Driving Operational Efficiency Through

Enterprise Information Management

A Chief Information Officers Guide to Achieving Information
Management Excellence

W H I T E PA P E R

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This edition published August 2008

White Paper

Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Challenges in Managing Costs and Risks . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Making a Case for EIM Timely, Trusted Information Drives Operational
Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Impact of Time on the Value of Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Explicit Links Between Information Management and Value. . . . . . . . . . . . . . . . . . . . . . . 5
Presenting the Value Link. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Case Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Improve Decision Making Through a Single Version of Truth . . . . . . . . . . . . . . . . . . . . . . 10
Deliver Timely, Accurate Data for Improved Retail Management and Financial Analytics . 10
Leverage a Common Data Foundation for Integrated Risk and Compliance Management 10

Key Success Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Survey Potential Cost-Cutting and Efficiency Improvement Opportunities . . . . . . . . . . . . 11
Build Your Cross-Functional Team Staff, Internal Allies, and Vendor Partners . . . . . . . . . 11
Seek to Build a Foundation but Start with One or Two Key Subject Areas . . . . . . . . . . . . 11
Assess Your IM Competency Against the Opportunities and Challenges at Hand. . . . . . . 12
Reinforce the Link to Business Value Throughout the Life Cycle . . . . . . . . . . . . . . . . . . . 12

Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
About HP and Informatica . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
HP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Informatica . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Driving Operational Efficiency: Key Success Principles for Enterprise Information Management (EIM)

Executive Summary
Enterprise information management (EIM) is a key discussion topic for organizations working to
reduce costs and drive productivity. This discussion has raised many important questions: Can
we use information management as a discipline to drive operational efficiency beyond IT? What
architectural principles enable short-term savings while establishing a long-term foundation for
organizational excellence? How does timely, accurate information boost productivity?
In this white paper, we will discuss the success principles in building an enterprise data
foundation for driving efficiency and competitive differentiations while managing costs and risks.
We will cover:
Challenges in Managing Costs and Risks
Making a Case for EIM Why Timely, Trusted Information?
Case Studies
Key Success Principles

Our objective is to provide a guide for a chief information officer (CIO) to help steer his or her
organization toward managing enterprise data for increased operational efficiency and competitive
advantages. An IT executive plays a crucial role in rationalizing the technology investments for
faster, more cost-effective business operation by extending of the power of IT across an enterprise.
An effective IT leader can also champion the delivery of timely, trusted information to accelerate
time to market and achieve higher profits by being responsive to market demand.

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Challenges in Managing Costs and Risks

Consider the CIO of a Global 500 insurance and financial service firm with a diverse set of
insurance and asset management offerings. After expansion through several acquisitions that
have been minimally integrated, managing financial information became a growing management
concern. The company operated with multiple financial processes and systems across its
enterprise. Each division within the company had its own separate finance organization, operating
in its own silo, leading to dozens of inconsistent general ledgers and charts of accounts. There
was also excessive ad hoc reconciliation with hundreds of thousands of spreadsheets used in
financial reporting. Aggregating data and making it available in a timely fashion put a tremendous
strain on the staff. Even when information was available, data inconsistencies and inaccuracies
made it hard for the personnel to trust the data for analysis and decision making. With the CFOs
sponsorship, the CIO was chartered with overhauling and revamping the EIM practice to restore
the organizations agility.
To this end, the firm first defined its information management (IM) competency as the ability
to deliver insightful, timely, and reliable information for decision makers at all levels to run
the business effectively. In this sense, the company regarded IM competency as one of the
key indicators of organizational strength. The firm also redefined EIM to have a strong business
orientation: EIM is a set of disciplines to manage information assets for improved operational
efficiency, transparency, and competitive advantage enterprise-wide. EIM typically takes the form
of a program or an initiative with specific deliverables and timelines.
So how could an IM competency help this organization? To answer this question, the CIO and his
staff identified a number of operational efficiency and risk management concerns, including the
following:
The finance organization often had surprises with different results, which posed certification

risks
Extensive manual reconciliation impeded timely access to needed financial information
Duplicate and nonstandard financial processes and systems taxed human capital and IT
The audit staff was unable to effectively manage risk and optimize capital assets due to lack of

access to trusted data

Frontline agents could not offer a competitive quote due to insufficient risk information
Cost-saving initiatives such as increasing supplier negotiations and staff productivity were

hindered by the lack of enterprise-wide visibility and transparency of operational activities

Working in concert with other executive staff and business unit staff, the CIO established a new
vision and strategy for advancing its IM competency toward a goal of becoming an industry leader
in its category. The following sections will discuss the framework and principles used to facilitate
the organizational transformation.

Driving Operational Efficiency: Key Success Principles for Enterprise Information Management (EIM)

Making a Case for EIM Timely, Trusted Information

Drives Operational Excellence
Impact of Time on the Value of Information
Traditionally, IT has taken a bottom-up approach to cutting costs or boosting productivity, making
incremental changes to existing systems and procedures. Given the complexities and bottlenecks
tied to the legacy systems and architecture, this approach has proven inadequate to transform an
organization such that it can leverage enterprise data for improved operational efficiency.
To explore the link between information and operational efficiency, let us review how the
availability of timely, trusted information impacts business, as Figure 1 illustrates.

Figure 1. Value of information as a function of availability of timely, trusted information

When accurate, complete information is not available to frontline workers for decision making, the
intrinsic value of data is diminished to a point where it has minimal or no impact. Consequently,
much of the vital business insight in the information is lost, impeding users from taking actions
aligned with the strategic goals of an enterprise. The workers may have to either make less-thanoptimal decisions without access to the necessary facts or postpone actions because such
actions appear too risky or potentially costly. Once frontline employees have information that they
can trust when they need it, the value of that information is amplified by its tighter linkage with
day-to-day operational decisions, and business performance improves. For this reason, any cogent
strategy for operational excellence will involve an investment in building IM competencies across
an enterprise.

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Reduced
Costs
Data Quality

Third-Party Supplier
Management

Retail Store

Increased
Revenue

Data
Synchronization

Minimzed
Risk

Operational
Data Hub

Insurance Agent
Actuarial Service
Data Quality

Enterprise Information System

Indirect Channel

Increased
Market Share

Real-time Data
Warehousing

Improved
Customer
Service

Call Center
Sales and Marketing

Figure 2. Driving performance across an enterprise

To further explore the impact of timely information, Figure 2 illustrates how the information supply
chain environment drives the process of generating value across the enterprise.
Acquiring high-quality information within minutes, instead of daily, is crucial for the business
activities shown here. Insurance agents and brokers can target individuals with more attractive
profiles to increase revenue. To reduce supplier costs, procurement may use updated, enterprisewide pricing history to increase negotiation power with its vendors. The actuaries can leverage
accurate customer information to extend competitive offerings while minimizing risk. While on
the phone, call center agents can easily review customers detailed history to improve customer
service and can recommend other services as cross-sell or up-sell offerings. Sales and marketing
can assess what offerings or channels are performing best and use such insights to refine
marketing campaigns or sales incentives to grow market share. In short, timely, trusted information
is the lifeblood of this firm

Explicit Links Between Information Management and Value

To further explore the value of information, let us look at a retail company. Timely, trusted
information is crucial for individual retail stores because they cannot stock the right amount
of merchandise unless there is a system to specify the right volume of orders among stores,
suppliers, and distribution channels. Having excess inventory hurts asset management metrics and
increases costs. This example involves the following six IM competencies:
Access to all enterprise data: Access sales, supplier, and distribution data from any system, in

any format
Data synchronization: Synchronize up-to-date data across business applications
Data quality management: Obtain accurate, consistent, and complete sales data
Data security, transparency, and auditability: Ensure secure sharing of data with an appropriate

audit trail
Timely delivery to target users: Deliver right-time data to store managers, clerks, distributors,

and suppliers
Enterprise-class deployment: Process high volumes of data across partner and store networks

reliably, without downtime

Driving Operational Efficiency: Key Success Principles for Enterprise Information Management (EIM)

In response, a new breed of CIOs has emerged that understands the correlation between
operational efficiency and IM competency. Operational efficiency is not merely about reducing
costs; it also involves improving target business outputs while optimizing the use of time and
resources. Organizations typically look at revenue, costs, and assets as output metrics for efficient
business operations. Table 1 provides examples of how the six critical elements of information
management enable these business metrics:

ELEMENTS OF
INFORMATION
MANAGEMENT

REVENUE
GROWTH

COST
REDUCTION

ASSET
EFFICIENCY

Access to all
enterprise data

Aggregate customer
and product data

Complete, enterprisewide supplier data

Rationalized supplier
data

Data synchronization

Synchronized CRM
and SFA data

Integrated SCM &

ERP

Integrated treasury
and risk management
systems

Data quality
management

Complete, accurate,
and consistent
customer data

Quality-metric driven,
loss mitigation

Trusted data for

capital readiness

Data security,
transparency, and
auditability

Certified and securely

shared data

Automated review
model with crossbusiness context

Asset classification
and prioritization

Timely delivery to
target users

Customer profile for

frontline workers

Right-time delivery of
supply chain data

Real-time, logistics
management

Enterprise-class
deployment

Adaptable enterprise
data model

Shared data
foundation for reuse

Optimized IT
expenditure

Table 1. Elements of information management competency impacting business drivers

A CIO can reference the following set of best practices, which covers three metrics, when
developing requirements for an EIM program. Accelerated time to value across these performance
measures revenue growth, cost reduction, and asset efficiencyis the key concept of managing
right-time information enterprise-wide.

Revenue Growth
Aggregate customer and product data: Consolidate, retire, and maintain enterprise data in any

format with cross-business visibility for up-sell and cross-sell opportunities.

Synchronized CRM and SFA data: Synchronize customer, partner, and other sales related

data by making customer relationship management (CRM) and sales force automation (SFA)
interoperate with the rest of enterprise applications.
Complete, accurate, and consistent customer data: Measure and improve data quality,

including the completeness, accuracy, and consistency of customer data. To create targeted
offerings, segment customer data, and its associated product data with accurate trend analysis
on purchasing and support.
Certified and securely shared data: Use certified data for revenue analysis and forecasting

across applications.

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Customer profile for frontline workers: Empower customer sales and support personnel with in-

depth, real-time analytics. Make up-to-date customer information available to extend targeted
offerings and beat competitors.
Adaptable enterprise data model: Deliver scalable, enterprise data model to manage cross-

divisional sales opportunities and pricing with expanded partner and distribution networks
without downtime. Increase your customers share of wallet with the use of purchase and
support history.

Cost Reduction
Complete, enterprise-wide supplier data: Leverage increased negotiation power with suppliers

and distributors by making transaction history and associated pricing data available to
purchasing staff across an enterprise.
Integrated supply chain management (SCM) and enterprise resource planning (ERP):

Rationalize and consolidate SCM and ERP to automate cost tracking and monitor cash flows.
Revisit vendor relationships, service level agreements, and road maps to build a better cost
model.
Quality-metric driven, loss mitigation: Lower operational costs by using a quality-metric

approach to detect or mitigate asset losses through ongoing monitoring of default loans and
collateral devaluation. Notify business owners and stakeholders when value exceeds the loss
threshold.
Automated review model with cross-business context: Avoid manual review and intervention by

automating impact analysis of linked databases, reporting systems, and applications across the
business and IT.
Direct, right-time information delivery: Minimize data movements and increase direct data

delivery to people across functional groups. Free business and IT resources from redundant
business processes, low or no-value added maintenance activities, and rework.
Common data foundation: Revamp the data architecture to reduce data overlaps and promote

reuse.

Asset Efficiency
Rationalized supplier data: Combine supplier data to detect waste and misuse of raw

materials, finished goods, or work-in-process assets.

Integrated cash, treasury, and risk management systems: Establish an integrated environment

for financial transactions, payments, and risk management.

Trusted data for capital readiness: Monitor the conversion of working capital into revenue and

productivity measures through a metric-driven approach, including the use of thresholds to

manage risks. Manage payables and receivables through integrated applications and data.
Asset classification and prioritization: Combine and classify assets across divisions with

contextual information. Maintain data integrity and privacy through system-based security to
make confidential data available only to the appropriate parties.
Real-time logistics management: Identify specific locations or functional areas where real-time

data availability is crucial for optimizing inventory and other asset classes.
Optimized IT expenditure: Catalog IT application and system assets to detect duplicates and

inconsistencies. Develop a phased plan to promote standardization and reuse by subject

groups, such as finance, HR, and customers.

Driving Operational Efficiency: Key Success Principles for Enterprise Information Management (EIM)

Presenting the Value Link

As with any other IT project, new EIM projects are under significant scrutiny in the current
economic environment. In many cases, key stakeholders and business users cannot fully grasp
the economic impact of new solutions on their specific areas of responsibilities. Time is a critical
factor. Due to the often lengthy planning and development cycle, an EIM initiative can lose its
momentum unless it can show immediate incremental business impact. Table 2 provides a
business plan framework for presenting such an investment rationale.

BUSINESS GOALS /
REQUIREMENTS

What benefits can you drive with this initiative? What

areas are more important than others? Can you quantify

(percentage increase/decrease, in currency, in time,
number of systems, tools, labor costs, other productivity
and performance measures)?
Accelerated time to market
Increased revenue
Decreased costs
Improved asset efficiency
Integrated governance, risk, and compliance (GRC)

management
What kind of problems would your organization face if you
dont do this?
Missed revenue or inability to expand presence within

the market
Competitive issues market share, customer churn

SUBJECT AREA FOCUS

rates, partner management

Current loss per month, quarter, or year
Legal and operational risk
What subject areas do you focus on (such as finance,
sales, support, HR, marketing, IT, specific business unit)?
What business processes do you follow across subject

areas?
How do you proceed from one subject area to the next?

CURRENT
CHALLENGES

How long does it take to complete specific tasks, such as

month-end close, daily retail reporting, or predictions?

Are there tasks you cannot complete (e.g, quantifying

operational risks and understanding the downstream

financial impact)? Do you have a single view of your
customers across the enterprise?
How much manual intervention and rework do you need

to do? What kind of risks are you facing because of that

need?
What human and IT resources are needed to complete

specific projects?

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PROPOSED IM
SOLUTION

What does a whole solution look like?

What areas of IM competency are you weaker or stronger

in?
What areas of IM competency will you focus on? (See

ARCHITECTURE AND
CAPABILITIES

Table 1 and suggested value link.)

What high-level architectural changes do you need to
make?
What specific capabilities do you seek within each IM

competency?
What kinds of tools and methods are available to attain

such capabilities?
How do you orchestrate the interdependencies of business

processes and human interactions?

How do you maintain flexibility and reuse as your

EXPECTED BENEFITS

requirements change?
What fundamental changes are you making for longer-term
benefit?
What short- to mid-term benefits can you realize?
How much cost savings or revenue increase can you

realize in order to justify the investments?

Table 2. EIM value map

One of the key goals of this EIM value map is to help align the executives and stakeholders
throughout the life cycle. In particular, when a CIO directs her staff to engage in architectural work,
project planning, technology selection, and deployment, the detailed technical implementations
can be traced back to the original business requirements.

Driving Operational Efficiency: Key Success Principles for Enterprise Information Management (EIM)

Case Studies
Improve Decision Making Through a Single Version of Truth
A top pharmaceutical company embarked on a mission to establish a single source of truth for
research and development (R&D) data warehouses. The company felt that the complex, redundant
data environments and inconsistent master data impacted the speed of product development,
trials, and approvals. The company decided to take an Integration Competency Center (ICC)
approach to accelerate data integration efforts and use economies of scale as a competitive
advantage. The goal was to realize multi-million dollar savings in two years through centralization
and repeatable processes. It leveraged its centralized data infrastructure to submit more than
several dozen new drug applications in a year. This ability to break down information silos aided
the company in leveraging expertise from multiple divisions and accelerating the life cycle of
fundamental research, product development, drug approval, and product release. In addition,
the ICC approach helped reduce the licensing, infrastructure, and deployment costs of the data
warehousing and business intelligence environments compared to the previous case of one-off
deployments.

Deliver Timely, Accurate Data for Improved Retail Management and

Financial Analytics
A global leader in the entertainment industry has experienced tremendous growth both organically
and through aggressive acquisitions. The company was unable to make informed decisions due
to its inability to gain a daily 360-degree view of key business areas such as sales, revenue
recognition, and demand planning. The team could not accurately forecast revenue and supply
requirements to optimize product availability at key retail outlets. Further, month- and quarterend processing across functional areas was also highly problematic. A high degree of manual
coordination was required to gather the data, resulting in constant delays. To address these
issues, the company revamped its foundation for managing data from more than 20 key business
systems, including data from finance, executive dashboards, royalties, online orders, revenue
recognition, studio allocations, point of sales, and demand planning. More accurate sales
predictions have allowed the company to tightly control inventories, thereby reducing markdown
dollars, carrying costs, and scrap while also reducing the available merchandise at the retail shelf.
It accelerated the delivery of reports by five hours each day for demand planners. Within other
functional areas, it realized savings of several millions of dollars in project costs and a 25 percent
reduction in the time to rollout new business systems. In addition, IT now saves 50 percent of
their time at quarter end, and business users save 40 percent of their time at quarter end through
reduction of manual reconciliations.

Leverage a Common Data Foundation for Integrated Risk and

Compliance Management
A Global 500 bank sought to develop a common data foundation to comply with multiple
regulations, including Sarbanes-Oxley, Basel II, and anti-money laundering (AML). The firm
traditionally relied on spreadsheets, multiple applications, and manual reconciliation processes,
exposing many security and compliance risks. During the architecture planning, the firm chose to
manage data quality as part of the data integration initiative to ensure certifiably accurate data for
reporting and audits. The company integrated risk and financial reporting processes to record the
downstream impact of new loans on general ledgers based on the risk-rating of the loan collateral.
To satisfy AML requirements, it also developed a real-time, data quality scorecard aggregating
data quality metrics, involving approximately 150 validity rules to check hundreds of conditions
over 30 data elements for 27 lines of business. It is estimated that the company avoided up to
$20 million in regulatory penalties and saved more than $3 million in the costs of custom AML
solutions while completing the deployment ahead of schedule.
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Key Success Principles

Survey Potential Cost-Cutting and Efficiency Improvement
Opportunities
When starting an EIM initiative or seeking to regain momentum in the effort, leading CIOs are
making it a priority to find opportunities to demonstrate cost savings in selected areas using
some of the actions described in Table 1. They may begin with a survey of the environment such
as interviews and root cause analysis to identify the target areas for removing complexities or
redundancies. An initial demonstration of success helps IT executives gain credibility and build
allies inside an organization to broaden the scope of their projects and accelerate the delivery
time. For example, organizations tend to realize significant cost savings through aggregating
pricing data and volume history for supplier negotiation. This also helps internal productivity
enhancement because it can minimize review cycles and internal debates.

Build Your Cross-Functional Team Staff, Internal Allies, and Vendor

Partners
Planning and execution of an EIM initiative demands the right blend of expertise and experience.
Traditionally, most organizations have not been very successful at leveraging the combination of
skill sets and knowledge they possess within an organization. For this reason, once a CIO identifies
an area to pursue, he or she must take the time to identify and build a cross-functional team
representing the interest of an organization broadly across IT and business. Vendor partners can
also bring industry best practice of tools and methodology to accelerate the delivery cycle. By
encouraging the project team to examine the existing environment for the areas of underuse and
exposure from their own functional perspectives, IT leaders can develop a blueprint of EIM that
can pinpoint the specific opportunities and challenges with the associated use cases. This crossfunctional approach will also help capture the level of operational detail necessary to create a
concrete plan of attack.

Seek to Build a Foundation but Start with One or Two Key Subject
Areas
Many organizations are in the midst of institutionalizing a process for controlling and managing
data movements as part of the EIM program. To enforce such standards, it is essential to establish
an architectural foundation for the teams to pool resources across functional and geographical
boundaries. After establishing the long-term framework, it is important to select one or two key
subjects to start with. This is crucial because EIM is a discipline that an organization must learn
to adopt over time and as such, it requires time and effort to be successful. The best way for
an organization to show quick wins is in those selected areas. Typically, organizations zero-in on
specific areas such as finance or customer support so that this enhanced method can deliver
business results faster while the staff can adjust to the new standards and operating procedures.
For example, learning to use up-to-date customer information in contact centers as a phase one
initiative can help the second phase effort of improving cross-sell rates by making the customer
real-time analytics available to staff. In many cases, this subject-driven, phased approach can
reduce the risk of project overruns and delays, allowing IT to set a good precedent for advancing
the EIM initiative into other areas.

Driving Operational Efficiency: Key Success Principles for Enterprise Information Management (EIM)

11

Assess Your IM Competency Against the Opportunities and Challenges

at Hand
It is also vital for an organization to assess what specific dimensions of information management
competency can help generate tangible results in its environment. For example, for the financial
reporting and compliance areas, you can ask the following questions:
Would bringing the spreadsheets and PDF documents into a combined repository reduce the

time for finance and IT to consolidate and reconcile data for reporting and audit processes?
Can I reduce the amount of rework and debates across departments if the up-to-date

information is available from multiple ERP and divisional reporting systems in one place?
How much time are we spending to eliminate duplication and correct data quality issues when

validating the financial figures?

Can we validate our revenue recognition policy as part of the management certification process

for internal control over financial reporting?

How much time is it taking to get information for disclosing process deficiencies and risk

exposures as part of the operational and compliance review?

Do we experience downtime or slowness of data processing during quarter-end and annual

reporting cycles?
Many organizations use a combination of forced rank prioritization, direct cost estimates, and
ROI analysis to characterize and select the areas for investment across the IM discipline. This
helps them gain a better sense of which projects or investments represent the largest potential
business impact. For example, after an initial focus on data quality management, a major bank
company has reduced the time that the risk management and accounting staff spent reworking
the consolidation and reconciliation process. It also reduced the time to gather the supporting
information for revenue analysis and forecast by 20-30 percent. This has also allowed expensive
resources to spend more time on mission-critical tasks, instead of no- or low-value added tasks.

Reinforce the Link to Business Value Throughout the Life Cycle

Organizations tend to spend less time on collaborating and sharing the progress after the initial
project approval. This often leads to a gap between the corporate goals and IT investments
because business requirements inevitably change during the projects life cycle. It is imperative
for the cross-functional team to dedicate its time to measure the benefits against the investments
and reinforce the value of IT to the intended business results. Table 2 can be used to recapitulate
the objectives and solutions at hand while adjusting the direction of the overall program to reflect
an organizations evolving needs.

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Conclusion
Running a business is a continual cycle of business measurement, analysis, implementation, and
reinvention. Information is the lifeblood of this cycle. To help empower an organization to advance
its market leadership, the CIO can guide its course for building its IM competency the ability
to unify, coordinate, and control information delivery enterprise-wide. Such EIM excellence will
serve as a foundation for the organization to accelerate the rate of returns in operation how it
anticipates and manages the opportunities and risks in the market.
A well-managed EIM foundation helps IT deliver pervasive value to the enterprise. The benefits
are multifaceted involving higher revenue growth, lower cost structures, and improved asset
efficiency, going beyond the traditional concept of IT cost savings. This is why industry leaders
typically possess a higher level of IM maturity than their respective competitors. By taking the right
steps to ensure the availability of timely, trusted information, leading companies are positioning
themselves to meet the ongoing business demand of higher operational efficiency while
continuing to increase agility and competitive advantage in the long term.

Driving Operational Efficiency: Key Success Principles for Enterprise Information Management (EIM)

13

About HP and Informatica

HP, the leader in IT software and services, and Informatica, the global leader in enterprise data
integration, are dedicated to enabling customers to achieve operational excellence through their
market-leading information management offerings. The HP-Informatica joint solution is founded
upon the technical integration of our respective products and the global coverage of our sales
and service activities. The joint customers will be able to leverage HPs portfolio of hardware and
software capabilities and Informaticas enterprise data foundation. Together, HP and Informatica
offer organizations the ability to acquire, analyze, and deliver timely, trusted information for faster,
better decision making.
To help organizations accelerate the time to value for the EIM deployment, HP and Informatica
deliver the following solution offerings:
Operational BI with Data Quality: HP Neoview with Informatica Power Center Real Time

Edition and additional options (Data Cleanse and Match, and Data Profiling options). This
solution can be extended to include PowerCenter Advanced Edition, PowerExchange,
Informatica Data Quality, Informatica Identity Resolution and Informatica B2B Data
Exchange.
Global IM solution architects and practitioners: Experts with extensive experience and training

on HP Neoview and Informatica platforms.

Maximizing Throughput with HP Integrity Server: Certified on Informatica PowerCenter with

64-bit upgradeability

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HP
HP (NYSE: HPQ) focuses on simplifying technology experiences for all of its customers from
individual consumers to the largest businesses. With a portfolio that spans printing, personal
computing, software, services, and IT infrastructure, HP is among the worlds largest IT companies,
with revenue totaling $110.4 billion for the four fiscal quarters ended April 30, 2008.
When it comes to business intelligence, HP clients view HP as a trusted advisor, strategic business
partner, and expert implementerand for good reason. With the acquisitions of Knightsbridge
Solutions and The Technology Partners, SpA, HP now offers the accumulated experience that
comes from more than 2,000 business intelligence projects. Having solved some of the toughest
data problems in the industry, we unite vision, talent, and experience to get the job done.
Our flexible portfolio ranges from a complete suite of services to customized end-to-end BI
solutionsall leveraging our deep strength in major BI platforms and tools and complemented
by infrastructure offerings from best-of-breed partners. The HP Neoview data warehouse
solution provides companies with broader access to operational business intelligence: real-time
business information that improves insight and decision making. The new version of HP Neoview
includes several industry-first, patented technologies for operational business intelligence that
simultaneously handle mixed workloads of massive queries along with thousands of short,
transaction-like queries. More information about HP Neoview data warehouse is available at www.
hp.com/go/neoview. More information about HP is available at http://www.hp.com.

Informatica
Informatica Corporation (NASDAQ: INFA) is the leading independent provider of enterprise data
integration software and services. With Informatica, organizations can gain greater business value
by integrating all their information assets from across the enterprise. More than 2,950 companies
worldwide rely on Informatica to reduce the cost and expedite the time to address data integration
needs of any complexity and scale.
Drawing on our proven, 13-year track record of innovation and leadership, Informatica has defined
the standard for data integration that has delivered competitive advantage and operational
excellence to leading Global 1000 companies and government organizations. The Informatica
platform enables an organization to automate the life cycle of accessing, discovering, and
integrating all its data assets in any format, historical and operational across the enterprise.
By deploying Informatica as a foundation for managing data movement in enterprise data
warehousing (EDW), an organization gains the advantages of minute-by-minute decision making,
cross-business unit visibility, synchronization of mission-critical operations, and transparency for
regulatory compliance, while reducing costs and implementation risk. More information about
Informaticas EDW solutions is available at:
http://www.informatica.com/solutions/enterprise_data_warehouse
More information about Informatica is available at http://www.informatica.com.

Driving Operational Efficiency: Key Success Principles for Enterprise Information Management (EIM)

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