The Path to Digital - Digital Transformation World · 29/02/2016 · The Path to Digital Catherine Michel ... Windstream Case Study ... telecom experience and propensity to consult,

© 2017 TM Forum | 1

The Path to Digital

Catherine Michel

Chief Technology Officer

Sigma Systems

Joseph Johnson

VP, Enterprise Architecture & Transformation

Windstream Communications

Catalog-Driven Agile B/OSS for Digitalized Product & Service Delivery

Windstream Case Study

▪ Program Scope & Structure

▪ Results Achieved

Catherine MichelChief Technology Officer

Sigma Systems

Joseph JohnsonVP, Enterprise Architecture & Transformation

Windstream Communications

© 2017 SIGMA SYSTEMS LP | COMPANY CONFIDENTIAL | 2

AGENDA

The Digitalization Mandate

▪ Catalog-driven Agile B/OSS

▪ Approach to Adoption

The Digitalization Mandate



Digital Disruption

Digital Business▪

▪

▪

▪

Network▪

▪

▪

▪

IoT / IoE▪

▪

▪

▪

An App for EverythingSecurity

SelfService

Ubiquitous Data


WHAT WE ARE SEEING EVERYWHERE

Conventional focus on

infrastructure and networks

Infrastructure focus

Lengthy NP/FD cycles, over-

emphasis on pricing

Slow Time to Market

Traditional sales channels, poor

online service

Poor Service

Traditional CSP Digital Native

Strong social media / mobile channel

presence

Social + Mobile Conscious

Rapid product and service

innovation

Innovative

Laser focus on products and

customer experience

Product-centric

DIGITAL NATIVES ARE TAKING OVER


THE APPROACH OF A DIGITAL SERVICE PROVIDER

Catalog DrivenDSP’s clearly define

and standardize what

they are selling

Ecosystem FriendlyDSP’s connect what they

can sell with other

eco-systems

Omni-channelDSP’s sell seamlessly

through every sales

channel

Flawless DeliveryDSP’s get it right the first

time

Context AwareDSP’s know what they can

customize and support

Exceptional ServiceDSP’s delight the customer

throughout

Monetizing Customer Experience with Rapid Offers and Service Delivery with Agile B/OSS


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



Transformation through

Transition

THE PATH

TO AGILE

B/OSS



Back-Office Overlay

DIGITAL INNOVATION IS THE KEY TO SURVIVAL

Über Orchestration Catalog-driven


Web Apps Call Center Resellers

Field

ForceStores

Fixed CloudMobile NFV / SDN

TRADITIONAL CSP B/OSS BLUEPRINT


Customer

Network

Quote & Order Capture

Order Management

Provisioning / Activation

Charging & Policy

Sales

Inventory Mediation

Billing &

Invoicing

Care

Service

Assurance

WFM

Trouble Ticketing

Web Apps Call Center Resellers

Field

ForceStores

Fixed CloudMobile NFV / SDN

CATALOG-DRIVEN AGILE B/OSS FOR THE DSP


Customer

Network

Quote & Order Capture

Order Management

Provisioning / Activation

Charging & Policy

Sales

Inventory Mediation

Billing &

Invoicing

Care

Service

Assurance

WFM

Trouble Ticketing

Enterprise

Catalog /

PLM

Proof of SolutionProduction-Ready Baseline

Elaboration of Features & Portfolio

Full BU / Portfolio Expansion

Subsequent Go-LivesFull ProductionProduction PilotPrototype


TM FORUM: Case Study

Agile B/OSS for Digitalized

Product & Service Delivery

Confidential and proprietary information

Do the Research – Identify the Opportunities

14

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

Discovery Roadmap IT Transformation Planning Lead to Service Program

2015 2016

All inputs into the

IT Transformation

Short & Long

Term Strategy

20 1:1 Stakeholder

interviews across all

channels

IT Architecture Review

Field Operations visits

Consumer / SMB visits

Enterprise visits

Review of all insights

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

EMC: Documentation of IT architecture current state

(delivered February 29, 2016)

Review with

Business

Vendor demos to always understand and keep up

with the landscape


Opportunities Drove the Transformation Plan

15Confidential and proprietary information

Customer Lead

Opportunity

Quote

Service Delivery• Provisioning

• Activation

Bill the Customer

Ongoing

Customer Support

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


Pain Points

✓ Product Catalog

✓ Configure Price Quote (CPQ)

✓ Order Management

✓ Provisioning & Activation (SD)

Radically Reimagines

16Confidential and proprietary information

Initial Transformation Strategy


Product Catalog

OrderManagement

Configure Price Quote

17

Strategic Approach

CAPEX

OPEX

BU Product Roadmap

Network Evolution Plan

Process Mapping

IT Framework / Blueprint

System Heat Map

Process / Inputs

Discovery

Workshops

with System Vendors

Vendor 1

Vendor 2

Vendor 3

Vendor 4

Vendor 5

Consulting

Partners

Partner 1

Partner 2

Partner 3

LATE 2015

Vendor 1

Vendor 2

2 System Vendors

Consulting Partner

Partner 1

JANUARY 2016


Vendor 1

Vendor 2

Vendor

Workshops

Proof of

Concept

Vendor

Scoring

Vendor

Selection

Functional

Prototype

18Confidential and proprietary informationConfidential and proprietary information

FEB TO EARLY APRIL 2016 LATE APR 2016 LATE 2016

FOR 3 USE CASES

1. ENTERPRISE

2. CARRIER

3. SDN / NFV

Strategic Approach (Continued)

361 Questions in the

Detailed Information Request134 Proof of Concept

Requirements46 Information Exchange

Sessions with Vendors

Items to Score

Vendors Against

20 Leaders from

Enterprise, Carrier & C/SMB37 Leaders

from IT25 Leaders from Engineering, Process,

Finance, HR, General Counsel

210


Vendor Selection: Dimensions, Weights & Participation

Weight Dimension Definition Vendor 1 Vendor 2

30% FunctionalConformance of system capabilities to provided requirements and use cases. Beyond requirements, this

includes user friendliness and support for improved business processes

15% Engagement ModelThe 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% TechnicalAdoption 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

10% Operating ModelEffective 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

10% CultureAbility 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

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 LimitedWholesale 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


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

© 2017 TM Forum | 22

Contact Us

Catherine MichelChief Technology Officer

Sigma Systems

[email protected]

Joseph JohnsonVP, Enterprise Architecture & Transformation

Windstream

[email protected]

Documents

The Path to Digital - Digital Transformation World · 29/02/2016 · The Path to Digital Catherine Michel ... Windstream Case Study ... telecom experience and propensity to consult,