IBM - Information Agenda, Do you have one - Mario Passalacqua - Net

Information Agenda:Do you have one?Mario PassalacquaDirector: Information Agenda Southwest/Central EuropeIBM Information Management© 2009 IBM Corporation

Aligning Behind Four Key Initiatives“Our resources are limited”I need efficiency“Data is explodingand it’s in silos”I need InsightNew IntelligenceGreen & Beyond“My infrastructure isinflexible and costly”I need to respond quicklyDynamicInfrastructure“New business & process demands”I need to work smartSmart Work© 2009 IBM Corporation

We are seeing increasingavailability ofand demand for: information…Volume of Digital Data 57% CAGR for enterprise data through 2010 Machine generated data : Sensors, RFID, GPS..Variety of Information 80% of new data growth is unstructured content Emails, images, audio, video..Velocity of Decision Making Rapidly changing business climate Need to stay on top of information: understandpast and current performance, plan for future© 2009 IBM Corporation

… and yet less and less of the information availableis being applied effectively85% of CIO’s do notbelieve that theirinformation is currentlywell managed59% do not haveaccess to informationacross the value chainthat would be mostuseful to them70% do not getpredictions on futureopportunities andproblemsIf we don’t do it right, we only make bad decisionsfaster…we need to think differently!http://www.information-management.com/news/1093680-1.html© 2009 IBM Corporation

Where are Enterprises investing IT funds today?Client Investment in BusinessOptimization Projects isGrowing 2x as fast asBusiness AutomationBusiness Optimization11.1% CGRBusiness Automation5.1% CGR$700B© 2009 IBM Corporation

The Information Challenge… r u ready?AutomationCall CenterOperationsCaseManagementERP &FinancialsApplicationAgendaEnterprises are under pressure to leverage a wealth ofinformation to make more intelligent decisions© 2009 IBM Corporation

The Profitability Whale Curve:Leveraging Customer SegmentationCumulative Profit0Profit Profit ProfitEnriching Neutral DestroyingCumulative Customers, Ranked by Profitability57% of executives want to use information to improve competitive advantage65% want to use it to increase revenue and profits© 2009 IBM Corporation

Let’s Get Started: Information as a Strategic Asset?Systems ofRecordOperationalData StoresWarehousesMarts & Analytic AppsData MovementData MovementAnalytic ToolsCognosHyperionMicroStrategyActuateBus ObjectsSASBrio300+Systems ofRecord4 DataWarehouses,Countless MartsCustom SolutionsNo Trusted View of Business Information65+OperationalData Stores7 AnalyticTools45+ One-off“Solutions”100+ AnalyticApplications200TB Storage… 8,000,000 Data Fields… 250,000 ETL Jobs…30X-40X “Duplication Factor”© 2009 IBM Corporation8

The Common Banking Landscape Creates an Information GapChannelsBusiness UnitsDataSystemsBranchesRetailBankingDB App DWCRM DB AppCoreSystemsERPATMsCorporateBankingDBCRMAppDBDBAppCoreSystemsODSCustomerCall Centers52% of usersdon’t haveInternetconfidencein their information 1RelationshipManagers/AgentsWealthManagementCapitalMarketsDB App DWCRMDBCRMDB59% of managersmissDB AppInsuranceinformation CRM DBthey should have used 2AppDBAppDBAppDWAppCoreSystemsCoreSystemsCoreSystemsCIF42% of managersuse wronginformationat least once a week 2Partners1AIIM 2008 Survey2Accenture 2007 Managers Survey© 2009 IBM Corporation

Accelerating the move to Optimization:- The Information Agenda A Strategy - to provide trusted informationAligning IT and business goals through enterprise information plans/roadmaps Enterprise-wide plan - to address the silosLeveraging industry specific expertise and assets for rapid time to value Roadmap - information strategic assetAssuring longetivity by establishing competency centers© 2009 IBM Corporation

An information agenda-the path to successBest practice “how-to” for unlocking the business value of informationStrategyCreating a vision to guidedecisions & help theorganization determine how tobest support business goalsInformationInfrastructureIdentifying the technologycomponents & capabilities toestablish a commoninformation frameworkImplementing policies &practices for managing,using, improving & protectingorganizational informationInformationGovernanceEstablishing a plan forexecuting discrete projectsto realize short and long-termreturns on investmentRoadmaps© 2009 IBM Corporation

Effective use of information: RetailersRetail Business ImperativesInformation GapDeliver a SuperiorShopping Experience• Derive customer insight to Improve promotion targeting and execution• Create a single view of the customer to provide a seamless andrelevant cross-channel shopping experience• Put trusted information in the hands of frontline employees to improveproductivity and keep service levels high• Employ information to enhance the shopping experience across allchannelsCreate Demand-drivenMerchandising & Supply Chain• Deliver trusted information to reduce out of stocks and overstocks• Share information across the value chain to Increase vendorparticipation in promotions, improve cycle times and make buying moreefficient• Develop insight and analytics from information to understand andanticipate true customer demand by market and locationDrive Operational Excellence• Deliver trusted information to improve productivity, implement newprocesses and offerings and enhance existing process via automation• Create trusted enterprise insight and analytics to drive businessoptimization to improve store planning, operations, development andfinancial results Improve• Share information across the enterprise to time to market, controlshrink and manage cost• Assure client information is keep secure to create client confidence andexceed compliance requirements12© 2009 IBM Corporation

Effective Use of Information: BankingCompetitive Differentiation in a Changing EnvironmentImprove Customer Care and Insight• Derive customer insight to improve drive organic growth.• Create a single view of the customer to provide a seamlessand relevant cross-channel banking experience.• Put trusted information in the hands of frontline employeesto improve productivity and keep service levels high• Employ information to enhance the banking experienceacross all channelsManage Governance,Risk and Compliance• Deliver accurate enterprise information to risk processes forrisk management optimization.• Use information to accurately prevent, identify and mitigatefraud and operational risk.• Safely leverage the business value of information withinformation governance programs that improve themanagement of people, process and informationtechnology.Increase Operational Efficiency• Deliver trusted information to improve productivity,implement new processes and offerings and enhanceexisting process via automation• Create trusted enterprise insight and analytics to drivebusiness optimization and improve revenue, productivity,operations, and financial results.• Optimize and truncate content centric process to reducecosts and improve customer experience.© 2009 IBM Corporation

Example 1 of 17: Information Agenda for BankingInsight, Expertise & Proven ApproachImprove organizationalperformance andbusiness insightStrategicImperativesThe key focus areas for anindustry that are critical toimproving competitivedifferentiationGain control ofdata across silosystemsEstablish controls,auditing and recordsverificationAchieve enterpriseview of the customer forServices across all channelsBusinessObjectivesThe processes andactivities that can beoptimized through moreeffective use of informationCore ManagementProcessesThe underlying processesprevalent across all areasthat are crucial to managebusiness performance© 2009 IBM Corporation

Bridging the Gap is a NecessityDriving Value with Information as a Strategic AssetBusinessValue59%currentlyfocusedhere*Informationin ContextReal-time SingleView of the TruthAdaptiveBusinessPerformanceInformation toEnableInnovationInformation as aCompetitiveDifferentiatorDesired StateFlexibility & Speed33%still here*Basic InformationInteractionFlexibleInformationArchitectureFocus on DataAnd ReportingInformation toManage theBusinessData to Run theBusinessCurrent StateInformation IntensiveProjectsMaturity ofInformation Use* Based on Gartner 2007 Survey© 2009 IBM Corporation

Information Agenda Roadmap WorkshopStreamlined to Ensure Results of Increased BusinessValueBuild Vision & High Level Roadmap Identify near term IA projects to addresskey business needs Create a unified strategy & high levelroadmap for accomplishing businessobjectives5 Step ApproachIBM can help you build an InformationAgenda Roadmap using a five-step approach:1. Document the Business Problem / Challenge2. Identify Challenges and Opportunities forImprovement3. Provide A Business Vision4. Define Technology Requirements5. Define the Business Value© 2009 IBM Corporation 16

6 Insurance Company - Business Intelligence Roadmap and Value Case | March 14, 2007© Copyright IBM Corporation 20074Insurance Company - Business Intelligence Roadmap and Value Case© Copyright IBM Corporation 2007BI GovernanceProgra m SteeringStandards & Guiding Principle sDemand ManagementValue Asse ssmentProject Approva l/Prioritiza tionBI Program ManagementBudget & PlanningProgram CommunicationResourc e Forec asting/DeploymentProject Methodology /Ov ersightIssue /Risk Manage mentChange ControlLearning & CompetencyDevelopmentCompe tency ProfilesTra ining & Skill Deve lopmentData StewardshipD ata DefinitionsData StandardsData Security/Priva cy PoliciesData Tra nsforma tion RulesData Quality Policie sSourc eDataPreferenceDataPremiumAnalysisLossAnalysisMark ets toPenetra teCurrent Pene trationAnalys isProfiles ofFootprint Mark et sClassSegmenta tionStrategicGoal SettingStrategy & PlanningPerformance AnalysisLAEAnalysisCommissionsAnalysisMarket ResearchMarketRisk AnalyticsRecoveryAnalys isSale sPe rf AnalysisMark etPotential Ana lyticsMarket TargetingMarkets toMark ets toExpand/GrowHarvestMarket AnalysisCros s Sell / Up Se llNe w BusinessAnalysisAna lysisMarket SegmentationAffluenc eSegme ntationInsight-DrivenPlanningMarket PotentialSegme ntationProfitabilityAnalysisOvera llPerf AnalysisMarke ts toEx itMetrics ScorecardsEnterpriseLOBSc orecardScorec ardsServ ice Are aSc orecardsRe giona lScorec ardsCalendar Yea rBasis AnalysisProspects toAc quireCustomerSatisfaction Ana lysisDe mographicSegme ntationBusiness Trend AnalysisCustomer ResearchPredictiv eModelingUnique CustomerCustomerIdentificationHouse hold ViewUnde rwriting YearBas is AnalysisCustomer TargetingCustomers toServe & Re ta in.LTV / CLVMode lingCustomer AnalysisCustomerPe rsistenc y Analy sisCustomer SegmentationCustomer ProfilingK PIMonitoringAcc ide nt YearBasis AnalysisCustomers toGrow Share WithShare-of-WalletMode lingPerformance DashboardsBusinessAle rtsMicro-Se gme ntationMicro-Segme ntationExecutiv eInfo Service sAc tuarialAnalyticsCus tomerR isk AnalyticsChange ManagementInformedDecision MakingAgenc iesto AcquireCollaborativeExe cutionBusiness Modeling & AnalyticsPriceModelingEnterpriseRis k Analy ticsAgency ResearchPredictiveLTV / CLVModelingMode lingAgency TargetingAgencies toSe rve & Retain.Agencies toSeve rPre dictiveUnderwriting Analy tics13 Insurance Company - Business Intelligence Roadmap and Value Case | March 14, 2007© Copyright IBM Corporation 200715Data QualityProcessesStagingMetadataData Quality AssetsPsychographicSe gmentationCus tomerProfile R eportingCustomerProfitability Analys isPre dictiveClaims AnalyticsShare-of-BookMode lingAgencies toGrow Share WithData Acquisition Data Quality & Integrity Data Integration Data Repositories Data DeliveryFieldVendorBI Me tadataDataDataStagingDataD eliveryCollabora tionDataDataManagementExtra ctionTra nsformationAreasWarehousesSe rvicesPrimaryRe search DataAnalysisMarket ProfilingProfiles ofNew Marke tsOLAPThird PartyDataAd Hoc QueryingCompe titor Profilesby Mark etGeographic Data MappingFixed ReportingCompetit orAnalysisMarketDe tail ViewsBalance& ControlsScorecardingDataValidationProfilingDataLoadingBus inessHolding ViewDataSynchronizationBusiness Perfor manceAnalysis DataFlexible ReportingValue -Ba sedSe gmentationMultidimensional Insight DataInsurance Company - Business Intelligence Roadmap and Value Case | March 14, 2007CustomerDe tail ViewsMetadataData StoresSegmentationSubmiss ion-Quote-Bind Ana lysisPerformanceSegme ntationU nique AgencyIdentificationTargetingDataMartsDashboardingAgency AnalysisBook of BusinessRe newalAnalysisAnalysisAgency SegmentationR ela tionshipSegme ntationAgenc yHolding ViewFirmagraphicSegmenta tionAgency ProfilingD istributionHiera rchy ViewDrillable ReportingAgencyProfile R eportingInvestigativeSe rvicesStatistical ModelingPredictive ModelingData MiningSa le s Fore castingAnalysisValue -Ba sedSegmenta tionAgencyDe tail ViewsMonitoringEmbe ddedSe rvicesModeling & AnalyticsResearch© Copyright IBM Corporation 2007EnterpriseEnterpriseAlignment &Alignment AdoptionAdoptionCustomer InsightCustomer Insightfor Relationshipfor RelationshipDevelopmentDevelopmentAgency InsightAgency Insightfor Distributionfor DistributionOptimizationOptimizationMarket Insight &Market Insight GrowthGrowthBusiness Business InsightInsightDataDataInfrastructureInfrastructureBI Change Management – MobilizationBI Program Office & Center of CompetencyData StewardshipBusiness Process Improvement (Mobilization and Implementation)Enterprise Customer DefinitionCustomer – Production Analysis – Policy Level(Premium/Loss/LAE)Policyholder Profile ReportingAgency Segmentation (Focus Level)Book of Business Profiling – Phase 1 Release(Agency/LOB Roll-Ups)Establish BI EnvironmentsData Warehouse – Phase 1 Release(Agency/Policy/Premium/Loss)Submission-Quote Data ExtractionBI Change Management – ImplementationUnique Customer IDCustomer – Production Analysis – Beginning ofCoverage Level (Premium/Loss/LAE)Customer Profile ReportingCustomer Segmentation(Demographic/Premium)Class SegmentationDistribution Hierarchy ViewsBook of Business Profiling – Phase 2 Release(Add SQB Data and UW/ARM Roll-Ups)Agency Segmentation (Relationship)Agency Production Analysis(BOB/SQB/Renewal Analysis)Market Profile Reporting (Footprint Markets)Profiling New Markets for PenetrationGrowth Evaluation (New Business Analysis)Data Warehouse – Phase 2 Release(Add SQB)Data Warehouse – Phase 3 Release (AddCustomer Dimension/Distribution Hierarchy)Sunset Existing Legacy/BI Applications-Phase 1Customer Prospect Identification & ProfilingCustomer – Production Analysis – AdditionalCoverage Level (Premium/Loss/LAE)Customer Persistency AnalysisTargeting Customers for RelationshipDeepeningTargeting Prospects to AcquireAgency Prospect Identification & ProfilingTargeting Agencies to Grow Share WithTargeting Agencies to Serve & RetainAgency Segmentation (Value-Based)Agency Dashboard with Business AlertsTargeting Existing Markets for GrowthTargeting Markets for PenetrationStandardized KPI Monitoring – Phase 2Sunset Existing Legacy/BI Applications–Phase 2Data Warehouse – Phase 4 Release (AddCustomer Prospects/Agency Prospects)4 Insurance Company - Business Intelligence Roadmap and Value Case© Copyright IBM Corporation 2007An Information Agenda RoadmapWhat should webe doing?How should we bedoing it?When should webe doing it?Current Maturity Baseline Target: Low PriorityTarget: Medium PriorityTarget: High PriorityLeadingOptimizingPracticingDevelopingBI CAPABILITYMATURITY MODELBI Program Roadmap and Value Case – Target State BI Blueprint DeliverableCapability Maturity Model OutputBI Point of View – Critical CapabilitiesAwareOutside-In ViewCustomer Focused DesignProduct Development & Offer ManagementProfitable Market Penetration & ExpansionParallel Interest and RewardsStrategic PracticesMeasure and Analyze ResultsCustomer IntelligenceNew Customer Research MethodsMultidimensional Customer SegmentationCapability Maturity ModelMoments of TruthCustomer InsightRealistic Segmented ServiceAgent IntelligenceNew Agent Research MethodsMultidimensional Agent SegmentationMoments of TruthAgent InsightRealistic Segmented ServiceEnterprise FocusEnterprise AlignmentInformation-Driven Planning & ExecutionBehaviors & ExpectationsCompetency DevelopmentGovernance & CultureSupport for New and Ad Hoc DataData LatencyHistoric RetentionTarget MaturityRole Based DeliveryStandardized ReportingBusiness EnablementEnd User SupportConsistent Data StandardsData Quality and IntegrityKeyData Organized Flexibility to Support Multiple UsesRelevancy to Business NeedsData & InformationPrimary FocusSecondaryFocusData Usage ConsistencyData StewardshipTHREE-YEARBI BLUEPRINTBI Program Roadmap and Value Case – Target State BI Blueprint DeliverableTarget State BI BlueprintBusiness Services That Inform Final ScopeEnterpriseAlignment &AdoptionData InfrastructureMarket Insightand GrowthBusiness InsightCustomer Insight forRelationship DevelopmentAgency Insight forDistribution OptimizationTHREE-YEARBI ROADMAPBI Program Roadmap and Value Case – BI Value CaseThe projects, as viewed by WaveWave 1 Wave 2Wave 3Standardized Metrics / KPI Definition Standardized KPI Monitoring – Phase 1Enhancement of existing functionNew capabilityORGANIZATIONAL READINESSASSESSMENTDATA & TECHNOLOGYVISION & GAP ASSESSMENTSIX-YEAR VALUE CASEBI Program Roadmap and Value Case – BI Value CaseOrganizational Assessment FrameworkBI Program Roadmap and Value Case – Target State BI Blueprint DeliverableTarget State BI BlueprintLogical Solution ViewEnterprise Alignment & AdoptionConsistent ExecutionBusiness InsightCulture & ValuesCollaboration/CommunicationEase-of-Use &AccessibilityKnowledge SharingGoal Setting &PerformanceManagementData InfrastructureEDWETLCompetency-Based DevelopmentRecruiting and SelectionMarket Insightand GrowthCustomer Insight forRelationship DevelopmentAgency Insight forDistribution OptimizationRole Definition and AlignmentETLLanding ZoneData ValidationData SourcesData Edits© 2009 IBM Corporation

Bank – Roadmap Workshop –, 3-5 March 2009Tuesday, March 3th Wednesday, March 4th Thusday, March 5th10:00-11:30 – A. Workshop KickoffPlenary session: IBM Team and MrA….. present• Bank and IBM Team presentation• Objectives• Methodology• Expected deliverables• Agenda• Questions & Answers11:45-13:00 – Bank Business Initiatives andInformation StrategyPlenary session: Bank will describe• Company objectives• Business needs• Business Demand impact on Data• Main open issues09:30 – 11:00 – E. Interview on Data SecurityMr. BankL , IBM Team• Open discussion• Main open issues11:15-12:45 – F. Interview on Master DataManagementMr. BankM, IBM Team• Actual information strategy readiness• Open discussion• Main open issues09:30 – 11:00 – L. Interview on DataWarehouseMr. BankC , IBM Team• Open discussion• Main open issues17:30 – 18:30 – H. Interview on BusinessIntelligence and CRMMr. BankK, IBM Team• Open discussion• Main open issues13:00 - 13:45 – Lunch 13:00 - 13:45 - Lunch 13:00 - 13:45 - Lunch14:00-15:30 – Enterprise Information FoundationPlenary session: IBM Team presents main concepts15:45 – 17:00 – C. Interview on InformationGovernanceMr. SmithA, SmithB , IBM Team• Actual information strategy readiness• Open discussion• Main open issues14:00-15:30 – G. Interview on Soa InitiativesMr. BankT, IBM Team• Open discussion• Main open issues11:15-12:45 – M. Interview on InformationIntegrationMr. BankT, IBM Team• Actual information strategy readiness• Open discussion• Main open issues14:00 – 15:00 N. Debriefing and ClosingMr. BankA and IBM Team• Open items• Final presentation planning• Next steps17:15 – 18:00 D. Debriefing of the dayMr. Bank Exec and IBM Team17:30 – 18:00 I. Debriefing of the dayMr. BankA and IBM Team© 2009 IBM Corporation

Potential InformationNeeds IdentifiedCustomerGrowth &RetentionRisk & ComplianceOperationalEfficiencyBased on identified business challenges,and aligned with strategic imperativesInformation NeedsCustomer experienceCustomer revenue growthNew customer acquisitionFinancial risk managementCapital & liquiditymanagementOperational risk and fraudmitigationRegulatory & legalcomplianceOperational & acquisitionsynergiesOperational cost reductionStreamlined accountonbaording & servicingPaperless enterpriseMaster customer data X X X X X XCommon metadata definitions and governance X X X X X X X XPre-defined data model X X X X X X XCommon aggregation of information from multiple sources X X X X X X XElectronic statement capture and delivery X X XForms management and processing X X X X X X XCross-portfolio reporting X X X X XReal-time information aggregation & access X X X X XReal-time dashboards & reporting X X X XUnderstanding expected ranges and flagging potential exceptions X X X XData quality X X X X X XCommon information infrastructure and services X X X X X X X XData archival & retention X X XContent archival & retention X X X XImage capture, storage and retrieval X X X X X XContent-based workflow processing X X X X X X X© 2009 IBM Corporation

IA Roadmap Workshop - Information ArchitectureMaturity AssessmentInf. IntegrBI/PM/DWInf strategy543210Inf GovernanceInformation Maturity LevelData SecurityMDMMetadata M.TargetGES XXXContent M.© 2009 IBM Corporation

IA Roadmap Workshop - Business Alignment AnalysisBusinessFocusInfoStrategyInformationGovernanceInformation Architecture Assessment FocusDataSecurity,Complianceand PrivacyKEY:MetadataMgmtNot AlignedInformation InfrastructureContentMgmtAlignedMasterData MgmtInformationIntegrationPartially AlignedBusinessIntelligence, PerformMgmt, DataWhsingEfficiencyCost *ComplianceCustomer© 2009 IBM Corporation

Information Agenda for BankingCommon infrastructure for enterprise-wide business optimizationWhat’s needed…?1. 3. 4. A unified Data Trusted Businessmanagemententerpriseinformationinformationlayer…management intelligence &layer…managementperformanceapproach…managementlayer…2. Enterprise contentmanagement layer……to manage dataover its lifecycle…to …to unlock optimizethe…to content, create, …to businessoptimizemanage,processgovern and complianceand businessvalue deliveroftrusted managementperformanceinformation© 2009 IBM Corporation

Banking Business Optimization MapStrategic Imperative: Customer Growth & Retention© 2009 IBM Corporation

Banking Business Optimization MapStrategic Imperative: Increase Operating Efficiency© 2009 IBM Corporation

Banking Business Optimization MapStrategic Imperative: Manage Risk and Compliance© 2009 IBM Corporation

Information Agenda for BankingEnabling TechnologiesSmarterBusiness OutcomesFinancialRisk InsightCustomer andProduct ProfitabilityWorkforceOptimizationServicesOptimizationContextualMarketingTargetedServicesEnd-to-endCapabilitiesFlexible Architecture26© 2009 IBM Corporation

Case Study: Getting More Value From InformationA Bank’s Journey from Compliance to Optimizing BusinessBank ObjectivesMeet BASEL IIreporting requirementsEnable accurateanalytical data to gobeyond BASEL IIEmpower customerfacing personnelImprove front officeeffectivenessInitiativesCustomer DataIntegration:Deliver 360 degree viewof customer relationshipConsolidation:Consolidation of 30+information sources ona variety of platforms;established feeds fromsix major sourcesystems to reportingdata repositoryAnalysis: Modeling andreporting for RiskManagementRequirements:Mapping of key sourcesystems required forBasel II credit riskcomplianceData Governance:establishing DataQuality ProgramBusiness ValueLessonsLearned2008-2010New focus on leveraging enterprisecustomer view in LOB’s for growthand front-office performanceoptimization2007-2008Provide single view of customerfor improved service2005-2007Deliver enterprise view of riskfor Basel II regulatoryreporting requirements2004-2005Launched enterprise dataarchitecture initiativeExecutive support andorganizational commitmentcriticalInformation Management EvolutionUsing Trusted Information forF/O OptimizationCustomer Master DataManagementEnterprise Data Integration,Banking Data WarehouseData Architecture,Quality, & GovernanceDon’t begin without clear plan forarchitecture and data qualityCritical to build data quality control,validation and reconciliation intoprocessInformation as aCompetitiveDifferentiator27© 2009 IBM Corporation

Information Agenda for BankingInformation Accelerators: Industry Specific Assets to Speed DeploymentIBM Industry Accelerators: Industry data, process and servicemodels Blueprints for business intelligenceand performance management IBM and Business Partner solutionsfor performance management andenterprise content managementBenefits: Reduce risk Achieve faster ROI Leverage proven best practice No need to reinvent the wheel© 2009 IBM Corporation 28

Why IBM? …IBM Leads Overall in all Categories“…the only vendor in the leadership quadrant:Business Intelligence Services, Data Quality, DataIntegration, Customer Data Integration, Info Access…”“…Since 2006, IBM has deliberately & doggedly constructed anunparalleled portfolio of software …it's difficult to see how anycompetitors will be able to compete anytime soon…”“…You are definitely ahead of the competition.The question is by how much? Is it 2 years?”IBM has stayed maniacally focused on helping companiesto build a "trusted information layer. It adds technologieswhen they emerge as important differentiators.© 2009 IBM Corporation

© 2009 IBM Corporation