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Product Portfolio Management for a Complex Digital FutureErnest Margitta
Head of Product Digitisation Delivery – Telstra
Stephen Krajewski
Vice-President, Marketing – Sigma Systems
November 13th, 2019
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Every next innovation, every next business,
every next growth story begins with…
Create. Sell. Deliver.
Differently!
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Current Product Data Challenges
• Management of and Meaning of Product Data
• Product Lifecycle Management
• Scale Required Going Forward
• Depth of Data Models
• The “other side “ of the catalog
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Sigma’s Fundamental Belief:
The catalog defines your business and drives the operational
systems that enable your business.
Even more critical in a 5G world…
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All of this data - product, service and resource - and the rules
that drive your business must be
Defined
Tested
Secured
Shared
Managed
This is the enterprise role and reason for
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Commercial Product and Technical Service
Catalog and Lifecycle Management
Commercial and Technical Order Über-
Orchestration and Fulfilment Management
Network Service and
Device Activation
Installed Product, Service and
Resource Inventory Management
Business and Operational
Data Analytics & Decisioning
Cross-Market / Omni-Channel
Quote and Order Capture
Portfolio
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A Managed Catalog Drives The Business
What you are selling
What your customer is ordering
What you are delivering and supporting
What you are charging and billing the customer
• Sigma believes in a product-centric approach to defining and drive your business across BSS & OSS
• Operational processes and system capabilities are aligned around taking a product from concept to market to customer to retirement
• The catalog connects your order-to-install-to-bill-to-support process across your architecture
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10 Months | Federated 3 Subsidiary Catalogs
Open standards-based integration
Supporting 1,500 order transactions / sec
Complex Marketing Model / Micro-segmentation
Rationalized ~6,000 Products to ~2,000 to support +20,000 offers per month
No disruption to business
Sigma’s approach enabled Telkomsel to create a flexible platform for the digital
age without disrupting its existing operations
Product portfolio management for the complex digital futureErnest Margitta
AGENDA• The case for change at Telstra
• Portfolio management in a constantly changing market
• The role of product insights
• Clear design principles
• Examining different modelling approaches
• Managing product definition from the centralized catalogue to each system
Copyright Telstra©nbn™ is a trade mark of nbn co limited and used under licence.
The Case for Change at Telstra
Intensifying market dynamics
nbn™ at scale significantly impacting
profitability and revenue
New and increasing customer expectations
Copyright Telstra©
Portfolio management in a constantly changing market
Reinvent
Disrupt Modularise
Deliver digitised product offers
Support customer migration readiness
Enable exits from legacy products
DIGITAL EXPERIENCESReinvent the customer
experience
DIGITAL WAYS OF WORKINGDisrupt our own business
to stay relevant
DIGITAL PLATFORMSDevelop simplified,
modular and agile ecosystem
Our B2B vision is to make Telstra the easiest technology company to work with in the
government and enterprise market by delivering a transformed global value chain that seamlessly serves all of our customers,
employees and partners.
Copyright Telstra©Page 13
Product Insights are key to digitisation approach
Granular Product Financial Reporting
Actual Revenue and Physicals
• Customers
• Deals
• Sites
• Services
Estimated & Actual Costs
• Build
• Develop
• Acquire
• Connect
• Serve
• Outsource
• Disconnect
Copyright Telstra©
How do you define clear and simple design principles?
Accuracy
Speed
Transparency
• Know me, Know my business (360 degree view of the whole customer)• Partner with me, by providing advice based on my businesses needs• Help me understand what I have and what I am paying for simply and accurately
• Respect my time and business dependencies• Set my expectations with clear accountabilities• Deliver on your promises in a timely manner
• Keep me informed and updated with meaningful information• Take ownership and accountability of me and my business• Speak my language so I can understand you (no jargon)• Make it easy for me to identify the right person to talk to• Provide a log of interactions
Copyright Telstra©Page 15
The dark art of product modelling
Top down
Captures the offer and all commercial elements; pricing, eligibility, service inclusions.
Bottom up
Reusable services (CFS) that are independent of the product that consumes them
Product definition from the centralized catalogue to each system
Simplification through product exits
Efficiency through migrating customers onto the new digital stack
Seamless integrations between technology platforms and systems
New Ways of Working to enable continuous improvement
C2M
Solutions built on standardised and reusablemodules
Automatedleadgenerationprocess
Enable agile, modular and scalable IT architecture
Single View of the Customer across all products and interactions.Streamlined Leads and OpportunityManagement process
Capture of Clean Orders
P2O
Straight-ThroughAutomation of‘Clean Orders’
O2A
Transparencyand self-servicecapabilities
R2R
Service to advocacy
Automated cloud based billing capabilities
U2C
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Product & Network Catalog Integration
Fully automated TMF Open API framework driven interface enabling it to be consumed by all relevant systems
No manual touch points in service(s) lifecycle ensuring minimal errors in the whole IT ecosystem
Automated, error proof interfaces ensures we are able to rapidly launch new products and their features into the market much quicker then our competitors
TMF 633
Design Time
Offer & Product Definition
Design Time
Product & Service Definition
Design Time
TMF 640
Run Time
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The Create-Sell-Deliver
Outlook 2nd Edition
Sigma researches product
innovation and time-to-market
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THANK YOU
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