Innovation World 2013 presentation Efforts to increase operational transparency and performance often come with a unique set of challenges. In 2010, Baker Hughes began its journey to provide real-time visibility into its operations. Initial business process instrumentation efforts focused on both procure-to-pay and order-to-cash processes. In June 2012, its Board of Directors challenged the organization to reduce days sales outstanding by 10 percent. Join this interview-style panel discussion to learn how Baker Hughes approached this initiative—the business drivers, the approach, business results and lessons learned. Also hear from industry experts on trends of business and IT collaboration to gain real-time insight at the right time. Speakers: Dave Brooks, VP, Intelligent Business Operations, Software AG (moderator) Bhavesh Joshi, Director, Global Lapse Days Project, Baker Hughes John Crupi, VP, R&D Software AG

1. Building a Glass House
Bringing Visibility to the Organization
Without Bringing Down the House
Bhavesh Joshi
Director, Global Cashflow
Baker Hughes
John Crupi
Vice President, R&D
Software AG
Dave Brooks
Vice President, Solutions
Intelligent Business Operations
Software AG
October 9, 2013
©2013 Software AG. All rights reserved.

2. Today’s Discussion
• Set the Stage: Intelligent Business Operations
• Baker Hughes: Order To Cash Project
Before / After / Benefits / Technology
• Panel Discussion: Lessons Learned & Use Cases
Bringing Visibility to the Organization Without Bringing Down the House
• Ways of Getting Started (or continuing your journey)
2 |
©2013 Software AG. All rights reserved. For internal use only

3. Real Time vs. Real Value
3 |
©2013 Software AG. All rights reserved. For internal use only

4. Intelligent Business Operations
4 |
©2013 Software AG. All rights reserved. For internal use only

5. What Do We Mean By Intelligent Business Operations?
Measuring leading indicators increases Visibility and Agility
Financial Performance
Revenue
Gross Margin
ROA
Cash Flow
EBIT
Customer satisfaction
Process cost
Delivery reliability
Cycle time
Error rate
Operational Performance gives you the What,
How & Why behind the important numbers
5 |
©2013 Software AG. All rights reserved. For internal use only

6. Intelligent Business Operations (IBO)
D E C I S I O N
Observe
P R O C E S S
Decide
Act
Context
Improve
Automate
Data
Apps &
Systems
Sensors
SaaS
APPS
Public
API
Environment and Influencers
6 |
©2013 Software AG. All rights reserved. For internal use only

7. IBO Use Cases focus on Operational Decisions
Use Cases
Decision
Type
Strategic & Tactical
Operational
Business Reviews
Alliances Strategy
Markets and
Products
Business Planning
Products & Price
Cost of Goods Sold
Cost-Benefit Analysis
Quality of Service/
Customer
Satisfaction
Order & Payment Tracking
Partner SLA Tracking & Mgmt
Credit Approval Management
Exception Management
Theft Detection & Prevention
Insurance Claim Processing
Customer Experience
Management
Inventory & Asset Tracking
Business Process Monitoring
Dynamic Resource Management
Years
7 |
Months
©2013 Software AG. All rights reserved. For internal use only
Weeks
Days
Hours
Minutes
Second
s
Time to
Decide
& Act

8. Business Value Track:
Intelligent Business Operations
Order to Cash | BAKER HUGHES
8 |
©2013 Software AG All rights reserved.

9. The Project
• 9 Divisions
becoming 1
company: One
Baker Hughes
• Focus on the
Order to Cash
process
• “Rules Before
Tools”
• Enterprise level
project
• Significant Change
Management
• Part of BPM
journey

10. Before
• No global,
standard Order to
Cash process
• Exceptions and
discrepancies in
early stages of the
process resulted
in significant
rework and effort
when it came
time to invoice
the customer
• Inefficiencies
impacted overall
Order to Cash
cycle time

11. After
• Uniform Order to
Cash Processes
around the world
• Dedicated team
from Sales Ops,
Finance & IT for
implementation,
training & change
management
• Rule-based Alerts
drive action
• Business Process
Instrumentation
monitors events
across the entire
process

12. Project Magnitude
12 |
©2013 Software AG. All rights reserved. For internal use only
Note: the numbers represent key process users

13. Benefits
• Global standards
facilitate best
practices
• Visibility &
transparency
drives
operational
accountability
• Cross-functional
personnel know
when appropriate
action is needed
• Streamlined
process helped
decrease Days
Sales Outstanding
by 1.5 days

14. Technology
• Integration points
Synch & Service
XML interfaces
(technology
agnostic) – no direct
connects
• Transport e-mail;
Broker webMethods;
Translation Layer
SAP
• Analytic Engine
monitors processintrinsic metrics
and business KPIs in
real-time
• System can learn
what’s “normal” by
day of week and
week of month
• Feeds SAP Business
Objects for the
dashboard

15. How Do You Deliver the Right Amount of Transparency?
http://www.treehotel.se/en/location
http://www.metmuseum.org/saraceno
15 |
©2013 Software AG. All rights reserved. For internal use only

16. Panel Topics
How do you decide
“which walls should
be the glass walls”?
How does
Operational Visibility
drive behavior?
Once you move the
Rules before Tools:
What rules are the most
needle, how do you
make it stick?
important to get right?
What challenges did you face
rolling out this kind of program?
What were some
unexpected
surprises
(good ones)?
16 |
©2013 Software AG. All rights reserved. For internal use only

17. Questions?
For further information, please contact:
Bhavesh Joshi
Director, Global Cashflow
Baker Hughes, Inc.
Phone: 281-209-7383
e-mail: bhavesh.joshi@bakerhughes.com
Dave Brooks
Vice President, Solutions
Intelligent Business Operations
Phone: 650-270-6023
e-mail: dave.brooks@softwareag.com
17 |
©2013 Software AG. All rights reserved. For internal use only