26 maart 2008Promoting multi actor services0 Promoting multi-actor services Business transformation...

26 maart 2008Promoting multi actor services1

Promoting multi-actor servicesBusiness transformation strategies

Nico Baken KPN Senior Strategist, Professor Delft University of Technology

Jos Berière KPN ArchitectEdgar van Boven KPN Innovator

PhD Delft University of Technology


What’s new?

From value chains to value networks

Operators facilitating value creation and consumption in value networks

A balanced business and technical transformation approach

1. Internal decomposition of the value chain

2. Adoption of unifying standards e.g. eTOM and SID

A proof of concept visualises the necessary transformation for both business and technology

Current design efforts in the innovation process

Promoting multi actor services3

Architects/DesignersWiltfied PathuisMente Konsman

ArchitectHarm Mulder

ArchitectJos Berière

InnovatorEdgar van Boven

StrategistNico Baken

Cooperation between academic and market sector

Dutch Research Delta initiative: a multi-actor innovation venture in the Netherlands

Issues to be solved

Telecom as a solution facilitator

Security

Environmental care

ideaHealthcare

Telecom Transport

B2C

Internal reality

First, telecom actors need internal renewalin order to facilitate future value networks

What’s in it for me? €?

when?

?!?!?

why?

Triple play?FMC?

IPTV, FTTH, DSL, VOIP

€ xx,xx

Internal renewal required

?

??

?Cost price?

New service?

End user experience

C2B

Required B2B

Telecom actors have decomposed and established a clear playing field of separated responsibilities

Don’t worry about the

technologyI Agree

New service?

YES!

YES!

A step forward

End user experience

B2CC2B


How should a telecom actor decompose?

Stovepipes obstruct dissimilar service types

– Economies of scale for slow moving are constrained

– Agility for fast moving is reduced

Separate fast from slow service types

Value added Networkservices services

Atomic Integrated services services

Dissimilar telecom services types should be functionally separated

Current

Future


Furthermore, how to simplify and accelerate cooperation?

Lack of openness and transparency slows internal and external cooperation

Advance openness and transparency

– Business

• Wholesale offerings

• Allow 3d party access

• Modular product portfolio

– Technology

• Standards e.g. eTOM & SID in BSS/OSS

• Non-proprietary interfaces

Openness and transparency of newly acquired interfaces is vital for internal and external cooperation

Requirements and constraints resulted in this Business Role Model

A structured playing field

CRM

Packaging and

orchestration

Network services

Value Added

Services

….. = Responsibility

NetworkOperator

Service & Network

Integrator

Service Provider

Customer

Service Operator

NetworkOperator

Service & Network

Integrator

Customer

Service Provider

Customer

Service Operator

Service Operator


Proof of concept of decomposition A Business Role Model is used for

decomposition• Separation of responsibility for

‘atomic’ and integrated services• Value added Services and Network

Services

Proof of Concept is extended with additional customer and service operator• eTOM and SID

PoC should demonstrate• Clear separation of responsibilities• Clear wholesale business interfaces• Matching technical decoupling

points

NetworkOperator

Service & Network

Integrator

Service Provider

Customer

Service Operator

Proof of concept

Business Role Model

Proof of concept brings the derived business role modelto life


Proof of Concept

Mente KonsmanJos BerièreEdgar van BovenHarm Mulder


Proof of Concept clarifies the proposed change

Goals real life PoC

1.Reveal impact of the business and technology transformation

2.Obtain hands-on experience in a exploratory stage

3.Visualise how value chain responsibilities are separated

4.Demonstrate the business and technical interactions between the different domains


NetworkOperator

Service & Network

Integrator

Customer

Service Provider

Customer

Service Operator

Service Operator

Proof of concept visualises the necessary transformationfor both business and technology


Conclusions

A. From exploratory stage hands-on experience, readiness of the proposed transformation has been demonstrated

• Proof of Concept provides more insights and tangible for those effected

• Decomposition and use of standards (SID, eTOM) will be feasible

B. Internal decomposition facilitates future value networks

• Reducing the complexity of the value chain requires transformation of both business and technology

C. After telecom operator internal renewal, facilitation of societal issues comes within reach


Abstract zoals geaccepteerd bij de TMForum

• In our presentation an approach will be revealed which addresses the time consuming problem of complexity in service development and management between stakeholders participating in the value chain. Subsequently is discussed, how this reduction of complexity is envisioned to promote high-quality services which offer value both for society and the telecom operator.

26 maart 2008Promoting multi actor services0 Promoting multi-actor services Business transformation...

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