Welcome & Opening Remarks

Ralph LouraChief Information Officer

About The Clorox Company

• Fiscal year 2010 revenues of $5.2 billion

• About 8,300 employees worldwide

• Products made in more than two dozen countries and marketed in more than 100 countries

Portfolio of Leading Brands

FY’10 Sales By Business Unit

IT Operating Model Transformation

• Clorox developed and is applying a transformation model --based on communities of practice -- that is retooling IT talent to better leverage the changes coming in a cloud-oriented world.

• Adopting social / collaboration techniques to build IT capabilities, while driving “personal ownership” of individual career AND organizational development

IT Operating Model: Principles

• Tie IT organization to business-value creation

– strategic planning, business engagement, new capability delivery, user productivity, optimize IT cost to serve

• Key enabler of our Solution Lifecycle Management processes

– Stage-gate managed processes

• Leverage “social” tools & metaphors to build IT capabilities

– create communities of practice, build online collaboration spaces, etc

• Segmentation of IT capabilities

– Define where to invest, maintain, optimize

– Determine when to buy / rent vs build / grow

Our IT Processes: Solution Lifecycle Management

DiscoveryPlanning

Solutioning

Delivery

Value Capture

StageGate 0

StageGate 1

StageGate 2

StageGate 3

EOL &Ideation

ClientManagement

SolutionDesign

Project Management

OperationalExcellence

Architecture& Strategy

Governance

IT Operating Model: Capability Segmentation

Maintain capability at

most efficient cost:

Reduce

or eliminate:

Increase investment in for competitive

advantage:

•Master Data Maintenance

•IT Procurement

•Audit/Compliance process – goal to

streamline efforts across CLX & partners

•Technology Strategy & Architecture

•Process/Technology Solution Design

•IT Client Management

•Program/Project Management (IT Projects)

•Business Analysis

•Systems Development & Maintenance

•Data Center Operations

•Help Desk & Equipment Support

•Network & Telecommunications Services

•Disaster Recovery

•Process Consulting – potential integration

with other similar resource

•Information Management – Security, Operations

•Portfolio Planning & Management

•Technology Adoption/Training

IT Operating ModelClorox Business

InfrastructureOperations

ApplicationsMaintenance

Business Engagement

&Application

Delivery

(BusinessFunctions)

BusinessEngagement

&Application

Delivery

(BusinessUnits)

Architect,Strategy

&Governance

IT Organizational Structure

Enhanced with Communities of PracticeClorox Business

Infrastructure Applications

BEAD(BusinessFunctions)

BEAD(Business

Units)

Architecture,Strategy &

Governance

Client Management Community of Practice

Project Management Community of Practice

Architecture Community of Practice

Business Analysis Community of Practice

Solution Designer Community of Practice

ImproveRelationships& Reputation

ImproveDelivery &Solutions

Our Transformation Journey• 10 months into IT Op Model Transformation

– Talent acquisition challenging for the right skills (solution designer)

• Communities of Practice are keys to teams taking “personal ownership” to build our organization

– Tie to corporate strategy of “enthusiastic owners”

– Part of everyone’s “people development” PMP objectives

– Use your “social networking” and “knowledge management” capabilities to drive collaboration & team building

• Regularly refine segmentation of IT capabilities

– Reassess where to invest, maintain, optimize

• Plan to evolve your talent & partnership model based on changing business needs & technology trends

– Talent management architecture of where to buy / rent vs build & grow

Example: Client Management Competencies

Competency Community

of Practice

(Mentoring,

Brown Bags)

On the

Job

Training

CLX Classes Outside

Classes

Stakeholder Management x x Navigating Beyond Conflict

High Impact Feedback & Listening

Influence / Negotiation / Selling Skills x x Influential Leadership

Set Strategy x x

Drive Results x x Accelerating Business Decisions

People Management Skills x Manager Certification

Coaching for Development & Results

Project Management knowledge x x PMI

Problem Solving Skills x x

Communication Skills x x Communicating with Impact

Presenting Powerfully

Example: Capability Planning Journey Map

Capability

required

Build,

Buy or

Borrow?

Progress

made in FY10

FY11 FY12

Client Management

(Stakeholder

Management,

Communication,

Influence, Strategy

setting, Selling)

Buy & Build Defined new roles

and convert BSMs

to Client Managers

IDPs and PMPs to

drive new

responsibilities

Community of

Practice formed

Use COP to drive

adoption of best

practices

IDP to include COP

mentoring, formal and

informal training for

each CM