【正文】 + balance CHZXP829022jsmCH 20 Source: McKinsey STRUCTURE SHOULD FOLLOW IT STRATEGY Corporate center BU 4 BU 1 BU 5 BU 2 BU 3 IT IT IT IT IT IT IT IT Network mgmt. Corporate center BU 4 BU 1 BU 5 BU 2 BU 3 IT IT IT IT IT IT IT IT Network mgmt. IT Corporate center IT BU 4 BU 1 BU 5 BU 2 BU 3 IT IT IT Network mgmt. high low low high Flexibility Cost efficiency N/A Business strategy mainly focussed on innovation leadership Business strategy mainly focussed on cost leadership Decentral Hybrid Central CHZXP829022jsmCH 21 SEVEN ATTRIBUTES OF SUCCESSFUL TELECOM IT ORGANIZATIONS IT strategy aligned to business strategy IT anization aligned to business anization Clear IT blueprint and migration plan in place IT STRATEGY IT TRANSFORMATION Commitment made to simplify business Appropriate funding levels and mechanisms working Development projects correctly scoped and managed Vendors leveraged appropriately SUCCESS! 1 2 3 4 5 6 7 CHZXP829022jsmCH 22 BLUEPRINT AND MIGRATION CONCEPT NEEDED Assessment of existing telco IT landscape Vision of a future telco IT landscape ... ... ... Potential migration path ... ... ... Trends and demands on telco IT Telco IT Business units Customers/ suppliers Competitors Network CHZXP829022jsmCH 23 DESIGN CRITERIA FOR A VISIONARY ARCHITECTURE Alignment of business strategy and IT architecture Consolidation of proliferated platforms and applications Process orientation Strict layering Focus IT on business rather than technology Reduce plexity and plexity cost of technology stacks Decouple work management and business operations to cope with diverging dynamics Provide seamless support of business processes for maximum benefit CHZXP829022jsmCH 24 Source: McKinsey ALIGNMENT OF IT ARCHITECTURE AND BUSINESS STRATEGY BILLING EXAMPLE Strategic objectives Implications for IT systems Billing System 1: wireline corporate custom. Resulting architecture Billing System 2: wireline resident. custom. Billing System 3: wireless corporate resident. custom. Wireline work OSS Wireless work OSS Customer care Customer care Customer care Serve business customers ? Revenue focus: – Highly flexible customer care and billing system – Maximally achievable functionality Serve residential customers ? Serve wireline and wire less market simultaneously in separate business units ? Cost focus: – Highly (cost) efficient customer care and billing systems – Basic functionality ? Consciously decide on tradeoff between following options: – Separate billing systems for each business unit for a tailored support of all customer facing units – One central billing system for both BUs to provide cross discounting/marketing options CHZXP829022jsmCH 25 PROBLEM TODAY: LACK OF PROCESS ORIENTATION Churn analysis Tariff planner Marketing and decision support Data warehouse/ Datamart Campaign management Profitability analysis Data mining Data cleanup A/R + Billing + Contract + Customer care Billing Cust. Billing Billing + Contract Billing + Contract Cust. Order entry Customer care A/R A/R A/R Customer care amp。 McKinsey analysis Total $1518 Software Systems integration Service bureau Type of service Billing Planning and engineering Network management Service provisioning Customer care/ sales/marketing ? Bellcore ? MSI ? Convergys ? Intertech ? Kenan ? LHS ? Saville ? Intertech ? AMDOCS ? AMS ? Andersen ? Cap Gemini ? EDS ? Convergys ? Teletech ? APAC ? Convergys ? Saville ? TSI ? Lucent ? Nortel ? MetaSOLV ? Template ? TMA ? Architel ? First Tel Sys Back office Front office 23 12 810 13 68 35 46 FRACTURED SOFTWARE INDUSTRY BEGINNING TO SCALE UP $ Billions。 billing Contr. Contr. Source: McKinsey Back office applications Maintenance and work force mgmt. Inventory management Service management Network operation Network element management Network management Customer is served at pointof sale Contract is assembled based on standard template Service order is entered into the system Service is activated Example of sales and service provisioning: Access to redundant systems within one system domain Access to a multitude of systems across different domains CHZXP829022jsmCH 26 Source: McKinsey APPLICATIONS NEED INTEGRATION ? Systems tied together ? Business changes require modifications to many systems ? Some functions separate, some shared ? Common event processor interconnects applications ? Process flow centralized/flexible ? Easy to leverage mon functions/ponents Event processor Future vision App. 1 App. 2 App. 3 EDI utility Data ware house Refer ence files Communi cation utility Current reality ... Joint service functions CHZXP829022jsmCH 27 Source: McKinsey STRICT LAYERING MAKES ARCHITECTURE MANAGEABLE Network management layer Element management lay