Fair Isaac Corporation · NYSE:FICO
Fair Isaac — Investor Presentation (September 2009)
26 slides from Fair Isaac's investor presentation, Sep 23, 2009
Slide 1: Enhancing Business Process Management with Business Rules
Enhancing Business Process Management with Business Rules Blaze Advisor Webinar Series Carole Ann Matignon VP, Product Management Twitter.com/CMatignon September 23rd, 2009 Confidential. This presentation is provided for the recipient only and cannot be reproduced or shared without Fair Isaac Corpor
Slide 2: Competitive Survival depends on Ability to Anticipate and React
Competitive Competitive Survival Survival depends depends on on Ability Ability to to Anticipate Anticipate situations situations like like this this As As well well as as ability ability to to React React swiftly swiftly 2 © 2009 Fair Isaac Corporation. Confidential.
Slide 3: Pattern-Based Strategy: 4 Key Elements
Pattern-Based Strategy 4 Key Elements Pattern seeking Performance-driven culture A focus on disciplines, activities, A focus on disciplines, activities, technologies and resources that expose technologies and resources that enables signals that may lead to a pattern that an organization to monitor l
Slide 4: Survival of the Fittest: Pattern-Based Strategies & BPM
Survival of the Fittest Pattern-Based Strategies & BPM 4 © 2009 Fair Isaac Corporation. Confidential.
Slide 5: How does BPM relate to Pattern-based Strategy?
How does BPM relate to Pattern-based Strategy? » Process Agility » Optempo Advantage » Transparency » Business Activity Monitoring » Pattern Seeking » Performance-Driven Culture 5 © 2009 Fair Isaac Corporation. Confidential.
Slide 6: But When More Exceptions Happen We end up with Dirty Flows
But When More Exceptions Happen We end up with Dirty Flows lid va t no is te ta Except for Renewal, where we can look up the S or details in our internal system try un Except for Luxury Cars that incur an Co Auto additional premium in some Auto Data is missing states Policy Policy Ap pli ca less tha
Slide 7: Too Much Information Kills the Information
“Too Much Information Kills the Information” Reference: Canary Wharf Traffic Lights, London 7 © 2009 Fair Isaac Corporation. Confidential.
Slide 8: Pace of Change
Pace of Change » Processes evolve faster than code » Business Rules changes even more frequently » Up to millions of business rules » Several daily changes in many cases » How do we synchronize those updates into Production? » Some may imply organizational change » Some may imply changes in paper fo
Slide 9: Survival of the Fittest: The Missing Ingredient
Survival of the Fittest The Missing Ingredient 9 © 2009 Fair Isaac Corporation. Confidential.
Slide 10: Liberate your Business Rules from your Processes
Liberate your Business Rules from your Processes » Define roles clearly » BRMS is responsible for capturing and maintaining the business rules that make DECISIONS » BPM is used to turn those decisions into ACTIONS by stringing those decisions together and routing the documents to the appropriate act
Slide 11: A Simple Analogy
A Simple Analogy » BRMS is the Brain » It does not DO anything » It sits there and, when exposed with relevant data, can make a decision It is getting colder, I just turned the AC on, it’s normal It is getting colder, it is getting late too, I need a jacket » BPM is the Nervous System » It carries i
Slide 12: What is Decision? What is Process?
What is Decision? What is Process? lid va t no is te ta Except for Renewal, where we can look up the S or details in our internal system try un Except for Luxury Cars that incur an Co Auto additional premium in some Auto Data is missing states Policy Policy Ap pli ca less than 25 Except for Driver d
Slide 13: Achieving the Perfect Balance for maximum Agility and Governance
Achieving the Perfect Balance for maximum Agility and Governance Ask for Data Form Validation Decline Rules Auto Auto Policy Policy Get Credit Score Knock Out Rules Tier Placement & Rating Rules Issue Policy 13 © 2009 Fair Isaac Corporation. Confidential.
Slide 14: Survival of the Fittest: Pattern-based Strategy & BRMS
Survival of the Fittest Pattern-based Strategy & BRMS 14 © 2009 Fair Isaac Corporation. Confidential.
Slide 15: Pattern-Based Strategy: 4 Key Elements
Pattern-Based Strategy 4 Key Elements Pattern seeking Performance-driven culture A focus on disciplines, activities, A focus on disciplines, activities, technologies and resources that expose technologies and resources that enables signals that may lead to a pattern that an organization to monitor l
Slide 16: Optempo Advantage: Empower Business Users
Optempo Advantage: Empower Business Users Let them Speak “Business” Decision Tables Templates Decision Trees Scorecards 16 © 2009 Fair Isaac Corporation. Confidential.
Slide 17: Optempo Advantage: Track and Control Change
Optempo Advantage: Empower Business Users Track and Control Change » Effective dates and “as of” execution capability » Versioning » At rule level » At ruleset or project level » Version History display » Change log » Comparison » Rule promotion » Queries » Diff Queries with Visual Compare » User-de
Slide 18: Transparency: Manage End-to-End Business Rules Lifecycle
Transparency: Manage End-to-End Business Rules Lifecycle According to Governance Imperatives » Rule verification » Rules are complete, coherent » Based on static analysis » Rule validation » Rules behave as expected » Based on test data » Lifecycle management » Rules are promoted to test then produc
Slide 19: Pattern Seeking: Increase Strategy Performance
Pattern Seeking: Increase Strategy Performance » Predict behavior likelihood » Combine domain expertise with empirical knowledge » Pinpoint “at risk” population » Likely to fraud » Likely to defect » Likely to churn » Likely to accept an upsell offer » Likely to repay » Leverage those scores in cut-
Slide 20: Pattern Seeking: Increase Strategy Performance
Pattern Seeking: Increase Strategy Performance » Optimize » Too many alternative options to consider » Objective solution ranking—“best” » Some examples » Product configuration » Scheduling » Planning » More unusual examples » NFL scheduling » Combine business rules and optimization routines » Eligi
Slide 21: Performance-driven Culture: Decision Improvement
Performance-driven Culture: Decision Improvement Precision Smooth Transition Strategy Optimization Predictive Decision Optimizer Models Ability to predict the impact of decisions on bottom-line Impact Ability to inject additional Analysis Decision Simulator external conditions that may influence cus
Slide 22: Performance-driven Culture: Increase Confidence in Strategy Performance
Performance-driven Culture: Increase Confidence in Strategy Performance » Prove with live evaluation » Champion / Challenger strategy orchestration » Test-drive strategies in production Champion 80% Challenger 20% » Decision Performance Management » Monitoring / alerting » Dynamic adaptation 22 © 20
Slide 23: Agility
Regulations Stimulus Package Headcount Governance Collections Agility Uncertainty Keep Your Job Precision Cool New Technology Cost Debt Fraud Confidence Speed Hostile Take-Over Compliance Improvement Transparency 23 © 2009 Fair Isaac Corporation. Confidential.
Slide 24: BRMS Value-added Benefits
Pattern-based Strategy BRMS Value-added Benefits 1.Empower business users Optempo Advantage 9 Because of new regulations, competitive threats, different economic conditions, businesses must react fast 9 Traditional IT implementation adds delays in time-to-market 2.Manage end-to-end business rules li
Slide 25: Upcoming Webinars & Events
Upcoming Webinars & Events Business Rule Lifecycle Management with Blaze Advisor October 7 And many others – approx. every 2 weeks Register at: www.fico.com/events Gartner Business Process Management Summit 2009 October 5-7, 2009 Hyatt Regency Grand Cypress – Orlando, FL Gartner Symposium ITExpo 200
Slide 26: Thank You
THANK YOU Carole-Ann Matignon +1 408 535 1691 caroleannmatignon@fairisaac.com Confidential. This presentation is provided for the recipient only and cannot be reproduced or shared without Fair Isaac Corporation's express consent. 26 © 2009 Fair Isaac Corporation.