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Impacting the bottom-line A discussion around a transformation framework leveraging the value of IBM Services
Payers and Providers are focused on managing cost and operational efficiency while being responsive to an demanding/competitive consumer marketplace   Business Imperatives ,[object Object],[object Object],[object Object],[object Object],[object Object],Medical Costs Healthcare Competitive Levers Disease Health & Wellness Management Consumerism Pay for Performance Mergers & Acquisitions Reduce Admin Costs & Improve Efficiency Grow the Business Provider Collaboration
CEO Business Model Question:  How will I compete in the marketplace?  What are my differentiating capabilities?  What processes should I own? Source: IBM Institute for Business Value based on McKinsey analysis  Source: The Global CEO Survey 2006 (Sample size = 765) Sourcing frees up resources and lower cost of non-differentiated activities Sourcing enables innovation & transformation to enhance differentiation  10% 20% 30% 40% 50% 0% Underperformers Outperformers Quantity of New Ideas from External Sources % of  respondents Outperformers source 30% more ideas from external sources 0% Spending as percentage of sales 23 – 27% Product  or service  building blocks 32 – 47% Critical yet  non - differentiated  business  processes and  components Differentiated  business  processes and  components 13 – 28% EBITDA 5 – 10% Prototypical company Sourcing funds innovative changes Sourcing:  Leveraging Partners in Strategic Ways to Drive Higher Priorities, Gain Access to Skills, and Free Up Monies to Invest in Growth
A high-level framework for identifying opportunities for cost savings and operational improvements using outcomes based sourcing Sub-optimal Industry Standard Commodity Differentiator Strategic Criticality Measures a process or component’s level of importance in terms of adding value to a firms competitiveness. Optimized Develop/ Keep In House Sourcing Candidate Transformation Partnering Candidates  Investment Candidates Critical yet non-differentiating (commodity) Unique and Differentiating (proprietary) Optimal Sub-Optimal Business Component Performance Measures how well a component functions  vs. other competitors
IBM is a Services Led Company:  IBM delivers the “full equation” by aligning business needs with enabling technologies Multi-Vendor Technology Profile Global Infrastructure Statistics Services is a significant contributor of value to our clients, and is a key growth area for IBM  Services Revenue is Significant to IBM Upgrades, user support Network operations center help desk Application development, migration, maintenance Applications System support Telecom  operations Hardware operations Desktop support Infrastructure Support processes Operational processes Management processes Business transformation  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Server Migration Services Storage Migration Services Proof-of-Concept Centers IBM Innovation  Centers Middleware Development SOA Technology enablers IBM Global Services contribution to IBM total revenue  IGS 55% 423 Data Centers 3,808,000 End User Seats Supported 11,205 Storage (TBs) 206,641 Mid Range Servers 84,628 Skills 1,110,289 MIPS 1,286 Mainframes
IBM's global sourcing footprint is unmatched Mexico Costa Rica Peru Venezuela Canada United States ,[object Object],[object Object],[object Object],[object Object],Argentina Brazil Romania Okinawa India China Czech Rep. Hungary Australia Philippines New Zealand Spain UK Poland Slovakia France South Africa Ireland Portugal Vietnam  Work flows to the places where it will be done best – that is, most efficiently and with the highest quality. It’s like water finding its own level. The forces driving it are irresistible. The genie's out of the bottle, and there's no stopping it.  It's only going to evolve from this point forward.  -- Sam Palmisano, Oct 3, 2006, ISEAD Global Leaders Series
Examples of Outcome Based IT Outsourcing Engagements & Business Value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Top 15 BCBS Payer Top 10 BCBS Payer BCBS Claims Processor ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Top 10 For Profit Payer
Examples of Outcome Based Busines Process Outsourcing Engagements & Business Value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Payer Top 5 Payer Top BCBS Payer Top 5 BCBS Payer ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Examples of Outcome Based Application Management Services Engagements & Business Value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Top 10 BCBS Payer Top BCBS Payer Top 10 BCBS Payer Top 5 Payer ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Smarter sourcing- combining process-based effectiveness with the ability to leverage wage arbitrage selectively to yield better results at lower costs. May 2009
Client needs and global labor supply, coupled with technology and macro- economic trends are driving the evolution of a Globally Integrated Enterprise Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ The new business models are based on integration, cooperation and an exchange of resources – and above all the new business model is focused on the requirements of the global client.”  Oswald Grubel, CEO, Credit Suisse Group Clients Needs  Global Labor Supply & Expertise  Globally Integrated Enterprise + Technology Macro-Economic Trends = ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Smarter Sourcing Now? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1  Organizational Effectiveness , Mark A. Thompson, Dean, Quinnipiac University School of Business, Fall 2007
Smarter Sourcing Benefits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Smarter Sourcing Approach Smarter sourcing combines process-based effectiveness with the ability to leverage wage arbitrage selectively to yield better results at lower costs.  Staffing “Pyramid” Optimization Process  Improvements Global Development  Plan Helping our clients “do something better, more efficiently, more productively.”
GBS has implemented and is expanding its Globally Integrated Capability Model Third Generation Globally Integrated Delivery Network  2008-2009 Fourth Generation Globally Integrated Capability Model  2009-2011 Integration across our GBS network ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Client Benefits 1
… and we Close the Loop on Globalization…leveraging the best of offshore  back to our shores   Faster.  Local.  More flexible. Because we can. Because we must. Because we want to. Bringing the best of breed of global experience, tools, methods and processes locally completes the ‘loop’ of globalization

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IBM Managed Services Overview Nashville

  • 1. Impacting the bottom-line A discussion around a transformation framework leveraging the value of IBM Services
  • 2.
  • 3. CEO Business Model Question: How will I compete in the marketplace? What are my differentiating capabilities? What processes should I own? Source: IBM Institute for Business Value based on McKinsey analysis Source: The Global CEO Survey 2006 (Sample size = 765) Sourcing frees up resources and lower cost of non-differentiated activities Sourcing enables innovation & transformation to enhance differentiation 10% 20% 30% 40% 50% 0% Underperformers Outperformers Quantity of New Ideas from External Sources % of respondents Outperformers source 30% more ideas from external sources 0% Spending as percentage of sales 23 – 27% Product or service building blocks 32 – 47% Critical yet non - differentiated business processes and components Differentiated business processes and components 13 – 28% EBITDA 5 – 10% Prototypical company Sourcing funds innovative changes Sourcing: Leveraging Partners in Strategic Ways to Drive Higher Priorities, Gain Access to Skills, and Free Up Monies to Invest in Growth
  • 4. A high-level framework for identifying opportunities for cost savings and operational improvements using outcomes based sourcing Sub-optimal Industry Standard Commodity Differentiator Strategic Criticality Measures a process or component’s level of importance in terms of adding value to a firms competitiveness. Optimized Develop/ Keep In House Sourcing Candidate Transformation Partnering Candidates Investment Candidates Critical yet non-differentiating (commodity) Unique and Differentiating (proprietary) Optimal Sub-Optimal Business Component Performance Measures how well a component functions vs. other competitors
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. Smarter sourcing- combining process-based effectiveness with the ability to leverage wage arbitrage selectively to yield better results at lower costs. May 2009
  • 11.
  • 12.
  • 13.
  • 14. Smarter Sourcing Approach Smarter sourcing combines process-based effectiveness with the ability to leverage wage arbitrage selectively to yield better results at lower costs. Staffing “Pyramid” Optimization Process Improvements Global Development Plan Helping our clients “do something better, more efficiently, more productively.”
  • 15.
  • 16. … and we Close the Loop on Globalization…leveraging the best of offshore back to our shores Faster. Local. More flexible. Because we can. Because we must. Because we want to. Bringing the best of breed of global experience, tools, methods and processes locally completes the ‘loop’ of globalization