Driving Business Value with Service Orientation

1. IBM Corporation Breaking New Ground IBM SOA for Line of Business Customer References Driving Business Value with Service Orientation

2. SOA for LOB – Client ReferencesTABLE OF CONTENTS IBM Corporation • Aerospace & Defense • PLM supplier collaboration • Automotive • Dealer collaboration • Manufacturing productivity • Visibility across PDM systems • Banking • Core banking transformation (inc. NEFS) • Multichannel transformation (formerly Bank Branch Renewal) • SWIFT net support (inc. WBI-FN) • Wholesale payments integration • Electronics • Multichannel management • Product information management • Supply chain integration and RosettaNet • Financial Markets • Front / Back office integration • Trade and order management • Transform back office delivery • Government • eForms & records management • Public safety (aka "Rapid Response") • Healthcare & Life Sciences • Claims transformation • Healthcare enterprise portal • WBI for Healthcare Collaborative Network • (SCORE) Solution for Compliance in a Regulated Environment w3.ibm.com/software/xl/soa Driving Business Value with Service Orientation

3. SOA for LOB – Client ReferencesTABLE OF CONTENTS (cont.) IBM Corporation • Insurance • Channel management • Claims management • (Life) Policy administration • Retail • Master data management • Next generation e-commerce • Open POS • Telecommunications • BSS/OSS integration • Next generation services platform w3.ibm.com/software/xl/soa Driving Business Value with Service Orientation

4. Aerospace & Defense IBM Corporation Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

5. PLM supplier collaboration IBM Corporation Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

6. Outcomes • Business value: • Able to efficiently handle spare parts, consolidating purchasing and supply chain processes • Reduced travel investment through new collaborative development environment • Efficiently handle spare parts, consolidating purchasing and supply chain processes Bombardier Aerospace: Supply Chain IntegrationOptimizing the purchasing processes Business challenge: • Management of inventory processes across numerous systems Objectives: • An efficient way to get visibility into parts supply and demand to reduce inventory costs • Enable inventory process to span multiple suppliers across multiple manufacturing lines • Actions: • Used IBM software and a service orientation approach to standardize the disparate inventory data and automatically load it into SAP R/3 and Business Intelligence Warehouse (BW)

7. Outcomes • Business value: • Reduced time-to-market plan by approximately 30 percent • Reduced travel investment through new collaborative development environment • Increase in productivity with electronic updates to the database • Elimination of physical prototypes • Over 50% reduction in assembly time and 66% reduction in tooling costs Dassault Aviation: Supplier CollaborationDesigning a new aircraft Business challenge: • Faced with twin competitive pressures to build a high-performance executive aircraft and to gain market share, Dassault Aviation needed to accelerate its development time for the new plane from ten years to five. Objectives: • A collaborative, online design process to manage an average of 20,000 parts updates a week with business partners. • Actions: • Working together with IBM and Dassault Systemes, an IBM Business Partner, created a Product Lifecycle Management platform using a service orientation approach that allows Dassault to design the new aircraft in a virtual, parallel environment with its suppliers.

8. IBM Corporation Automotive Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

9. IBM Corporation Dealer collaboration Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

10. Outcomes • Business value: • Dealers have insight into vehicle fit and local demand when ordering parts and accessories • Visibility to margins and category performance • Reduced staff days because of reuse of services across production applications and enterprise data warehouse Vehicle manufacturer: Dealer collaborationImprove access to information by dealers • Business challenge: • To provide accurate inventory and timely delivery information to dealers based on accurate manufacturing information • Objectives: • Provide reconciliation of parts data with dealer shipments and order forecasts • Visibility to demand and market analysis information by dealers • Actions: • Implemented service oriented approach for application integration and data warehouse to improve the sales tracking, order and inventory management processes.

11. Outcomes: • Business value: • (DataPower) outperformed nearest competitor by a factor of 15 • IBM service orientation helped RouteOne redefine and improve the credit application process for its automobile dealers and their customers “DataPower XS40 delivers the performance required for comprehensive XML security functions, meaning that we will not have to sacrifice performance for protection.” – Joel Gruber, CIO, RouteOne RouteOne: Auto credit application Fast secure business transactions • Business challenge: • Lower the auto credit application process time for dealers and their customers while increasing the financing options • Objectives: • Link 22,000 auto dealerships to financing sources • Faster and more secure loan process with field-level encryption and digital signatures • Actions: • Implemented a new trading network using a service orientation approach that is always available and highly secure and able to support a volume of loan applications projected to reach 40 million per year

12. Outcomes • Business value: • 77% increase in dealer satisfaction for whole-goods ordering processes • Thousands of dollars saved for call center • Solution launched on time and under budget CNH (New Holland and Kobelco): Dealer collaborationImprove ordering processes for dealers • Business challenge: • Provide better service to dealers by enabling them to place and manage orders faster and more efficiently than a fax/phone process • Objectives: • Improve ordering processes • Reuse existing IT assets that can be treated as flexible services • Reduce the inefficiencies of fax and telephone ordering system • Actions: • Using a service oriented approach, provided direct access to CNH’s host applications, creating a more efficient ordering process. Worked with IBM and Beaver Creek Solutions, an IBM Business Partner, with IBM software and software services. • Extended implementation with a composite application approach for dealer, supplier and employee portal

13. Outcomes • Business value: • Increased chances of keeping existing good customers • Improved productivity for analyzing customer information, enabling prioritization on top customers • Increased sales leads from existing customer base Vehicle manufacturer: Dealer collaborationProactively retain existing customers • Business challenge: • Efficiently and proactively contact customers to propose new financing agreements • Objectives: • Simply and quickly analyze whether to propose value added services and better rates • Consolidate multiple business applications into a single view to provide better service for customers with expiring accounts • Actions: • Implemented service oriented approach with IBM to more effectively retain existing customers based on contract maturity

14. Outcomes • Business value: • Nearly 50% reduction in installation costs for applications deployed via the new application development platform • Nearly 30% reduction in ongoing operations costs (Gartner Group) • Reduction in overall application lifecycle costs and average application development cycle time “The solution … has established the foundation for us to become a nimbler more responsive company.” – Dr. Seshu Bhagavathula, Director for Technology Strategy, DaimlerChrysler DaimlerChrysler: Drive to flexibility and responsivenessProactive infrastructure • Business challenge: • Enable a more nimble and responsive business where the environment for deploying and running application supports sharing projects • Objectives: • An ability to create and reuse services, such as: get shipment dates within dealer collaboration to check inventory within manufacturing to get BOM level within PLM • An integrated infrastructure with built-in means to respond dynamically, requiring flexible systems and integrated processes • Standardize to made the company’s processes faster and more efficient • Actions: • Engaged IBM to design and build a standardized environment for delivering solutions within a service orientation approach

15. Outcomes • Business value: • Provided real-time visibility of orders • Provider and order change capability, and improved ability to manage high margin truck options • Reduced order to delivery span Vehicle manufacturer: Dealer collaborationOptimizing the sales processes Business challenge: • Large Truck Manufacturer needed an integration platform to support the company's dealer portal, extending legacy systems, enterprise applications and other business critical data to their website Objectives: • Integrate data from its existing legacy infrastructure and provide a seamless flow of information to dealers • Optimize the order-to-delivery process Actions: • Implemented IBM WebSphere software with a service oriented approach to present a seamless flow of information on its dealer portal with real time interaction between dealers and production steps

16. IBM Corporation Manufacturing productivity Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

17. Outcomes • Business value: • 100% consistency between orders and factory manufacturing • Increased BOM consistency from 88 to 94% • Reduced component lead time from 26 to 17 days • Shortened shipping lead time from 7 weeks to 4 weeks • Reused existing applications Vehicle manufacturer: Manufacturing productivityImproved product order and bill of material handling processes Business challenge: • Despite multiple systems as the result of acquisitions, this manufacturer needed to create efficient sales and purchase order processes with various plants and dealers across legacy systems Objectives: • Develop faster, integrated way to check availability, order status and shipping information • Keep factory manufacturing consistency with order • Use across various plants, integrating diverse technologies and leveraging existing applications • Keep customer data updated at its global sites • Actions: • Worked with IBM on a service oriented approach using IBM WebSphere to provide application integration with SAP software and other applications

18. Outcomes: • Business value: • 20% increase in staff productivity • Significant decrease in supplier and inventory costs • Expect 100% payback within a year • Reuse portal platform for every kind of portal Volkswagen: Manufacturing productivityImproving procurement productivity • Business challenge: • To make its procurement employees more productive to outpace competition, VW needed to integrate its supply-chain and procurement information and processes to become more responsive to a rapidly changing supplier environment • Objectives: • Connect employees and suppliers to information and applications and enable an automated, data-enriched workflow environment • Speed decision making • Increase responsiveness to suppliers • Actions: • Implemented a process driven portal using a service oriented approach with reusable service components serving discrete business functions to provide purchasing economies through more unified supply chain view

19. IBM Corporation Visibility across PDM systems Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

20. Outcomes • Business value: • 35% projected reduction in the design/engineering cycle • Estimated development cost savings of 25% • Automated, real time distribution of production documents to address changes and reduce errors Customer case: Supplier collaborationReduced development time and cost Business challenge: • Capture significant new share of the European auto market in five years. Reduce the designers, engineers and suppliers reliance on manual information distribution, in order to speed the development process and reduce error. Objectives: • A collaboration platform that centralizes document management for designers, engineers and suppliers. • With automated version control, development teams and suppliers can now access one interface to communicate design changes. • Actions: • Built collaborative supplier collaboration solution using a service orientation approach

21. IBM Corporation Banking Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

22. IBM Corporation Core banking transformation Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

23. Outcomes • Business value: • Enabled new service to internal and external clients for exchanging securities trading data and payments over SWIFTNet • More efficient, effective adoption of new, integrated business applications. • Increased adaptability to new market requirements Growing the top line while increasing efficiency Commerzbank AG • Business challenge: • Business areas organized in silos with dedicated applications. No common communication or integrationvehicle for applications like payments • Objectives: • Adopt a new component-based business model where some components can be handled by external partners • Move to this new model progressively within a service oriented architecture to increase business flexibility • Create new services in a flexible and cost-effective way. • Actions: • The firm implemented a reliable message-based infrastructure to support faster speed to market of new, integrated business functions.

24. IBM Corporation Multichannel transformation Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

25. Outcomes • Business value: • Electronic service: • Mortgage application process reduced from days to minutes • Increased customer retention and mortgage pull-through • Reduction of mail, courier, paper costs • Service orientation: • Quickly adaptable to other business areas • Re-usability of client profile information for signature verification and opening of other loan accounts On-line lender: Electronic delivery and approval service Disclosure documents and beyond • Business challenge: • Need to streamline the disclosure delivery and approval process for mortgages to reduce delay and customer fallout • Objectives: • Establish an electronic business service for disclosure delivery, signature, verification. • Establish “process” signature to create a legally enforceable end to end transaction while maintaining ease of use for the borrower • Replicate the service to other portions of the mortgage process, such as closing, and other loan products. • Actions: • The lender employed electronic delivery, signature with a service oriented approach.

26. Outcomes • Business value: • Higher adaptability to change. • Less business logic to change or build for new products, services, and policies to be implemented in support of multiple delivery channels. • Reduction in maintenance cost. Wachovia: Common business services Harnessing the value of shared services across channels • Business challenge: • Need to support multiple delivery channels for retail banking, including account opening services, in a consistent fashion • Reduce cost of maintaining duplicate business logic • Objectives: • Provide a single set of business and foundational services to support existing and future delivery channels • Reduce cost by leveraging common services • Actions: • Wachovia employed a service oriented approach and IBM SOA foundation products to provide a common set of re-usable business services in support of it’s delivery channels

27. IBM Corporation Electronics Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

28. IBM Corporation Supply chain integration and RosettaNet Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

29. Outcomes • Business value: • 100% payback in 24 months • Reduced annual deployment costs by $720,000 • Decreased system implementation time by 25% “With IBM’s help we can move forward with a service oriented architecture that helps us respond to today’s challenges and gives us a flexible architecture to respond to future challenges." -Ram Sunkara Xerox: Integrated multichannel processSupplier and channel collaboration Business challenge: • To centralize these programming efforts and bring costs under control by using more efficient methods of application development and integration Objectives: • Add systems as required without developing point to point code • Integrate and reuse development efforts • Maximize uptime of all business systems that rely on core data Actions: • Xerox employed a service oriented approach that integrated multiple applications to enable dramatically faster attachment of applications and processes without recoding

30. Outcomes • Business value: • Decreased phone and fax orders by 30% • Increased staff efficiency • Decreased order reaction time • Lowered overall IT costs by 7% • Increased Productivity with 350 partners • Improved customer satisfaction JK-Holding: Trading partner integrationSupplier and channel collaboration Business challenge: • Providing a real time collaboration system for the dealer network, field service and distributors Objectives: • Integrate data from multiple ERP systems • Eliminate manual tasks • Reduce reliance on manual tracking and order entry techniques Actions: • JK-Holding employed a service oriented approach that integrated multiple ERP procurement applications along with portal technology to enable dramatically faster commitment of product data to customers, distributors and field service technicians

31. Outcomes • Business value: • Slashed data handling time by days • Increased reaction time to customer orders • Decreased volume of manual procedures • Provide business partners real time information Skanska AB: Integrated partner portalSupplier and channel collaboration Business challenge: • Componentize real time access to product, price and promotion detail to all supply chain partners Objectives: • Integrate data from multiple partner systems • Eliminate manual tasks • Reduce time to manage and react to orders and inquiries Actions: • Skanska employed a service oriented approach that integrated multiple partner applications to enable dramatically faster commitment of product data to customers and suppliers

32. IBM Corporation Financial Markets Breaking new ground IBM SOA For LOB References Driving Business Value with Service Orientation

33. IBM Corporation Trade and order management Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

34. Outcomes • Business value: • Business flexibility and interoperability leveraging the Schwab Enterprise Bus • Ability to scale dynamically driven by business needs • Improved resilience Growing the top line while increasing efficiency Charles Schwab • Business challenge: • Requirement to be more responsive to changes in business conditions • Need to pursue new areas of revenue beyond brokerage • Objectives: • Increase efficiency in connecting and exchanging messages on trades, settlement, instruments • Update financial messaging Infrastructure to meet industry standards • Provide a logical transition between legacy and new business systems • Actions: • Created a service oriented approach to ease migration to new, changing business functions

35. IBM Corporation Government Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

36. IBM Corporation eForms & records management Breaking new ground IBM SOA for LOB References Driving Business Value with Service Orientation

37. Outcomes • Business value: • Users and 40 agencies can track and access data on defendants and cases from throughout the criminal justice process • CJIC has been able to modernize the application-programming interface (API) in its system • Other agencies can now use, access and receive data from the CJIC system • The county was able to significantly reduce costs because the solution allowed it to leverage existing skills and technology investments Modernizing for speed and improved accessibility County of Santa Clara, Criminal Justice Information Services • Business challenge: • Users of the CJIS system were replacing older systems with pre-built, off-the-shelf software packages due to the slow, screen-by-screen fashion of the current system. If steps were not taken to make it easier and more efficient for users to access the data they needed (arrests, bookings, custody time and probation), the group risked losing its relevance, as users looked elsewhere for the data. • Objectives: • Provide a modern, flexible, easy to use facelift for the CJIS transaction service, evolving them as web services • Actions: • Santa Clara implemented a service-oriented approach enabling its critical data easily accessible for all of its users.

38. Outcomes • Business value: • Established an enterprise foundation for service delivery that provides flexibility to update and add programs • Supports holistic case management for all programs • Fostering inter-agency collaboration with significantly improved service delivery • Simplified policies; support holistic case management and integration of programs and services • More accurate, timely and consistent eligibility determination Integrating agencies & providers while empowering clientState of Utah Department of Human Services • Business challenge: • Integrate service delivery into a model of holistic case management • Provide a single location for citizens to access government and non-profit service program information • Replace outdated, siloed legacy system • Objectives: • Flexible, cost-effective and citizen-focused eligibility solution for workforce services and health and human services • 24x7 access to community resources • More accurate, consistent, and faster eligibility determination • Faster, more accurate eligibility decisions • Actions: • Utah’s Department of Human Services employed a service oriented approach that significantly improved service delivery and case management and fostered inter-agency collaboration.

39. Outcomes • Business value: • Number of overall visitors to the portal increased by more than 50 percent in the last year to nearly 10 million • Expects to reduce the costs of managing the system by more than 25% • County processed 60,000 electronic payments totaling more than $4 million in revenue • Greater IT flexibility: • Improved availability and diagnostic capabilities with server consolidation • More streamlined publishing workflow, getting information out to citizens faster • “Our citizens are truly thrilled with the level of service we’ve been able to provide” • – Judi Zito • CIO, Miami-Dade County Breaking down the silos Miami-Dade County • Business challenge: • Be more responsive to its constituents by building an online experience tailored to their needs – one that breaks down silos providing a seamless e-Government • Objectives: • e-government solution to redefine the way services were offered to constituents • More convenient access to County services • Break down siloed barriers • Actions: • Miami-Dade County employed a service oriented approach that significantly improved service delivery and greater access to information regarding services.

40. Business challenge: Government agency mandated to make 80% of its transactions “electronic” by 2007 Objectives: Robust, scalable service-oriented system linking external trading partners with new applications Must deliver new services using existing assets Actions: The IRS employed a service-oriented approach to build and deliver an electronic document filing service to speed processing, reduce errors and support new approaches to deliver new services • Outcomes • Business value: • Enabled delivery of new services to citizens faster, while reducing operating costs and providing improved flexibility • Error rates associated with manual adjustments to transmitted data were reduced from 25% to 6% • Employee productivity increased through online availability of submission data • Client complied with government mandate and completed ahead of schedule Business flexibility and external partner integration IRS e-Filing application IBM Internal Use Only

41. Outcomes • Business value: • Saved 1/3 of time required to fill out forms when the system is fully automated • Improved security of information and provision of auditable records • Reduction of system redundancies and common user errors • Total savings of $1.3 billion annually in administrative processing costs • Regulatory compliance Transforming business processes with integrated solutions U.S. Army • Business challenge: • The Army had a forms-based business process that was largely a manual one requiring an online integrated forms management solution • Objectives: • Be able to handle the speed and flexibility that is required in the field • Increase productivity & decrease costs for the Army’s use of forms-based business processes • Confidential and critical data must be captured and transferred securely • Actions: • The U.S. Army employed a service-oriented approach through greater IT flexibility that allowed it to re-engineer its forms-based business processes with an integrated forms management solution

42. Outcomes • Business Value: • Efficient and up-to-date online support for the public • Provide relevant online information for all lawyers and attorneys in the Austrian juridical system • Able to monitor increased operational efficiency, functionality and customer service • Reduced integration implementation more than 60% Reliability using Web servicesMinistry of Justice Austria • Business challenge: • Ministry of Justice Austria had multiple existing application solutions used in electronic exchange with partners and government agencies. These were once easy to use and efficient means to access information. Because of technical advances and new requirements, the solutions needed to be upgraded. However, the data formats were rigid and costly to maintain by the MoJ and by the users utilizing proprietary technology. • Objectives: • A complete renewal of their automation of judicial proceedings • Actions: • The Ministry of Justice Austria employed a service-oriented approach that assembled a solid foundation on which to base this and future eGovernment initiatives

43. e-government integration framework KDVZ • Outcomes • Business value: • Potential savings of more than $1 million in business registration process • Low cost solution frees up resources for new e-government applications • 99.999 percent availability for greater resilience • Significant cost savings over point-to-point integrations Established in 1973, this organization is a full-service provider of IT services for approximately 50 counties and local governments in a European country, representing three million citizens. • Business challenge: • Connect local agencies for greater public convenience accessible 24x7 • Objectives: • 24x7, online business network enabling agencies to access each other’s data in real-time • Needed a high-level integration infrastructure that would enable them to share resources with one another on the fly • Actions: • KDVZ employed a service-oriented approach which provided a low cost, easily accessible, integrated infrastructure that provides an online business network enabling local agencies to share resources

44. Outcomes • Business value: • After deploying the POC project, DEFRA recognized the benefits of the change to a service oriented approach. For the first time, users and stakeholders could view all information regarding where animals were currently held, and its prior locations. • Should an animal be carrying a disease, the system can calculate the location of the most probable infection risk area • Provide visual map information of the geographical area affected and can calculate the severity of the event. • Business intelligence tools to support the business scenario Sharing a single view of data for disease analysisDepartment for Environment, Food and Rural Affairs • Business challenge: • DEFRA had siloed information and independent business processes; the organization found decision making to be complex and time-consuming. Before it could use data, DEFRA had to thoroughly check and cleanse it, a process that required massive effort and inhibited progress. • Objectives: • Share a single view of data with users throughout the organization and test the new system with data where DEFRA employees would be able to closely monitor animal movements and calculate the likelihood and impact of infection • Provide ad-hoc business intelligence tools • Actions: • DEFRA implemented a service-oriented approach to share a single view of data to provide an environment for deploying applications, such as those used for disease analysis and livestock movement registration services.

45. Outcomes • Business value: • Provided multi-channel access integrating people, processes and information • Reduced cost in terms of paperwork • Reduction in time (i.e. customer service, transaction processing) • Reduction in the number of visits to government offices Business integration Dubai Municipality • Business challenge: • Dubai municipality was challenged with internal bureaucracies and single channel customer service facing processes • Objectives: • Be the best e-government program in Dubai • Remove Internal bureaucracies and improve its customer facing processes and be more responsive • Demonstrate savings internally and externally to customers • Increase publicity of the Municipality • Actions: • Dubai Municipality employed a service-oriented approach which provided a low-cost, responsive and convenient online service that reduced time in processing paperwork and provided multi-touch customer service

46. Outcomes • Business value: • Customs Administration is now able to easily exchange data with the Tax Administration and the Treasury Administration to improve its services • Since implementing the solution, the Customs Administration has improved the response times of its border-crossing applications by up to 50 percent • The new IT infrastructure is more flexible and enables effective integration and data exchange with the IT systems of other organizations Enabling effective integration and data exchangeSerbian Ministry of Finance • Business challenge: • Critical business functions were at risk in the customs administration of the Serbian Ministry of Finance due to inadequate IT infrastructure performance • Objectives: • Simplify business procedures while maintaining stability and reliability of the production system • Integrate with other agencies systems within the ministry of finance (tax administration and treasury administration) • Actions: • The Customs Administration in Serbia upgraded its Information Systems of Customs Serbia infrastructure using advanced open technologies to build a service-oriented approach that supports software development and data exchange

47. Outcomes • Business value: • Greater ability to control costs and manage the growth in information management responsibilities • Reduced administrative workload • Improved quality of information, leading to higher user confidence in timeliness and accuracy of information • Better management of information delivery processes “Our service oriented architecture is based on a single development paradigm that leverages reusable parts of the existing solution. We can add new functionality very easily and present data in a number of ways, adding value to the services we provide to our constituents.”- Geoff Yeats, Chief Information Officer Flexibility, openness to the futureTransit New Zealand • Business challenge: • TNZ wanted to provide better access to information to the public, contractors and government agencies but the lack of integrated information stood in the way. • Objectives: • Simplify increasing complexity of managing siloed information while providing more accurate, reliable information to multiple constituents • Streamline and optimize business processes • Actions: • TNZ employed a service-oriented approach to connect the public, contractors and government agencies by creating an enterprise content management system with a single portal interface and enterprise-wide search engine

48. Outcomes • Business value: • Integration: Integrate existing internal systems with external business associates through a single software stack • Access: Provide more choices for Centrelink's customers, improving access to information • Automation: Automate routine administration work so that staff can concentrate on providing customers with more complex tasks a higher level of service. • Security: Ensure the highest levels of security access and authentication controls to safeguard customer records Improving services while also winning new business Department of Human Services: Centrelink • Business challenge: • All Australian government departments and agencies are under increased pressure to improve efficiencies, deliver better services to constituents and provide alternate channels of service delivery. • Objectives: • Provide more choices in how customers can access services • Automate routine work • Enhance existing systems and develop new capabilities to support the delivery of services via the phone, Internet and emerging technologies • Actions: • Centrelink employed an underlying service- oriented approach that integrated existing internal systems and can easily accommodate new business applications and simplify future process changes

49. Outcomes • Business value: • Information can be extracted on an as-needed basis depending on the urgency of the business requirement • The agency has been able to develop new real-time applications, including standardized tax receipt management, rewards and incentive management • Administrators now have unified, up-to-date and accurate views of key metrics • ROI is excellent by leveraging existing systems investments • Data is now accessible and more accurate in real time • Users have direct, simultaneous access to dynamic business databases through a single window Reducing complexity while improving return on investmentShandong Province Local Taxation Bureau • Business challenge: • The bureau collects taxes 90.79 million residents, as well as industrial and agricultural enterprises. With multiple offices and over 200 databases in the province, the agency required a unified and integrated view of provincial tax data and city and county tax data. • Objectives: • Process information centrally for general and provincial bureaus • Handle all kinds of taxes, work links and national and local tax bureaus, and connect with related departments • Actions: • The Bureau employed a three-phased service-oriented approach that integrated its 200 databases and made it available from a single interface to provide real-time access to its data by users, enterprises and other bureaus.

50. Outcomes • Business value: • Cost-effective solution leads to greater increase in citizen satisfaction • Government agencies and departments can quickly exchange data • Citizens can easily access the RDEC database to find forms and information • Improved employee productivity processing 30% more documents while reducing form-processing turnaround by 50% • Maintenance costs cut by 30% Simplifying access to Taiwan’s government servicesResearch, Development and Education Commission (RDEC) • Business challenge: • RDEC’s highest priority lies in an ongoing effort to modernize Taiwan’s government, but its infrastructure was incapable of supporting the rapid conversion of an increasing number of services • Objectives: • Make it easier for citizens to find and access government information and services • Transition government services to the web • Improve efficiency and let staff focus on mission-critical tasks • Actions: • RDEC employed a service-oriented approach built on scalable infrastructure that simplifies and standardizes their web-enabled government services