Simplifying ProductInnovation & CreationAmrit SinghVodafone New Zealand

Doug NixonDGIT

Simplifying ProductInnovation & Creation

• This session will cover a Vodafone New Zealand initiative and howsimplifying product innovation and creation using Frameworx ledto dynamic business enablement

• Towards the end we will drill down to the inter-systems level torealise how applying the Frameworx from concept toimplementation actually helps achieve quality products andservices that are more sustainable throughout their lifecycle, andcan dynamically adapt to change.

SimplifySimplify

InnovateInnovate

DynamicDynamic

Vodafone NZ’s journey toDynamic Business Enablement

Dyna

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Bus

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Vodafone NZacquires Telstra Clear

Vodafone NZacquires Telstra Clear

Innovation throughacquisition

StrategyStrategy

ProductRationalisation

ProductRationalisation

New ProductDevelopmentNew ProductDevelopment

MarketplaceMarketplace

Way forward

Customerengagement

Innovating to Hero

Creating Heroes

Leverage

SID

eTOM

Integration Frameworx

SID eTOM

eTOM SID

Integration

A transformative initiative – Self Service Portal, has been on ajourney to improve customer engagement across products,sales, interactions and delivery.

Approaches toProduct Innovation & Creation

Approaching innovation and creation1. Acquisition2. Rationalisation3. Greenfield

Ongoing challengesA. PSR Lifecycle ManagementB. People & Process BarriersC. (Process + Customer + Product) ExcellenceD. Inconsistent & Inflexible => Network Access Partners

Product Innovation through Acquisition

• Broadening our product portfolio - complimentary,bundled and converged products & offers – customerretention

• Maintain VFNZ as a market leader• Further, this approach of product innovation through

acquisition led to an organisational shift in the ‘way welead’ thinking

Driver of strategy Self-Service Portal

• A strategy defined for one of VFNZ’s B2B business unitwas to implement a Self-Service Customer Portal to caterfor all its products and services

• The drivers were to

Cost Engaged

Revenue Retention

Product RationalisationLegacy to Hero products

• Frameworx played a role here to conceptualise at the SIDand eTOM levels the complexities around migration

• Analysis exposed the existing legacy products being– Incomplete– Randomly freeform– Fragmented across stacks (process & systems)– Multiple implementations of same product

• Product Retirement - migrating to new productspositioned us for simplification

Greenfields Product Creation

• A new platform, Telflow, was selected through RFP to enablecatalogue driven product management

• Frameworx provided an accelerated path to defining acoherent target architecture at many levels. For example:

– The SID and its PSR model helped dissect and comprehend how newproducts & services needed to be setup

– eTOM on how product & service order processes could be defined,organised and executed

– Evaluated the health of the underlying applications and platforms todetermine strategic fitness of supporting the future mode of operation

– Then define the integration framework to support dynamic APIs

• Dynamic APIs culminates the SID, eTOM and healthassessment work ensuring right investments areimplemented in the best way.

PSR Lifecycle Management

• The Self Service Portal drivers required a better PSR-LMpractice

• At the centre of all this was the goal to get to commoninformation constructs and componentised re-useablePSR definitions

Simplification Programme

• The Self-Service Portal project VFNZ is part of a greaterSimplification programme and was the first to commencethe new PSR-LM process

• Where in the present mode we go through an extensiveinteraction across the company to get a product tomarket, it can be an unnecessarily costly and timeconsuming process.

• The plan is to address this with a series of step changes,aligned to Frameworx reference model, so that PSRchanges can be done with less steps, less people touch-points, and reuse of assets – the dynamic enablement ofbusiness.

Process Excellence

• Using eTOM and ITIL, customer operation processes werealso audited and key pain points identified

• An important development was the ability to link inprocess specifications, thus positively adding anotherfold to dynamic configurability

• The exercise has proven invaluable as eTOM has helpedgive processes a sense of completeness and also names!

• Whilst we made good head-way in internal processdevelopment and implementation, challenges arosewhen the process transcended to external or partnerlayers. A case in point is order flow-through to other fixedaccess network providers.

Process Excellence API Functions

BUYER PROCESS

SUPPLIER PROCESS

EbXML, SOAP,Rest

B2B2X includes a library ofstandardised touch points in use inUK, AU, etc

SID based

Dynamic payloadallows for CATALOGDRIVEN InterfacesDynamic Data DefinitionDynamic Data Definition

Common Information ModelCommon Information Model

Common ProcessTouchpoinlts

Common ProcessTouchpoinlts

Reliable TransportReliable Transport

Dynamic Data DefinitionDynamic Data Definition

Common Information ModelCommon Information Model

Common ProcessTouchpoinlts

Common ProcessTouchpoinlts

Reliable TransportReliable Transport

Process Excellence Specification & API

Example Specification forVoice Resource

Example Specification forVoice Resource

Open Digital Rest Interfaceinteractions

Open Digital Rest Interfaceinteractions

Dynamic API Payloadgenerated by specification

Dynamic API Payloadgenerated by specification

Module Specification & Process

Specification linked toinstantiating process

Specification linked toinstantiating process

Modular process aligned toscope of Specification

Modular process aligned toscope of Specification

Dynamic Enablement in the Marketplace

• In the New Zealand market, there are several fixed accessproviders with VFNZ being one, covering a particulargeography. As a result, our success in achieving a low costmeans to product & service homogeny for provisioning,activation, and customer care is influenced by howaligned the access providers are.

• New Zealand’s Telecommunications Forum – TCF – existsto help achieve just that. Its charter is to resolveregulatory, technical and policy issues for the benefit ofthe industry and its customers. However, in reality thelevel of compliant implementation to TCF standards is upto these providers.

Creating a Marketplace

BUYER PROCESS

SUPPLIER PROCESS

Major debates on thetransport protocol, butwhat are therequirements?

B2B2X the starting point but newvariants of the transactions

Commenced withSID based

Dynamic payloadimplementedallowing for ongoingproduct innovationDynamic Data DefinitionDynamic Data Definition

Common Information ModelCommon Information Model

Common ProcessTouchpoinlts

Common ProcessTouchpoinlts

Reliable TransportReliable Transport

Dynamic Data DefinitionDynamic Data Definition

Common Information ModelCommon Information Model

Common ProcessTouchpoinlts

Common ProcessTouchpoinlts

Reliable TransportReliable Transport

Vodafone NZ’s way forward

• Continue standardising on a method of productmanagement that supports innovation for all the modelsdiscussed

• Establishing an internal marketplace model achievedthrough a self-consumption approach between internalwholesale and retail business units.

• Establishing these points as standards will help facilitatedynamic business enablement (and dynamic APIs) andprovide the stepping stone for VFNZ to be ready for nextgeneration technologies which are facilitating dynamicnetworks (NFV, SDN, Digital partnering, etc.)

• Hence, our desire to achieve TMF compliance