WHITE PAPER

AN INTELLIGENT
PERFORMANCE
MANAGEMENT FRAMEWORK: CLOSING THE GAP
BETWEEN STRATEGY AND
DAY-TO-DAY DECISIONS
October, 2015

HIGHLIGHTS
P2
An organization must first identify
its key stakeholders and mandate.
It must then understand what
combination of customers,
products, services and channels
will provide different contributions
to this expected value.

P5
The IFS EOI methodology
portrays the business strategy.
It translates this strategy into
execution and manages
business improvement.

P9
IFS EOINequi
Fuga.
creates
cumtransparency
fugia aut
alibusam
within
organizations
estiumqui nam,
by
unditis dollest,
applying
extended
quidvalue
ea
elluptae.
chain
management. This
gives management insight
into the relationships
between performance,
customers, channels,
products, processes,
organization, roles, suppliers,
projects, risks, contracts and
other customizable assets.

CONTENT
THE CHALLENGE OF PERFORMANCE MANAGEMENT..................................................................... 1
PERFORMANCE MANAGEMENT TODAY......................................................................................... 1
TURN A GOOD CONCEPT INTO REALITY........................................................................................ 1
THE PITFALL FOR MANY COMPANIES .......................................................................................... 2
WHAT DOES IT TAKE TO CREATE AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK? .2
UNDERSTANDING WHAT IS IMPORTANT....................................................................................... 2
THE BUSINESS MODEL ............................................................................................................... 2
PERFORMANCE IS ABOUT PROCESSES AND PEOPLE.................................................................... 3
PROCESS MANAGEMENT ORGANIZATION IS KEY......................................................................... 3
RESOURCES CREATE THE VALUE................................................................................................. 4
TRANSFORM IT BOX SOLUTION INTO A BUSINESS-LED PERFORMANCE
MANAGEMENT APPROACH.......................................................................................................... 4
CONNECTED MANAGEMENT COCKPITS FOR INTELLIGENT PERFORMANCE MANAGEMENT ........... 5
STRATEGY, EXECUTION AND BUSINESS IMPROVEMENT............................................................... 5
INTEGRATED COCKPITS............................................................................................................... 7
CONNECTED IMPLEMENTATION FRAMEWORK.............................................................................. 7
INDUSTRY MANAGEMENT COCKPITS .......................................................................................... 8
CHALLENGING THE BOX MAN...................................................................................................... 8
CONNECTED STRATEGY TO OPERATIONS...................................................................................... 9
FITTING INTO GARTNERS MAGIC QUADRANTS.......................................................................... 10
BUSINESS PROCESS MANAGEMENT (BPM) PLUS...................................................................... 10
BUSINESS INTELLIGENCE (BI) PLUS.......................................................................................... 11
PROGRAM AND PROJECT MANAGEMENT (PPM) PLUS................................................................ 11
GOVERNANCE, RISK AND COMPLIANCE (GRC) PLUS.................................................................. 12
CORPORATE PERFORMANCE MANAGEMENT (CPM) PLUS........................................................... 12
ENTERPRISE ARCHITECTURE (EA) PLUS.................................................................................... 13
BUSINESS LEADERS WANT INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORKS............ 13
ABOUT IFS EOI ......................................................................................................................... 13
ABOUT IFS................................................................................................................................ 14

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

AN INTELLIGENT PERFORMANCE MANAGEMENT

FRAMEWORK: CLOSING THE GAP BETWEEN
STRATEGY AND DAY-TO-DAY DECISIONS
THE CHALLENGE OF PERFORMANCE MANAGEMENT
The challenge put forward by leading research company, Gartner , is for
companies to implement a performance management framework for strategy
execution. From their perspective, such a framework should:
Define a set of performance management processes
Implement these processes in a portfolio of analytic applications
Support the needs of managers at all levels
Link the portfolio to an enterprise metrics framework

Most midsize and large

businesses are so complex
that trying to manage
them using a methodology
such as the balanced
scorecard supported by
manual processes and
spreadsheets will
invariably fail.

Leverage a consistent data infrastructure

Integrate into business processes
S upport the framework with a BI platform enabling ad hoc investigation
and root cause analysis

PERFORMANCE MANAGEMENT TODAY

Many frameworks and methodologies support performance management:
balanced scorecard, business excellence model, shareholder value model, activitybased costing/management, benchmarking, corporate performance management and business process management. Each of these claims to be comprehensive. However, at a more detailed level all offer a different perspective on
performance management.

TURN A GOOD CONCEPT INTO REALITY

Most midsize and large businesses are so complex that trying to manage them
using a methodology such as the balanced scorecard supported by manual
processes and spreadsheets will invariably fail. These businesses fail because
they do not link the concept of a performance management framework with
direct improvement of the business processes, and therefore do not close the
gap between strategy and day-by-day operations. However, this failure can be
easily prevented.

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

An organization must first

identify its key
stakeholders and
mandate. It must then
understand what
combination of customers,
products, services and
channels will provide
different contributions to
this expected value.

THE PITFALL FOR MANY COMPANIES

Balanced scorecard omits certain stakeholders such as suppliers and employees,
and it certainly misses a link with other initiatives within the organization,
such as governance, risk and compliancy (GRC). Shareholder value analysis
and corporate performance management (CPM) comes close. Although to date
it could be perceived as being too financially oriented. Furthermore, activitybased costing/management lacks shareholder, customer or employee opinion,
and benchmarking usually tends to be a one-off exercise. Finally, business
process management (BPM) often turns out to be a very local initiative leading
to process silos. In short, all of these frameworks and methodologies add value
from different perspectives, but they act independently and omit interdependencies and cross-leverage.
Does such an intelligent performance management framework exist?
The answer is Yes!

WHAT DOES IT TAKE TO CREATE AN INTELLIGENT

PERFORMANCE MANAGEMENT FRAMEWORK?
Performance management is a multifaceted concept with many interdependencies.
Therefore, it requires a multifaceted, highly adaptable framework, particularly
in the current economic climate.

UNDERSTANDING WHAT IS IMPORTANT

An organization must first identify its key stakeholders and mandate. It must
then understand what combination of customers, products, services and channels will provide different contributions to this expected value. Furthermore,
the organization must be able to identify and connect the processes that are
required to deliver these combinations. Finally, it must understand what
resources or capabilities will be needed to execute these processes.
A strategic value chain helps organizations to get started by providing a
structured interactive approach.

THE BUSINESS MODEL

The starting point is the stakeholders. They set the constraints and demand
value. After the stakeholder, then work on the strategies. Stakeholders define
the nature and content of the value they demand.

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

Strategic Results

MANAGEMENT
Products
INPUT
SUPPLIERS

CORE
PROCESSES

Services
S

PERFORMANCE

Channels

VALUE
CUSTOMERS

FINANCIALS

DELIVERY

CONSTRAINTS

RISK &
COMPLIANCE

SUPPORT

How
Cause
Strategic business context
Visualization

Stakeholders

SALES

What
Strategic
results
Balanced
perspective

Why
Effect
Stakeholders

IFS EOI is business-modeldriven, integrated and

interactive software. It has
the capability to lay out
the foundation for engaging
leadership and
communicating the
objectives and goals of the
organization.

The organization must choose which strategies to adopt to ensure that the
wants and needs of the stakeholders are satisfied.
Performance measurements and enterprise metrics are vital:
To track whether strategies are actually being implemented
To communicate these strategies to the organization
To encourage the implementation of the strategies
To analyze whether strategies deliver the expected or planned results

PERFORMANCE IS ABOUT PROCESSES AND PEOPLE

Where many existing frameworks and methodologies falter, the IFS Enterprise
Operational Intelligence (IFS EOI) framework extends the existing models
with the alignment of processes and resources to execute the business objectives.
These process level and resource level metrics are crucial in order to connect
business excellence to operational excellence. IFS EOI is business-model-driven,
integrated and interactive software. It has the capability to lay out the foundation for engaging leadership and communicating the objectives and goals of the
organization.

PROCESS MANAGEMENT ORGANIZATION IS KEY

A process perspective delivers visibility through focusing on how an organization
performs activities and what differentiates it from other organizations. It brings
adaptability to the organization by allowing employees to respond quickly to
the changing external environment.
Having a sustained focus on what really matters to the organizations stakeholders means the end result is the main priority. It sets a performance culture
within the organization by breaking down the internal fiefdoms or silos that
decrease customers and stakeholders ability to perform.

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

Processes cannot run on

their own; they need
resources such as people,
policies, procedures,
physical infrastructure and
sometimes technology to
enable or enhance them.

RESOURCES CREATE THE VALUE

Processes cannot run on their own; they need resources such as people, policies,
procedures, physical infrastructure and sometimes technology to enable or
enhance them.
These diverse resources form the organizations ability to create value for
its stakeholders through its processes.

TRANSFORM IT BOX SOLUTION INTO A BUSINESS-LED

PERFORMANCE MANAGEMENT APPROACH
The processes that are necessary to manage the intelligent performance management framework should also be regarded as specific business processes. Therefore,
they should be defined, documented and managed, preferably within the same
environment as the management framework.
If these performance management processes are not clear to the organization,
a rush into pure technology investments often occurs. This IT box solution is
not the best performance management approach.
The following categorization is based on Gartners definition of the highlevel performance management processes:
Align to Execute
Plan to Perform
Measure to Monitor
Report to Comply
Each of these processes can be managed as supporting business processes.
Stakeholders
strategy

Customers,
Channels,
Products,
Services

Processes

Execution

Evaluation

Align to Execute
Plan to Perform
Measure to Monitor
Report to Comply

Figure 2: High-level Performance Management Processes

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

CONNECTED MANAGEMENT COCKPITS FOR INTELLIGENT

PERFORMANCE MANAGEMENT
Connected management cockpits provide a new way of planning, executing
and controlling strategy by:
Providing a methodology
Integrating cockpits to support the methodology
Training staff to deliver value through the connected implementation
framework
Providing industry management cockpits to fit your industry dynamics

STRATEGY, EXECUTION AND BUSINESS IMPROVEMENT

The IFS EOI methodology portrays the business strategy. It translates this
strategy into execution and manages business improvement. As shown in
Figure 1, core to the methodology is the strategic value chain. This contains a
visual representation of the business model aligned with the most important
strategic result areas. The results are aligned with stakeholders different value
and constraint perspectives.
The three key elements are:
CONNECTED BUSINESS MODEL
The IFS EOI anchor modelcalled BizMapdelivers a visual representation
of the coherence and dependencies between the constituents of the business. It
depicts an easy-to-understand business model or value creation model. This
visual insight that is missing in most alternatives is one of the key differentiators
of IFS EOI in the performance management market. Furthermore, this business
model is dynamic, which means that it is context-aware and capable of continuously interacting with its environment and users.
Perhaps the biggest contribution of this dynamic business model to the
organization is the way it handles changes.
When there is a change in the external (environment, regulations, competition)
or internal context (focused factory, strategy change, new initiative, reorganization, innovation), control, management objectives and reporting have to be
realigned. In this model-driven approach, this can be done by reconfiguring
the models or any of the model components during runtime, followed by the
immediate adaptation of all related cockpits, dashboards, and reports.

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

In classical BI and performance management environments, these changes

require an assignment of several change requests to the ICT, developer or BI
community, leading to a serious development project for new reports, dashboards, and sometimes even ETL processes. In this case change will be handled
through a new build stage. Besides the speed of acting on change, or call it
business agility, this also has a tremendous impact on the size and cost of the
maintenance organization of the performance management solution.

Figure 3: Integrated Connected management cockpit

CONNECTED BUSINESS EXECUTION

Executing the business model is key to delivering the strategy. From both a
business and IT perspective, the main areas where the business model and
execution interface are the processes. Most activities are part of a process,
governed by rules, and create data and communicate results. These activity areas
are the starting point for automation, the handover between business and IT.
CONNECTED BUSINESS IMPROVEMENT
For continuous improvementand to ensure that strategy and execution are
alignedit is vital to have a management process in place that relates actual
execution to the planned execution as depicted by the business model. Core
contributors to this outcome are incident management, a plan-do-check-act
cycle, and change management, which influence areas such as performance
management, and risk and compliance management. By assuring the interaction
of all these management areas, the IFS EOI methodology locks in business
improvement management.

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

INTEGRATED COCKPITS
The connected management cockpits have been designed with the business
manager in mind. Everything from user interface to collaboration was developed with one goal in mind: to provide the optimal integrated workspace for
the manager. From strategic management meetings to daily operational management, it offers integrated information and active management tools for every
role.
Based on the IFS EOI methodology and strengthened by customers experiences, IFS EOI supports every hierarchical or functional management area.
Whether you are managing a strategic value chain comprised of many organizations, a division or business unit, or if you are responsible for a functional
area such as risk, compliance, operations, innovation, HR, IT or finance,
IFS EOI provides you the right information and management tools.

CONNECTED IMPLEMENTATION FRAMEWORK

The connected implementation framework is designed specifically to drive
effective and successful client implementations that deliver real business value.
It provides companies with a consistent approach and deliverables, irrespective
of size or complexity.
The framework combines recognized project management fundamentals
with IFS EOIs unique connected implementation approach and agile software.
It provides quality, best practice and speed of delivery.
The implemented software works exactly as it is modeled. Because of this,
there is a 100% match with organizational requirements.
It is implemented in phases, each comprising individual sprints with a fixed
team and a fixed duration, but variable scope.
The number of phases is customer-driven and always includes an initiation
and ending. This unique approach ensures that each phase delivers tangible
business value. Knowledge transfer ensures that there are trained champions
who can lead sustained organizational improvement after implementation.
IFS EOI helps you run your business better, not run it for you.
SPRINT RESULTS Working cockpits Connect to sources Sustained Improvement

Sprints of 3 weeks
Figure 4: Connected implementation frameworkSprints

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

INDUSTRY MANAGEMENT COCKPITS

Industry management cockpits are combinations of the IFS EOI software and
best practice content applicable to certain industries.
The creation of performance management applications based on the IFS
EOI software corresponds to Gartners performance management analytic
applications . They consist of predefined metadata and workflows, industryspecific content, sets of predefined models, and analysis and delivery capabilities.
These applications bridge the gap between the worlds of business intelligence
(BI) and business applications, because they add business context to BI technology while providing much-needed analytical capabilities in business
applications.
The connected industry cockpits capture your entire businessfrom the
board to shop floor. You can execute enterprise-wide strategies and programs,
stimulating collaboration. By aligning all the processes, performance and
people, managers have the tools to achieve sustained improvement.
The industry cockpits come with:
Role-based KPIs

Evaluation

Dynamic workflows
Report wizard
Compliance library
IT connectors (eg: SAP, Oracle)

Industry best practice content

Connected management cockpits
Figure 5: Industry management cockpits

CHALLENGING THE BOX MAN

It is human nature to categorize the world, often unconsciously. It helps
reduce complexity and makes it more approachable. But what happens when
you have more to offer than the compartment you have been assigned to?
Challenging The box man is a big challenge for IFS EOI. IFS EOI
encourages team play at every level. This is why there is no one-to-one fit with
the standard boxed IT domains.
It is the combination of business intelligence, process and performance
management, risk and compliance in single cockpits that brings the difference.
Because to the end user it is all relevant in combination.

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

BI

BPM
IBM
Microsoft
Qlikview
...

Aris
Cordys
Pegasystems
...

IFS EOI
BWise!
Thomson
MetricStream
...
GRC

CA Technologies
Compuware
Planview
...
PPM

CONNECTED STRATEGY TO OPERATIONS

IFS EOI is the only cockpit software that connects strategy to the execution of
this strategy and vice versa.
This is done by the BizMap (Figure 1), which delivers a framework into
which every initiative within the organization can be connected.
Imagine bringing to the boardroom the responsible managers for a process
management initiative, a GRC initiative and a customer-focused BI project.
Asking which customer, product, service, channel or process delivers the most
value to the organization will reveal very different, non-coherent answers and
will usually end up with them questioning each others data.
The IFS EOI BizMap connects these roles in such a way that they all speak
the same language and see a single version of the truth.
IFS EOI manages these diverse, interrelated initiatives by taking into
account only the relevant metadata from each initiative i.e. the value that is
contributed to the diverse stakeholders of the organization. To accomplish this,
the IFS EOI methodology starts from the key stakeholders and the strategy,
which is a top-down approach that requires us to know what we need to
measure operationally.
IFS EOI creates transparency within organizations by applying extended
value chain management. This gives management insight into the relationships
between performance, customers, channels, products, processes, organization,
roles, suppliers, projects, risks, contracts and other customizable assets.
Business process leaders must understand the correlation between these
fundamental building blocks to succeed in any initiative.

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

FITTING INTO GARTNERS MAGIC QUADRANTS

Gartner has different Magic Quadrants. The quadrants are a culmination of
research about technology in a specific market and are often used by senior
decision makers to see how a vendor is rated in that specific quadrant (or box!)

IFS EOI captures all the

relevant business process
information that is
necessary to manage
processes within the
context of the business
value chains

BUSINESS PROCESS MANAGEMENT (BPM) PLUS

IFS EOI captures all the relevant business process information that is necessary
to manage processes within the context of the business value chains, including:
Activities and input/control/output/resources (ICORs)
Workflows
Process measurements
Risk indicators
Process governance
Most BPM initiatives model processes in full detail without first looking at
what processes (or sub-processes) are really important. With IFS EOI, you can
clearly see what processes are valuable enough to be decomposed and analyzed
in detail. Therefore, it captures all relevant business process information that is
necessary to manage processes within the context of the business value chains.
These chains include activities, workflows, process measurements, risk indicators and the necessary process governance, while the cockpit software provides
all the functionality. Most of the data is metadata or higher-level information,
hence the fast implementation.

10

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

Moreover, existing business process management information resulting from

business process analysis tools can be leveraged through standards-based
connections (e.g. BPMN) and existing or planned process execution platforms
(business process management suites).
So, rather than being a BPM solution, IFS EOI offers the necessary strategic
dimension to these solutions and could be better positioned as strategic BPM,
delivering tremendous value to BPM initiatives.

BUSINESS INTELLIGENCE (BI) PLUS

The IFS EOI solutions incorporate full business intelligence (BI), which draws
on multiple data from diverse systems and leverages all possible interdependencies between the data. However, IFS EOI extends these standard BI
capabilities by also integrating organization-wide performance management.
This next generation BI platform integrates all possible and relevant databases, transaction systems and process execution systems to incorporate the
business value chains and to allow for analysis of the entire organization from
a single source. The IFS EOI top-down methodology, by starting with the
strategy, introduces another substantial difference: only data useful to support
the strategy is incorporated, which ensures that data warehouses, data marts
and related cubes are sized sensibly.
Additionally, existing BI systems (usually locally inspired and difficult to
disclose on an enterprise-wide level) can be leveraged to show valuable relations
on an enterprise level through standards-based connections. So, in this case,
IFS EOI can be positioned as a BI tool, but because of its strategy-based methodology, strategic BI is a reasonable differentiation.

PROGRAM AND PROJECT MANAGEMENT (PPM) PLUS

The program and project management (PPM) market deals with a hierarchy of
functions, roles and standards that range from the planning and execution of
projects through their interaction with the enterprises strategic goals. At a
strategic level, PPM features support decision-making that aligns initiative
investments with business goals. Functions provide business intelligence on
project or service delivery and pipelines, report and forecast initiatives progress,
analyze alternatives, and prioritize. IFS EOI is not an operational PPM tool,
but can be regarded as delivering and executing the strategic perspective and as
an excellent value-based program and project portfolio management solution.

11

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

GOVERNANCE, RISK AND COMPLIANCE (GRC) PLUS

IFS EOI supports any GRC initiative by addressing explicitly the GRC link to
strategy and the most important risk indicators relative to value creation within the organization. Any board of directors wants to know that their organization is appropriately protected against reasonably anticipated risk. Many GRC
initiatives struggle to link risk management efforts in security,
privacy, business continuity and compliance to the value they provide at the
line-of-business and executive levels. Gartner recommends that compliance
and risk officers ensure business alignment in such a way that the IT components of the GRC solution should be relevant to each enterprises business
goals and risks. GRC initiatives should be linked to other critical business
strategies and objectives, rather than having stand-alone GRC projects.
Practical tips are even provided to link risk initiatives to corporate goals, to
leave out operational metrics in executive communication, and to report risk
assessments quarterly using simple, clear criteria. IFS EOI provides an answer
to all of these issues in specifying how this can be realized in an executable
environment.

CORPORATE PERFORMANCE MANAGEMENT (CPM) PLUS

Corporate performance management aims, manages and reports on an organizations overall corporate or business performance of the management processes
controlled by the CEO, board and management team. The way in which
Gartner has defined CPM and the use of this solution has shown that, in
almost all cases, it has been implemented as a financial analysis tool. In this
way, financial performance management is a better label for this category of
tools and supporting methodologies. Today, it is generally recognized that all
functional areas and business processes within an organization have their own
performance management requirements and applications.
Therefore, a strategic perspective on the alignment of these different performance management initiatives within a broader context, such as a value-based
business map, is crucial to support an end-to-end strategic view on corporate
performance. In the latest CPM Magic Quadrant (February 2012), the strategic
extension is seen to be gaining ground.
Therefore, IFS EOI could be truly regarded as providing corporate performance management in an extended way. A way to differentiate the solution
from the usual providers of CPM solutions is to look at IFS EOI as strategic
corporate performance management or, even better, as an intelligent corporate
performance management framework.

12

AN INTELLIGENT PERFORMANCE MANAGEMENT FRAMEWORK

ENTERPRISE ARCHITECTURE (EA) PLUS

IFS EOIs solutions are not enterprise architecture (EA) tools; they support the
strategic links of an EA by showing the relationship of the many constituents
of an EA framework against their relative strategic importance. Gartner has
published a lot of research on why EA should start from a strategic perspective
by formulating and expanding the common requirements vision (CRV). This
CRV deliverable from the EA process describes the link between environmental
trends, business strategy and the overarching requirements that the EA must
meet to satisfy the business strategy. To quickly communicate the highest-level
business entity relationships, they recommend using a business anchor model,
such as an enterprise value network. This anchor model determines the strategic alignment with an enterprises generic competitive strategy for internal and
external activities, resulting in the highest-level representation of the business.
That is exactly what IFS EOI brings to the table and why it is a valuable part
of any EA initiative. It could be positioned as the strategic part of EA.

IFS EOI Magic Diamond of

Performance Management
BI

BPM

iCPM

PPM

GRC

BUSINESS LEADERS WANT INTELLIGENT PERFORMANCE

MANAGEMENT FRAMEWORKS
Business leaders have always been looking for solutions that link strategy to
operations and that report on these in relation to the strategy directives. The
reason is that successful leaders know they must address internal business
constraints individually and collectively as an integrated set of capabilities.
They must be aligned to deliver the desired business outcomes of different
stakeholders. Now, the issue is solved using spreadsheets and isolated, mostly
local solutions.
Companies realize that there needs to be a change. Business leaders are
driving the demand for intelligent performance management frameworks.
The answer is connected management cockpits.

ABOUT IFS EOI

Its the mission of IFS EOI to help managers anticipate and deal with the most
critical operational and strategic business decisions, to improve their business
performance and bridge the business/IT gap. IFS EOI provides companies
with a practical platform for immediate decisions while visualizing the impact
on the big picture. IFS EOI delivers integrated enterprise intelligence.

13

ABOUT IFS
IFS is a globally recognized leader in developing and delivering
enterprise software for enterprise resource planning (ERP), enterprise
asset management (EAM) and enterprise service management (ESM).
IFS brings customers in targeted sectors closer to their business,
helps them be more agile and enables them to profit from change.
IFS is a public company (XSTO: IFS) that was founded in 1983 and
currently has over 2,700 employees. IFS supports more than 2,400
customers worldwide from local offices and through a growing ecosystem
of partners.
For more information about IFS, visit www.IFSWORLD.com

AMERICAS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . +1 888 437 4968

ARGENTINA, BRAZIL, CANADA, ECUADOR, MEXICO, UNITED STATES
ASIA PACIFIC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . +65 63 33 33 00
AUSTRALIA, INDONESIA, JAPAN,MALAYSIA,NEW ZEALAND, PHILIPPINES,
PRCHINA, SINGAPORE, THAILAND
EUROPE EAST AND CENTRAL ASIA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . +48 22 577 45 00
BALKANS, CZECH REPUBLIC, GEORGIA, HUNGARY, ISRAEL, KAZAKHSTAN, POLAND,
RUSSIA AND CIS, SLOVAKIA, TURKEY, UKRAINE
EUROPE CENTRAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . +49 9131 77 340
AUSTRIA, BELGIUM, GERMANY, ITALY, NETHERLANDS, SWITZERLAND
EUROPE WEST . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . +44 1494 428 900
FRANCE, IRELAND, PORTUGAL, SPAIN, UNITED KINGDOM
MIDDLE EAST AND AFRICA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . +971 4390 0888
INDIA, SOUTH AFRICA, SRI LANKA, UNITED ARAB EMIRATES
NORDIC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . +46 13 460 4000
DENMARK, NORWAY, SWEDEN
FINLAND AND THE BALTIC AREA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . +358 102 17 9300

www.IFSWORLD.com
COPYRIGHT 2015 INDUSTRIAL AND FINANCIAL SYSTEMS, IFS AB (PUBL). IFS AND ALL IFS PRODUCTS AND SERVICES
NAMES ARE TRADEMARKS OF IFS. ALL RIGHTS RESERVED. THIS DOCUMENT MAY CONTAIN STATEMENTS OF
POSSIBLE FUTURE FUNCTIONALIT Y FOR IFSS PRODUCTS AND TECHNOLOGY. SUCH STATEMENTS ARE FOR
INFORMATION PURPOSES ONLY AND SHOULD NOT BE INTERPRETED AS ANY COMMITMENT OR REPRESENTATION.
THE NAMES OF ACTUAL COMPANIES AND PRODUCTS MENTIONED HEREIN MAY BE THE TRADEMARKS OF THEIR
RESPECTIVE OWNERS.

IFS AB 2015

En6308-1 Production: IFS Corporate Marketing, October 2015.

ESTONIA, FINLAND, LATVIA, LITHUANIA