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First Business & IT Summit with TM Forum Latin-America - 2015
May 14, 2015, LimaAlfred Anaya
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Agenda
• Key Challenges Facing Businesses TodayOverview
• Leveraging Standards, Frameworks, Tools and Skills
• The TM Forum and FrameworxIntroduction
• Digital Business Transformation Serving the Digital Customer
• Introducing the ZOOM ProgramZero-touch Operations, Orchestration & Management
• Case Studies and Benchmarks
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Key Challenges Facing Businesses Today
Overview
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Key Challenges Facing Businesses Today…
� In this 21st century the new constant is the acceleration of change! encompassed by the challenge of Digital Business Transformation
� Digital Business Transformation is a strategic journey that requires a fundamental rethink in culture, customer centricity, innovation, operations and IT.
� How an Enterprise effects Transformation is becoming a Strategic Strength (or a Strategic Weakness) where real business opportunities can be gained or real business problems may result.
� “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin
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The seven Digital Forces that are changing business dynamics
o Easily accessible ecosystemso IaaS and PaaS remove barrierso Selecting lucrative segments
2. Emerging Competitors
o Disaggregating value chainso Open digital ecosystems
4. Death of the Value Chain
o Many roles will be automatedo Digital competence gap
5. Talent Mismatch
o Globalization drives similarities in user requirements
6. Converging Supply & Demand
o Ecosystem evolutiono Old markets are challenged
7. Business Model Innovation
o Near-perfect transparencyo Easy to compare priceso Drives commoditization
1. Price & Margin
o Digital offers on global scaleo Doesn’t favor second place
players
3. Winner Takes All
Source: McKinsey, TM Forum
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Challenges & CapabilitiesOvercoming inertia
Business Needs & Challenges
Develop strategies for digital transformation
Plan and execute transformation
efficiently
Remain ready for new ideas and changing
requirements
Required Capabilities
Deep Industry knowledge and innovative ideas
Leveraging standards, frameworks, tools and
skills
Flexible Business Architecture
Business Results
Clear vision reduces time-to-market for
innovation
Right-first-time reduces wasted effort; less cost, more speed
Quick response to new challenges and opportunities
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Leveraging Standards, Frameworks, Tools and Skills
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Most Relevant Standards, Frameworks and Tools
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Transformation — The Enterprise Architecture Way
• Common Vocabulary & Tools
• Foundational Structure
� Standards & Compliant Products
� Design Method
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Traditional Enterprise Architecture (EA) Domains
Business ArchitectureHow the enterprise activities are organized to achieve its objectives
Information SystemsArchitecture
How Information Systems (Applications and Data) support the objectives of the business
Technology ArchitectureHow Technology fits together support the objectives of the business
Application Architecture
Data Architecture
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“Transversal” EA Domains
Inte
grat
ion
Secu
rity
Info
rmat
ion
Gov
erna
nce
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Static Structure + Dynamic Lifecycle
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The Requirements Paradigm in EA
Requirements are the driving force throughout the enterprise lifecycle; from the definition of Strategic objectives, all the way to the enumeration of Technical requirements.
Capabilities
ArchiTelco ©
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Zooming into Enterprise Architecture
ArchiTelco ©
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e.g. Strategic ProgramsSource: CMMI SCAMPI Distilled ©
Extract from Accenture’s former Business Integration Methodology (BIM)
Extract from TM Forum Strategic Programs 2014-2015
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Coherence Across EA Domains is Essential!
Data architecture
Technology architecture
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• Common Vocabulary & Tools
• Foundational Structure
� Standards & Compliant Products
� Design Method
The Most Prominent Enterprise Architecture Frameworks
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The Zachman Framework
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Federal Enterprise Architecture Framework (FEAF)
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The Open Group Architecture Framework (TOGAF)
TOGAF is a framework - a detailed method and a set of supporting tools - for developing an enterprise architecture.
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Frameworx
Business Process Framework (eTOM)
Information Framework (SID)
Application Framework (TAM)
Integration Framework• Architecture and Governance• Standardized Interfaces
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Enterprise Architecture in Simple Words…
�Put Simply, Enterprise Architecture (EA) is the sheer use of the architecture paradigm applied to the Enterprise.
�By definition every Enterprise has an EA whether is has been documented or not…
�EA is not only about the “Alignment of The Business and IT”, but also and perhaps more about the “Alignment of Strategy to Execution”.
� “Implementing” EA is how an Enterprise deals with Transformation by knowing the Current State and mastering the evolution towards a desired Future State.
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A Few Words on Standards
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Classification of StandardsDe Facto Industry and Market Standards
Public Specifications(PS), Commissioned Standards, Ad-hoc Standards
Consensus Standards, De jure Standards, National or International Standards
Regulations
De Facto standards are products or policies that ultimately reachindustry or market standard status due to a wide acceptance of users or adopters across the industry or market; examples of these can be:Microsoft Office, Coca-Cola, Facebook, Skype, iPhone, etc and many other products which conquer the market be getting an overwhelming market share and quite often achieve elimination of any competitor product.
Commissioned standards and PSs are developed and commissioned by a given sponsor, subject to stakeholders consultation and do not require full consensus. These differences between a PS and formal consensus Standards enable PSs to be developed and published faster in order to satisfy short term business needs particularly in areas of technology, innovation or service industries.eTOM became an International
standard as ITU-T M.3050. Another example is ITIL v3 which became ISO-20000.
De jure or Consensus standards are standards that have been approved by standard bodies, professional organizations, industry groups, a government body, or other groups.
All formal standards are developed with a period of public enquiry and full consultation. As a result, standards represent a consensus on current best practice.
Regulations can take many forms: legal restrictions promulgated or mandated by a government authority, self-regulation by an industry such as through a trade association, social regulation (e.g. norms), co-regulation and market regulation. One can consider regulation as actions of conduct imposing sanctions (such as a fine). Regulations can be seen as implementation artifacts of policy statements. Common examples of regulation include controls on market entries, prices, wages, Development approvals, pollution effects, etc.
Examples: Coca-Cola, MS-Office, iPhone, Nuts, Facebook, Skype, etc.
Examples: TMF, TOGAF, ITIL, SID, CoBIT, Zachman, etc.
Examples: ITU-T, ISO, ETSI,IEEE, IETF, IEC,ANSI, etc.
Examples: Sarbanes-Oxley, Local Loop Unbundling, Number Portability, Roaming, Credit Rating (banks), Energy Policy Act (Utilities), Emission Standards (Car manufacturing), etc.
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Standards in the (Digital) Organization
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ITIL — The IT Service Management Perspective
Source: Axelos, Ltd
ITIL is the most widely accepted approach to IT service management in the world. ITIL can help individuals and organizations use IT to realize business change, transformation and growth.
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Service — Different Perspectives
Product
Resource
Service
The SOA perspective
The CSP perspective
The ITIL perspective
The EA perspective
Technology Layer
Business ProcessLayer
Provider Consumer
ArchiTelco ©
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Source: COBIT® 5, © 2012 ISACA® All rights reserved.
COBIT is the leading framework for the governance and management of enterprise IT. It provides a set of methods and best practices to improve performance while creating value and reducing risk.
COBIT — The Enterprise IT Governance Perspective
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The TM Forum and Frameworx
Introduction
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The TM Forum Who We Are –
TM Forum is a non-profit global industry
association which brings together the collective genius of our diverse
members to collaborate to drive successful
digital business transformation
90,000+Member Professionals
950+Member Companies
Including27 of 30 of the World’sLargest CSPs
GlobalCoverage
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The Forum's Role – Connecting the Digital Ecosystem
Technology & SIs
Service Providers
Cross-Industry Enterprises
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Core Strategic Programs
The Forum guides our members on their digital transformation journey via three strategic programs
Agile Business & ITSDN/NFV & Zero-Touch Ops (ZOOM)Digital TransformationFrameworx for Digital
Open Digital EcosystemInternet of Things (IoT)Open Digital APIs & ManagementRapid Partner Onboarding
Customer EngagementOmni-Channel ExperiencePrivacy & SecurityMetrics & Data Analytics
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What We Offer to Our Members
• Training, Certification, and CoachingHands-on training, individual certification and coaching
• Collaboration Programs and CommunitiesDeveloping, showcasing, and promoting adoption of innovative new tools and digital standards
• Best Practices, Standards and ConformanceCommunity-driven Frameworx best practices and Conformance programs
• Research and ContentThought-provoking research and content offering practical guidance to members
• Conferences and WorkshopsConnecting executives for collaboration, networking and business development opportunities
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TM Forum Frameworx, What it is
Frameworx provides a comprehensive suite of industry standard frameworks and best practices that help digital businesses to maximize agility, efficiencyand margin.
Frameworx provides a blueprint for a service-oriented, highly automated and efficient approach to complex operations.
Frameworx helps companies to transform, reducing the cost and risk of transformation programs. Over 90% of the world’s largest
service providers use Frameworx
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The 4 Core Frameworks
Business Process Framework (eTOM)
Information Framework (SID)
Application Framework (TAM)
Integration Framework• Architecture and Governance• Standardized Interfaces
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Why use Frameworx?
Reduce CapEx & OpEx cost
Reduce transformation risk & cost
Radically simplify operations
Improve customer satisfaction
Enable innovation through agility
Adopt the industry standard
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The Frameworx Ecosystem
More than 80 products and solutions from over 30 leading suppliers have completed Frameworx
Conformance Certification
Over 4,500 professionals worldwide have received Framework training and knowledge certification
We have gathered more than 100 case studies of
successful service provider implementations of
Frameworx
Frameworx is supported by a rich ecosystem of commercial products, solutions and professionals with deep expertise.
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Business Process Framework (eTOM)
• Comprehensive, industry-agreed, multi-layered model of the key business processes requiredto run an efficient, effective and agile enterprise
• Adopted by 90%+ of world’s communications service providers; in use by many other industries
• 1400+ processes cataloged and defined in the model
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Business Process Framework (eTOM)Level 1 and 2 Processes
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Information Framework (SID)
• Provides standard definitions for all the information that flows through the enterprise and between service providers and their business partners.
• Widely adopted by communications service providers around the world and in many other industries
• 1500+ information entities defined in the model
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Top Level View of Layered ModelInformation Framework (SID)
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Application Framework (TAM)
• Provides a systems map which captures how business processes are implemented in deployable, recognizable applications
• Reflects the way systems and applications are actually implemented and procured in the market
• 370+ Applications defined in the model
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Layered Application Model – Level 1Application Framework (TAM)
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Integration Framework
• Defines how to use Frameworx to design, architect and implement your enterprise
• Provides a modern, service-oriented integration approach using business services
• Contains guides for architecture and governance
• Provides a large set of standardized interfaces and tooling to create additional interfaces
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Architecture, Best Practice and GovernanceIntegration Framework
MetamodelSoftware Enabled
Services Architecture
Digital Services Reference
ArchitectureBusiness
Services Guide
Frameworx Governance
Cross Framework Mappings
Frameworx Tools – 3D and HTML
BrowsableModels
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Standardized InterfacesIntegration Framework
Operations Management InterfacesInventory SecurityFault Service Problem Policy
Performance
REST APIsSimple Management
Product OrderingCatalog Management
Service Level AgreementTrouble Ticketing
Interface SuitesIPDR OSS/J
MTOSI MTNM
Operations Management Interface Development Tools
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Business Metrics
• Provide a top-down, industry-agreed view of the standard, quantifiable business metrics a service provider requires to run its business
• Metrics cover 3 key areas to create a “Balanced Scorecard”
- Revenue and margin- Customer experience- Operational efficiency
• Map to Business Process and Information Frameworks
• Used in Industry Benchmarks in partnership with McKinsey
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Full Set of Metrics Defined in TM ForumMetrics Repository
Customer Experience Management Metrics
Business Metrics
Performance Management Metrics
Cable Metrics
Revenue Assurance Metrics
Frameworx Metrics
Specification Repository
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Practical Guides to Support ImplementationFrameworx Best Practices
Best Practices• Digital Services• Customer Experience Management• Security and Privacy• Revenue Management• Cloud and Infrastructure Management• Big Data/Analytics• Product Lifecycle Management• Partnership Development
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Career Certification
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Digital Business Transformation
Serving the Digital Customer
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Digital Business Transformation
9The digital world is about connecting or digitizing anything and everything.
9Successful companies are Customer Centric* companies in the digital world.
9Digital business transformation is the journey to become an Agile*business leveraging culture, customer centricity, innovation, operations and IT.
9Digital transformation aims to bring automation in all operations areas including Lead to Cash, Time to Market and Trouble to Resolve.
* Key concepts in Digital Transformation
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Insights
Clarity
Product simplicity
Process simplicity
Systems simplicity
Improved experience
Digital Transformation Lifecycle
Many transformation projects run in a functional silo such as focusing only on IT.
Succeeding with digital transformation demands rethinking business operations end-to-end.
Frameworx underpins successful end-to-end transformation.
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Market trends driving Customer Centricity
Customer Experience Management also helps achieve Customer Centricity
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The Evolution of Customer Experience Management (CEM)
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R&D AcceleratorAgile Collaboration
Real world problems
Collaborative prototype solution
Derived standards
3-6
mon
ths
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TM Forum Best Practices
• Guidance for Customer Experience Management in a Service Provider
Guidebook: Approach and Tools Overview
• 6 Dimensions across the enterprise
Maturity Model
• Definitions of stages in customer lifecycle
Lifecycle
• Measure every stage of the customer lifecycle
475+ Metrics
Customer Experience Management
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TM Forum Maturity Model
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Web, Device, Email Call Center / Care Center
Store USSD/SMS/Messaging
Social Field Service / Field Sales C
hann
els
Obs
erve
Lear
n
Rea
ct
Req
uest
Det
ail
Res
erve
Sel
ect P
rodu
ct/ S
ervi
ce
Pla
ce O
rder
Rec
eive
Use
Rev
iew
Usa
ge
Eva
luat
e Va
lue
Man
age
Pro
file/
Ser
vice
Rec
eive
Hel
p
Rec
eive
Res
olut
ion
Rec
eive
Not
ifica
tion
Verif
y or
dis
pute
Topu
p/ P
ay
Enh
ance
Sel
ectio
n
Ren
ew c
ontra
ct
Ref
er p
rodu
ct/S
ervi
ce
Gai
n lo
yalty
Feed
back
Dis
cont
inue
Be Aware Interact Choose Consume Manage Pay Renew Recommend Leave
Buying Using Sharing
TM Forum Lifecycle ModelSample Customer Journey
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CEM Metrics
Per-enterprise customer
Functional
Per-Customer
90 Metrics
180 Metrics
200 Metrics
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What is Big Data Analytics?
Identification, design and
deployment of strategies,
processes, skills, systems and data that can provide
actionable intelligence resulting in
business value
VarietyVolume
Velocity
VALUE
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Extracting Value
Insight + Action = ValueExample: Real Time Churn Prevention
Insight Action Value
Subscriber Dissatisfaction
Retention Campaign Satisfied Customer
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Guidebook Elements
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Big Data Analytics Reference Model
Data SourcesNetwork, OSS, BSS, Social Networks, …
Dat
a R
epos
itory
Stru
ctur
ed D
ata,
Uns
truct
ured
Dat
a, S
emi-
stru
ctur
ed D
ata
CAPEX Reduction Applications
OPEX Reduction Applications
CEMApplications
Revenue Generating Applications Other Applications …
Dat
a G
over
nanc
eP
rivac
y, S
ecur
ity, a
nd C
ompl
ianc
e
Data AnalysisData Modeling, Metrics, Reports
Batch Streaming
Data IngestionIntegration, Import, Format
Data AnalysisData Modeling, Complex Event Processing, Alerts & Triggers, Reports
Data ManagementTransformation, Correlation, Enrichment, Manipulation, Retention
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Big Data Analytics Use CasesUse Case ID Use CaseS-MOM-T1 Real-time Personalized Offers while BrowsingS-MOM-T2 Real-time Personalized Offers during CheckoutS-MOM-T3 Real-time Personalized Offers during a Live Interaction
S-MOM-T4 Real-time Personalized Offers Based on LocationS-MOM-T5 Real-time Personalized Offers Based on UsageS-MOM-T6 Real-time Personalized Offers Based on DeviceS-MOM-T7 Intelligent Advertising Based on Browsing HistoryS-MOM-T8 Stimulating Prepaid to Postpaid ConversionS-MOM-T9 Enticing Usage from Roaming CustomersS-MOM-O1 Product Definition and DevelopmentS-MOM-O2 Product Introduction AnalyticsS-MOM-O3 Product Performance OptimizationS-MOM-O4 Purchase Propensity Analytics for Enhanced Targeting
S-SDM1 CSP Data MonetizationS-SDM2 MVNO Data MonetizationS-RDM1 Value-based Network PlanningS-RDM2 New Enterprise Order Impact Analysis S-RDM3 Policy-based Capacity Management
O-CRM-CC1 Personalization of Real-Time Interaction in Assisted Care
O-CRM-CC2 Increase Effectiveness of Customer Self ServiceO-CRM-CC3 Improving Assisted Care with Network Experience Analytics
O-CRM-PC1 Proactive CareO-CRM-PC2 Right Proactive Care Channel and TimeO-CRM-PC3 Proactive Care Based on Poor Care ExperienceO-CRM-PC4 Proactive Care During or After Network FaultO-CRM-PC5 Proactive Care Based on Absence of UsageO-CRM-PC6 Proactive Care Based on Network Experience Analytics
Use Case ID Use CaseO-CRM-PC7 Roaming Customer OnboardingO-CRM-CR1 Churn Risk Prediction for Customer Retention
O-CRM-CR2 Churn Motivation Prediction for Customer Retention
O-CRM-CR3 Personalized Offers for Customer Retention
O-CRM-CR4 Retention Offer Acceptance Propensity Analytics
O-RMO1 Network Fault Location and RecoveryO-RMO2 Real-time Value-based Congestion Management
O-RMO3 Real-Time Customer Offload Management
O-RMO4 Proactive Experience Driven Network Repair
O-SPRM1 Partner Value OptimizationO-FUL-O1 Increasing Conversion in the Ordering Process
O-FUL-O2 Reduction of Errors in the Ordering Process
O-FUL-I1 Optimization of Customer Self-InstallationO-FUL-I2 Field Technician Assignment OptimizationO-FUL-I3 Field Technician Arrival OptimizationO-BRM1 Revenue AssuranceO-BRM2 Personalized Collections Treatment PlanE-SEP1 Market WatchE-EEM1 Business Process OptimizationE-FAM1 Fraud Management
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Key DriversBig Data Analytics
Increase Revenue
Personalized Upsell
Personalized Advertising
Improve Product Success
Data Monetization
Increase Customer Satisfaction
Personalized Proactive Care
Increase Effectiveness of
Self-Service Care
Optimize Network Performance
Reduce Costs
Churn Prediction
Optimize Capital Investments
Revenue Assurance
Fraud Management
Business Process Optimization
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What CSPs are saying…
“Service providers preside over a goldmine of data, and big data analytics is becoming an important asset and competence. Yet how to fully extract its value is still a challenge. We are pleased to support the TM Forum's Big Data Guidebook and Catalyst project, which will help us to make a leap forward in extracting the value of big data analytics.”
- Lifen Zhao, China Mobile
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Introducing the ZOOM Program
Zero-touch Operations, Orchestration & Management
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Virtualization of Everything
• Service Providers need to identify the roles they can play in the evolving digital fabric
• To support this the Forum has defined a vision for the new hybrid (physical and virtualized) operations environment
• This vision drives a modular IT systems architecture supporting future operations practices, completely rethinking current business and operations models
• Our goal is to make sure that service providers can move at the speed of the rest of the digital ecosystem.
Why it matters?
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A means to make the network more flexible and simple by minimising dependence on HW constraints
v
� Network Functions are SW-based over well-known HW� Multiple roles over same HW
ORCHESTRATION, AUTOMATION& REMOTE INSTALL
DPIBRAS
GGSN/SGSN
Firewall
CG-NAT
PE Router
VIRTUAL APPLIANCES
STANDARD HIGH VOLUME
SERVERS
Virtualised Network Model: VIRTUAL APPLIANCE APPROACHv
� Network Functions are based on specific HW&SW� One physical node per role
DPIBRAS GGSN/SGSN
Session Border Controller
Firewall CG-NAT
PE Router
Traditional Network Model: APPLIANCE APPROACH
The NFV Concept
Source: Adapted from D. Lopez Telefonica I+D, NFV
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o Access to new digital ecosystemso Multi-sided business modelso TTM in seconds not in months
SDN/NFV is an enabler for Operations Transformation and Innovation
ServiceAgility1
TransformOPEX
TransformCAPEX
2
3
o The network becomes an IT resourceo End to end service managemento Zero-touch orchestrated flows
o Move to low cost standard IT fabrico Simplification at all layers
Months ÐSeconds
NetOpsÐDevOps
Telco gradeÐ
IT fabric
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Case Studies
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Bottom Line Results – Members Helping Members Transform
Largest subsidiary GuangDong Mobile expects $3.3 million in CAPEX savings
Moved from the bottom quartile to #1 in customer service satisfaction among SMBs in Australia
Measured its operator customers achieving, on average, 22% in fixed, up-front operational expenditure savings
Reduced revenue leakage by an estimated 5% of total revenues through synchronized data between CRM, billing and inventory
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AT&T Service Realization Excellence PlatformCase Study: AT&T
+ =
Business Challenge
Major transformation of AT&T’s enterprise-wide operations support environment to improve speed, efficiency and productivity internally, and time to market and quality of service for customers
Role of Frameworx• Application Framework used
to rationalize thousands of systems into standard enterprise architecture deliverables
• Business Process Framework used to drive collaboration between IT and the business, and reduce confusion about the impact of new business models and target operating models on business operations
• Information Framework used to understand linkage between shared services, APIs and data sources
Results9 $95m CapEx savings9 $64m OpEx savings9 21% reduction in
time-to-market (within 3 years)
9 Winner of Forum’s Operational Excellence Award, 2014
9 Foundation for future transformation within AT&T
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Telefónica Argentina’s Radical Digital Transformation Case Study: Telefónica
+ =
Business Challenge
Telefónica Argentina (leading multi-play CSP in Argentina with over 23m subscribers), needed to radically transform IT and operations in order to deliver on its vision to become LATAM’s leading ‘digital telco’.
In just 12 months, a greenfield, full IT stack replacement was achieved.
Role of Frameworx• Business process
framework “instrumental in eliminating redundancies, providing consistency across channels, operational convergence across lines of business, improving time-to-market and customer experience“
• Information Framework was “instrumental for achieving a 360 degree view of all Customer Information Data”
• Application Framework used as the reference model for defining a simplified set of applications and guiding the procurement process
Results9 30% improvement in IT
efficiency (CapEx+OpEx/Revenue)
9 Time-to-market reducedfrom months to weeks
9 Multi-channel capabilities and advanced ‘click and collect’ services deployed
9 Single, 360 degree view of the customer
9 Call center load reduced by more than 25%
9 Now the Global IT Blueprint for Telefónica
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Telstra’s Next Generation IT TransformationCase Study: Telstra
+ =
Business Challenge
Dramatic simplification of IT environment to deliver first class customer experience; reduce operating costs and provide the platform for new service growth.
Role of Frameworx• Business Process
Framework used to define project scope and business interactions
• Information Framework used to define data ownership
• Application Framework used to map applications to business processes
• Integration Framework business services used to enable mediation between legacy and new systems
Results9 IT operating
expenses reduced by ~ A$400M
9 New IT system delivered 2 months earlier than expected
9 40% reduction in data center OpEx
9 Customer service able to handle 5x the volume at the same cost
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Creating the platform for digital businessCase Study: China Mobile
+ =
Business ChallengeOvercome silos across business units and channels, achieving dramatic simplification of business and IT environment to deliver first class customer experience; provide the platform for new service growth; reduce operating costs and adapt to changing consumer behavior.
Role of Frameworx• Business Process
Framework used to defined single E2E process flows for multiple products and channels
• Information Framework used to create enterprise-wide information framework and to deliver 360-degree view of customer
• Application Framework used to rationalize multiple customer-facing systems
Results9 Customer touch point
process rationalization resulted in savings of $120m/year
9 Increase in revenue of $40m/year
9 Lead to order process shortened by 30%
9 Accuracy of customer data risen from ~93% to 99.99%
V2013.5© 2015 TM Forum | 78
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Q&A
