vodafone statergy

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Reaching out to customers in real time with appealing and innovative products is the

hallmark o today’s aggressive enterprise. And to keep customers happy, you must

oer robust technology. This requires a standard, proven, service management tool

that not only reduces the time needed to handle service requests, but also reduces the

actual number o incidents.

To overcome the challenges posed by the localized IT service desks and management

tools across its operations in India, Vodaone deployed the BMC Remedy IT Service

Management Suite to create a single, central service desk managing all users. And as

a bonus, the rollout was completed in less than six months.

The Shining Telco

With more than 94 million subscribers and growing, Vodaone is India’s second-largest

mobile service provider with a nationwide ootprint across 23 circles. To ocus on its

core business and deliver innovation to its customers, Vodaone, in December 2007,

decided to outsource its entire technology inrastructure to IBM, including IT services,

sta, and assets. Since the inception o this partnership between Vodaone Indiaand IBM, various initiatives were undertaken to streamline and standardize the IT

inrastructure, but the company had to ace a lot o roadblocks beore reaching the

desirable outcome.

geography

India

induSTry

Telecommunications

SoluTionS

BMC Remedy IT Service

Management Suite

before

Multiple service desk platorms»

Piecemeal incident and problem»

management potential impediment tosmooth IT consolidation program

Unstructured service desk unable to»

measure predictability

No data to measure service levels»

according to the agreement

afTer

Single unied solution suite to manage»

companywide incident management andchange management workow

Predictability has increased and incident»

tracking has become easy

Available data provides great help in»

measuring service level o partners

Accelerated approval o change requests»

Facilitated compliance with IT Inrastruc-»

ture Library® (ITIL®) best practices

Vodaone India» Vodaone deployed BMC Remedy IT Service Management Suite to create

a single, central service desk

cuSToMer SucceSS STory



challenge no. 1: Technology cluTTer

Vodaone India today is a result o the acquisition o dierent mobile operators rom various regions. All

these operators in their respective “circles” used diverse processes and standards to maintain their IT

inrastructure. “Every circle had its own way o managing IT. The major challenges came rom disparate

processes, approval matrices, and workows ollowed by those circles,” said D.D Mishra, deputy general

manager, Vodaone India.

At the top o this clutter was the absence o a ubiquitous management tool that could give the sense

o a centralized, automated service desk across all operations. “A ew o the circles had implemented

service desk tools, but most others were using Excel sheets,” said Mishra. “The helpdesk was completely

decentralized. The situation was chaotic. I someone wanted to pull out any data regarding service desk, it

wasn’t possible. How could we measure the service delivery o our outsourcing partners?”

One o the most ambitious initiatives that Vodaone wanted to implement to cut through the clutter was to

create a central service desk or all o its 23 circle operations.

challenge no. 2: reSiSTance To change

Between the time o selection o the technology tool and its roll out, the company had to undergo one o

the most dicult exercises o change management. Until now, users – belonging to various circles – were

accustomed o handling service requests in their own peculiar way. Afer the implementation o the tool,the internal users were bound to make a call to the call center, log a ticket, and expect a service delivery.

“Unlike the past, when users just walked up to the local service desk, now they had to wait or a call rom

the service desk to resolve their problems, and be

around their work stations. That was a big cultural

change,” said Mishra. There were 23 circles, 23 pro-

cesses, and 19 IT heads who needed to be convinced

about the proposed system. But the challenge was

even bigger: The user groups within those circles had

to be convinced.

challenge no. 3: SelecTing TherighT Tool

The rst hurdle that Vodaone wanted to overcome

was to roll out a central service desk or its entire

user base, where the incidents are logged and the

service tickets are tracked. To make it happen, the

rst requirement was a ully automated tool. “The

discussion centered on which tool to use and how to

justiy it,” said Mishra. “We had to choose between a

popular service management tool and BMC Remedy.”

The Vodaone IT leadership team undertook an in-

depth study using dierent matrices to understand

the value o the options available. Finally, based on

the market share, product alignment with Vodaone global IT, and the history o the product, Vodaone

realized that BMC Remedy was the best choice. “Our decision to implement BMC Remedy wasn’t just an

option to be chosen. It was driven by lot o market inormation, product perormance, and reports rom

various consultants and bench markers,” said Mishra.

“The tool has become the lieline o our company

so much so that I get instant escalations rom

senior executives in Vodaone i they are not able

to access BMC Remedy,”

navin chadha

cio, vodafone india



riding The WaveS of change

There were many challenges during implementation and delivery. Top management had demanded the

consolidation o multiple incident and change management systems and a reduction in the touch points

or incident, change, and problem management. These demands could only be met by deploying a single,

enterprisewide tool providing a single window or problem resolution. The rollout, explained Mishra, was

to be done riding “Five Waves.”

The task was intriguing, but required a very systematic approach. “Afer the due diligence, we picked

up one o the seven newly acquired circles to run a

pilot. This was ‘Wave One,’” said Mishra. “We decided

to rollout BMC Remedy and allow users to attach

the document in the workow and approve it. For

example a manual orm - specic to that particular

circle - was allowed to be attached. This gave users

the condence that the basic processes or that circle

were not changed. This acilitated an automated in-

ormation capturing. With little resistance, this wave

showed the desired outcome.”

During the pilot, Vodaone was able to manage itsbandwidth, which could have been a disaster i BMC

Remedy was rolled out simultaneously across 23

circles. This also allowed the process to streamline

beore it was ready to be rolled out in other circles.

“We got appreciation rom various stake holders and

we were condent that the implementation had now

matured or the next step,” said Mishra.

Slowly, this model was replicated in the rest o the

seven new circles. The company made all-out eorts

to run BMC Remedy service desk smoothly acrossthese seven circles beore moving on to the other

circles, which were already using management tools

and service desks. “Afer the new tool started show-

ing good results across those seven circles, other

circles were eager to have the same system,”

said Mishra.

In the second phase, Vodaone decided to roll out the BMC Remedy in the smallest o the remaining

circles. This exercise was gradually carried out in all other circles. The challenge was that a ew o these

circles were already using highly matured legacy tools. “We were rolling out BMC Remedy rom the

ground up, whereas the legacy systems in some o the circles were already at a high maturity level. Thiswas a massive challenge to be tackled very tactully,”

said Mishra.

During the roll out process, certain changes were inevitable. The implementations teams o Vodaone

and BMC worked constantly to create a roadmap that ultimately convinced the users o the matured

legacy tools.

“Beore implementing BMC Remedy, the service

desk was unstructured,” said Mishra. “But post im-

plementation, the predictability has increased and

incident tracking has become possible. It is nowpossible to measure and take decisions based on

the data available. With an unstructured approachto service delivery, it was impossible to deal with

a partner. Now we eel empowered to talk to our

service partners because we have data to support

the arguments.”

d.d MiShra

depuTy general Manager, iT



Once BMC Remedy was rolled out across all circles, it was time to ride the “Wave Two,” which was to

standardize the processes. “Now, since everyone was using BMC Remedy, it was time to communicate

that working with dierent processes and templates was dicult,” said Mishra. “We sent standard work-

ows and templates to all users and sought their eedback. Based on the eedback, a revised workow

and template was created. Once it was agreed, we implemented it across all locations.”

The rst two waves were about satisying the “want.” Now came the wave that was about satisying the

“desire.” This was the idea o “Wave Three.” Users’ desired the ability to approve service requests while on

the move. “I the user is travelling, they don’t need to access BMC Remedy,” Mishra said. “We enabled the

systems to approve service requests over SMS. BMC Remedy throws up multiple screens or multiple

workows, which people in Vodaone didn’t like. We worked with the BMC team to provide ‘single-screen’

workows without changing the underlying architecture.”

Within this third wave, the operational eciency and high availability also was extended to the users. “This

third wave was to ensure the optimization o the tool and inuence the outcome o the implementation in

the best possible way,” said Mishra.

Thus ar, Vodaone has implemented BMC Remedy Service Desk, BMC Remedy Change Management,

BMC Remedy Asset Management, BMC Atrium CMDB, BMC BladeLogic Client Automation (ormerly BMC

Conguration Automation or Clients), and BMC Atrium Discovery and Dependency Mapping.

delighT aT The end

With minimum eorts, the company took just 21 days to implement the tool to suit its needs. Today, the

change and incident and problem management workows are graceully managed. “Beore implement-

ing BMC Remedy, the service desk was unstructured,” said Mishra. “But post implementation, the

predictability has increased and incident tracking has become possible. It is now possible to measure

and take decisions based on the data available.

“With an unstructured approach to service delivery, it was impossible to deal with a partner. Now we eel

empowered to talk to our service partners because we have data to support the arguments.”

This whole rollout was completed in ve months, including the time required to deal with the resistance

rom various circles and to deal with those circles that were at a high level o maturity. This implemen-

tation is rare in that a vast geography was covered in short amount o time. “It became possible only

because Vodaone, BMC and the Service Provider worked like a single team,” said Mishra.

Vodaone CIO Navin Chadha said the tool is well-marketed within Vodaone and touches the heart and

soul o the entire organization. “The tool has become the lieline o our company so much so that I get

instant escalations rom senior executives in Vodaone i they are not able to access BMC Remedy,”

said Chadha.

preparing for fuTure WaveS

The company is ready to ride on the “Wave Four” and “Wave Five” with BMC Remedy. Wave Four is aboutlinking the assets with the incidents, about problem and change management modules, and about ana-

lyzing the assets such that you can determine which conguration item is causing the most trouble. “I we

see that a server is causing a lot o problems and most o the incidents are happening there, we can ocus

our service delivery on that area and reduce the number o incidents,” said Mishra.

The Fifh (and ultimate) Wave is to roll out the service automation modules and achieve Business

Service Management. These last two waves are expected to be completed by October 2010 and

October 2011 respectively.



abouT vodafone india

Vodaone Essar is the Indian subsidiary o Vodaone Group and commenced operations in 1994 when

its predecessor Hutchison Telecom acquired the cellular license or Mumbai. The company now has

operations across the country with over 94.14 million customers. The Essar Group is a diversied

business corporation with a balanced portolio o assets in the manuacturing and services sectors o

Steel, Energy, Power, Communications, Shipping Ports & Logistics, and Projects. Essar employs more

than 50,000 people across oces in Asia, Arica, Europe and the Americas.

buSineSS runS on i.T. i.T. runS on bMc SofTWare.

Business thrives when IT runs smarter, aster, and stronger. That’s why the most demanding IT or-ganizations in the world rely on BMC Sofware across both distributed and mainrame environments.

Recognized as the leader in Business Service Management, BMC provides a comprehensive and uni-

ed platorm that helps IT organizations cut cost, reduce risk, and drive business prot. For the our

scal quarters ended December 31, 2009, BMC revenue was approximately $1.90 billion. Visit www.

bmc.com or more inormation.

BMC, BMC Sofware, and the BMC Sofware logo are the exclusive properties o BMC Sofware, Inc., are registered with the U.S. Patent and

Trademark Oce, and may be registered or pending registration in other countries. All other BMC trademarks, service marks, and logos may be

registered or pending registration in the U.S. or in other countries. All other trademarks or registered trademarks are the property o their respec-

tive owners. © 2010 BMC Sofware, Inc. All rights reserved. Origin date: 03/10

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