The Path to Digital. Catherine Michel Chief Technology Officer Sigma Systems

Transcription

1 The Path to Digital Catherine Michel Chief Technology Officer Sigma Systems Joseph Johnson VP, Enterprise Architecture & Transformation Windstream Communications 2017 TM Forum 1

2 AGENDA Catalog-Driven Agile B/OSS for Digitalized Product & Service Delivery Catherine Michel Chief Technology Officer Sigma Systems The Digitalization Mandate Catalog-driven Agile B/OSS Approach to Adoption Joseph Johnson VP, Enterprise Architecture & Transformation Windstream Communications Windstream Case Study Program Scope & Structure Results Achieved 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 2

3 The Digitalization Mandate 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 3

4 WHAT WE ARE SEEING EVERYWHERE Ubiquitous Data Self Service Digital Disruption Security An App for Everything Network IoT / IoE Digital Business 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 4

5 DIGITAL NATIVES ARE TAKING OVER Traditional CSP Digital Native Infrastructure focus Conventional focus on infrastructure and networks Slow Time to Market Lengthy NP/FD cycles, overemphasis on pricing Product-centric Laser focus on products and customer experience Innovative Rapid product and service innovation Poor Service Traditional sales channels, poor online service Social + Mobile Conscious Strong social media / mobile channel presence 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 5

6 THE APPROACH OF A DIGITAL SERVICE PROVIDER Monetizing Customer Experience with Rapid Offers and Service Delivery with Agile B/OSS Catalog Driven DSP s clearly define and standardize what they are selling Omni-channel DSP s sell seamlessly through every sales channel Ecosystem Friendly DSP s connect what they can sell with other eco-systems Context Aware DSP s know what they can customize and support Flawless Delivery DSP s get it right the first time Exceptional Service DSP s delight the customer throughout 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 6

7 DIGITIZING INNOVATION IS THE KEY TO SURVIVAL You cannot sell what you cannot operationalize You cannot monetize what you cannot sell You cannot profit from what you cannot monetize Digitization of innovation & M&A is the key 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 7

8 THE PATH TO AGILE B/OSS Transformation through Transition 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 8

9 DIGITAL INNOVATION IS THE KEY TO SURVIVAL Back-Office Overlay Über Orchestration Catalog-driven 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 9

10 TRADITIONAL CSP B/OSS BLUEPRINT Field Web Apps Stores Call Center Force Resellers Customer Quote & Order Capture Sales Care Trouble Ticketing Order Management Charging & Policy Billing & Invoicing WFM Provisioning / Activation Inventory Mediation Service Assurance Network Fixed Mobile Cloud NFV / SDN 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 10

11 CATALOG-DRIVEN AGILE B/OSS FOR THE DSP Field Web Apps Stores Call Center Force Resellers Customer Quote & Order Capture Sales Care Trouble Ticketing Enterprise Catalog / PLM Order Management Charging & Policy Billing & Invoicing WFM Provisioning / Activation Inventory Mediation Service Assurance Network Fixed Mobile Cloud NFV / SDN 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 11

12 Prototype Production Pilot Full Production Subsequent Go-Lives Proof of Solution Production-Ready Baseline Elaboration of Features & Portfolio Full BU / Portfolio Expansion 2017 SIGMA SYSTEMS LP COMPANY CONFIDENTIAL 12

13 TM FORUM: Case Study Agile B/OSS for Digitalized Product & Service Delivery Confidential and proprietary information

14 Do the Research Identify the Opportunities Discovery Roadmap IT Transformation Planning Lead to Service Program Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb 20 1:1 Stakeholder interviews across all channels Field Operations visits Review of all insights Review with Business IT Architecture Review Consumer / SMB visits Enterprise visits Field Operations assessment, ride-alongs Ericsson: Current state of Lead to service systems and processes Enterprise s Lead to Service Systems and processes validated as biggest opportunity All inputs into the IT Transformation Short & Long Term Strategy Vendor demos to always understand and keep up with the landscape EMC: Documentation of IT architecture current state (delivered February 29, 2016) Confidential and proprietary information 14

15 Opportunities Drove the Transformation Plan Customer Lead Pain Points Opportunity Quote Order Disconnected swivel-chair systems Inaccurate product catalog Fragmented, slow, and inaccurate manual processes Order inaccuracy Lengthy time to installation Custom code to adopt to change Radically Reimagines Service Delivery Provisioning Activation Product Catalog Configure Price Quote (CPQ) Order Management Provisioning & Activation (SD) Bill the Customer Ongoing Customer Support Confidential Confidential and proprietary and proprietary information information 15

16 Initial Transformation Strategy Product Catalog Configure Price Quote Order Management Confidential Confidential and proprietary and proprietary information information 16

17 Strategic Approach Process / Inputs CAPEX OPEX Discovery Workshops with System Vendors BU Product Roadmap Network Evolution Plan Vendor 1 Vendor 2 Consulting Partners Process Mapping Vendor 3 Partner 1 2 System Vendors IT Framework / Blueprint Vendor 4 Partner 2 Vendor 1 Consulting Partner System Heat Map Vendor 5 Partner 3 Vendor 2 Partner 1 LATE 2015 JANUARY 2016 Confidential and proprietary information 17

18 Strategic Approach (Continued) FOR 3 USE CASES 1. ENTERPRISE 2. CARRIER 3. SDN / NFV Vendor 1 Vendor 2 Vendor Workshops Proof of Concept Vendor Scoring Vendor Selection Functional Prototype FEB TO EARLY APRIL 2016 LATE APR 2016 LATE Questions in the Detailed Information Request Leaders from Enterprise, Carrier & C/SMB Leaders from IT Proof of Concept Requirements Leaders from Engineering, Process, Finance, HR, General Counsel Information Exchange Sessions with Vendors 210 Items to Score Vendors Against Confidential and proprietary information Confidential and proprietary information 18

19 Vendor Selection: Dimensions, Weights & Participation Weight Dimension Definition Vendor 1 Vendor 2 30% Functional Conformance of system capabilities to provided requirements and use cases. Beyond requirements, this includes user friendliness and support for improved business processes 15% Engagement Model The approach for engaging personnel to provide services and support. This includes management, planning, development, testing, implementation, and support. This includes formal relationships at all levels 20% Technical 10% Operating Model 10% Culture Adoption of good engineering practices that will create a cost effective technical environment. This includes considerations for improved capabilities, scalability, ease of integration and conformance to industry standards Effective use of hosting and operating options. Hosting options will be Windstream, vendor, or cloud. Operating options will be Windstream or vendor. Details include SLA Management, Security, and ITIL Process Integration Ability to understand business needs and align vendor personnel with Windstream personnel. Amount of telecom experience and propensity to consult, advise and bring valuable insight and solutions 15% Cost & Terms Total cost ownership including pricing, licensing and payment structures. The structure for agreements to perform services and pay for services rendered. This includes service level agreements, key performance indicators, performance incentives, and preferable terms and conditions Weighted Score Weighted Score Confidential and proprietary information

20 Results In less than a year Launched a Production Prototype to our Wholesale Carrier Business Unit Production Product Catalog Integrated Portal Based CPQ Capability Quote & Order Capture Production Order Management Platform Order Orchestration Integrations to 14 Systems of Interest (CMDB, Inventory, Billing) Touchless Activation for Limited Wholesale Wave orders Implemented program governance Platform deployed as a Cloud-Based managed solution Established new processes for product definition and creation Significantly changing how Windstream deploys large IT solutions Enhanced cross departmental collaboration with our Agile Delivery Model Confidential and proprietary information Confidential and proprietary information 20

21 Evolving to an Agile Delivery Organization Executive Mandate Top down support is absolutely required to drive evolution Definition of Roles & Responsibilities Willingness to Evolve and Change processes if they are not working Communication & Collaboration is imperative Maniacal Focus on End State Vision Confidential and proprietary information Confidential and proprietary information 21

22 Contact Us Catherine Michel Chief Technology Officer Sigma Systems Joseph Johnson VP, Enterprise Architecture & Transformation Windstream 2017 TM Forum 22