An Overview of Internal Operations at Oracle

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Oracle@Oracle: An Overview of Internal Operations At Oracle


Agenda• Oracle Corporation• IT Strategy: Consolidate & Simplify • Global Business Processes• Global Operations – Oracle Case Study• Oracle Product Usage @ Oracle• Summary…Keys to Success

Oracle Corporation

• World’s Largest Enterprise Software Vendor• $22.4 Billion Revenue, FY08• 85,000+ Employees• Operations in 145 Countries

• 320,000 Customers Globally• 280,000 Database Customers• 80,000 Middleware Customers• 43,000 Applications Customers

• Expansive Partner Network• 20,000 Partners Worldwide• 9,100 Independent Software Vendors (ISVs)• 5.5+ Million Oracle Technology Network Members

A Current Snapshot

IT Strategy:Consolidate & Simplify

Operations Issues Before Consolidation

• Multiple Data Centers• Multiple Databases• Multiple Environments • Variety of Applications Deployed• Variety of platforms and Operating Systems• Inconsistent Usage of Applications• Multiple Support Groups• Inconsistent Business Practices within each LOB,

Division, Country

Why Consolidate & Go Global?

• It’s all about the VALUE OF INFORMATION• "How many people work at Oracle?"• Quality • Availability/Access

• Majority of Information Benefits AreTied to Standardized Processes

• Improved Service• Reduced costs

• Hardware• Facilities• Headcount

Data Consolidation Creates Value

Valu

e

Level of Consolidation

Data consolidation creates the foundation to Data consolidation creates the foundation to understand your business operationsunderstand your business operations

““The value of information The value of information increases exponentially as increases exponentially as fragmentation is reduced.fragmentation is reduced.””

EllisonEllison’’s Law:s Law:

Types of Consolidation

• Each type of consolidation provides increasing levels of return• Hardware/System Services • Software/Databases • Business Processes & Functions• Shared Services/Process Administration

Consolidate As Much As Possible!

Fusion Middleware

Governance, Risk and

Compliance

Enterprise Performance Management

ERP

World ClassPerformanceWorld ClassPerformance

Oracle’s Global Transformation (1998-2003): Operational Excellence

Goal: Save $1 Billion Per Year

Strategies:

1. Simplify information systems

2. Standardize data, systems, and processes

3. Automate processes

4. Move to shared services

Oracle's Global Consolidation

• Email• Before: 97 Systems, Multiple Data Centers, Duplicate Support• Now: 2 Systems (GIT/Rest of Company), Austin Based, Linux

• Financial/Back Office (ERP) Business Systems• Before: Over 65 Systems, Multiple Data Centers, Mixed Platforms,

Mixed Processes, Inconsistent Set of Modules• Now: Global EBS, Austin Based, Linux, Global Processes

• Front Office (CRM) Business Systems• Before: Numerous regional based systems• Now: Global Siebel, Austin Based, Linux, Global Processes

• Business Intelligence (BI)• Before: Numerous LOB & Regional based systems• Now: Global BI, Austin Based, Linux, Global Processes, Available

to Everyone

Oracle's Global Consolidation

• Internal Support System• Before: Country based, Mixed Platforms, Mixed Solutions• Now: Global EBS (iSupport/Teleservice), Austin Based

• Demo Services• Before: Country/Sales Org Based, Inconsistent, Mixed Platforms• Now: Global, Austin Based, Linux, Master Driven

• Education Systems• Before: Country based, Mixed Platforms, Unreliable• Now: Global, Austin Based, Linux, Master Driven

• External Support Systems• Before: Region/Product Based, Non-integrated, Custom• Now: Global, Austin Based, Standard Processes• Underway: Siebel Product

Other “GSI” Benefits: System Security

• Consolidated System Benefits• Fewer Control Points Leads to Better Control• Less to Monitor Means More Detailed Monitoring• Fewer People to Maintain and Access• Single Set of Technology to Support & Leverage• Less Expensive and Complex for Disaster Recovery• Sox and Audit Compliance

Improved Control, Improved Monitoring, Simplified Infrastructure, Less Exposure

=Improved Security!

Other “GSI” Benefits: M&A Integration

• Enablers for Rapid Integration of acquired companies• Global Processes running on Global Single Instances• Clearly defined Integration Objectives• Repeatable M&A processes • Dedicated teams across LOB’s• Lifecycle Review Allows for Process Improvement

• Utilised for over 50 acquisitions

Intent Due Diligence Analysis LegalMerger

SystemIntegration Disposition

GSI Approach and Global Processes Allow M&A At Oracle To Move FAST!


Global Business Processes

Operational Excellence @ Oracle Key Business Drivers

Lower Costs Better Information, Governance

Global information visibility

Monitor & enforce global consistency of process, policy & data

Strong internal controls & easier compliance

• Fewer, less complex data centers

• Self service processes

Labor & transaction cost efficiencies

Shared service centers

Offshoring

Increase Speed

Streamline ongoing change management of new systems or processes

Fast integration of new acquisitions

Improve Customer Service

Improved quality and service

One customer experience

Advantages of Global Processes

• Reduced Processing and Per Transaction Costs• Ability to Leverage Best Practices From Different

Groups/Regions• Better (Smarter) Information

• Comparing Like Data• Real Insight

• Better Support Across Common Processes• Simplification Through Standardization

Defining Global Processes

• Organization and Approach• Business

• Global Process Owners (GPO)• Identify process flows working with IT • Divisional (regional) owners (DPO) to represent local/legal/audit • Prioritization within Area

• Applications IT • Global Solution Owners (GSO)

• Mirror Business Process Organization (GSO/DSO)• Steering Committees

• Communication, Progress Review and Decision Making• Leadership & Escalation Resolution…Not Management by

Committee

Global Process/Solution Owners Key Component of Standardization Program

GLOBAL PROCESS OWNEREvaluate shared service center process• Use of technology• Responsibility profiles and organizational structure • Efficiency, effectiveness, relevance, best practices• Global headcount requirements

Act as champion of global process and articulate…• Strategic direction • Understanding of global requirements• Business needs and service level standards

GLOBAL SOLUTION OWNERPartner with the Global Process Owner• Global process definition• Best use of technology• Ensure ‘out of the box’ support for solution

Support single instance and shared services strategy• Application support and implementation services


Shared Services

Oracle Shared Service Centers Supports all 4 Divisions, 62 Countries, 19 Languages

Americas SSCRocklin, CA13 countries

EMEA SSCDublin, IE

42 countries

India SSCBangalore, IN

Global Functions

AsiaPac SSCSydney, Australia

13 Countries• Order Entry• AR / Cash Apps• T&E Payments• AP invoices• Procurement• Fixed Assets• Project Acctg• Customer Data• Sales Comp• Collections

• Financial Control & Reporting

• Revenue Recognition


• Order Entry• Revenue

Recognition


• Revenue Recognition

Constantly Evolving

Benefits of Shared Service Consolidation

Quantitative Qualitative

People • HC lower by 25%• Lower $ per head

• Higher service • Redeployment of skills

Process • Increased efficiency• Improved quality through

self-service

• Standardized global processes• One change for all• Greater agility to respond to change

Technology • Consolidated infrastructure• Faster upgrades• Scalable platform

• Management dashboards• Easier support & maintenance

Business • F&A costs lower by 30%• Payback in 28 months

• Focus on the business & control• Integrate acquisitions faster• Corporate governance & compliance

Information • Accurate, meaningful, consistent & timely

• Improved decision making


Oracle Case Study

Oracle Product Usage @ Oracle

Oracle’s Product Families

• Database• Real Application Clusters • Partitioning• OLAP / Data Mining• Spatial• Times Ten• Database Vault• Secure Enterprise Search• …

• Java Application Server• Development Tools• Business Process Mgmt• Identity Management • Data Integration • Content Management• Business Intelligence• User Interaction • …

• E-Business Suite• PeopleSoft Enterprise• Siebel CRM• JD Edwards • Oracle Retail• i-flex Financial Services• Communications• Utilities• …

Infrastructure: Linux, Clusterware, Virtualization, Storage Management, Tools

Oracle’s Product Strategy

More Value Less Complexity

More Flexibility Less Cost

More Choice Less Risk

Comprehensive Industry Portfolio

Standards-Based Architecture

Designed to Work Together

CompleteComplete OpenOpen IntegratedIntegrated

EBS 12 EBS 12.1 EBS 12.x

Enterprise 9.0

Enterprise 9.1

Enterprise 9.x

Siebel 8.0 Siebel 8.1 Siebel 8.2

EnterpriseOne 8.12

World A9.1

EnterpriseOne 9.0

World A9.1.2

Since acquisition, new versions of

applications product lines have been

released

New versions are on the horizon

All backed by Oracle Lifetime Support

Fusion 1.0

Applications Unlimited Ongoing Innovation with Internal Development

Oracle Fusion Middleware Integrated Standards-Based Application Infrastructure

Development Tools

Enterprise Management

Identity Management

User Interaction

Business Intelligence

Content Management

SOA & Process Management

Application Server

Grid Infrastructure

Pre-Built Integrated Processes Application Integration Architecture (AIA)

Best Practice ProcessesOptimize business performance leveraging Oracle’s extensive experience & best practices

Process Integration PacksPre-built, out of the box, integrated Oracle Applications for quick implementation, at dramatically lower cost & risk

Foundation PacksCreate custom integrated business processes across any of applications using predefined, application independent object and service definitions

Powered by Oracle Fusion MiddlewareIndustry leading, open standards based platform


Global Operations:Oracle Case StudyE-Business Suite

Simplify Information Systems The Move to a Global Single Instance (GSI)

1998 Now• 65+ back office (ERP) instances • 1 back office (ERP) instance

• 40 data centers • 2 data centers (back-up included)

• Inconsistent business processes • Global standard processes

• Fragmented data • Consistent data and global business intelligence

• Decentralized decision making• Geography• Line of business

• Centralized decision making• Global process owner• Divisional process owner• Global application owner

Started with . . . . . . . . . . . . . . . . 65+ (70+) instances (ERP)

January 2001 . . . . . . . . . . . . . . 20 instances (ERP)

January 2002 . . . . . . . . . . . . . . 10 instances (ERP)

January 2003 . . . . . . . . . . . . . . . 3 instances (ERP)

July 2003 . . . . . . . . . . . . . . . . . . 2 instances (ERP)

January 2004 . . . . . . . . . . . . . . . 1 instance (ERP)

October 2004 . . . . . . . . . . . . . . . 1 Suite instance (ERP & CRM)

June 2005 . . . . . . . . . . . . . . . . . 1 Suite instance (w/PeopleSoft)

April 2006 . . . . . . . . . . . . . . . . . 1 Suite instance (w/Siebel + M&A's)

December 2007 . . . . . . . . . . . . . 1 Suite instance (w/Hyperion)

January 2008 . . . . . . . . . . . . . . 3 Suite instances (EBS/Siebel/OBI DW)

Oracle’s Global Consolidation Business Systems

EBS Products Implemented@OracleEBS Products Implemented@Oracle

FinancialsGeneral LedgerFixed AssetsTreasuryCash ManagementSubledger AccountingIAssetsE Business TaxResponse Capture

Manufacturing & Distribution, Advanced Product Catalog and Pricing

Materials Requirement PlanningBill of MaterialsInventory ManagementWarehouse Management SystemWork in ProgressEngineeringShipping Delivery BasedAdvanced Pricing

External Order Capturing SystemsSupply Chain Trading Connector to

RosettaNetXML GatewayiStore

ProcurementiProcurementPurchasingAccounts PayableInternet ExpensesPaymentsProperty Manager

Product Lifecycle ManagementAdvanced Product Catalog

Human Resources & PayrollAdvanced BenefitsHuman ResourcesHuman Resources IntelligencePayrollTime and LaborGlobal Payroll InterfaceAppraisalsTalent ManagementCompensation WorkbenchiRecruitmentSelf Service Human ResourcesLearning Management

Internal Order Capturing SystemsIncentive CompensationQuotingOrder ManagementContracts Core

ProjectsProjectsProject Resource ManagementProjects Intelligence

Support Sales SystemsService ContractsContracts IntelligenceInstall Base

Internal Support SystemsTeleserviceKnowledge ManagementiSupportCustomer SupportDBI for Customer Support

TechnologyAlertApplication Object Librarye-Commerce GatewayReport ManagerSelf Service Web ApplicationsSystem AdministrationWeb Applications Desktop IntegratorXML GatewayXML PublisherWorkflow CartridgeUser ManagementCRM Foundation ApplicationsTrading CommunityOracle Customers OnlineInternal Controls ManagerTrade Management

EBS Products Implemented@OracleEBS Products Implemented@Oracle

HR Global Processes

• Proof of Employment• Maintenance of Beneficiaries• Address Change• Time & Vacation Entry & Query• Pay slip and Income (ex. W2) Queries• Bank Account Information• Promotions & Title Change• Compensation Changes – Hours, Salary, Stock, Bonus• Cost Center, Job Code, Location & Manager Changes• Transfers

HR Staffing The Oracle Story (2001 to 2004 Comparison)

Staffing Statistic Change with self service

HR Administrator Ratio 1:1000 1:2000

HR Professional Ratio 1:350 1:600

Overall HR Staff Ratio 1:125 1:225

# of HR Operations Staff 40 9

Purchasing & Expense Global Processes All transactions enforce corporate policy

• Business Cards• Education/Training Classes• Office Supplies• Computer Equipment• Travel

• Flights• Hotels

• Expenses• Credit Card Enrollment• Credit Card Transactions download• Per Diem• Mileage• Expense Reimbursement

Procure to Pay (P2P) & Expense The Oracle Story (2001 to 2004 Comparison)

Item Change

P2P Transaction Expense ** $150 $30-40

Cost Savings per Year $20M $40M

Travel Booking ** $45 $25

Travel (Average Ticket Price) 10%

Total Savings $115M

** Cost per Transaction

Support, Marketing & Sales Processes All transactions enforce corporate policy

• TAR/Support Call logging• Issue Resolution• Webinars• Demos• Forecasting• Sales Credits & Compensation

• Territory Accuracy• Sales Credit Allocation• Payments

• Order Entry (iStore)

Support The Oracle Story (2001 to 2004 Comparison)

Item Change

Phone Volume (per Quarter) 517,000 66,000

Online Requests (% of all requests) > 78%

Headcount 14%

Total Support Activity 200%

Cost per Request 60%

Resolution Time 41%

Marketing – Campaign To Lead The Oracle Story (2001 to 2004 Comparison)

Item Change

Direct Mail vs. Email $3.00 $0.01

Response Rate 2% 20%

On Site vs. Web Seminar $1000 $2

Demos (Remote vs. On Site) $1000’s $100’s

Sales – Opportunity To Order The Oracle Story (2001 to 2004 Comparison)

Item Change

Sales Person Productivity 10-20%

Orders Entered Via Web per Quarter $2M $100M

Cost of Entering Order 80%

Forecasting Efficiencies 600%

Quota/Compensation Efficiencies 1200%

Cost Reduction Summary The Oracle Story (2001 to 2004 Comparison)

Item Change

Procurement & Expense $115M

Self-Service Support Calls $250M

Sales/Marketing Leverage $300M

Sales Force Productivity +10-20%

Global Savings $665+M

Previous (2004) New (2008) Goal/Goal $1000M *** Estimate $2000+M

Consolidate IT $200 $250+Sell Side $550 $1,450+Buy Side $150 $200+Inside $100 $100+Total $1,000 $2,000+

Previous (2004) New (2008) Goal/Goal $1000M *** Estimate $2000+M

Consolidate IT $200 $250+Sell Side $550 $1,450+Buy Side $150 $200+Inside $100 $100+Total $1,000 $2,000+

Note: Based on Oracle estimates.*** Achieved 2004

Oracle’s $2+ Billion Dollar Savings EstimateThe Oracle Experience

Achieved through consolidation, automation (including self service), simplification, global processes, shared services

and the use of standard product


Global Operations:Oracle Case StudySiebel

SalesCampaign Member / Lead ManagementOpportunity ManagementSales ForecastingQuote (for integration)Project Management (for References)Territory Management (Skills)

Call CenterAccount ManagementContact ManagementActivity ManagementCalendar ManagementProduct & Catalog ManagementPosition Management

MarketingMarketing Resource Management (MRM)Campaign ManagementList ImportEvents Management

PRMPartner Portal (eChannel)Partner ManagerPartner Programs

Customer Data IntegrationUniversal Customer Master (UCM)Siebel Data QualityMarketPlace (D&B, 3rd party data)Customer Sync

Siebel ServerAssignment ManagerEIMEAIWorkflow Policy ManagerTesting Automation (using Mercury QTP)

OBIEE Applications – CRM AnalyticsSales AnalyticsPartner AnalyticsMarketing AnalyticsList & SegmentationTerritory Analytics (custom)Usage Accelerator

Siebel Products Implemented@OracleSiebel Products Implemented@Oracle

Siebel – A Transition to “Best of Breed”• Leverage Acquired Products

• Showcase Multiple Product Lines• EBS, Siebel, Hyperion, etc.

• Leverage Application Integration Architecture (AIA)• No Change in “GSI” Approach

• Oracle Operates Multiple “GSI’s” – by Function• ERP, CRM, OBI, Email, Support, etc.

• Better Information & Better Service

• Optimized Systems• By Function• By Community

• 360 “Information Out” via Corporate Data Warehouse

Siebel @Oracle

• Showcase Oracle’s Flagship CRM Product• Business Process Globalization• Applications Consolidation/Data Centralization

• Sales & Marketing had created numerous regional systems over the years…these were eliminated with move to Siebel

• Go Native, Minimize Customizations• Start Clean, Stay Clean - Focus on Data Quality• Reporting Integral to Overall Solution• Standards Based Integration to “GSI”

High Level GSI / Siebel Process Map

Siebel CRM Oracle EBS

Campaign to Lead

Lead to Opportunity

Forecasting

Territory Mgmt

Partner Mgmt

Quote to Cash

Procure to Pay

Proposal to Projects

Q2O –

Renewals

HR

Business Analytics

Siebel Opportunity to Oracle Quote(Integrated Business Process using BPEL)

Oracle BI (Siebel Analytics) CDR

Core Data Integration

Customer Employee

Key Integration Objects Leveraging AIA

Prospects

Prospective Account Customer

Opportunity

Employee / Position

Sales Team

Product Interest

Territories

Party Account

Quote

Employee / JTF

Order (SCA)

Product (BOM)

Price List

Siebel(GCM)

EBS(GSI)

Band represents objects that are bridged.

Functional Scope – Big Bang Large Siebel 8.0 Deployment – 27000 internal users, 12K partners

Sales

Lead to Opportunity

Opportunity Management

Contact Management

Customer Management

Forecasting

Account Planning

Opportunity to Quote / Order Integration

Sales Credit Integration

Alliances & Channels

Deal Registration

Partner Opportunity Management

Marketing

Budgeting & Planning

Segmentation

Campaign Execution

Response Capture, Lists, Leads

Events / Global Customer Programs

Cross-Functional

Territory Management

Data Quality and Customer Data Sync

Reporting and CRM Analytics

Customer Information Structure

Internationalization / Localization

Data Visibility / Taxonomy

Benefits

Cost Structure Sales

Marketing Alliances and Channels• Streamlined lead flow and processing

• Decreased marketing campaign costs

• Improved marketing related data quality

• Improved budgeting and spend on marketing campaigns

• One common best of breed platform to manage leads and opportunities

• Streamlined sales processes

• Better communication between marketing and sales

• Business intelligence to better manage sales activities

• Elimination of infrastructures

• Move to low cost hardware

• Improved scalability with GRID/RAC

• Near native Siebel solution reduces maintenance and upgrade costs

• Enhanced partner opportunity sharing, linkage and management

• Refocus interaction center reps toward more strategic and value added activities

• Business intelligence to measure alliances and channels performance


Global Operations:Oracle Case StudyBusiness Intelligence, Middleware, Database & Infrastructure

Oracle Sales & Marketing AnalyticsDQM Metrics & MeasurementsTerritory AnalysisTerritory ValidationMarketing Budget Reconciliation & AnalysisList Building & Segmentation AnalysisCampaign Member Lead AnalysisCampaign to Deal AnalysisCampaign & Event AnalysisPipeline Analysis & TrendingOpportunity & Forecast ReportingPartner Marketing AnalysisChannel Manager DashboardPartner Sales PipelinePartner Segmentation

Oracle Financial AnalyticsReceivablesGeneral LedgerProfitability

BI Products Implemented@OracleBI Products Implemented@Oracle

Business Intelligence Strategy

• Intelligence for Everyone• 85,000+ “information worker” employees• Operationally actionable information in context

• Single Corporate Repository• Secure, unified, single definitions• Enterprise view from financial reporting to details• Global data reconciliation

• Business Stewardship• Prioritization, data stewards, security, content sharing,

adoption and enablement

To:“Intelligence for Everyone”

Secure, unified, enterprise view

Pre-built analytic solutions and ad-hoc query infrastructure

Enterprise-wide governance

Real-time, predictive data

Insight-driven strategic decision-making and business process optimization

Operational Business Intelligence within transaction systems

From:

Business Intelligence @ Oracle

Analysts only

Fragmented silo view

Analytic tools

Disparate business processes

Historical data trends

Results reporting

Transactions separate from reporting

Business Intelligence Architecture

Ad-hoc Analysis Dashboards

Planning & Budgeting

Siebel ServiceGSI

Siebel CRM GSI

EBS Global Single Instance (GSI)

Data Sources

External Data Sources (e.g., D&B)

Global Corporate Warehouse (GCW)

Alerts

Extract, T

ransform, L

oad

(ETL)OBI Applications

(Pre-packaged Data Warehouse Schema, Content and Dashboards)

Dashboard Example - Top Spenders

MiddlewareApplication ServerInternet Application ServerData IntegratorWarehouse BuilderBusiness Intelligence PublisherApplication Server PortalApplication Development FrameworkInternet DirectorySingle Sign-OnBusiness IntelligenceSecure Enterprise SearchWebCenter SuiteSiebel SIASiebel HIRBusiness Process Execution LanguageIntegration B2B

DatabaseDatabase 10g & 11gReal Application Clusters (RAC) 10gAutomatic Storage Management (ASM)Data GuardAudit VaultWallet ManagerIdentity ManagerDatabase VaultBusiness Intelligence DiscovererEnterprise Manager 10g Grid ControlExpress Server

InfrastructureEnterprise Linux

Middleware & Database Products Implemented at Oracle

Middleware, Database & Infrastructure Safe, Secure, Reliable with Low Cost & High Performance• Performance, Scalability & Reliability

• Real Application Clusters (RAC)• Grid• Internet Application Server (iAS)• Automated Storage Management (ASM)• Data Guard• Enterprise Manager (EM)

• Data Management and Security• Enterprise Manager (EM)• Audit Vault• Identity Manager• Database Vault• Wallet Manager


Global Operations:Oracle Case StudyERP, CRM & BI Architecture

ERP GSI: Production Data Statistics March 2009 Details

15.3 terabytes 749,000 customers

34.9 billion rows of data 437,000 vendors

107 operating units 342,000 projects

693 Ledgers 48.4 million sales order lines

10 languages 74 million AR invoice lines

20 years of SLA data (8 years converted during R12 upgrade in Jan2008)

788 million GL lines

ERP GSI: Production Linux Mid-Tier

Middle Tier 2002 2006 Today

Hardware Sun Dell Dell

# of Servers 5** 70(2650’s)

40 (1950’s)

CPU’s per Server 16 - 24 2 2 (Dual Core)

CPU Speed 450 Mhz 3.06 Ghz 2.33 Ghz

Performance X 2X – 3X 4X – 6X

** Replaced Original 5 Sun’s (~ $750,000) with 18 Linux boxes (~ $150,000)

Better Performance and Less Cost!

ERP GSI Architecture – Austin Data Center

ERP GSI Architecture – Colorado Springs

ERP GSI Architecture – Disaster Recovery

Colorado Springs Data Center (standby)Austin Data Center (primary)

Network / BigIP / DNS (Manual)

Application Code (Snap Mirror)

Oracle Home (Rsync)

Database (DataGuard)

CRM/BI GSI Architecture – Austin DC


Global Operations:

Oracle Case Study Development & Data Center Product Usage

Products Implemented in Development

BeehiveEmailCalendarInstant MessagingWorkspacesMobileVoicemail

InfrastructureExadataOracle VMOracle Enterprise Linux

Enterprise 2.0 and Portalswww.oracle.commy.oracle.com

Identity ManagementOracle Internet DirectoryOracle Enterprise Single Sign OnOracle Management Pack for Identity Management

Application Express3.1.2

Systems ManagementEnterprise Manager

Global ITFusion ADF TechnologyBusiness IntelligenceEnterprise Manager (EM)RAC/Grid10g & 11gIRMEnterprise LinuxVMSecure Enterprise Search (SES)Self-Service ApplicationsUCM (Stellent)

Products Implemented in Data Centers

Summary…Keys to Success Internal Operations

• Consolidate & simplify – as much as possible…• Organize globally• Automate and globalize business processes• Implement self service – everywhere• Move to a shared services model • Leverage Oracle’s complete product family

• Applications, Middleware, Database & Infrastructure• Deploy standard, out of the box products

An Overview of Internal Operations at Oracle

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