Getting IT Right


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Getting IT Right

  1. 1. Getting IT Right:How to Plan, Manage, and Deliver on IT’s PromiseAudit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four ®
  2. 2. Despite the integral role that informationtechnology plays in today’s businesses, manycompanies approach major IT initiatives in away that is far from businesslike. Frequently,six- or seven-figure investments are madewithout tying these decisions to clearlydefined business results.
  3. 3. Getting IT Right: How to Plan, Manage, and Deliver on IT’s PromiseMoreover, businesses often fail to tie IT spendingdirectly to the business’s daily operational performance Table of Contentsor, even more critically, to its long-term strategic goals. Current Concerns OverSmall wonder, then, that surveys of C-suite executives IT Effectiveness .............................. 5consistently reflect significant levels of discomfort with Rising Expenditures, Diminished Expectations ............... 5the way IT investments are selected and managed. Why Businesses Struggle With IT Issues ................................. 6What is needed is an objective, performance-basedmethodology for developing an appropriate IT strategy, Warning Signs of IT Management Problems ............. 6making sound IT investment decisions, and then The Critical Need forexecuting and managing the chosen initiatives in a Improved IT Management .............. 7way that relates these steps directly to organizational Common Executive Concerns Over IT Spend .............. 7performance measures including both financial andnonfinancial metrics. Critical Business Triggers Bring Urgency and Importance ............. 10Fortunately, resources are now available to help Core Concepts of the Crowe® IT Advisory Solution ........ 12businesses of all types and sizes to quickly develop The Major Stages ofa business-focused approach to critical IT issues. IT Investment................................ 12 Crowe’s Suite of IT Advisory Solutions ....................... 14 Conclusion: An Objective and Results-driven Approach ............. 19 About Crowe Horwath LLP .......... 20 Contact Information ..................... 3
  4. 4. Crowe Horwath LLP4
  5. 5. Getting IT Right: How to Plan, Manage, and Deliver on IT’s PromiseCurrent Concerns Rising Expenditures, investment to potentially increased sales. Or, they may develop inflatedOver IT Effectiveness Diminished expectations for sales increases thatThe way IT investments are prioritized, Expectations are not realistic given a limited or misaligned implementation scope.implemented, and managed can Despite the overwhelming misgivingshave a tremendous impact – both uncovered by an FERF survey (see The challenge can be especially acutepositive or negative – on organizational sidebar), most businesses expect to in companies where the executivesperformance and, ultimately, the continue making significant IT investments who make IT decisions are managingoverall value of an enterprise. in the near future. When hundreds of multiple initiatives at once, and do notDespite IT’s critical impact on the manufacturing industry executives have adequate time or resources tobusiness, however, the prioritization were surveyed by IndustryWeek analyze IT initiatives thoroughly. As aand management of IT initiatives are magazine and Crowe Horwath LLP result they may fail to fully understandoften misaligned and inconsistent. in late 2009, 70 percent said they how deeply rooted IT is to overall expected to increase their IT investments business performance. over the coming three years.4A survey by the Financial Executives In many cases, however, the underlyingResearch Foundation revealed Why is this so? Why are financial problems are more complex – and thesignificant dissatisfaction with executives resigned to spending more solutions must be more comprehensive.the way their organizations use on IT while achieving less?information technology to improvebusiness performance. A primary objective of major IT software investments must be■ Only 7 percent of the survey to “do more with the same” – that is, to leverage automation respondents said they had made and technology in both production and back-office functions substantial progress with their top in order to increase capacities, improve efficiency, enhance information need in the past year.1■ About 70 percent of the financial workflows, and support greater access to the information that officers surveyed said they believe is needed for effective decision-making. their current level of information – Josh P. Cole, Partner, Crowe Horwath LLP integrity is negatively affecting their organization’s ability to achieve its In many cases, management recognizes business objectives.2 the problems, but may simply not■ About 40 percent of the responding recognize the potential impact IT financial officers reported unknown, investment will have on solving low, or even negative returns on those problems. For example, they their IT investments.3 may not link a business 5
  6. 6. Crowe Horwath LLPWhy Businesses an IT problem. Rather, it is a management problem, and management commitment ■ A lack of common references, priorities, and expectations;Struggle With and involvement will be needed to ■ Internal biases or inaccurateIT Issues address it. perceptions of technology providers,It is important to recognize that when based on outdated history or word- This situation can result from a numberthis situation exists – when the existing of-mouth impressions; of ongoing challenges, including:IT foundation and proposed set of IT ■ Increasingly complex IT solutions, ■ Poor communication betweeninitiatives are not linking to financial and and highly complex business nontechnical business leaders andoperational goals – it is not fundamentally system maps; those in charge of the IT effort; ■ Limits on funding for IT priorities, mismatching expectations in terms Warning Signs of IT Management Problems of real results from IT investments – Is your organization struggling with IT strategy, prioritization, implementation, or in short, IT is expected to “do more management? How do you know if you have a problem? with less”; and ■ Opportunities that may be Here are some common indicators of decision-making and management problems: misunderstood or underexploited when considering new models of1. There is a lack of proper evaluating 7. Compliance still depends on information management such as and planning for IT investments. manual detective-type financial software as a service (SaaS).2. Poor implementations controls rather than automated preventive systems. A recent article in InformationWeek destabilize your ability to Analytics described the current transact with customers. 8. Spending on noncore and costly environment in stark terms:3. Complex IT decisions are items such as internal data centers sometimes made more on the does not consider innovative “Not mincing words, CEOs and CFOs salesperson’s strength rather alternatives such as outsourcing want to know why the firm is spending than the technology fit. or virtualization. so much on IT and what can be done4. IT spending is considerable, but 9. Financials must be restated for to bring those costs down.”5 the business sees little or no any reason. Leaders will not be satisfied without measurable improvement. 10. Competitors deliver a richer IT an understanding of the value driven5. Upgrades to your IT platform customer experience and your by the investment. do not produce new benefits or competitive edge is eroding due in capabilities, but merely do what part to inadequate IT capabilities. your old systems did. 11. The organization is not reacting6. An integration is not delivering to IT trends such as social anticipated synergy. networking. Many of the items in this list highlight the often unseen cost of poor IT planning and management. Beyond the significant price of the technology itself is the often greater cost that comes from failing to achieve the expected results. These costs include internal inefficiencies, poor information to support management decisions, and a frustrating customer experience.6
  7. 7. Getting IT Right: How to Plan, Manage, and Deliver on IT’s PromiseThe Critical Needfor Improved IT Common Executive Concerns Over IT SpendManagement Many executives with a decision-making role regarding IT initiatives have concerns and questions – questions they may be reluctant to voice aloud.The InformationWeek Analytics article Are questions such as these keeping you up at night?mentioned earlier presented a clearindication of the critical need for improvedmethods of strategizing, prioritizing, ■ “Are scarce resources being used to ■ “Am I holding the right peopleimplementing, and managing IT initiatives. serve genuine business needs – or accountable for getting results?” are we merely pursuing the newest ■ “A significant project was recently“Unfortunately,” the article noted, “IT technology for its own sake?” stopped or reprioritized. Why? Wasleadership is often handicapped by nothaving the right data and tools to support ■ “Will the IT projects I have in motion it due to a change or were thereanalysis of what’s actually driving costs.”6 deliver as expected? Will they work? problems with execution?” Will I get the results I promised?” ■ “Will my current IT projects comeThis convergence of challenges is ■ “I’m not sure what’s happening in on budget and on time? If not,producing new models for chief with an IT investment, or the status will I be able to face my board andinformation officers to consider as of a current project. How can I get executives, my colleagues, andthey investigate their options and take updated information that’s reliable my employees to justify the choicesadvantage of evolving technologies. and understandable?” I made?”■ The ability to accurately define the full ■ “How can I be sure our IT return on investment for technology investments are truly aligned with spending requires analytical tools our business objectives? What that directly relate IT to the business’s standard can I use to judge?” financial and operational goals.■ The ability to efficiently execute Uncertainties such as these are often warning signs of a flawed IT strategy, and manage IT initiatives in a way an inadequate decision-making process, or ineffective implementation and that maintains a clear connection management. The right approach to the complex issue of managing IT and to business results requires IT investments can remove these concerns from the executive’s desk, implementation methodologies that or greatly minimize their impact. are specifically designed to achieve this 7
  8. 8. Inte r na l bi Sa as No Do aS Ba tim m or d e e C da wi lo ta ON Ec ud th on le co om ss IBecause of ever-shifting variables, managing IT m US ic pu pr tin NF Un es gis often experienced as a never-ending stream kn su ow re CO Re n c es ITof competing, interlacing, and overlapping sio RO na I ry Fa forchallenges, each of which affects – and iled c es int Four questions that frame Co egexacerbates – the others. Crowe’s IT m ple rat i on everything in IT – every x IT challenge, every project, decAdvisory framework addresses this isio and every solution – and Poo ns r bring order to chaos. comconfusion, as well as the business mun ic atio Misa ndrivers that organizations face when ligne d IT spen Are we doing the dingmaking these significant investment right things? Unrec ognize d IT imdecisions. Crowe’s IT Advisory pact Restatedsolutions are geared toward solving fi nancial s tatements Are we doing them the right way?big problems in the right way, Expected results not achievedregardless of the investment stagein which the organization finds itself. ce spending Are we getting Increased complian them done well? tment IT inves ation of er evalu Improp etition comp Are we getting hind the Falling be the benefits? ess proc nual o n ma nce ons Relia epti s te perc rovider cura of p Inac nd sa ritie aders prio g le on n omm s amo en d of c ation sp e k ct IT anc Lac xpe n ee form of e etw s per b s els ent ks e d r lin sin mo em oo d bu P n ew anag lity a N m qua rity on ta teg ati da n in at e m m im or le o ab ati ion inf or l-t ion form inf rea t es in m ss Qu and ste ce sy t ac n’ Ca8
  9. 9. Outgrown IT Foundation Recent Merger or Acquisition Changing Business Model Excessive Internal Audit or Compliance Costs Globalization Any Business Failure in Which IT Played a Role Critical Business Triggers Any Major IT Project Failure Cost Reduction Challenge Critical Risk Management Issue The Start of a Return to Growth Stages ofAssess Evaluate Implement Sustain IT InvestmentFree IT Diagnostic System Selection Program and Project Change Management ManagementIT Assessment Ongoing IT Effectiveness System Implementation ReviewIT Due Diligence Custom Application IT Portfolio Value Development AssessmentBusiness System Lean ITAssessment Strategic IT Road Map Crowe’s Suite of IT Advisory Solutions ER O RD 9
  10. 10. Crowe Horwath LLP Critical Business ■ Outgrowing the current IT foundation. Years of organizational Triggers Bring growth, accompanied by under- Urgency and investment in IT capabilities or by piecemeal solutions, can produce Importance a patchwork of systems requiring Certain critical business events often add a comprehensive upgrade. It is urgency and importance to IT decisions. worth noting the last major cycle of Examples of these events include: enterprise IT investment occurred during the Y2K era. The time span that has passed since then is close to the average life span of an enterprise system, at which a major upgrade or replacement is generally needed. ■ A recent merger or acquisition. Disparate systems and competing technologies are among the most commonly encountered challenges in an M&A event. Beyond the capital investment that may be required, there is almost always significant personnel change, as well as manage- ment and business disruption risk. When contemplating an acquisition or divestiture, IT decision-making requires special consideration due to the rapid and critical nature of solution deployment. ■ Excessive internal audit and compliance costs. Reducing the costs of internal audit while alsoOrganizations often must make significant IT investment delivering business process improve-decisions in an uncertain environment. Critical business ment offers the opportunity for both immediate financial savings as well asevents highlight the uncertainty and inject additional a long-term reduction in future costs.urgency into the situation. Crowe’s IT Advisory framework Building automated controls into theaddresses these complex, interlaced challenges. system itself can reduce the need for external or manual interventions.10
  11. 11. Getting IT Right: How to Plan, Manage, and Deliver on IT’s Promise■ A changing business model. As ■ Any business failure in which IT of the coming three-year period, a result of strategic restructuring played a role. Examples include while the projected growth rates initiatives, some organizations have financial control failures that cause in the work force are considerably made wholesale changes to their restating of financial results, regardless less.7 In this environment a business models. For example, many of whether the restatement is primary IT objective is to increase consumer product companies now required by Sarbanes-Oxley or other efficiency and improve workflows consider themselves marketing, regulations. Beyond the immediate in order to “do more with less.” customer, and sales-focused compliance costs are the indirect costs ■ Business continuity issues. With organizations – outsourcing much of of reduced business valuation and the heightened business reliance on IT, their manufacturing and distribution credit limitations that can result. businesses must address resiliency operations. Such a change greatly ■ Any major IT project failure. and recovery issues. For example, in affects the focus of internal enterprise Negative memories of past failures many industries today, the impact of a systems as the traditional product can create organizational barriers company’s website going down is an functions associated with an ERP to investing appropriately in future immediate interruption to the revenue solution no longer support the initiatives. Examples that illustrate this stream – a business continuity risk new strategy. New needs such as include missed cutover dates, budget today that was immaterial – if it existed product development management, overruns, poorly managed change at all – 10 or 15 years ago. Mitigating sophisticated forecasting, and driven by IT, or unrealized benefits. such risk must be a top IT priority. improved customer relationship ■ Cost reduction initiatives. management (CRM) are often needed. These initiatives affect all areas■ Globalization. In addition to changes of a business, including IT. In many directly related to outsourcing, the cases, however, technology may increasingly global nature of today’s actually help reduce organizational businesses also sparks indirect costs or help improve flagging changes in IT requirements. These revenues. When cutting is applied to are necessary to meet the more the IT investment category, a refined sophisticated collaboration require- prioritization mechanism is important ments that occur when working with when choosing between alternatives. trading partners across vast spaces, ■ Supporting a return to growth. multiple time zones, and multiple In the “Future of Manufacturing currencies. For example, long lead 2009” survey cosponsored by times demand greater clarity into Crowe and IndustryWeek magazine, shipment status as well as ability to more than one third of respondents allocate shipments directly to are forecasting greater than 10 customer orders. percent annual growth by the 11
  12. 12. Crowe Horwath LLPCore Concepts In developing and defining its IT Advisory services framework, Crowe Horwath LLP The Major Stagesof the Crowe IT has followed a comparable approach, of IT InvestmentAdvisory Solution developing solutions to help businesses make IT decisions that achieve critical For an executive who is seeking to bring order to shifting and interlacingIn his precedent-setting book, “The strategic and operational goals: challenges of IT investment, there is oneInformation Paradox,” author John Thorp more question that must be considered:suggested four critical questions to guide 1. Doing what’s right. Crowe’s Where does the business stand in termsIT decision-makers: approach helps businesses of the specific IT issue being addressed? objectively manage IT as an overall1. Are we doing the right things? portfolio, rather than as a series In general terms, the answer to this2. Are we doing them the right way? of one-off projects. The approach question can be expressed as one of3. Are we getting them done well? also helps companies ensure that IT four broad stages of IT investment spend is evaluated based on clear shown in the center of the illustration4. Are we getting the benefits?8 business cases, with a focus on on pages 8 and 9: validating the assumptions that were made to justify projects. 1. Assess: Enable understanding and alignment 2. Aligning with standards. Crowe’s approach applies leading research 2. Evaluate: Support informed and best practice experience to help decision-making executives understand the risks and 3. Implement: Plan and benefits of alternative decisions, and execute effectively to recognize the various categories 4. Sustain: Manage and improve of investments and business for long-term results applications that must be managed. 3. Executing with rigor. Crowe’s Depending on the particular IT issue being methodologies and tools help ensure addressed, a business typically finds new projects are implemented itself in several stages of this continuum correctly, enable quick recovery at once. One specific technology issue or termination of unsuccessful may require support in selecting the initiatives, and establish clear appropriate system, while another will accountability for results. require only steady management and ongoing review of an existing platform. 4. Realizing the benefits. Crowe’s approach focuses on helping Moreover, the solution to IT issues organizations minimize total cost of does not always progress in a linear ownership and maximize total value fashion. For example, an execution and over the full life cycle of IT initiatives, implementation challenge can cause not just the acquisition and the business to rethink its initial system implementation phases. selection – or even reassess its original strategic goals for the initiative.12
  13. 13. Getting IT Right: How to Plan, Manage, and Deliver on IT’s 13
  14. 14. Crowe Horwath LLP Crowe’s Suite of IT Advisory Solutions The Crowe suite of IT Advisory solutions offers effective tools for addressing critical issues at all stages of the IT development and execution continuum: Assess: Enable Understanding and Alignment Free IT Diagnostic IT Assessment/IT Due Diligence 1 Day 2 – 3 Weeks A rapid diagnostic of the existing A structured exploration and environment. Identifies the key risks analysis of business systems, and opportunities in leveraging IT security, spending, integrations, within the business along with a hardware, communications, high-level path to realizing benefits, personnel, policies and procedures, and suggests a series of next steps and intellectual property. Designed to capitalize on areas of opportunity. to uncover hidden risk and opportunity and communicate complex issues in a format that is accessible and actionable by the business owner or leader. Benefits Benefits ■ Objective opinion by third-party ■ Formal written deliverable, experts consumable by IT and business ■ Identification of key risks leaders ■ Documentation of opportunities ■ Series of prioritized, specific recommendations ■ No cost ■ Actionable direction focused on highest business value14
  15. 15. Getting IT Right: How to Plan, Manage, and Deliver on IT’s PromiseEBusiness System Assessment Strategic IT Road Map 3 – 5 Weeks 6 – 8 Weeks A deep dive into understanding An effective bridge across all stages and documenting the entire suite of of IT strategy, decision-making, and sponsored and user-created busi- execution planning. Draws from ness system software tools used to time spent with the IT and business run the organization. An important leaders to clarify organizational foundational element for evaluating strategy and performance goals, major initiatives such as possible identify and evaluate a series of ERP replacement or M&A activity, alternative IT investment decisions and to identify strategic and func- and projects, and then weigh their tional gaps, potential areas of risk, impact on each of the objectives. and opportunities for improvement.Benefits Benefits ■ Visual representation of all user ■ Clear, 18 – 24 month plan for all tools actually used to run the recommended IT investment business ■ Investment options delivered ■ Clarity to functional gaps, for various budget levels software integrations, ■ Resource plans that indicate unmanaged tools, risks, exactly what is needed to opportunities, unmet needs, execute and support ■ ROI analysis for each investment 15
  16. 16. Crowe Horwath LLP Evaluate: Support Informed Implement: Plan and Decision-making Execute Effectively System Selection Program and Project Management 4 – 8 Weeks Determined by project A proven and pragmatic approach, Helping to ensure that all defined combined with Crowe experience projects are progressing in a with a variety of software systems, coordinated and managed fashion, that quickly and effectively guides with speed and efficiency. Includes the organization to the best determining and assigning work decisions for critical business to be done, tracking progress, systems. Work covers areas such managing exceptions, balancing as strategy, selection criteria, conflicting priorities, and requirements definition, and vendor communicating to all parties evaluation, selection, negotiation, involved to help ensure all stay and implementation planning. focused on the end-goal. Benefits Benefits ■ Objective and structured ■ Project support activities leadership for significant are planned, managed, and system decisions communicated regularly. ■ Insight from hundreds of system ■ Scope of the work, and selection decisions and leading associated risks, schedules, industry research costs, and needed resources ■ Enhanced speed and quality of are accurately defined. decision-making ■ Quality work is delivered and ■ Negotiation support to drive issues are addressed as they are cost savings encountered.16
  17. 17. Getting IT Right: How to Plan, Manage, and Deliver on IT’s PromiseISystem Implementation Custom Application Development Determined by project Determined by project The use of proven methodologies Custom-built solutions for niche and vision to anticipate looming circumstances or online/Web needs issues, and the application of skills where business requirements can- to manage internal and external not be met though out-of-the box resources. Key to realizing the applications. Leverages more than benefits of the planning phases, 20 years of Crowe experience with independent implementation known platforms such as Java™ , oversight reduces the risk of going Microsoft® .NET, and open source over budget, missing deadlines, or tools and applications. failing to deliver on promises.Benefits Benefits ■ Reduced risk of scope creep ■ The ability to leverage onshore/ and budget overruns offshore models that are truly ■ Quicker path to value through cost efficient structured methodology ■ An established organization to ■ Business-first advice designed support solution implementation to drive value from the ■ An established development technology being implemented toolkit to provide velocity, reduce costs, and minimize 17
  18. 18. Crowe Horwath LLPSustain: Manage and Improve for Long-term ResultsChange Management Ongoing IT Effectiveness Review IT Portfolio Value Assessment Determined by project Determined by project Determined by project A structured approach to Provides an ongoing evaluation Leveraging the portfolio of IT invest- transitioning individuals, teams, and tuneup on completed ment to derive maximum business and organizations to a desired implementations and new projects value from IT assets. Involves the future state. Aligns expectations, in motion. Key components of the application of systematic manage- communicates, integrates teams, Crowe toolkit are used to advise on ment to large classes of IT items and manages people training, using risks and opportunities, and provide including planned initiatives, proj- a pragmatic approach that includes a scorecard on the organization’s ects, and ongoing IT services, to skill upgrading to maximize the use of IT. help organizations determine which implementation effort. portfolio of IT spend truly delivers value for the investment.Benefits Benefits Benefits ■ Reduced resistance to change ■ Short-phased visits that ■ Central oversight of budget ■ Faster adoption of the strategic maintain momentum on projects ■ Risk management initiatives in process ■ Strategic alignment of IT ■ Early identification of issues ■ Objective evaluation of possible investments and demand before they drain projects of changes to current plans ■ Standardization of investment anticipated benefits ■ Highlighting and definition of procedures, rules, and plans risk redemption requirements18
  19. 19. Getting IT Right: How to Plan, Manage, and Deliver on IT’s Promise Conclusion: An to the effort. Project leaders average 20 years of experience in IT-related Objective and Advisory services working for many Results-driven industries across a variety of specialty business application environments.S Approach This approach, proven in organizations Regardless of the specific solutions of all sizes, is also adaptable on a globalLean IT the client employs within the Crowe scale thanks to the international reach of Determined by project suite of solutions, Crowe pursues a the Crowe Horwath International network. rapid, results-driven approach, with a specific set of deliverables in each At all levels and throughout all phases The extension of lean manufactur- ing and lean services principles to phase of the assignment. The overall of the engagement, our emphasis is the development and management goal is to successfully meld business to provide pragmatic solutions that of IT products and services. The process needs and company strategy go beyond theory, and to work side- central concern is the elimination of by-side with client teams in a flexible, into executable IT plans as quickly as waste, in particular work that adds possible, in order to deliver time-phased, collaborative effort that takes into account no value. Particularly effective for companies that develop software as budget-conscious solutions. each business’s unique staffing models, a product or have a high volume of time and resource constraints, and custom tools. Crowe’s methodologies support available IT investment funding. clients seeking to assess their current systems and infrastructure as well as those organizations making strategic 1 “Technology Issues for Financial Executives,” investments that are looking for expert Computer Sciences Corporation and Financial Executives Research Foundation, 2008, p.2. guidance related to the transaction.Benefits 2 ibid. The Crowe suite of IT Advisory solutions■ Improved investment in Agile 3 “Technology Issues for Financial Executives,” provides businesses with a proven, Computer Sciences Corporation and Financial software development systematic process for developing Executives Research Foundation, 2008, p.3.■ Reduced software defects appropriate IT strategies, making 4 “The Future of Manufacturing 2009,” IndustryWeek,■ Elimination of unnecessary or objective IT system decisions, and Penton Media Inc., 2009, p. 8. overbuilt solutions executing and managing their ongoing 5 “Know Your Costs: The Key to IT Business,”■ Reduction of unnecessary IT initiatives. Crowe’s business-driven InformationWeek Analytics, April 2010, p. 5, http:// equipment and vendor-neutral approach is in many Business-Intelligence-and-Information-■ Improved productivity due to respects the polar opposite of traditional Management/informed-cio-it-cost-transparency. reduced “firefighting” vendor-driven IT spend decisions. html. 6 ibid. The Crowe IT Advisory teams pursue an investment-minded approach, and 7 “The Future of Manufacturing 2009,” p. 3. provide client executive teams with the 8 John Thorp, “The Information Paradox: Realizing tools and techniques to do the same. the Business Benefits of Information Technology,” Project staffing is composed of more McGraw-Hill Education, 1999. than technologists – adding a variety of specialists in personnel, process, strategy, and performance 19
  20. 20. Contact Information About Crowe Horwath LLPDoug Schrock Crowe Horwath LLP is one of the largest public accounting and consulting firms in the317.706.2643 United States. Under its core purpose of “Building Value with Values, ” Crowe assists ® public and private company clients in reaching their goals through audit, tax, advisory, risk, and performance services. With 26 offices and 2,400 personnel, Crowe isJeff Shaffer recognized by many organizations as one of the country’s best places to work. Crowe312.899.4493 serves clients worldwide as an independent member of Crowe Horwath International, one of the largest networks in the world, consisting of more than 140 independent accounting and management consulting firms with offices in more than 400 citiesJosh Cole around the world.616.752.4274josh.cole@crowehorwath.comIf you would like to start receivinginformation via e-mail abouttopics of importance to you,please sign up on our website When printed by Crowe Horwath LLP, this piece is printed on Mohawk Color Copy Premium, which is manufacturedJava is a trademark of Sun Microsystems Inc. or its subsidiaries in the United States and other countries. entirely with Green-e® certified wind-generated electricity.Microsoft is a registered trademark of the Microsoft group of companies.The Mohawk Windpower logo is a registered trademark of Mohawk Fine Papers Inc.Green-e is a registered trademark of Center for Resource Solutions.Crowe Horwath LLP is an independent member of Crowe Horwath International, a Swiss verein. Each member firm of Crowe Horwath International is a separate and independent legal entity. CroweHorwath LLP and its affiliates are not responsible or liable for any acts or omissions of Crowe Horwath International or any other member of Crowe Horwath International and specifically disclaimany and all responsibility or liability for acts or omissions of Crowe Horwath International or any other Crowe Horwath International member. Accountancy services in Kansas and North Carolina arerendered by Crowe Chizek LLP, which is not a member of Crowe Horwath International. © 2010 Crowe Horwath LLP PERF11316A