEKTED MINDS INC. 2005

The state of trade There are no boundaries Regulation Flow of goods Demand Service The state of trade There are no boundaries Regulation Flow of goods Demand Service Supply ©CONNEKTED MINDS INC. 2005 Outsource

tier 1 High tech industry trade SMB tier 1 Tier 1 smb Upper Mid tier 1 High tech industry trade SMB tier 1 Tier 1 smb Upper Mid tier ancillary trading networks While technology changes and SOA and web services gain acceptance what will change? automotive industry trade consumer ©CONNEKTED MINDS INC. 2005 Process Integration Networks

e. g. Product Lifecycle Management Trend & Forecast Product Data Mgmt ->Product Lifecycle Management e. g. Product Lifecycle Management Trend & Forecast Product Data Mgmt ->Product Lifecycle Management (99 -02) Customer Pain Points Value Migration • Engineering data management • Product change management automation • Interoperability between engineering tools and CAE tools • Begin to extend Product Data to Configuration and Process • Connect engineering to ERP • Collaboration and workflow PLM Market Structure • • DESIGN CYCLES, REDUCE MFG COST AND TIME TO MARKET DESIGN FOR COST / MANUFACTURABILITY REAL TIME SUPPLY CHAIN INTEGRATION PROCESS MANAGEMENT QUALITY REPORTING INTEGRATION/COLLABORATION 2004> PLM Market >$20 B Services O/S PLM SCM est, . 31% CAGR DESIGN Hardware MIDDLEWARE Hardware PLM Solution Buyer <2002 2003 IT ©CONNEKTED MINDS INC. 2005 Eng IT PLIM for Value Chain Integration >2006 Est. 45% CGR PLIM Market >$70 B* SCM 2010 Outsource and Hosted Services • SERVICES & Outsource $6 B • SCM $24 B • PLM $25 B • DESIGN $4. 2 B • MOM $21 B 2004+ Executive Committee Engineering • X-ENTERPRISE PLIM INTEGRATION • COLLABORATIVE NPI • CONTENT MERGED WITH TRANSACTIONS • BA, BAM • HOSTING, OUTSOURCED • OPERATIONAL EFFICIENCY • BUSINESS ALIGNMENT • CREATE CORPORATE & SHAREHOLDER VALUE 2002 PLM Market <$15 B CAD PDM PLIM->Product Information Management (05 -10) Product Lifecycle Mgmt -> PL”Information”Mgmt (03 -05) PLIM LOGISTICS SCM PLM DESIGN MIDDELEWARE PLIM COMBINED Market <$90 B Hardware • 2006+ SUPPLY CHAIN ENTERPRISE DEMAND CHAIN