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Accenture at Oracle OpenWorldOctober 25—29, 2015
Migrating to Digital, migrating to a software-defined world
2Copyright © 2015 Accenture All rights reserved.
Discovery & Information Communication Physical Commerce Devices
Apps & Cloud 2 Sided Markets Digital Media & Commerce
News Weather Entertainment
Autos Sports Health
Digital Assistant Finance Maps
Messaging Voice
Social Feed Access
Video Email
1st Party Store
3rd PartyMarketplace Rentals
Wishlist &Registry
Physical Retail & Delivery
Point
Support & Repair
Local & Fresh Auctions Trade In
Storage OS Music
Security Updates Browser
Photos & Video Docs Fitness &
Health
Creativity Productivity Collaboration
Events / Meet Up Transport
SelfPublishing Crowdfunding
Dating Accomm-odation
Ratings &Reviews
Home Services
Digital Books & Magazines Video Music
Apps Games Ratings & Recommend.
Content Curation Digital Store Payments
Gift Cards Offers Subscriptions
Phones Tablets
TV STB & Sticks
Automotive IOT
PC
Watch
Mobile Accessories
Video CommsDevices
eReaders
Home IOT
CommercialIOT
Games Consoles
Headsets &Speakers
PC Accessories
MP3 Players
AR/VR
The scale & scope of digital giants (internet & social companies) is a threat to many industry verticals including telecom operators…
3Copyright © 2015 Accenture All rights reserved.
Source: Accenture Digital Consumer Survey 2014
“If the following services were available from all of these providers, which providers
would you consider using for each service?”
…as these digital giants are increasingly being considered by consumers as alternative to operatorsDigital Giants Perceived as Alternative to Telco Operators
4Copyright © 2015 Accenture All rights reserved.
Today’s customers are not “owned,” but shared. Digital has fragmented consumers across multiple services, many of which are disrupting core operator offerings
Shared Customers
The average smartphone user splits 30.25 hours per month among 26.8 apps
Traditional Operator Offerings Being Disrupted by Digital
Text Messaging
Voice Calling
Data Connectivity
Yellow Pages
Maps & dedicated GPS devices
Television
Location Based Services
5Copyright © 2015 Accenture All rights reserved.
Data from this Western European country identifies Telecom Operators have low Digital Traction when compared against digital disruptors…‘Traction Metrics’ for digital disruptors vs. Telecom Operators [March 2015]
Digital Traction = Scale X Active Usage X Engagement
Total time spent on the app by active users in a day
[‘000 minutes]
=Total Unique
Visitors[000s]
XAverage Daily VisitorsTotal Unique Visitors
[%]X
Average Usage per day per user
[Minutes]
Social Apps
Utility Apps
Operators6
15
16
Telco 1
Telco 2
422,538
49,648
46,670
45,363
22,493
6,274
5,337
177
9%
0.3
0.4
0.4
4.4
4.6
7.8
6.3
9.6
8.4
0.6
21,381
14,323
17,236
17,431
6,099
5,180
3,511
3,345
395
250
118
71%
41%
28%
42%
47%
26%
34%
12%
10%
18%
Source: Comscore; Accenture Value Lab Analysis
6Copyright © 2015 Accenture All rights reserved.
OTT players are putting traditional telcos business model under assault…
Operators have increasingly been losing revenues to OTT players over the past years
…while industry profit pools are drying up
Average EALA Cellular
EBITDA ROIC
2008 37.0% 10.7%
2013 31.0% 7.8%
Growth -16.0% -27.1%Source: Consumer Reports, FCC, Capital IQ, Accenture Analysis
Operators are seeing a rapid decline in their profitability
The operators’ traditional business model, founded on revenue from voice, messaging and broadband, continues to be under assault…
7Copyright © 2015 Accenture All rights reserved.
Operators continue to have a powerful set of assets, including trusted brands, unique locality, established billing relationships, unique user and usage data and robust networks, positioning them at the center of the digital ecosystem
Consumers perceive their telecom operators as a trustable business counterpart…
Which of the following companies do you trust the most with your personal data?
Source: Accenture Digital Consumer Survey 2015 - Sample base (n=24,000)
…Operators are strongly positioned to extract value out of the digital ecosystem
8Copyright © 2015 Accenture All rights reserved.
Building the Digital Operator
Operators must strive to reinvent themselves as Integrated Digital Service Providers (IDSPs), standing up core capabilities—both their own and third-party services—to become a platform for all things digital
IDSPs, or Digital Operators, are focused on four fronts:
Digital Infrastructure Core
• Network 3.0• Cloud• Multi-Speed IT Architecture
Digital Operations • Data in action• Digital Business Operations• Partnership
Digital Services • Video & Content• Industrial IoT• Security
Digital Engagement • Multi-channel Customer Engagement• Differentiated Customer Experience
9Copyright © 2015 Accenture All rights reserved.
Devices
Applications
Control Functions
Elastic Core
Access
SDK & APLs Exposure
Products & Applications
Service Platforms, OSS & Analytics
Network, Storage & Computer
HW & SW
Software
Hardware & Software
APs
SDK
• Allows intelligence to be distributed throughout the network and accessible by partners (e.g., collect relevant network activity at each node and externalize)
• Creates a modular network design to support myriads of delivery models and topologies (e.g., a scalable, virtualized network optimized for IoT)
• Creates interconnectivity and federation for both internal and external collaboration (e.g., self-provisioning of services)
• Focuses on real time / near real time
The modernized, software-based network will allow the Digital Operator to help deliver high-quality services in a more efficient cost modelNetwork 3.0
10Copyright © 2015 Accenture All rights reserved.
A large technical transformation to be done…
SDN / NFV
11Copyright © 2015 Accenture All rights reserved.
…but even bigger business/operational transformation is requiredTechnology Strategy
Operating Model
Financial Model • Revamping vendor networking pricing structures; moving from h/w to s/w• Changing to per-seat pricing for enterprise customers
• Selling application delivery versus network products
• Migrating legacy products, customers and network, first to IP and then to SDN/NFV• Acclimatizing to the very fast technology changes
• Transforming focus from Network to Service performance• Setting interoperability & certification standards• From working with a few hard-wired vendors, to creating an open environment, with
multiple partners and that can even be rapidly extended into new industries
Talent Management • Collapsing IT & network into a single technology organization• Transforming and upskilling Engineering from circuits to software• A workforce that collaborates and innovates, not ‘just’ maintains
12Copyright © 2015 Accenture All rights reserved.
Telco Case study
Migrating legacy products, customers and network, first to IPand then to SDN/NFVTechnology Strategy
Copyright©2015Accenture.Allrightsreserved.Confidential.Copyright©2015Accenture.Allrightsreserved.Confidential.Copyright©2015Accenture.Allrightsreserved.Confidential.
2
GlobalTier1MNO
Copyright©2015Accenture.Allrightsreserved.Confidential. 13
• Designoftheneworganizationgroupvirtualisation program• Assessanddesignprocessestodrivevirtualisation accordingto
eTOM /iTIL schemasforNFV/SDN• EnableregionalizationandpermanentfocusonToC initiatives
acrossEngineeringEUregion• ForeachOpCo,assessinitiatives,adoptedarchitecturesand
technologiesandidentification ofgapsagainsttheToC Blueprint• RoadmapdefinitionalignedtoBlueprint• SupportingNFVengineeredgrouptostartfirstVoiceCore
onboardinginitiativesoncommonTelcoOverCloudInfrastructure(BCvalidation,TechnicalfusibilityandsizingandSolutionHighLevelDesign).
• WithintheEuroperegion, ourclient isaimingtodefineastrategytosupport“TelCo overCloud”initiatives,harmonizingeffortsandneedsacrossEuropeorganizationandtechnologysolutionsfollowingaphasedapproach
• Acomplexstreamliningofprocessesandpeopleorganizationisinprogressinparalleltotechnologydeploymentfollowingauniqueblueprintandguidelines
AccentureRole
Ongoing ProjectTechnology Strategy
Migrating legacy products, customers and network, first to IP and then to SDN/NFV (1/2)
Copyright©2015Accenture.Allrightsreserved.Confidential.Copyright©2015Accenture.Allrightsreserved.Confidential.Copyright©2015Accenture.Allrightsreserved.Confidential.
Infrastructure Layer
ApplicationLayer
ServiceLayer
TA1 TAnTA2
• Other Applicationsasking forresources assignment• NWAnalyticsproviding service/customer infoneeded to
brokerbusinessrules forresource management• Other datasources (additional dataretrieved bybroker
todecided resource assignment)
CMS
TCSONWOSS/BSS
Compute Storage Network
vCompute vStorage vNetwork
Virtualisation Layer
….VM1
VMm
….
VM1
VMm
….
VM1
VMm
….
EMS1
EMS2
EMSn
….
*VNFM is Additional softwaremodule of the EMS**VIMis defined as CMS
ETSIVNFM*
ETSIVIM**
Copyright©2015Accenture.Allrightsreserved.Confidential. 14
Technology Strategy
Migrating legacy products, customers and network, first to IP and then to SDN/NFV (2/2)
15Copyright © 2015 Accenture All rights reserved.
Network Capacity Investment insights creation, based on Analytics Traffic Forecasting model, able to balance network saturation and customer value
Transforming focus from Network to Service performanceOperating Model
16Copyright © 2015 Accenture All rights reserved.
Transforming focus from Network to Service performance (1/2)Operating Model Key Results
§1 to 80 ratio for ‘SOC’ events from old ‘NOC’ events
§Escalation trouble ticket reduction 70%§20% service availability increase (average per cells)
§NPS increase (not disclosed)
Network and other technology enablers
Pre-SOC:focus on resource
Post-SOC:focus on service
Issue may or may not be reported by customer
Customer Ops Marketing& Sales
Marketing& Sales
SOC NOCNetworkPlanning
Network Engineering
NOC domain #2
22domain #1
Ntwk Trouble-shooting
Ntwk Surveillance
1
Ntwk. alarms
Ntwk.perf. measures
3 31
Service degradation
Network and other technology enablers
Network fix / tuning
Network Engineering
NetworkPlanning
Network KPIs;NE re-config / re-planning recommendation
Srv. Surveillance
Service perf. and QoE surveillance
1
Ntwk. alarmsNtwk.
perf. measuresCDRsUsage
CTTs
CC teleph.queues
Social media complaints
Notification on customer impact and Estimated. Restoration Time
2Service expert
Single accountability for service performanceü
RCA------3
Ntwk. Perform. mgmt
Ntwk. Troubleshoot.
Off-line flowNetwork and service KPIs; NE and service re-config / re-planning recommendation
üRight first time
Service performance degradation resolution
35
Domain expertDomain expert
No accountability for service perf., multiple
isolated actions
Customer Ops
17Copyright © 2015 Accenture All rights reserved.
Transforming focus from Network to Service performance (2/2)Operating ModelI. Service models II. Data Governance III. Technology & Analytics
Service model management
Naming lookup Network relationships
Network-service relationships
Geo references
Inventory engine
PM system
Element managers
FM system
Inventory
Monitoring of SM effectiveness
Service model enhancement and tuning
Dashboard Sqm / cem Data navigation
DataLayer
RDBMS BIG DATA
100+ 5 to 60 min
Data sources
‘TOP LEVEL SERVICES’• xDSL• IPTV (broadcast and VoD)• IP-VPN / eLine / Leased Lines• 2G – 3G voice and MBB• LTE• SMS-MMS• MVNO Voice, MBB, SMS-MMS• Roaming
Continuous management and improvement of service models
Multi speed architecture with two layered data staging for RDBMS and BIG DATA
18Copyright © 2015 Accenture All rights reserved.
Next Generation Operations—Transformation levers adopted
Transforming and upskilling the work force from circuits to software, to great collaboration and innovation, not ‘just’ maintenanceTalent Management
1
2
3
Organization, processes and management tools
Network Academy
Insourcing resources on Core Platforms/Services
S & HD
CC CC
S S S
HD HD HD
CC CC CC
AS IS► Optimization of internal organization and
processes with an integrated and multi skill approach generating efficiency equivalent to ~100 HC
Training on the job
Academy
Re-allocation
Skill Assessment
Network Academy
Core NoCoreAS IS TO BE
NoCoreCore ► Insourcing of strategic and Core activities and identification of a unique partner for the operations on No Core (~200 HC to re-allocate)
► Training of resources on new platforms, processes and tools: ~300 internal headcount involved
SurveillanceS HD Help Desk CC Competence Center Third parties / Vendor headcount Internal headcount