ibm information agenda for communication service providers tony hulme advocate for ibm information...
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IBM Information Agenda for Communication Service Providers
Tony HulmeAdvocate for IBM Information On DemandConsulting IT Specialist
Common Landscape in Telecom EnvironmentsCreates Serious Information Challenges
1AIIM 2008 Survey2Accenture 2007 Managers Survey
Business Units
Internet & Data
Core Systems
Channels
Direct
Call Center
Web
Reseller
DB App
DB
App
Core Systems
DW
DBCRM
App
Fixed
MobileMobile
DB
CRM
App
AppDB
DW
Core SystemsCRM DB App
Media& Content
Directory
EDW
PartnersDB
CRM AppDB
App DW
DBCore
Systems
Data Systems
Core Systems
ERP
Customer
DB App
DB
DB
AppCRM
ODS
42% of managers use wrong information
at least once a week2
59% of managers miss
informationthey should have used
2
52% of users don’t have confidence in their information
1
• Using huge volumes of information to segment customers effectively
• Identify most profitable customers, products, services, & regions.
• Understanding and monitoring credit risk of potential customers - balancing risk vs. potential revenue
• Managing and tracking late payments, missed payments, and charge-offs
• Tracking engineering and construction jobs
• Difficulty tracking network performance, customer activation, etc.
• Complying with regulatory requirements
• Predicting revenue from new services and products
• Accurate reporting of key metrics, such as ARPU (average revenue per user)
Telecom Information Challenges
1. Do we know what data we have?
2. Do we have a business glossary in place?
3. Do we know how clean our data is – data quality dashboards?
4. Do we have data stewardship in place?
5. Do we have a single view of key business entities: customer & product?
6. Do we centrally manage all our unstructured content?
7. Do people spend time looking for information – do they trust what they find?
8. Do we have a data quality firewall in place?
Business leaders frequently make major decisions with information they don’t trust
1 in 3
Business leaders don’t have sufficient information from across their organizations to do their jobs
1 in 2
Organizations don’t share critical information with partners and suppliers for mutual benefit
3 in 5
Some Positioning Questions …
Source: IBM Institute for Business Value - April 2009
Information Maturity ModelB
us
ine
ss
Va
lue
of
Info
rma
tio
n
Information Maturity
Information: Integration of internal and external sources
Integration: Virtualized information servicesApplications: Dynamic application assemblyInfrastructure: Dynamic, autonomic
Collaborative and composite applicationsOptimized business processesOptimized business performance Enablement of strategic business innovationStrategic insight through extreme analytics
Information: Full integration of structured and unstructuredIntegration: Information available as a serviceApplications: Process integration via servicesInfrastructure: Resilient SOA; technology neutral
Contextual role-based information commonplaceEmbedded information within processesInformation-enabled innovationSingle version of truth across applicationsForesight through predictive analytics
Information: Data stewardship, structured & some unstructuredIntegration: Integration of silos; virtualization of informationApplications: Services-basedInfrastructure: Component/emerging SOA, platform specific
Some contextual, role-based informationEnhanced levels of automationConsistent management informationSingle version of truth for reportingInsight through real-time analytics
Information: Structured data; organizedIntegration: Some integration; silos still remainApplications: Component-based applicationsInfrastructure: Layered Architecture, platform specific
Basic query and analyticsSome automationManagement by spreadsheet Limited enterprise viewMultiple versions of truthSight of operational informationReduced TCO and admin
Information: Structured data, unorganizedIntegration: Disjointed; siloed, Applications: Stand aloneInfrastructure: Monolithic, platform specific
Basic reporting Manual, ad hocInformation overloadNo enterprise view Untrusted informationHindsight basedHigh TCO and admin
Information to Enable
Innovation
Information as a Strategic
Asset
Information as a Differentiator
Information to Manage the Business
Data to Run the Business
Transformational Questions
1. Do we treat information as a strategic asset with the same focus as cash or human resources?
2. Do we know what kind of insight is critical for our future growth?
3. Do we have a clear and decisive plan to instrument, connect and invest in the things we must to gather that insight?
4. What must I change about my leadership, organization, and governance approach to drive the maximum benefits from this new kind of intelligence?
How does the Information Agenda address these questions?
Increasing Focus on Business OptimizationShift from Application Agenda to Information Agenda
7
Inve
stm
ent
1985 1995 2005 2015
Business Automation growth fueled byERP, CRM, SCM adoption..
2010
Business Optimization
growth fueled by Information
Agenda adoption
InformationAgenda
ApplicationAgenda
Call Centre Operations
Order Management
BillingOperations Automation
Contextual Marketing
Optimization
TargetedServices
Real-timePredictive Analytics
For CSPs to find the next market differentiator or revenue opportunity, they must invest in more sophisticated means
of forecasting consumer behavior.
Relative Profitability
Network Management
Information Agenda Unlocking the Business Value of Information for Competitive Advantage
Customer & Product Profitability Real-Time
Predictive Analytics
ContextMarketing Consistent Multi-
Channel Experience
Predictive Churn Management
Business Optimization
End-to-EndCapabilities
Plan, understand and optimize business performance
Establish and maintain an accurate,
trusted, single version of the truth
Use information as part of business processesManage information
over its lifetime
Info
rmat
ion
On
Dem
and
Ref
eren
ce A
rch
itec
ture
Me
tad
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Pri
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Pro
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, C
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(V
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oa
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)
Ind
us
try
Mo
de
ls,
Ac
ce
lera
tors
, B
lue
pri
nts Entry Points
Entry PointsEntry Points
Entry Points
Access & DeliveryAccess & Delivery
Data ManagementData Management
Data Modelling and ToolsData Modelling and Tools
Data Lifecycle ManagementData Lifecycle Management
Portals & Web Applications
Portals & Web Applications Line of Business
Applications
Line of Business Applications
Content ManagementContent Management
FormsForms
DocumentsDocumentsOutput
Management
Output Management Digital Assets
Digital Assets
eMail Management
eMail Management
Content/Records Lifecycle ManagementContent/Records Lifecycle Management
Trusted Information ManagementTrusted Information Management
Master Data ManagementMaster Data Management
Data WarehousingData Warehousing
Information ServerInformation Server
Collaborative Solutions
Collaborative Solutions
Metadata Management
Metadata Management Profiling &
Analysis
Profiling & Analysis Quality &
Cleansing
Quality & CleansingBalanced
Warehouse
Balanced Warehouse Entity and
Asset Management
Entity and Asset
Management
Enterprise SearchEnterprise Search
Deep AnalyticsDeep Analytics
Process ManagementProcess Management
Strategy Planning (Scorecards)
Strategy Planning (Scorecards)Measuring & Monitoring
(Dashboards)
Measuring & Monitoring (Dashboards) Query and
Reporting
Query and Reporting Analysis and
Visualisation
Analysis and Visualisation Budgets, Forecasts
and Plans
Budgets, Forecasts and Plans
Mobile DevicesMobile DevicesComposite
Applications
Composite Applications
eDiscoveryeDiscovery
Automated Collection & Classification
Automated Collection & Classification
Customer Data
Integration
Customer Data
Integration
Video/Audio Search
Video/Audio Search
Structured Data ManagementStructured Data Management
Extreme AnalyticsExtreme Analytics
Reference Data ManagementReference Data ManagementFederation Change Data Capture
Replication Consolidation (ETL)
Federation Change Data Capture
Replication Consolidation (ETL)
Me
tad
ata
, G
ov
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ty,
Pri
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ite
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Pro
vis
ion
ing
, C
lou
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Str
ate
gy
(V
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oa
dm
ap
)
Ind
us
try
Mo
de
ls,
Ac
ce
lera
tors
, B
lue
pri
nts
Business Modelling & Simulation
Business Modelling & Simulation Workflow
Mngmnt
WorkflowMngmnt Business
Policy
BusinessPolicy Services
Choreography
Services ChoreographyProcess Execution
Design & App Design
Process Execution Design & App Design Rules
Mngmnt
Rules Mngmnt
Info
rmat
ion
On
Dem
and
Ref
eren
ce A
rch
itec
ture
Entry Points
Business Intelligence & Performance ManagementBusiness Intelligence & Performance Management
Information Access & AnalyticsInformation Access & Analytics
Information AgendaGuides & Workshops
Industry tailored sessions to guide future state design, identification of key
information requirements and gap analysis
FoundationTools
Software to help you convertyour information into
a trusted strategic asset
It Takes More Than Just TechnologyThe Information Agenda – How to Approach the IOD Vision
Information On DemandCompetency Centers
Services to help you build information centers
of excellence
InformationAccelerators
Industry specific assetsto speed deployment
StrategyStrategy
InformationGovernanceInformationGovernance
InformationInfrastructureInformationInfrastructure
RoadmapsRoadmaps
Information Agenda For TelecomInitiatives to Support Business Objectives
Core Management Processes
The underlying processes that are prevalent across all areas of the company and must be managed for
improved business performance
Business Objectives
The processes and activities that can be
optimized through more effective use of
information in support of the strategic imperatives
Strategic Imperatives
The key focus areas for a specific industry that are
critical to improving overall business
performance
E.g. Customer Focus: Consistent Multi-Channel Experience
Customer experience reflects stated customer service goals. All data/information associated with customer interaction is current, accurate and consistent regardless of customer’s channel of interaction – phone, web, email, retail, business office, etc. Customer interaction and processes across channels are efficient and consistent. Consistent quality promotes customer retention and contributes to increased ARPU.
Challenge Impact Improvement
Incomplete, inaccurate or inconsistent information regarding customer, service or product.
Poor customer service. Conflicting information, offers, procedures. Failure to carry through across channels. Missed cross-sell or up-sell opportunity.
Consistent, quality customer service. Enable knowledgeable, competent CSRs. Enable a positive, first impression. Efficient customer interactions.
Inconsistent and/or inefficient processes for customer interaction.
Delays in completing customer requests. Increased customer support costs. Customer dissatisfaction. Increased churn.
Consistency, quality, efficiency and reputation.
Information created or updated in one channel is not quickly or accurately synchronized across systems or other channels.
Incomplete, conflicting customer or product information. Protracted call resolution. Delayed order processing and provisioning.
Efficient customer interaction. Lower call center costs. Improved reputation.
Unable to determine efficiency and quality of customer interactions across multiple channels.
Poor or inadequate allocation of staffing and resources. Cannot proactively address problematic channels. Cannot identify channels or geographies that exhibit above average performance.
Identify & improve inefficient or problematic customer channels. Uncover systemic or specific causes of problems. Identify best practices. Establish metrics for continuous process improvement.
Slow response time of customer service applications.
Frustrated CSRs. Increased customer support costs. Customer dissatisfaction. Churn.
More efficient customer transactions. Lower call center costs. Reduced data storage costs.
Many References
Ability to quickly identify & classify customers at the CSR level resulting in offers that accurately represent segment and customer profile
Ability to quickly identify & classify customers at the CSR level resulting in offers that accurately represent segment and customer profile
Improved Customer Service via BPM. First year FTE cost avoidance of $2.5 million, and a 150% return on investment
Improved Customer Service via BPM. First year FTE cost avoidance of $2.5 million, and a 150% return on investment
Improve profit margins by 2.1% by creating a paperless & process oriented company.
Improve profit margins by 2.1% by creating a paperless & process oriented company.
Improved Data Quality improve customer care. $4M saved in 3 years by reducing duplicate mailings and increasing accuracy of customer relationships
Improved Data Quality improve customer care. $4M saved in 3 years by reducing duplicate mailings and increasing accuracy of customer relationships
Improved Data Quality improve customer care. $4M saved in 3 years by reducing duplicate mailings and increasing accuracy of customer relationships
Improved Data Quality improve customer care. $4M saved in 3 years by reducing duplicate mailings and increasing accuracy of customer relationships
Keeps customer service high with a resilient, flexible information infrastructure
Keeps customer service high with a resilient, flexible information infrastructure
Managed continued data growth and reduced capacity requirements by archiving 10 million records per day per application
Managed continued data growth and reduced capacity requirements by archiving 10 million records per day per application
Met 5-year data retention regulatory requirements by reducing data in the production database
Met 5-year data retention regulatory requirements by reducing data in the production database
Information Agenda For Telecoms Summary
Known Area of Focus
Secondary Focus Area
Possible Focus
No Focus
Priority: InvestingPriority: Investing
Priority: Not InvestingPriority: Not Investing
Not a PriorityNot a Priority
Investigate FurtherInvestigate Further
1 3 4 52
Establish a business based information strategy
Get started quickly, minimize risk and ensure long term success
Leverage and extend existing IT investments
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