Insert Picture Here Organizational Transformation Opportunity Glo Gordon

Organizational Transformation Opportunity Glo Gordon, Vice President, Communications Matt Mc. Ferrin, Sr. Industry Director, Oracle Communications

Initial Thought On Organizational Change “Technological change is like an axe in the hands of a pathological criminal. ” -Albert Einstein, Really Smart Guy

AT&T Restructuring From regional to Consumer and Business LOBs An interview with Jeff Weber , vice president of video products for AT&T “CED: What’s AT&T’s approach to satisfying growing consumer desire for the convergence of services? JW: We made an organizational change last year, and we’re implementing it now. Wireless and broadband video have been brought together under Ralph de la Vega, who was in charge of wireless, and now is the CEO of the combination. Sometimes organizational changes don’t matter. We think this one does. The change is significant. Product teams now report to one marketing manager. More conversations are now happening in the normal course of business on how to bring all this together, conversations that may not have happened before. It’s a competitive advantage for us if we continue to execute on it. ”. ”

Oracle ERP Modular Applications PROC • UPK • Management Pack • Application Integration • Analytics • Sourcing On Demand • Sourcing AT SCM Procurement Supply Chain Applications Technology Oracle ERP Human Capital Financials & Projects • Demand Signal Repository • Advanced Planning Command Center • Service Parts Planning • Manufacturing Operations Center Customer & Master Data Management FIN/ PROJ • Projects Analytics • Federal Financials Analytics HCM • Site Hub • PIM for CRM/ MDM • Analytics • Incentive Compensation • Learning Management • i. Recruitment 4

Old World – Supply chain by business function Tactical approach, with specialized processes tied into core financials Device Mgmt Core Financia Capital ls Capital GL Account Fixed Assets Projects Payable Projects A/C Fixed Payable m Assets re Ord cu o Pr t Mg er mt y en Inventor Direct Fulfilment Supply Chains • Supply chains specific to channels - call center, self care and enterprises sales • Typically disparate from each other and the retail supply chain. us • Retail focus vital to wireless growth • Typically disparate from storefront systems and other customer channels (e. g. enterprise sales) us us Retail Supply Chain Fixed Assets ho Ware e Projects Payable Projects A/C Fixed Payable em Assets ur Ord oc Pr t Mg er mt y en Inventor Asset Discovery ho Ware e Core Financia Capital GL Account Capital ls Device Mgmt Core Financia Capital GL Account ls Payable Projects Fixed em Assets ur Ord oc Mg er Pr t mt y en Inventor Network Supply Chain • Ideally, network planning driven by Financial planning • Network processes disparate from customer channel processes 5

New World : Consolidated Supply Chain Examples Of How Oracle Strategy Enables The Transformation Device Mgmt nn ing As se t. B i se e Rtor n Seu e l Rep t Mgm Fixed Assets Capital GL Account Capital GL Payable Projects A/C Fixed Payable t Assets en Ord Mg er mt m re en Pr em y Inventor t u oc ur Ord Mg er mt oc e hous Ware e hous Oracle AIA delivers an open standards based framework for orchestrating cross-app business processes Asset Discovery Core Fixed Financials Ware Oracle Transportation Management automates logistics for all processes, modes, and geographies Oracle’s Demantra Demand Management lets you sense and respond to demand from multiple data sources Pr Pla lli. T nra gc kin g A Leading, global carrier is transforming business by consolidating network and retail supply chains and tying all to core financials BT transforming to a foundational supply chain wrapped with edge applications - in support of next generation services strategy across customer channels y Inventor Analytics SOA Oracle EPM links management strategy to execution and applies analytics to drive enterprise-wide supply chain performance improvement. 6

Sprint Creates BMG From CDMA and i. DEN to Consumer and Business LOBs Sprint Forms Standalone Business Markets Group with Singular Focus -- Business and Government Customers “OVERLAND PARK, Kan. --(BUSINESS WIRE)--Mar. 31, 2009 -- Sprint (NYSE: S) announced today the formation of a new unit dedicated solely to business and government users of communications services. Composed of more than 4, 000 sales, support, marketing and operations personnel, the Sprint Business Markets Group enables a sharpened focus on the needs of enterprise, general business and public sector customers. ”. ” To remain competitive, Sprint announced a number of related organizational changes focused on streamlining operations, reducing labor costs and achieving greater efficiency.

Multi-Channel Strategy Impacting Field Channel Process - Lead to Oppty to Contract to Order Contact Center Retail Field Mobile Oppty Mgmt Improve Customer Experience Master system of record improves all customer business process Bid Mgmt Ordering Partners Web Deal Governance Customer Foundation Customer Infrastructure Order Management Enhance Service Delivery Real time provisioning dramatically improves order process for key transactions Billing Supply Chain Business Intelligence Financials Retail/Network Transformation Demand driven network planning improves deal margins Operational efficiency Integrated financial Intelligence improves deal governance processes

BT 21 CN Focused on improving processes across organization lines An interview with Karsten Lereuth, President Global Telecom Markets, BT Global Services “For the business world, history shows that organisations constantly adapting to the changing environment have more chance of being competitive and a better chance of assuring their futures. In the carrier world today, survival also depends on adapting. Specifically, it means being willing to transform…”. ” As part of their transformation, BT and Oracle focused on 3 overarching business processes on Concept to Market, Lead to Cash and Trouble To Resolve

Demand Driven Adaptive Planning • Improve demand visibility with inputs from multiple sources of demand: Customer, channel, order and shipment history • Use statistical analytics to improve the forecast Sense Demand • Use new product introductions to capture demand • Model promotions and sales incentives to shape demand Analytics at the Core Shape Demand • Align demand plan with business goals Respond To Demand • Enable collaborative planning process for consensus one number plan • Monitor plan to budget against KPIs • Automate exception process The demand driven company runs on real-time information 11

MTN Functional Restructuring Revised sales, service, marketing, and strategy As part of the increased focus on improving capacity to deliver on the business strategy, MTN South Africa has been restructured into a functional organisational design. This has resulted in revised sales and service, marketing, and strategy and business development departments being implemented. This structure has been supported by a number of senior appointments Extended Store POS & CRM operations with Supply Chain Planning, Demantra, and Demand Signal Repository 12

Retail Business Information Model Sell-Side Customer & Consumer Interaction In-Side • • • • POS (Point-of-Sale) Web stores & Catalog Order Management Inventory Optimization Advertising & Promotions Customer Service Workforce Scheduling Personalized Marketing Buy-Side • Strategic Sourcing • Advanced Planning & Scheduling (Demand Driven) • Inventory Optimization • Pricing Strategy Retailer Sales Marketing • Cost Forecasting Knowledge • Purchase Order Mgmt. Demand Consumer • Retail Partnerships Knowledge • Warehouse Mgmt. Product Knowledge Manufacturing/Sourcing Sales Forecasting Inventory Optimization Distribution & Logistics Inventory Effectiveness Knowledge Financial Management Human Resources & Training Corporate Governance Forecasting Knowledge Partners Data Warehouse Mfg Perf. Knowledge Sourcing Knowledge Suppliers Distributors 13

Retail Store Supply Chain Logistics Collaboration Workflow Integration Visibility Store Inbound Receiving • • Transfers Receipts POs/ASNs Inbound Cartons / LPNs • Demand Management Store Operations Store Outbound • New Orders • Shipments • Supply Availability • Stock Counts • Serialized Tracking • Merchandise Requests? • Store-to-Store Transfers • Returns / Reverse Logistics Shipping 14

EBS R 12+ Demand Signal Repository • Price • Store inventory • Promotional plans • Store replen. rules • DC replenishment rules Other External Data • Retail loyalty Integrate Respond • DC inventory Analyze • DC shipments Manage Retail DC/ Distributor Data Capture • Store forecasts • Data sources centrally cleansed, harmonized and aggregated • Pre-built dashboards and reports • Powerful BI capabilities • “Sense & Respond” event management SOA-Based Integration • POS sales Front Office Applications Demand Signal Repository Pre-Built Integration Retail Store Data Trade Promotion Management Retail Execution Product Lifecycle Management Enterprise Performance Mgmt Demantra Predictive Trade Planning Sales & Operations Planning Demand Management • IRI/AC Nielsen • Demographics • Causal (weather, etc. ) • RFID/EPC • More timely data - to better sense, shape and respond to demand • More consistent data - usable across teams and applications • Reduced manual effort and cost 15

Final Thought On Organizational Change “Twenty years from now you will be more disappointed by the things you didn't do than by the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover. ” -Mark Twain, Humorist, Author, Occasional Cynic

Q & A 17