【導(dǎo)讀】Ameritech. BellSouth. GTE. SBC. USWest. Swiss. CIO. ChiefArchitect. CIO’sdirectreports. Vendors. Systemintegrators. ITcapabilities. ITperformance. ITimpactonoverall. Complexity. Strategy. Migration. Organization. Benchmarkingtools. Neededcapabilities. Architectures. Attackereconomics. Keysuccessfactors. ITalignment. Vendorstrategies. but...Incumbents’currentIT. Build,provision,manageandoperate. Enablefull. forordering,Providecontrolled. ofincumbentsystems?Smaller,nicheplayershave

　　

【正文】 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 CHZXP829022jsmCH 33 WE OBSERVED ENORMOUS BUSINESS COMPLEXITY Business Central offices 1,4003,800 Access lines/work employees 570750 Range Thousand access lines per call center agent Trouble tickets/month 300,000900,000 USOCs in use 18,00027,000 CHZXP829022jsmCH 34 APPROACHES FOR BUSINESS SIMPLIFICATION USOCs Bill of materials A la carte service Packages Service order Service object Numbercentric Customercentric CHZXP829022jsmCH 35 Complexity of transformation Demands placed on IT systems and architecture IT cost of transformation Resulting business and IT cost efficiency IMPACT OF SIMPLIFICATION ON IT TRANSFORMATION High Low Traditional IT upgrading approach (no business simplification) Lower risk but poor results Full business “reinvent” (parallel transformation of IT and business) Complex but best results, if managed properly ILLUSTRATIVE Full IT “reinvent” without significant business process changes Risk of runaway megaprojects CHZXP829022jsmCH 36 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 37 COST REDUCTIONAND TRANSFORMATION FUNDING POTENTIALHUGE 100% = $1 billion Business sustaining Admin. and support Business enhancing Average ILEC IT spending “Ideal” telco* $1 billion * Based on best in class by spending category 56242? Identify and reduce business plexity (., processes, no. of products) ? Focus on hiring and retaining new talent ? Move cost/bill economics to best in class ? Centralize control of IT spending (., new projects’ approval) ? Consolidate data centers/application landscape ? Clean up and digitize all work records/wire centers 61777% CHZXP829022jsmCH 38 KEY DRIVERS OF IT/S COSTS IN A TELCO Inward lines Statements mailed Lines in service Payments processed Employees Repair dispatches Businessdriven (volumes) Bill images printed Major impact Lower impact Complexity of hardware and software architecture Efficiency of development groups Unit costs for bill printing and mailing (., format, postage costs) Systems “fallout” rates ITdriven (unit costs) Efficiency of data processing (., no. of centers, CPU costs) Degree of payment automation CHZXP829022jsmCH 39 CONTENTS OF TODAY’S DISCUSSION Agenda Introduction Key findings Levers to improve performance McKinsey service line CHZXP829022jsmCH 40 MCKINSEY SERVICE LINE ITele IT Diagnosis Details ? Quick internal IT operations, migration, and capabilities assessment ? Comprehensive or quick benchmarking for incumbents ? Spending/investment analysis ? Organization and outsourcing assessment IT operations cost improvement ? Business and IT alignment – Introduction of business driven prioritization process – Complete overhaul of IT project portfolio ? Development of architectural blueprint ? Migration strategy: Development and/or value engineering IT strategy and blueprint IT anization ? Business and anizational alignment ? Governance model and redesign of budgeting process ? Capability building and excellence in project management IT transformation support ? Project management support ? Running of the project office ? Project risk management Additional opportunities to support telco IT vendors, . growth strategy, product market strategy, ... ? Operations and maintenance efficiency ? Optimization of make or buy decisions CHZXP829022jsmCH 41 MATERIAL AVAILABLE IT in Tele article as “appetizer” to share with telco CEOs and CIOs (published in next quarterly tele special issue) IT in Tele Primer Team primer/industry overview ITStrategy/Architecture development IT anization Migration approaches and planning Diagnosis and benchmark questionnaire (US and European version) Results of . benchmarking effort Vendor profiles 1 2 3 4 5 a b d c CHZXP829022jsmCH 42 SUPPORT AND RESOURCES ? Federico Germani CH ? Chip Hardt CH ? Bernd Kraus GE/MU ? Andr233。 Krause GE/DU ? Friedrich Neumeyer GE/FT ? Juergen Stark CH ? Stefan Schmitgen GE/FT ? Safroadou Yeboah Amankwah CH Telco Sector ? Thomas Billeter BT/ZU ? Helmut Imboden BT/ZU ? Gonzalo Rodriguez BT/LM ? Raghav Nandagopal BT/SD ? Will Draper BT/SD BTO CHZXP829022jsmCH 43 Master CHZXP829022jsmCH 44 GAP BETWEEN BUSINESS STRATEGY AND IT STRATEGY IN MANY TELCOS Billing of new of new tariffs and products in high frequency CRM support of new sales channels Introduction of new businesses, ., emerce, inter Requirement resulting from business unit strategies ... Priorities of IT department 1 Completion of new general billing system 2 Migration to UNIX environment 3 Builtup IT infrastructure