Hi Tech – MNC, EMC

1. Hi Tech – MNC, EMC Where Breakthroughs Happen Orna Berry, Ph.D. Corporate Vice President and General Manager for Israel Center of Excellence May 2013 Source: State of Israel Ministry of Industry, Trade & Labor

2. Strategic Planning • Uniqueness & Mission • Identity & Vision • Key Strategies • Core Competencies/Strategic Areas • Focus: Continue, Start & Stop Doing • Key Success Measures • Organizational Vision • Organizational Strategy

3. Israel Hi-Tech Eco-System Incubators Government Support Experienced 2nd time entrepreneurs Defense Incubators Availability of Technical People & Management Expertise Computer Science Students and Electrical engineering CorporateR&D Global Hi-tech Companies Existing Technology Infrastructure Immigration LeadingAcademic Institutions & Research Multi National Corp. Entrepreneurial culture CorporateSpin-Offs Seasoned VC Community

4. Israel is in the top 5 Countries of Innovation & Technology • Technology and Innovation are measured according to main metrics – research and development effort, scientific and research talent, and the level of innovation.

5. Israel COE Mission: Why do we exist? Business-Driven Innovation from market needs to sellable products Accelerate EMC’s growth and value to its customers, by leveraging Israel’s unique vanguard culture and “go get it” spirit for business-driven innovation, focused on key market needs and pioneering technologies Accelerate EMC’s growth and value to its customers, by leveraging Israel’s unique vanguard culture and “go get it” spirit for business-driven innovation focused on key market needs and pioneering technologies

6. Success Factors: What have helped us succeed? • Tech start-up mindset • Creative problem solving, resourcefulness • “Go get it” spirit – speed to execution • Stringent focus on quality Israel COE: Business-driven Innovation “Converting Knowledge to Money” • Domain expertise mapped to EMC’s strategic technologies • Big Data and Analytics • Cloud Management • Flash • Security • Replication • Proven contribution to EMC’s top line • M&A: Kashya (Recoverpoint), nLayers (Ionix), B-Hive (VMware), Cyota (RSA), Illuminator… • Customer-centric product development • Top talent and university programs • University collaboration: Ben Gurion, Technion, Technion • Talent– existing and new talent, strong team work at management , CTO Forum and Israel presence with sales, acticities around innovation

7. EMC Israel's key competencies have been born from acquisitions In Israel, all but Flash and Green Plum activities started through M&As EMC starts operation in Israel EMC Israel’s Sales Operation is formally established EMC established its R&D center in Kibbutz Nirim EMC Israel development center is established EIDC and RSA consolidate to the new Israel COE in Herzeliya EMC established Beer-Sheva site

8. Our Domain of Expertise Flash Big Data High availability Security Cloud • Cyber security • Cloud security • Mobile security • Fraud • Risk Based Security /authentication Management • Cloud Based Authentication • Cloud Based Replication • Migration in Hybrid Cloud • Flash in the server (VFcache) • All flash array (XtremIO) • Flash vision for files • Productization of analytics components • Security Data Sciences • Data Science activities PoC in various verticals • Replication everywhere • Virtual replication • Cloud edition - infrastructure & service • From block to file to object

9. Israel COE Strategy:How we will accomplish our mission? Key Strategies Internal Innovation Development • Combination of creativity and quality, fastdelivery 1 • Key domain expertise mapped to EMC’s strategic technologies External Innovation Integration Via M&A and Equity Investments 2 • Proven contribution to EMC & RSA top line 3 Leveraging Academia • Top talent and university programs

10. Key Success Measures:How will we know we have succeeded? • Results Measures • Return on Innovation (ROI²) • Freshness Index: Revenue from products launched in the past 3 years/total annual revenue • Over-exceed BUs targets • Areas of expertise – corp. leadership • Process Measures • Number and type of ideas in the pipeline • budget dedicated to innovation • # of ideas submitted in the past x months • # of patent submissions • % of executives time spent on innovation

11. Organizational Vision (developed by 2nd tier COE managers) COE is full of positive energy, aimed at excellence, business-driven innovation and constructive competition. Teams combine talents who are innovative, willing to take calculated risks and comfortable working in ambiguity and experimentation, together with talents who are pragmatic and devoted to execution and quality delivery. People work in a flexible team structure, allowing them to move from one team to another when required and interested. Many forums and networks foster cross-pollination of ideas. Rewards & recognition plans are also team-based to encourage cooperation and collaboration. Internal and external networks bring many business-driven and innovative ideas. We use the wisdom of these networks to select the best ideas. Once an idea makes it into the pipeline, we have fast decision-making processes to ensure fast development and delivery. We celebrate successes and turn our failures into learning experiences. We invest in developing people knowledge and skills at all levels, with a particular focus on innovation competencies and tools. Universities are seeking our cooperation and joint projects are monetized. People at the COE are happy, interested in what they do and having fun doing it. They bring their friends to work with them and we have become an employer of choice in Israel. We have a strong reputation within EMC for our speedy response to important business needs and gaps, thereby accelerating EMC’s revenues and profitability.

12. Israel COE Organizational Vision:How do we organize & manage ourselves for innovation Future Model Enablers Organizational Structure Structure allows for business-driven innovation together with quality delivery & efficient operations New positions: CTO, PMO, BA Integrated G&A functions & BS Budget Leadership Mandate Role Modeling Accountability & Authority Innovation Budget Hire and develop talent, ABD Innovation into the leadership agenda, remove barriers to innovation, focus on quality delivery Key Processes Understand Business Needs/Gaps, leverage IL innovation to EMC $ scale, increase speed, develop metrics & a review mechanism Exposure & Engagement Process, Metrics, Mechanisms Authority, Ownership, Budget Mindset & Skills Culture strategy and champions Employment branding strategy Networking ABD Innovation and quality delivery mindset, inclusive sense of belongingness, branding and community relations Commitment to goals & metrics Information Availability Rewards budget Incentives & Metrics Effectiveness & Innovation measures Mechanism for review and closing gaps Aligning rewards with performance

13. The Role of the COE Management Team(developed by the COE management team on August 31st, 2011 with Dr. Orit Menkes) Set, communicate & evangelize strategy Manage execution; Enable consistent & productive performance Develop eco-system of internal and external productive relationships Promote local product & employment brand of EMC/RSA Create “one team” spirit to drive innovation Strategize & Evangelize Implement Efficiently Develop Eco-System PromoteBrand Unite & Inspire