02.05.09

Business Intelligence PlanningMaximizing the Performance of Your Data

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Topics

● Provide an overview of Kurt Salmon Associates and the Health Care Group● Discuss information challenges in current environment● Review our Business Intelligence planning services and methodology● Define how we can continue our dialogue

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KSA Overview

● Kurt Salmon Associates (KSA) is the leading global management consulting firm offering integrated strategy, process and technology deployment solutions to the retail, consumer products and health care industries.

● Our professionals are based in and work throughout the Americas, Europe and Asia-Pacific.

● Our global presence helps us understand the keys to success and the transferability of competencies and strategies in different market environments. Through this network, we assemble project teams with specific, relevant experience that addresses each client’s unique challenges.

MINNEAPOLIS

DUSSELDORFPARISBARCELONA

GURGAON

NEW YORKPHILADELPHIAPRINCETONATLANTA

TOKYOHONG KONGSHANGHAI

LONDONALTRINCHAM

BANGALORE

NETHERLANDS

MONTERREYMEXICO CITY

DENVERSAN FRANCISCOLOS ANGELES

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4 KSA Overview

In 2007, KSA joined the Management Consulting Group, PLC. The family of MCG consulting groups affords KSA access to a broad pool of industry, process and technical specific resources and expertise.

MANAGEMENT CONSULTING GROUP, PLC

KURT SALMON ASSOCIATESIneum

ProudFoot

Health Care Group

Consumer ProductsGroup

Capital Advisors

Strategy Services Facility Services IT Services Operations Planning

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Retail and Consumer Products Group

Doubled salesDoubled sales

Reduced markdowns by 30%, while decreasing stock-outs by 40%

Reduced markdowns by 30%, while decreasing stock-outs by 40%

Improved margin performance by 12%

Improved margin performance by 12%

Decreased store handling cost per unit by 30%

Decreased store handling cost per unit by 30%

Improved EBITby 10%Improved EBITby 10%

Margin Management KSA worked with a Top

10 U.S. retailer to improve margin performance by 12% on SKUs managed through a KSA program.

KSA’s integrated margin management program helped a leading European retailer increase gross margin by two points within 12 months by focusing on sourcing and buying.

Business Growth KSA developed

and implemented a strategic plan for a general merchandise retailer that doubled the client’s sales in five years.

KSA created a turnaround and growth strategy program for an international retailer, resulting in sales increases of more than 15% per year for four years.

ProductivityImprovement KSA’s coordinated

purchasing, logistics, and IT approach helped a European retail chain achieve a cost reduction of more than 20%.

KSA helped a specialty store retailer increase labor productivity by more than 50% and decrease store handling cost per unitby 30%.

TechnologyEffectiveness KSA’s systems strategy

enabled a leading retailer to improve its annual EBIT by 10%.

KSA helped a Fortune 100 retailer achieve first-year cost savings of 10% of its current IT budget.

Inventory Efficiency KSA reduced stock-

outs by 40% and markdowns by 30% for a general merchandise retailer by improving inventory flow through its supply chain.

KSA helped a leading multi-channel retailer reduce SKUs by 21%, improve customer service levels by 5%, and improve store conversion by 2%.

The KSA Consumer Products Group provides management advisory services to global retailers to grow business, create efficient supply chains, deploy technology and improve margins.

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Health Care Group

● EXPERTISE: We possess functional depth in strategy, facility, operations and information technology planning and execution.

● CLIENTS: Our client base includes more than 2,500 hospitals worldwide since 1947. Our current staff has served all of the U.S.News & World Report Honor Roll hospitals. We also advise health plans, health care GPOs, and member-based associations.

● RESULTS: We provide our best, with the best, for the best. We put clients’ interests first, always. At any given time, more than 70% of our work is conducted with return clients.

● PROFESSIONALS: More than half of our 60+ dedicated professionals are senior-level individuals with more than 15 years of experience and several with upwards of 30 years.

The KSA Health Care Group provides management advisory services in facility performance, strategy, operations and information technology. The practice is one of the country’s most experienced resource to the health care industry.

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7 KSA Health Care Group

Master Planning

Functional andSpace Programming

New Building Activation

Strategic Operational Visioning

Process Assessment and Design

Operating Cost Management

Strategic Planning

Vendor Selections

Business Intelligence

Implementation Oversight

Strategic Planning

Financial Advisory Services

Clinical Program Planningand Forecasting

Organization and Governance

Deep functional skills and expertise

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8 KSA Health Care Group

Recommended solutionsare based on our extensive expertise and experience.

We evaluate your specific challenge

from a rangeof perspectives.

Integrating skills to create tailored and complete solutions for our client’s challenges

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EducationMaster of Business Administration (Healthcare)Baruch College / Mt. Sinai School of Medicine, NY

Bachelor of Science (Computer Systems Design)Baruch College, NY

Speaker, Writing, Media

Advance for Health Information Executives, KSA Catalyst, Insights & Outlook, College of Health Care Information Executives, Health Information Management Systems Society, Hospital Financial Management Association, GE, The Electronic Patient Record conference, Journal of Healthcare Information Management, The Center for Business Innovation

Jason D. Oliveira, MBAPartnerInformation Technology Services

Jason has devoted his entire 25 year career to health care information technology. As a management consultant, he has assisted clients in IT strategic planning, technology evaluation, business relationship negotiations, and implementation program management. Prior to joining Kurt Salmon Associates, Jason held management positions supporting analytical services, data warehousing, and health care business intelligence environments.

● As the KSA practice leader for business intelligence, Jason has facilitated over 20 engagements spanning educational retreats, planning, design, technology evaluation and deployment.

● As a leader in the healthcare business intelligence community Jason has served as chair of special interest groups, authored numerous articles, and spoken at many industry conferences and podiums.Selected Clientele

Children’s National Medical Center, D.C.

Dartmouth-Hitchcock Medical Center, NH

Hospital for Special Surgery, NY

MCIC Vermont, Atlanta, GA

Novation, TX

PeaceHealth, OR/WA/AK

Santa Clara Valley Health and Hospital, CA

Texas Children’s Hospital, TX

University of North Carolina Health Care, NC

Trinity Health, MI

VHA Inc., TX

Yale New Haven Health, CT

Business Intelligence Practice Leader

212.508.8311 (P)

917.742.2784 (M)

JOliveira@kurtsalmon.com

650 Fifth Avenue

30thFloor

New York, NY 10019

02.05.09

Information Challenges

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11Today’s challenges in delivering actionable insight

Unlocking the performance of your data: Limited insight into processes and

performance Information ‘latency’ creates delayed

responses to business issues Lack of maturity in information disciplines:

skills, organization, governance, data integration and analytics

Tight competition for scarce resources creates bottlenecks

Duplicative, non-standard, manual/Excel intensive data processes raises the cost and onus of information management

In current environment, little ability to pursue major new investments – do more with what we have

Getting past a reporting mentality and making information more relevant and timely to operations

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Information void limits business initiatives

Performance ImprovementCustomer Relationship Management

Product Portfolio ManagementRevenue Enhancement

Cost reduction

INFORMATION VOID

As organizations devise and pursue their business initiatives, they are finding that their information architectures are rigid, strained, and inadequate.

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Need to shift the curve

The cost and effort of the data value chain – from acquiring to actionable insights – is an onus for many organizations…

DataCollection

DataReporting

DataAnalysis

Performance Improvement

Current Effort Ideal Effort

…Conventional wisdom is that 70% of the effort is processing information, and 30% is actually applying the information to planning, operations and decisions.

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Decision maker’s perspective

Management and operations is being held accountable for performance, but generally lack the data, tools and support for actionable insights into their business and processes.

Root Causes: “I can’t find the data” – Data fragmentation, little external data, departmental/LOB

defended data fiefdoms “I can’t get to the data” – User unfriendly information access tools, requires IT

intervention, bottle neck/ad-hoc delays “I do not understand the data” – Data presented in a non-business context, lack of

business definitions, computer coded jargon, reams of paper reports “I can not use the data” – Too old; data volume is indigestible; Report → Excel re-key

challenge; poor quality – not trusted; no governance over definition, access and use of critical corporate data; data not managed as a valued asset

Lack of Actionable

Insight

People

Process

Technology

Policy

CRMCRM ISISISIS G/LG/L A/PA/POp

era

tion

al

info

rmati

on

al

DataExtract

Programs

DataExtract

Programs

DB2DB2 SASSAS AccessAccess ExcelExcel

FINANCEFINANCEUSERSUSERS

MARKETINGMARKETINGUSERSUSERS

Information technology’s perspective

IT is charged and concerned with managing information assets, but years of unmanaged user demand and processes has resulted in ‘spaghetti’ data environments.

Information Users

• I can’t find the data• I can’t get to the data• I don’t understand the

data• I can’t use the data

Information Managers

• Spaghetti code• Ad hoc request

backlog• Quality of data assets • Rising TCO of

analytics

Converging needs

It is at the convergence of information user’s and information manager’s perspectives that next-generation information architectures must be planned for.

02.05.09

Methodology and Approach

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Process for information architecture planning

There are three steps for unlocking the potential of your information:

1. Assess, strategize and create the business case: Organizational vision and goals Assess internal strengths and weaknesses Define a performance management infrastructure Gap analysis Roadmap

2. Develop logical and functional design in a iterative manner Design the information architecture Technology evaluation and selection Proof of concept Functional design of first iteration / pilot Metrics and information delivery design

3. Deploy and establish ongoing maintenance processes

PLAN DESIGN DEPLOY

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The project lifecycle

Plan

Architecture

Design

LogicalDesign

TechnologyTools

Enterprise Wide

Functional

Design

Deployment

Maintenance

Iterative

Program Management

DEPLOYPLAN DESIGN DEPLOY

Step 1:

Plan

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Becoming an Intelligent Organization

PLAN DESIGN DEPLOY

BUSINESS INITIATIVES

DATA WAREHOUSING

DECISIONSUPPORT

BUSINESSINTELLIGENCE

Sharing Learning

Innovation

Performance ImprovementCustomer Relationship Management

Product Portfolio ManagementRevenue Enhancement

Cost Reduction

Organizing and exploiting data is the foundation for enabling business initiatives and becoming an ‘intelligent organization’.

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Creating the Roadmap

In the planning stage, three key questions should be answered resulting in a roadmap and business case:

PLAN DESIGN DEPLOY

Where do we want to be?

Where are we today?

How do we get there?

Assess Inventory Strengths and

weaknesses Gap analysis

Environment scan Align with

strategies Establish vision

and objectives

Roadmap Pilot definition Implementation

plan

KSA works closely with you to raise the critical questions, explore the full range of vision and possible innovation, and develop recommendations that can be implemented.

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Where do we want to be?

Aramark’s business and information management leaders need to stretch their imagination on what is possible to be engaged planning partners.

PLAN DESIGN DEPLOY

Where do we want to be?

KSA gains input from project sponsorship and leadership

for a ‘lay of the land’ and then provides targeted white

papers and executive education sessions to start an

informed visioning process.

Internal White Paper Awareness building Education Share best practices State of the industry Trends

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Where do we want to be?

How do we make information and analytics relevant? Establish vision and objectives as achieved through policy, process, technology and resources.

PLAN DESIGN DEPLOY

To achieve established objectives, information

disciplines will need to be matured

Applied Informatics

Data Governance

Information Quality

Efficiently Organized Data

Decision Support Tools

Rich Operational Sources

Skilled & Organized Resources

INFORMATION DISCIPLINESINFORMATION DISCIPLINES

CORPORATE OBJECTIVESCORPORATE OBJECTIVES

InnovationInnovation

Managed KnowledgeManaged

Knowledge

Efficient Operations

Efficient Operations

Where do we want to be?

KSA facilitates visioning and alignment with corporate

objectives – what does Aramark most want to

accomplish through information and analytics?

Real-time DecisionsReal-time Decisions

Ideal Client Relationship

s

Ideal Client Relationship

s

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Assessing the Current State

What are your organization’s gaps? Better governance Moving beyond a reporting mentality Develop skill sets and support Self-service access Integrated data resources More advanced analytics

PLAN DESIGN DEPLOY

IT Process Benchmark ComparisonDiscipline

Governance

Data Quality

Data Org/DW

Architecture

Development

Delivery

Support Org

0 1 2 3 4 5

L

H

M

H

H

H

H

Current State Assessment

Comparative Benchmark – Managed Services

Better Than or Equal to Benchmark

Somewhat Behind Benchmark

Seriously Behind Benchmark

Recommended Priority (High, Medium, Low)H/M/L

KEY

Where are we today?

Our comprehensive evaluation determines which disciplines need to be matured to achieve best practices in data management, business intelligence and analytics. We also compare your performance against key industry benchmarks. .

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Assessing the current state

Budgeting, planning and forecasting Financial close, consolidation and reporting Rationalizing reporting blueprint Order to Cash Procure to Pay Cost Accounting Supply Chain

PLAN DESIGN DEPLOY

Data and analytics are but tools, process and performance improvement are the ultimate objective. KSA has delivered quick-win improvements in back office processes.

KSA applies our depth and breadth of process

transformation to diagnose and benchmark leading practices of back office

functions. Identified savings ‘pay for themselves’.

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How do we get there?

The gap analysis between current and future state is translated into recommendations for ‘leaps’ in maturing information disciplines.

PLAN DESIGN DEPLOY

Applied Informatics

Data Governance

Data Quality

Efficiently Organized Data

Decision Support Tools

Rich Operational Sources

Skilled & Organized Resources

InformationDisciplines

InformationDisciplines Corporate Objectives

Corporate ObjectivesFirst Leap Initiatives

First Leap Initiatives

• Establish Data Governance within IT Council

• Establish a Data Services Center

• Realign resources into a Data Architecture Group

• Recruit skill sets as required

• Data Quality Program

• Federated Enterprise Data Warehouse design

• Expand use of Business Objects

• Integrate ERP design with downstream data needs

• Self-service program starting with training program

0 1 2 3 4 5

x`

x`

x`

x`

x`

x`

Maturity LevelMaturity Level

Low High

- Current State- Current State

- First Leap- First Leap

InnovationInnovation

Real-time DecisionsReal-time Decisions

Managed KnowledgeManaged

Knowledge

Efficient Operations

Efficient Operations

Ideal Client Relationship

s

Ideal Client Relationship

s

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How do we get there?

Another way of looking at the information architecture future state is as part of your performance management infrastructure.

PLAN DESIGN DEPLOY

MEASURE & MONITOR

KPI, Dashboards, Benchmarks,

Reporting

EVALUATESix Sigma, Root Cause Analysis,

Fishbone

IMPROVE PROCESSESSimplify, Align, Interconnect, Standardize, Stabilize, Train

Data Management

Methodology

Decision Support

Skilled People

Monitor, evaluate and improve performance with

methodology, data, decision support, and

skilled resources

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Determining where to begin

Identified business priorities coupled with feasibility creates, but is not limited to, a foundation for developing strategic priorities on where to begin executing the roadmap.

Business Alignment – Critical Initiatives

Fe

as

ibil

ity

HighHighest & Quickest

ROI

Low

Bubble Size = Expected ROI

Low HighMedium

FoodFood

Supply Chain

Supply Chain

BAMBAM

Apparel

HRFacility

CRMCRM

PLAN DESIGN DEPLOY

Finance

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0

● …

…

• Data Services Center• Data Architecture

Group• Bioinformatics Core

OPTIMIZED OPTIMIZED SERVICESSERVICES

• Self Service• Expand Business

Objects• Enterprise Resource

Planning

DECISION DECISION SUPPORTSUPPORT

• Federated Data Warehouse• Clinical Data Capture• Information Quality

DATA DATA FOUNDATIONFOUNDATION

• DM Governance• DM Policies

ALIGNALIGN

Business Intelligence Roadmap

Convert potential into performance

The identified pilot and each individual recommendation of the roadmap is translated into a business case for testing and adoption.

PLAN DESIGN DEPLOY

Detailed concepts are presented and evaluated based on opportunities, current investments, timeline, expected ROI, and alignment with business initiatives.

Getting Started: Obtain LOB sponsorship Identify benefits Formulate a budget Form design team Project planning Establish governance

Step 2:

Design

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Design the future state

The design steps of the lifecycle have an enterprise-wide component as well as iterative functional design for specific subject areas, the first being the identified pilot.

PLAN DESIGN DEPLOY

Plan

Architecture

Design

LogicalDesign

TechnologyTools

Functional

Design

Deployment

Maintenance

Program Management

Enterprise Wide Iterative

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Designing governance and support services

To prepare for deployment and ongoing maintenance, governance and support services need to be designed. There is a wide range of data governance and service models ranging from completely centralized to managed decentralization. KSA helps determine which model best fits.

PLAN DESIGN DEPLOY

Corporate and Strategic Initiatives

Data Management Governance Organization, Leadership, Management and Decision Making

FUNCTIONAL PILLARS

SERVICES

Business and Technology Teams

Data Architecture Data Services

Data Sources

Data Integration

Project Management

Access Control

Application Support

Applied Analytics Services

Data Quality

Training

Data Models / Lexicon

Architecture

Data M

odels

Data Q

uality

Reporting

and A

nalytics

Project

Managem

ent

Policies

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Designing the information architecture

PLAN DESIGN DEPLOY

ERPOracleSCMHR

OperationsISISSQL – ServerNotes

BudgetsCustomMainframeSAS

Cost ReportsContract monitoringMS - WindowsMS - Excel

Acquisition Services

Data Staging Services- Extraction- Transformation- Load- Cleansing

Data Staging Administration - Job/Process Control- Job/Process Monitoring- Metadata exchange- Data Modeling

LoadFiles

MetadataExchange

Data Warehouse

Organization Services

Metadata Services - Source/Target Models- Business Definitions- Audit Statistics- Performance Statistics- ETL Statistics

MetadataRepository

Data Services- Bulk Data Loader- Aggregation Management- Index Management- Audit Statistics- DBA Administrator- Security Administration

Data WarehouseAdministration - Data Modeling- Data Access Tool Mgmt.- Data Base Administrator- Data Staging Administration

Consumption Services

Data MartOLAPMDB

Data MartRDBMS

Data Access Services- Report Library Management- Report Distribution- Report Scheduling- OLAP Cube Refreshing- Query Management- Aggregation Management- Security Verification- Metadata Navigation

Program EvaluationOLAP MDB

PerformanceBased Budgeting

RDBMS

Planned Services-Web Reporting- Web OLAP- Data Mining

The information architecture is comprised of numerous services to capture, organize and deliver information to decision makers when, where and how they need it.

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A functional perspective

PLAN DESIGN DEPLOY

Corporate Data Warehouse

ERP CIS ISISExcel HR

Performance Measures, Scorecards, Reports, Analyses, AlertsPerformance Measures, Scorecards, Reports, Analyses, Alerts

Goals & Objectives

Peer Benchmarks

Strategy Map

Goals & Objectives

Peer Benchmarks

Strategy Map

Planning Cycle Management

Financial Consolidation

Compliance Reporting

Planning Cycle Management

Financial Consolidation

Compliance Reporting

Revenue CycleRevenue Cycle Financial Management

Financial Management LOBLOB

Service Management

Service Management

Revenue Modeling

ContractLifecycle

Management

SLA

Revenue Modeling

ContractLifecycle

Management

SLA

Cost Accounting

Budgeting

Forecasting

Product Line Management

Cost Accounting

Budgeting

Forecasting

Product Line Management

Data Management Foundation

Planning

Monitoring

Taking Action

Etc.G/L

The functional architecture is comprised of the user-facing planning, monitoring and improvement of performance capabilities that enable accountability.

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Evaluating technology tools

Re-architecting the infrastructures will require both existing and likely new technology investments to deliver the information and functional services.

PLAN DESIGN DEPLOY

KSA has extensive marketplace intelligence and a proven objective approach to evaluation and acquisition

of technology solutions

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Logical design – proof of concept

Much has been promised by the business case, technology vendors and internal expectations up to this point in the effort – promises should be tested by a proof of concept.

PLAN DESIGN DEPLOY

Proof of concept Before signing the check… Assess the technical issues Test interoperability of the technology Developing a working prototype Provide real data within a real

technology environment

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Functional design

KSA brings your design team through the discovery and definition of measures, reports, active alerts, work flow, and information flow as well as the technical underpinnings of source to target mappings, transformations, security profiles, and data models to build the first iteration.

PLAN DESIGN DEPLOY

How do people really work, what steps do they take, what processes do they manage, what data is required and how best should it be delivered?

Step 3:

Deploy

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Maintaining and improving the future state

Your organization will need to continuously apply governance, manage multiple iterations, establish training and support processes.

Plan

ArchitectureDesign

LogicalDesign

TechnologyTools

FunctionalDesign

Deployment

Maintenance

Program Management

PLAN DESIGN DEPLOY

Enterprise Wide Iterative

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Maintenance

KSA can support the establishment of centers of excellence, recruit needed skill sets, plan the training program, align success back to the business case, and apply lessons learned to the next iteration.

PLAN DESIGN DEPLOY

…Monitor success Track business Key Performance Indicators Track technical measurements (e.g., Number

of queries) Conduct user surveys Market successes Executive briefings Departmental newsletters Trade journals

Establish operations… Desktop convergence of data,

technology, and training End user support strategy Activate maintenance management

and operations Plan for next design iteration using

feedback from the current iteration Establish user groups

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Avoiding anything less then success

Business intelligence – tools, platforms, and applications alike – holds great potential for helping organizations to achieve their performance goals. But, as with any technology, the implementation, roll out, and usage practices play a critical role in success.

PLAN DESIGN DEPLOY

The right tool for the right userMistakes to avoid Build it and they will come Assuming the average business user

has the know-how or the time to use BI tools

Assuming a data warehouse will solve all information access and delivery requirements

Selecting a BI tool without a specific business need

DM, Ad-hoc,

Query

Self-Service, data visualization, drill-down, EIS, DSS,

Packaged Guided Analytics

‘Push’, No Effort, Embedded Analytics, Business Activity

Monitoring, Alerts

Analysts

Operations

Management

Client Base

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Just ask our clients

DDARTMOUTHARTMOUTH--HHITCHCOCK ITCHCOCK DDARTMOUTHARTMOUTH--HHITCHCOCK ITCHCOCK

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FULL TEAM COVERAGE…requires a partner with experience in…

APPROACH /

METHODOLOGY

RESOURCE

SKILLSET

PROJECT

EXPERIENCE

INDUSTRY

INSIGHT

The process must not be academic. The approach taken must incorporate a rapid and pragmatic approach that provides fast answers, access to depth of experience, open processes, and pragmatic solutions.

The depth of experience and industry knowledge of KSA’s consultants is unrivaled amongst its competition in the healthcare and retail space – analytics, IS operations, infrastructure, supply chain, BI, governance.

As a direct consequence of KSA’s focus on the IT planning and BI service offering, it has built a set of extremely current trends, best practices, methodologies, and toolkits that Aramark can leverage.

A vertical industry focus on healthcare as well the organizations that provide services to it. With our MCG partner Ineum, we provide deep functional expertise in information architectures garnered from other leading edge industries.

“Real World” Pragmatism

Deep Consultant Experience

Track Record of Success

Specific Industry Focus

Why KSA?

Aramark’s partner in this effort must be able to supplement the overall project team with key credentials in the areas of approach and methodology, resource skill set, project experience, and industry insight.