Case Study Handbook 2017 Digital Business How To Make The Leap

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org
DIGITAL BUSINESS:
HOW TO LEAP AHEAD
CASE STUDY
HANDBOOK 2017
CONT ENTS
SENIOR DIRECTOR, EDITORIAL:

Annie Turner
aturner@tmforum.org
MANAGING EDITOR:
Dawn Bushaus
dbushaus@tmforum.org
EDITOR, DIGITAL CONTENT:
Sarah Wray
swray@tmforum.org
CONTENT DELIVERY AND PROGRAM MANAGER:
Paul Davis
pdavis@tmforum.org
CONTENT DELIVERY COORDINATOR:
Joia Tulloch
jtulloch@tmforum.org
HEAD OF PUBLICATION SALES:
Dominic Offord
dofford@tmforum.org
DIRECTOR, SOLUTIONS MARKETING:
Charlotte Lewis
clewis@tmforum.org
SENIOR DIRECTOR, RESEARCH & CONTENT:
Aaron Richard Earl Boasman
aboasman@tmforum.org
REPORT DESIGN:
Intuitive Design UK Ltd
info@intuitive-design.co.uk
PUBLISHED BY:
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ISBN: 978-1-945220-14-2
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CASE STUDY HANDBOOK 2017
www.tmforum.org
CONTENT S
CONTENTS
PAGE 4
PAGE 26
Foreword by Nik Willetts, Deputy CEO, TM Forum
How MyRepublics 1Gbps fiber service led to

omnichannel, zero-touch process automation
PAGE 6
Telefnica progresses massive business
transformation effort in 15 countries
PAGE 32
Philippines Globe Telecom opens up a new digital
world to customers
PAGE 12
Telefnica Argentina embraces disruption to act like a
startup
PAGE 36
Telecom imitates art at KPN and delights customers
PAGE 14
PAGE 40
BTs Cloud of Clouds builds on solid ecosystem

foundation
Ultrafast Fibre in New Zealand uses Frameworx and

APIs to push Net Promoter Score to the top
PAGE 18
PAGE 44
Milton Keynes Britain's fastest growing, data-driven

smart city
Brazil better processes save VIVO $700,000 in just 3

months
PAGE 19
PAGE 48
Standards pull national network out of the box for

Myanmar
Standardization paves the way to omnichannel

experience across Europe at Liberty Global
PAGE 22
PAGE 52
O2 drives a new car insurance experience for UK

customers
Caribbean operator sees three-fold increase in timeto-market for new services
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WELCOM E
DELIVERING ON THE PROMISE

OF DIGITAL TRANSFORMATION
m delighted to welcome you to the 2017

edition of TM Forums Case Study Handbook.
Youll nd a diverse collection of real-life
success stories from service providers all over
the globe, operating in radically different
markets, yet overcoming remarkably similar
problems.
No matter how different the companies and
the customers they serve appear to be, all the
businesses featured in these pages have two
things in common: They're seeking to transform
their business operations to underpin new paths
to growth, and theyre basing that transformation on TM Forum toolkits, frameworks
and collaborative R&D to get the job done. By
taking this approach, these companies have
leveraged proven best practices, based on
millions of hours of work by our international
network of member professionals. I hope you
will agree that the results speak for themselves.
We start with the story of why and how
Telefnica has used Frameworx, the Forums
core suite of toolkits and best practices, on its
digital journey, which includes transforming
businesses in 15 countries (we take a closer look
at progress in Argentina to see the plan in
action). As its Group CIO, Phil Jordan,
comments, We have chosen to compete in this
aggressive telco market and not become a
commodity This necessity is more and more
urgent we cannot afford the risk of being left
behind. This is not an option. His words
resonate strongly with many of the CIOs I work
with throughout our member companies.
ecosystem of ecosystems benet from the

B2B2X partnership work, which BT contributed
originally and others developed. This is now in
use all over the world, in more than 200
commercial deployments, including the smart
city of Milton Keynes in the UK.
Another operator in the UK, O2 has teamed up
with a car insurance company to offer its
customers a better deal on their vehicle
insurance, again using the partnering guide plus
TM Forums Open APIs.
We also feature a case study from New Zealand,
where Ultrafast Fibres rollout was greatly
speeded up by using Frameworx and the Forums
Open APIs and the company improved its
Network Promoter Score at the same time.
A NATIONAL NETWORK IN MONTHS

Like BT, Ooredoo in Myanmar understood the
importance of a standardized approach when it
chose a Frameworx-conformant solution to
rapidly deploy an entire national mobile network
out of the box. As a result, it was serving 5
million mobile customers within three months in
this green-eld market.
Similarly, a quad-play provider in the
Caribbean, serving more than 1.8 million
customers, moved from siloed systems to a
single platform for service activation using a
solution certied by TM Forum as conforming to
Frameworx .It can now get to market with new
services three times faster.
CATALYSTS FOR CLOUDIFICATION
PUTTING THE CUSTOMER AND THE

CENTER OF THE BUSINESS
BTs Cloud of Clouds illustrates how the

company is leveraging the Forums work to build
a new element to its enterprise cloud business,
and becoming a holistic IT solution provider in
the process. The company developed some of
the core technology through a series of joint,
accelerated R&D Catalyst projects, which act as
proofs of concept. It shows why choosing
products certied as conforming with
Frameworx is so important, and how its
Improved and/or new, efcient business

processes are fundamental to most of these
success stories. Frameworx and the Forums
omnichannel best practices enabled the rapid
deployment of 20 digital services by Liberty
Global in ten European markets and the rollout
continues. In every subsequent country where
services have been launched, the rollout has
happened within two to three months, with 75
percent total effort reusability. A traditional
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WELCOM E
approach would have yielded less than 30

percent reusability.
services (it secured its strong position in M2M),

and business and cultural transformation.
In Singapore MyRepublic automated

omnichannel order-to-cash processes to meet
demand for its low-cost 1Gbps ber broadband
service. It leveraged the Business Process
Framework with principles from the ZOOM
initiative (for zero-touch orchestration and
management) and Open APIs. Customer
satisfaction improved by 94 percent, and 60
percent of orders are now fullled automatically.
The Philippines Globe Telecom transformed

by building a new enterprise architecture, based
on TOGAF and leveraging Frameworx. It
achieved cost avoidance of at least $1 million,
reduced complexity and dramatically increased
its exibility which helped it launch a raft of
digital services.
The Netherlands KPN also greatly improved

satisfaction of customers, combining the Business
Process Framework with its own customer
journeys during a big transformation project.
VIVO in Brazil reduced costs by $700,000 in
three months, largely by improving its processes
and invested in customer satisfaction, new
I hope you enjoy the success stories in this Case

Study Handbook; you can also nd inspiration
from our Inform content channel where we
publish new case studies regularly. If you have a
case study youd like us to include, please contact
Annie Turner (aturner@tmforum.org). Im always
keen to hear from you with any feedback, but in
the meantime, happy reading.
Nik Willetts
Deputy CEO, TM Forum

nwilletts@tmforum.org
www.tmforum.org
MULTI - C OUNTR Y TR ANS FOR MA TION
TELEFNICA
PROGRESSES
MASSIVE BUSINESS
TRANSFORMATION EFFORT
www.tmforum.org
MULTI - COU NTR Y T RANSFORMAT ION
By Dawn Bushaus
s one of the largest communications

service providers in the world, Telefnica
is facing a do-or-die dilemma. Pressure
from digital-native over-the-top (OTT)
providers and other competitors is forcing the
company, like many other network operators, to
transform its operating companies into nimble
platform-based providers capable of delivering
what customers want, when and where they
want it. This means transforming everything
from business processes to support systems
and the network itself.
We have chosen to compete in this aggressive

telco market and not become a commodity, but
to be able to compete, we need to transform
Telefnica into a digital telco that provides the
best customer experience, says Phil Jordan,
Global CIO. To do so, we need to change the
way we operate; the products and services and
how we offer them; the information and insights
of our customers; and nally, the way we interact
with them. This necessity is more and more
urgent we cannot afford the risk of being left
behind. This is not an option.
Telefnicas complexity challenges

Over the years, the business has grown rapidly to adapt to customers demands and new technologies,
resulting in myriad ways of delivering services. This fragmentation has been transferred to IT.
Complexity leads to low efficiency

and low business functionality
Rapid evolution
of the business
Uncontrolled
growth without
governance
Multi-local
ecosystems
Non-convergent
systems with
complex
integration
WHO
Telefnica Global
WHAT
Business transformation
targeting operating
companies in 15 countries
HOW
Using TM Forums Business
Process Framework to
overhaul business
processes and replacing
complex, siloed business
support systems with outof-the-box solutions
RESULTS
Faster time to market,
reduction in training time,
and elimination of more
than 2,000 systems, 20
data centers and 6,500
physical servers
Slow in responding to business needs

IT solutions cost more than necessary
Data complexity makes it difcult to
obtain customer insights
Fragmentation
legacies and
obsolete
technology
Lack of
maturity of IT
processes and
technologies
Difculty being truly digital and offering

cloud and other new services
Lack of automated business processes

Custom scripting and errors resulting from
too many manual operations
High number
of applications
Duplicated
functionality
Custom-made
applications
Lack of alignment
and long-term
planning
Vendor,
regulator and
competitor
pressure
Cost of obsolescence is impacting market

adaptability
Duplicated information in multiple
databases decreases agility and efciency
Immature security solutions increase risk
Source: Telefnica
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+51% shorter
23% INCREASE
TRAINING TIME FOR

SALES EXECUTIVES
ELIMINATED 35%
of IT applications, 20
IN FIRST-CALL
DOWN 53%
25% of physical servers
RESOLUTION
Transformation.
Simplication
was a
The company as a whole is reviewing
VIRTUALIZATION
FASTER AVERAGE
DRAMATIC INCREASE
required
step
before
building
the
new
customer
experience across the entire
CLIMBS
LEVEL
IN
ONLINE
PAYMENTS,
HANDLING TIME
NUMBER
Telefnica GlobalsIN
businesses
sales effectiveness
TO
55%
in call centers and retail
locations
calls to call centers
ofoperating
capabilities
forebilling
theand
digital
world, but it was
customer
lifecycle, using customer journey
provide service to 341 million subscribers
not enough. We needed to go even further;
methodology to map journeys with
in 17 countries in Europe and North,
weINCREASE
needed a structural
transformation
business processes. This provides the link
TRAINING TIME FOR
TRAINING TIME FORELIMINATED
ELIMINATED
35%
35%
INCREASE
23%
CUSTOMER
+51%
shorter
Central
and South23%
America.
The
group has
of IT applications,
20DATA
of IT applications,
20
SALES
EXECUTIVES
SALES
EXECUTIVES
FIRST-CALL
FIRST-CALL
IN
INthat
sets the foundation.
The overall
goal is
between customer experience and IT
data centers and more than
TIME
TO
MARKET
embarked
on a massive
business
DOWN
53%
DOWNDIGITAL
53%25%
of physical RESOLUTION
servers
RESOLUTION
end-to-end
digitalization.
capabilities and architecture.
by Telefnica or partners)
SERVICES (offered
VIRTUALIZATION
VIRTUALIZATION
effort
that includes
EDUCTION
RAGE transformation
DRAMATIC
FASTER
INCREASE
AVERAGE
DRAMATIC INCREASE
operating businesses
We are changing processes to change
CLIMBS
LEVEL
LEVEL CLIMBS
(IT While
systems) Telefnicas
OSS/BSS
IN ONLINE
IN ONLINE
PAYMENTS,
PAYMENTS,
HANDLING
TIME
NTIME
NUMBER
overhauling
business
processes
using
TM
and
sales
effectiveness
and
sales
effectiveness
ebilling
ebilling
TO 55% work on improving processes
TO 55% and systems,
locations
in call centers and retail locations
calls
to call centers
the
way we work, says Horacio
Forum Frameworx (see page 56). PHYSICAL
It is alsoASSETS (network, data centers and storage)
many also are embracing network
Goldenberg, Director, Global IT
replacingTRAINING
most business
support
systems
TIME FOR
ELIMINATED 35%
23% INCREASE
horter
virtualization
and
Architecture. Without business leadership
of IT applications,
20 replacing some of their
SALES EXECUTIVES
IN FIRST-CALL
(BSS), such
as CUSTOMER
for customer
R DATA
DATA experience,
MARKET
DOWN
53%
25% of physicalsupport
servers
RESOLUTION
operational
systems
(OSS),
such
we wouldnt have the vision and objectives,
product and order management, with
by Telefnica
or partners)
by Telefnica
or partners)
DIGITAL SERVICES (offered
VIRTUALIZATION
FASTER
AVERAGE
DRAMATIC
INCREASE
as
service
activation
and
assurance
which are providing capabilities for the
uctsHANDLING
= solutions
that are pre-integrated,
best-ofLEVEL CLIMBS
IN ONLINE PAYMENTS,
TIME
systems.
This falls under what Telefnica
business to become omnichannel, realand sales effectiveness
ebilling
systems)
(IT systems)
OSS/BSS
TO 55%
in call centers
and retail
locations
rcent
suite
and
Frameworx-based.
calls satellite
projects, because they are
time and data-centric, and to have a single
Rapid evolution
, data centers and
storage)
PHYSICAL
(network,
data centers and storage)
The
idea isASSETS
to adopt
out-of-the-box
of the business
orbiting around the structural
catalog for unied management of
Uncontrolled
Non-convergent
solutions in all the operating businesses
growth without
CUSTOMER DATA
For an example,
see the
products and services.
systemstransformation.
with
governance
and minimize customization. So far
complex
article on page 44 about VIVOs
network
Multi-local
AL SERVICES (offered by Telefnica or partners)
integration
transformation efforts across the divisions
ecosystems
transformation.
E2E DIGITALIZATION
have(IT
eliminated
more than 2,000 IT
systems)
OSS/BSS
applications
(35 percent of all
-LEDComplexity leads to low efficiencyBecoming fully digital end to end means
CAL ASSETS
(network, data centers and storage)
BUSINESS
Rapid
Rapid evolution
evolution
and
low
business
functionality
and
low
business
functionality
putting
customer
the
center of all
Fragmentation
being
truly digitalat
and
offering
Difcultythe
Lack
of
applications),
20
data
centers
and
more
of the business
of the business
TRANSFORMATION
legacies and
maturity of IT
cloud and other
services and then
Uncontrolled
Uncontrolled
processes
andnew
operations
than 6,500 physical
servers
(25
percent
of
gent
Non-convergent
obsolete
processes
and
growth without
growth without
th
systems with
technologies
Slow
Slow ingovernance
responding
to business
in responding
to business needs
them with
a business
vision.
Its important
toneeds
point
out that
the
redening
Lack of automated
business
processes
governance
all servers). But this
crucial simplicationtechnology
complex
x
Multi-local
Multi-local
integration
n
arearesulting
of the from
business
transformation
of
Telefnicas
operating
IT
solutions
cost
more
than
necessary
IT
solutions
cost
more
than necessary
isnt the end goal.
ecosystems
ecosystems
Customaspect,
scriptingevery
and errors
Every
to manual
be digital,
giving utmost
companies
beingtoled
by business,
not
IT. it difcult to needs
too many
operations
makes itis
difcult
Data
makes
Data complexity
Because of the history of Telefnica and
Complexity
leads to
lowcomplexity
efficiency
obtain
customer
insights
obtain
customer insights
High
number
importance
to
digitalization
inmarket
the whole
While
IT
is
instrumental
in
the
Vendor,
Cost
of
obsolescence
is impacting
Rapid
evolution
the complexity we have, we cannot build
of applicationsand low business functionality
regulator and
of the business
adaptability
value
chain,
Jordan
explains.
Being
digital in
implementation,
the
projects
start
with
Fragmentation
Duplicated
being
truly
digital
and
offering
being
truly
digital
and
offering
Difculty
Difculty
Lack
of
Lack
of
competitor
capabilities on top of the
current
Uncontrolled
Non-convergent legacies and
maturity of IT
maturity
IT
pressure
Custom-made
cloudfunctionality
and other
new of
services
cloudestablished
and other new
front requires
being
digital in the back.
business
goals
and a vision
byservices
the
growth without
the
Duplicated
information
in multiple
systems with
obsolete
processes
and
processes
and
processes
and
systems
platform
in
an
Slow inapplications
responding to business needs
governance
complex
technology
technologies
technologies
top
management
at Telefnica
Global and
Lack of alignment
Lack of automated
business
processes
business processes
Multi-local Lack of automated
Telefnica refers to its transformation
efcient
integration way, says Jos Manuel Gascn,
IT solutions
cost more than necessary
and long-term
ecosystems
within
the
individual
operating
companies.
Immature
security
riska best-of
planning
approach
as Fullsolutions
Stack,increase
meaning
Director, Global IT Strategy &
TIME TO MARKET
A HUGE UNDERTAKING
REDUCTION
ON
ber
ons
Fragmentation
d legacies and
ty obsolete
Custom-made
technology
applications
Lack of alignment
and long-term
planning
High
number
Vendor,
of
applications
regulator
and
Duplicated
competitor
functionality
pressure
it difcult to
Data complexity makes
Vendor,
Cost of obsolescence
Cost of obsolescence is impacting market
is impacting market
Lack of
regulator and Difculty being truly digital and offering
adaptability
adaptability
maturity of IT competitor
cloud and other new services
processes and
pressure
Custom-made
Duplicated
information
in
multiple
technologies
applications
Lack of automated business
processes
databases
decreases agility and efciency
Lack of alignment databases decreases agility and efciency
and long-term
Custom
scripting
and
errors
resulting
from
Immature security
solutions increase risk
risk
planning Immature security solutions increase
Telefnicas transformation manifesto
Process-oriented, data-centric and collaborative work

We need to offer a truly omnichannel experience to
Vendor,
Cost
obsolescence is impacting marketour customers, ensuring the same customer
should be at theregulator
center
of our organization,
butofwe
and
adaptability
competitor
cannot forget about
simplicity and eliminating
experience independently of the channel used, with
pressure
Custom-made

duplications.
online and self-service capabilities that do not require
applications
of alignment
a Argentina sees resultsLack
human
intervention for a specic operation.
and long-term
High number
of applications
Duplicated
functionality
We need to extend our offer to include additional digital

services in our catalog, becoming a multi-product
to new systems
company that can integrate third-party products
Lead to
leveraging our scale, penetration and customers.
Order (L2O)
Time needed to train new
customers
Selling & Billing

Order to
Payment (O2P)
We must not only focus on the customer, but also on

building a new ecosystem that seamlessly integrates all
partners to offer their products in a transparent way.
Usage to
Payment (U2P)
EMPLOYEES DOWN FROM
Campaign to
Lead (C2L)
Insight to
Loyalty (I2L)
Campaign to
Lead (C2L)
Insight to
Loyalty (I2L)
Concept to
Market (C2M)
Termination to
ENABLERS
Network, Resource & Services Domain
Confirmation (T2C)
Selling & Billing

Complaint to
Solution (C2S)
Problem to
Solution (P2S)
Lead to
Request
Order
(L2O) to
Change (R2C)
Customer Care & Servicing
Order to
Complaint
Request
to to
Payment
(O2P)
Solution
Answer
(C2S)
(R2A)
Campaign to
CASE
STUDY HANDBOOK 2017
Lead (C2L)
Usage to
Problem(U2P)
to
Payment
Solution (P2S)
Termination to
Confirmation (T2C)
Problem to
Solution (P2S)
Request to
Change (R2C)
Strategy Domain
SUPPORTCustomer
Care & Servicing
Request to
Answer (R2A)
Termination to
Partner Domain
Confirmation (T2C)
Request to
Answer (R2A)
Control &
Planning Domain
Insight to
Loyalty (I2L)
Request to
Change (R2C)

Insight to
Loyalty (I2L)
n & Loyalty
CUSTOMER
FACING
Source: Telefnica
rketing
Concept to
Market (C2M)
CUSTOMER
FACING
Retention & Loyalty
Campaign to
Lead (C2L)
Marketing
exploiting context-aware information is going

Concept to to help us
Market (C2M)
documents are now
understand their needs and thus offer the right
ving 7 tons of paper toSelling
& Billing
Selling & Billing
product
to the right customer at the
right time. This
will
Complaint to
Lead to
Lead to
Order to
Usage
to (C2S)
Order to
Usage to
Solution
Order (L2O) improve
(L2O)
Payment
(O2P)
Payment (U2P)
Payment (O2P)
Payment (U2P)theOrder
satisfaction,
customers
digital
experience
and our revenues.
Retention & Loyalty
CUSTOMER
FACING
Marketing
3 WEEKS TOHaving
1 a 360-degree view of our customers and
Retention & Loyalty
million
planning
Finance Domain
IT Domain
Supply Chain
Management Domain
Human
Resources Domain
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MULT I - CO UNTR Y TRANSFORM ATION

Rapid evolution
of the business
Non-convergent
systems with
complex
suite solution, based
on automation and
integration
standardization of core processes. The initial

focus is on covering the full customer value chain
in the main BSS and OSS domains.
Fragmentation
To measure
progress, the company is
legacies and
developing
a new metric called the End-to-end
obsolete
technology
Digitalization
KPI (key performance indicator),
which measures enablement of digital capabilities
in customer-facing processes. The KPI is built
upon accomplishments
in process
High number
transformationofand
standardization, and tracks
applications
Duplicated
processes digitalization
in different business lines
functionality
Custom-made
and channels. The KPI will help Telefnica
identify
applications
of alignment
where to focus on redening theLack
customers
and long-term
digital experience.
planning
Uncontrolled
growth without
governance
Multi-local
uses out-of-the-box solutions to minimize
ecosystems
Every aspect,
deviations and development;
every area of
process-driven to ensure
transformation;
business needs
uses mature technology (avoiding old
Difculty being truly digital and offering to be digital
Lack of
architectures);
and cloud and other new services
maturity
of IT
being digital in
processes and
technologies
freezes legacy solutions to avoid incremental
Lack of automated business processes the front
investment.
requires being
scripting and errors resulting from
Custom
Telefnica developed
its own Business
digital in the
Process Blueprint Design using the TM Forum
Vendor,
Process
Cost ofFramework
obsolescence is impacting marketback.
Frameworx
Business
regulator and
adaptability
competitor
(eTOM) as a model. In 2015 TM Forum carried
pressure
Phil Jordan, Global CIO,

Duplicated
out an independent review
of the blueprint
and
information
in multiple
Telefnica
databases
decreases
agility
and
efciency
certied it as fully conformant to the original
Business Process Framework.
The Business Process Blueprint, which is key to

ensuring customer-oriented transformation and
standardization in all the companys operating
business units, covers the whole customer value
chain with 11 customer-facing, end-to-end
business processes supporting 75 unique
Frameworx business processes (see Figure 1).
IMPLEMENTING FRAMEWORX VIA

FULL STACK
IT is the main enabler of the business
transformation, but for it to be comprehensive,
Telefnica had to dene a series of principles to
follow including:
standards-based and product-based to ensure
it is futureproof;
Figure 1: Telefnica Business Process Blueprint Design

Selling & Billing
Order to
Payment (O2P)
Usage to
Payment (U2P)
Campaign to
Lead (C2L)
Insight to
Loyalty (I2L)
Concept to
Market (C2M)
Termination to
Confirmation (T2C)
Complaint to
Solution (C2S)
Problem to
Solution (P2S)
Request to
Change (R2C)
Retention & Loyalty
CUSTOMER
FACING
Marketing
Lead to
Order (L2O)
Request to
Answer (R2A)
ENABLERS
SUPPORT
Strategy Domain
Control &
Planning Domain
Partner Domain
Finance Domain
IT Domain
Supply Chain
Management Domain
Human
Resources Domain
Source: Telefnica
www.tmforum.org
CHOOSING PARTNERS
OTHER DOMAINS
Telefnica has chosen three suppliers,

Amdocs, Huawei and Netcracker, as
partners for its transformation efforts, in
part because of their commitment to TM
Forum standards. Amdocs is providing its
Customer Experience Solutions (CES)
suite, Huawei its Telco OS system and
Netcracker its BSS suite.
In addition to the core transformation,

Telefnica also is consolidating all business
lines and segments into a single online
charging system that provides a unied
experience which includes real-time rating
of services and a consolidated business
landscape with similar real-time
capabilities, data-sharing possibilities and
capabilities for supporting new business
models, such as charging for OTT services.
Each company has strengths from

Telefnicas perspective. Amdocs, for
example, has a very robust governance
methodology, according to Goldenberg,
while Huawei, a partner willing to grow in
the IT business, has a strong track record
of delivering on its commitments to the
company. And Netcrackers solution
comes out of the box with a broad scope,
so its a good solution for small countries
that need to be up and running quickly with
less integration risk. It also simplies the
project and checks scaling capacity before
deployment in larger countries.
Although Telefnicas goal is
standardization, the company did not want
to partner with only one supplier.
We did not want all countries to use the
same vendor to diversify execution risk,
says Gascn. Having three means healthy
competition among them. It also helps to
reduce dispersion and ensure enough
bandwidth in the region, keeping the right
focus on smaller operating businesses,
while still allowing us to improve the
vendor relationship and shift to a
partnership model.
The structural transformation is

completed by initiatives enabling business
intelligence and big data, channel
digitalization and digital services
capabilities. Other areas of focus include
improving infrastructure and production
services, and standardization of common
back-ofce tools and processes.
IT security is also undergoing
transformation, with a goal to make it an
intrinsic part of all operations. This includes
automating identity and access management
as well as security monitoring and analysis.
ARGENTINA PAVES THE WAY

Not all Telefnicas operating businesses
are starting transformation projects at the
same time, rather each is setting its own
schedule, depending on business needs
and goals.
The why and when of the transformation
are dened by each operating business,
because they understand the priorities
both from the customers and the local
business perspective, Gascn explains.
The what and how is dened by IT at a
global level based on a common strategy
to guarantee that the goals are achieved at
the group level.
Telefnica Argentina has been the

pioneer and has achieved encouraging
results (see page 12). By the end of 2014,
just two years after the effort began on the
wireless side of the business, the company
had moved all 23 million of its mobile
customers to new systems. It is now in the
process of migrating its wireline customers.
Argentina has already started to see real
impact, says Goldenberg. They have seen
a reduction in the volume of calls in call
centers based on online channel activity,
and training time for employees has been
reduced. These new solutions are easier to
use, but at the same time they are more
powerful. They can perform the same
tasks but in a better way and in less time.
Mexico and Peru are also well on the way
with transformation projects. In
September 2015, Mexico migrated its
entire prepaid business representing 90
percent of all Mexican customers to new
systems, and Peru has started migrating its
customers with the rst 15,000 already
supported by new systems. Overall,
Telefnica expects 77 million customers to
be served by new systems by the end of
the rst quarter 2017.
To manage all the simultaneous
transformations, Telefnica Global IT has
developed a common governance model
to ensure that the principles of
transformation are followed and guarantee
an end-to-end business process
perspective. Steering, coordination and
adherence are coordinated at a local and
global level in an integrated way with
common objectives throughout project
execution, standardization and reutilization.
Telefnicas transformation increases agility and reduces complexity
+51% shorter
TIME TO MARKET
TRAINING TIME FOR

SALES EXECUTIVES
DOWN 53%
REDUCTION
FASTER AVERAGE
of calls to call centers
IN NUMBER
HANDLING TIME
23% INCREASE
IN FIRST-CALL
RESOLUTION
DRAMATIC INCREASE
IN ONLINE PAYMENTS,
ebilling and sales effectiveness
ELIMINATED 35%
of IT applications, 20
VIRTUALIZATION
LEVEL CLIMBS
TO 55%
Source: Telefnica & TM Forum, 2016
CUSTOMER DATA
10
CASE STUDY HANDBOOK

SERVICES (offered by Telefnica or partners)
DIGITAL 2017
www.tmforum.org
TOWARDS THE 4TH PLATFORM
content, security products, IoT, cloud, etc.). The

Fourth Platform is the customers data and
knowledge, over which Telefnica intends to give
customers ultimate control.
EDITORS NOTE: This is

the rst in a series of
All of this is paving the way for Telefnica to
articles about Telefnicas
adopt a platform approach that will allow
transformation, which we
customers to interact with the company in the
will present on our Inform
The
Fourth
Platform
centralizes
all
the
data
way they prefer and will give them more power
site. During the coming
about
our
customers
in
personal
databanks,
over their own services and the data Telefnica
weeks and months, we will
Jordan explains. On top of these personal
collects about them.
feature more detailed
databanks, Telefnica builds the intelligence and
Telefnica is evangelizing the idea of a Fourth
articles about the
analytics needed to create recommendations to
Platform, where the rst is made up of the
companys FrameworxTRAINING
TIME
FOR and then
improve
the customer
relationship,
E
companys physical assets, such as network,
based Business Process
gives the
customer
control of all this data and
o
SALES
EXECUTIVES
data centers and storage; the second consists
Blueprint Design, how
da
information. In addition, we are developing
of OSS/BSS (IT); and the third is all the products
Telefnica
measures end2
cognitive and real-time speech recognition on
and digital services offered to customers
to-end digitalization,
top to make interactions with our customers
(traditional products and services but also video
transformation
VIRTUAL
really powerful but easy.
governance, strategic
partnership management,
ebilling and sales effectiveness
of calls to call centers
IT security, and use of data
analytics.
+51% shorter
TIME TO MARKET
REDUCTION
IN NUMBER
23% INCREASE
DOWN 53%
FASTER AVERAGE
HANDLING TIME
IN FIRST-CALL
RESOLUTION
DRAMATIC INCREASE
IN ONLINE PAYMENTS,
LEVEL C
T
What is the Fourth Platform?

CUSTOMER DATA
DIGITAL SERVICES (offered by Telefnica or partners)

OSS/BSS (IT systems)
PHYSICAL ASSETS (network, data centers and storage)
So, for example, customers could choose to
allow none of their data to be supplied to a third
party (like Google) for targeted advertising, or
they could agree to allow the data to be shared
with third parties in exchange for monetary
compensation. Another example could be a
customer opting to provide location data to a
company like Uber in exchange for an update or
discount, or without asking anything in return.
collected. This gives customers the ability to

decide if it is a fair deal and gives them the
possibility of opting out.
To make the Fourth Platform a reality,
Telefnica must be digital (real-time and
automated) in every platform, and it must
Rapiddata
evolution
exploit a standardized
model supported by
of
the
business
big data infrastructure with
standard integration
between each layer, he adds.
Uncontrolled
C
a
Non-convergent
APIs will be extremely important in this vision, growth without
systems with
and a rich API framework that enables internal governance
and external integration is required. For this,
The whole idea is to give the data power backcomplex
Multi-local
integration
Telefnica is relying on standard open APIs. The
to the customer, Jordan says. We believe that
ecosystems
company has contributed to TM Forums suite
GIVING THE POWER BACK
data is owned by the one who generates it.

Privacy and data security are a top priority for
Telefnica. We want to make the customer
aware of every piece of information that is being
shared, for what purpose and how its being
Fragmentation
legacies and
obsolete
technology
www.tmforum.org
of Open APIs for digital service management

and is one of nine global operators to ofcially
adopt them.
Lack of
maturity of IT
processes and
technologies
11
TELEFNICA ARGENTINA EMBRACES

DISRUPTION TO ACT LIKE A STARTUP
By Annie Turner
Telefnica Argentina (TA) was the first of the Telefnica
operating businesses to tackle transformation with a plan to
converge fixed and mobile offerings, enabling customers to
access and consume multiple services and content on a
variety of devices.
TA also wanted to gain a complete view of its customers to
be able to personalize offers, right down to the level of oneto-one marketing. To achieve this, the company set out to
simplify all its processes, implementing core BSS/OSS that
could manage all aspects of its relationships with customers.
This includes everything from its web front-end, through
digital identity and ordering to billing. Another key criterion
was that the core system is able to extract value from big
data, for example to support real-time decision-making.
FROM LEGACY TO LEADING EDGE

Over time, business requirements at TA had necessitated
changes to IT, and there had been mergers and acquisitions
without proper consolidation. There was a lack of reference
architecture and standardization, and systems and
processes were fragmented. Channels were product- or
segment-centric and siloed.
The objective was to deliver standards-based, online, endto-end processes out of the box. The solution had to be datacentric, introduce a service-oriented architecture or web
services layer, and provide a full BSS/OSS core application
suite stack.
Horacio Goldenberg, who was CIO, Telefnica and Movistar,
Argentina, but is now IT Chief Architect, Telefnica Global, led
the transformation effort in Argentina. We decided on a very
disruptive transformation, he says. We decided to replace
all our core stack of BSS/OSS applications and migrate our
customers to the new stack. It was a sort of green-eld
approach, to get rid of the complexity of the legacies.
12
He emphasizes that this was not a matter of gap analysis and

working out how processes could be adapted. On the
contrary, the aim was to get rid of these processes and adopt
new onesWe abandoned processes that werent good
enough for the digital world and embraced new processes
based on TM Forum standards.
The company took a prime contractor approach,
partnering with Amdocs. In the past it had gone for best-ofbreed and/or custom solutions provided through
integrators. Now it went for best of suite, because this
guaranteed end-to-end integrity. A single main contractor
also ensured accountability. We wanted to know who was
responsible for what, says Goldenberg.
THE NEED FOR SPEED

The transformation also had to be fast: TA set a target of
accomplishing its aims for each strand of the business within
18 months. A big part of hitting these targets was the use of
all the elements of TM Forum Frameworx. TM Forum
standards were our guide, our bible, says Goldenberg.
In January 2014, after 12 months, the first 1 million
customers were migrated to the new platform. After 15
months another 10 million were added. After 24 months the
transformation of the wireless side of the business was
virtually complete with a total 23 million mobile customers
migrated. The transformation of the wireline side of the
business, based on the same platform, is currently underway.
Feedback from TAs customer services teams has been
positive. They have seen a dramatic fall in the length of
customer interaction times and a big improvement in the
time taken to resolve complex issues. The time taken to train
new employees has gone from three weeks to less than a
week on the new platform, a major efficiency factor in a
business which had a 60 percent turnover annually in
customer service staff.
www.tmforum.org
Telefnica Argentina sees results
23 million
mobile customers
migrated to new systems
Time needed to train new

EMPLOYEES DOWN FROM
100% of documents are now

digital, saving 7 tons of paper
CUSTOMER
FACING
Marketing
3 WEEKS TO 1
Lead to
Order (L2O
Campaign to
Lead (C2L)
Concept to
Market (C2M)
Complaint to
Solution (C2S)
ENABLERS
STRONG GOVERNANCE
A key ingredient in TAs success has been strong governance
over the architecture and over change requests, in order to
minimize them. This is so that we dont repeat the mistakes of
adapting the new systems and processes to the old way of
doing things, explains Goldenberg.
A shared vision and cross-organizational commitment were
also key. Goldenberg stresses that although the project was
powered by IT, this was not an IT project. Instead, it was a
strategic project focused on transforming business processes,
which meant involving the whole business, including senior
management in a top-down approach.
www.tmforum.org
SUPPORT
Strategy Domain
Control &
Planning Domain
13
CLO UDIFICATION
BTS CLOUD
OF CLOUDS
BUILDS ON SOLID
ECOSYSTEM FOUNDATION
14
www.tmforum.org
CLOUDIFICATI ON
By Annie Turner
CATALYSTS FOR THE CMS
IOs everywhere are looking to cloud

services to gain competitive advantage,
not just through exibility and cost
savings, but to realize clouds potential to
enable new business models and revenues, and
faster time to market. At the same time, they
have concerns about moving to the cloud,
including securing data and the network,
managing hybrid clouds, keeping control,
meeting regulatory requirements, assuring
performance for customers and users, and
accessing the right skills.
The CMS was conceived by BT Research

and Technology and has evolved from
managing virtual machines to enabling the
creation and operation of digital ecosystems
for each enterprise and market. BT used the
Forums Catalyst projects to speed the
progress of the CMS.
With these issues in mind, in April 2015 BT

announced a new generation of cloud services
to allow large organizations around the world to
connect easily and securely to the applications
and the data they need, independently of where
they are hosted. It has partnered with major
cloud service providers to connect services to
its own network, in effect acting as a cloud
services integrator for customers.
Hence CIOs can integrate and orchestrate the
IT resources hosted on their own private clouds,
BTs global cloud platform (including 20 cloudenabled data centers) and those of other
leading cloud providers. BTs expanding
portfolio of service partners include Amazon
Web Services, Cisco, Equinix, HP, Interxion,
Microsoft and Salesforce.
The new services rely on innovative technology
developed by BT and its partners in the elds of
diversied infrastructure management, service
management, global network optimization,
application performance acceleration and
security. The services are managed by
customers through a single user-friendly service
catalog, using BTs Compute Management
System (CMS).
THE JOURNEY TO THE VISION

Over the last ve years BT has turned its cloud
services capability into a global offer, across 18
countries and ve continents. The CMS is the
central innovation. Its development and
transformation was signicantly accelerated
through participation in TM Forums Catalyst
projects and work in and contribution to the
Forums Open Digital Ecosystem program. In
parallel, BTs wider operational and business
support systems framework is based on the
Forums Frameworx suite of standards-based
tools and best practices, which is deployed by all
kinds of service providers around the world.
www.tmforum.org
The projects act as an external R&D resource.

They are championed by a service provider or
providers to address particular business needs
by partnering with other companies. The
participants work together closely for between
three and six months to jointly develop a
solution which they demonstrate at one of the
Forums agship events.
The ndings are fed back into the Forum and
frequently act as the foundation for subsequent
Catalysts to speed further development. The
CMS is an outstanding example of this its roots
stretch back to the Cloud 9 Catalyst in 2009,
which explored the use of cloud orchestration
systems and compliant catalogs, and explored
cloud brokering questions.
The Cloud Service Broker Catalyst project
followed in 2010, which is where ongoing
relationships with key suppliers began. It sparked
internal projects and business cases leading to
CMS v.2, an entirely new system with crossplatform and cross-regional capability, which
enabled BTs global deployment of cloud service
orchestration capabilities.
WHO
BT, one of the world's
largest communications
service providers based in
the UK
WHAT
Realizes global Cloud of
Clouds vision
HOW
Central innovation
progressed through
Catalysts, global
infrastructure based on
Frameworx, leverages
B2B2X partnering best
practice which BT initiated
RESULTS
Rapid delivery of tailored
services to each customer
using an optimized mix of
the customers IT
infrastructure and that of
its partners
The company recognized that while the CMS

technical orchestration capabilities were strong,
it needed to address the commercial aspects of
enabling open digital ecosystems that is,
handling the range of commercial models
between all partners, enabling appropriate
pricing, packages, products and offers while
handling the underlying accounting, revenue and
cost allocations across the ecosystem
participants in direct or wholesale models.
These issues were addressed by championing
the Richer Services, Richer Ecosystems Catalyst
project in 2013.
Another phase, Enabling Digital Ecosystems for
Smart City Data Hubs, was added in 2015, and
the project continued at TM Forum Live! 2016 as
Service Level Management for Smart City
Ecosystems and Trusted IoT (see page 18).
As John Wittgreffe, then Chief Researcher IT
Services and Data Hubs, BT, commented, This
work resulted in the CMS which enables entire
ecosystems to be launched rapidly in months,
15
CLO UDIFICATION
The CMS
[Compute
Management
System] enables
entire
ecosystems to be
launched
rapidly in
months, not
years, and has
made possible a
new generation
of ecosystem
serivces...
John Wittgreffe, former Chief
Researcher, BT
not years, and has made possible a new

generation of ecosystem services that
pragmatically would not have been realizable via
traditional means, automating a high portion of
otherwise manual administration functions.
ENABLING ECOSYSTEMS
The CMS empowers customers to set up or
securely connect to applications and data. Each
customer can choose an optimized mix of IT
resources and services from its own data
centers and those of its partners with BTs and
its partners services.
BearingPoints Infonova R6 platform is the
monetization engine of the CMS; BearingPoint
partnered with BT in the Catalysts, and the R6
platform is certified by TM Forum as being
Frameworx-conformant. The CMS can be used
to monetize each partnering ecosystem as the
products and services are represented in a
common federated catalog for each
enterprise or market, using the appropriate
currency and language.
Once a service and service level agreements
(SLAs) are conrmed, the service is
automatically deployed to the appropriate
region and compute environment of choice to
meet criteria for compliance, cost, end-user
proximity and application performance the
CMS also creates the offer, accounting, billing
and the allocation of revenues and costs to each
ecosystem participant.
PARTNERING FOR SUCCESS

To attain its goal of a Cloud of Clouds
ecosystem, BT drew on TM Forums pioneering
B2B2X Partnering Step by Step Guide, which
includes the processes for business,
contractual, nancial and operational models as
well as application program interfaces (APIs).

The guide grew out of a wholesale model
contributed to the Forum by BT, which was
expanded and enhanced, in part through
Catalyst projects, to include other kinds of
partnerships as part of the Forums Open Digital
Ecosystem program.
Today more than 200 network operators
around the world use some part of the the
Forums B2B wholesale specications.
USING BEST PRACTICES

Scale, exibility and interoperability are all key
to running a global, cloud-based ecosystem,
which is why BTs global infrastructure is based
on the Forums Frameworx suite of standardized
tools and best practices. As a founding member
of the Forum, BT has contributed to many
aspects of Frameworx, the major elements of
which were used to consolidate and unify a large
portion of BTs global matrix of OSS/BSS and
common information model into a uniform set
of operational platforms.
TAILORED SERVICES
Here are some examples of services
provided through BT Global Services and
enabled by the CMS:
BT Life Sciences supports an ecosystem of
pharmaceutical companies, academia, tech
partners including software and genome labs,
application providers, government and content
partners including for health.
BT Trace provides services to those managing
complex supply chains an ecosystem
comprising customers, distributors, hosted drop
box service, warehousing apps and more.
BT Computes cloud compute sites, combined
with an ecosystem of partners and customers
Watch BTs John Wittgreffe discuss the award-winning Data Hub Catalyst.
For more about the Catalyst, see page 18.
16
www.tmforum.org
CLOUDI FI CATION
own services and

infrastructure,
and security
Better
processes
save VIVO
service providers, supports more than 50
application providers. There are additional
services for each channel and the option to
combine them and their go-to market partners
via the Applications Service Store, where
customers simply click to deploy applications.
English PROCESSES
town is predicted to
grow by up to BY
64
REDUCED
percent by 2026. The project is expected to
deliver up to 20 percent in water savings and to
reduce trafc congestion by 50 percent.
MOVED UP TO 2ND PLACE FOR
Milton Keynes is incubating up to 90 new small
M2M
IN A STATIC MARKET
and medium-sized businesses to deliver Internet
of Things (IoT) applications
as ecosystem
Average savings of 22% on providing infrastructure
for extraordinary
events
partners and create hundreds of new jobs: The
The Milton Keynes smart city initiative
like Formula 1 and applying those efciencies to ordinary business practices
towns council has already identied over 105
(MK:SMART) through an ecosystem of sensor
million ($159.5 million) cost savings and new
network providers, device providers, data
revenues. Over the next 18 months, the trial will
providers, local government councils,
be extended as highlighted in the Catalyst
academia, applications and analytics providers,
demonstrations (see article on page 18).
application developers. The economy of this
$700,000
IN 3 MONTHS
22% overall
BT bets big on cloud

Acts as a cloud services integrator
by partnering with major cloud
providers connect their services to
its own network
Services are managed by

customers through a single service
catalog, using BTs Compute
Management System, which was
developed with TM Forum
Catalysts and other Forum assets
Telefnica Argentina sees res
23 million
mobile customers
migrated to new systems
Time needed to tr
EMPLOYEES DOW
3 WEEKS
BT delivers tailored ecosystems like the smart city of
Milton Keynes and BT Life Sciences, which supports
pharmaceutical companies, academia, tech partners,
government and health content partners
100% of documents are no

digital, saving 7 tons of pap
Source: BT & TM Forum, 2016
www.tmforum.org
17
CLO UDIFICATION
BRITAINS FASTEST GROWING,

DATA-DRIVEN SMART CITY
By Sarah Wray
Milton Keynes is the fastest-growing city in the UK, with its population set to grow from 255,700 in
2013 to over 300,000 by 2026.
This means that, like many cities, its infrastructure is under strain. Milton Keynes needs to nd ways
to support sustainable growth, while meeting key carbon reduction targets. Central to this drive is the
creation of a state-of-the-art MK Data Hub, as part of the government-funded MK:Smart initiative.
At TM Forum Live! 2016 in Nice, France, the City of Milton Keynes, BT, The Open University and
NRECA championed a Catalyst project working with BearingPoint/Infonova, Huawei and Cloudsoft
to advance the Data Hub.
A SMART CITY PLATFORM
Watch Andreas Polz,

CTO, Infonova, talk
about the Data Hub
Catalyst
The MK Data Hub brings together the whole smart city ecosystem on one platform, including
end users, service providers such as energy and water companies, government, sensor network
providers, data providers and developers. All the sensor data, from traffic flow to waste bin/trash
can information, is pulled into the Data Hub. Developers can then access and use it to create
smart applications. Other parties, like government departments, can also pull useful reports
from the data to see how resources can be managed more efficiently, for example.
A previous iteration of this Catalyst (discussed in the video interview with John Wittgreffe on page 16)
looked at monetization opportunities in smart city ecosystems the Data Hub allows each party to
dene how they want to make money from their data. In this phase, named Service level management
for smart city ecosystems and trusted IoT, the team looked at testing commercial viability and trust
both of which will be essential to making a smart city data economy a reality. They have introduced:
Service level agreements
The new data economy means that applications and businesses may well rely on the data being
provided through the Data Hub. The team looked at how to ensure the data platform is stable and
reliable. They also demonstrated how to enable data providers to offer classes of service, for example,
charging more for higher-speed data delivery. Should the data provider fall short of the agreement,
they will show how compensation and penalties can be calculated and applied automatically.
Trust, privacy and security
Data providers offer data feeds with associated terms and conditions and the Data Hub ensures
data consumers abide by these. Additionally, data providers can impose privacy rules on their data
feeds, assigning who is authorized to access their data and with what conditions.
This iteration of the Catalyst also focused on ensuring that data collection is secure, meaning that
only authorized devices (for example, sensors and gateways) can connect to the platform. Rogue
devices, which could send false data, are rejected.
18
www.tmforum.org
START UP
STANDARDS PULL
NATIONAL NETWORK
OUT OF THE BOX FOR
MYANMAR
www.tmforum.org
19
may be augmented by analytics

Integrated analytics (physical and
virtual) enabling a consistent view
S TARTU P
Self-service, requiring minimal

intervention from expert resources and
enabling customer configuration
WHO
Ooredoo was awarded an
operating license in 2013 in
Myanmar, one of the
world's last green-eld
telecom markets
WHAT
Building out a national
mobile network in record
time to gain rst-mover
advantage
HOW
Using TM-certied,
Frameworx-conformant
solutions
RESULTS
Services launched in just
6 months
5 million customers 3
months after launch
requirements phase
completed in 60% less
time
30% reduction in
integration effort
Service and business model agnostic,

enabling a exible range of services and
monetization models
By Annie Turner
oredoo is one of the fastest growing

and most protable operators in the
Middle East, with operations in 17
countries. In mid 2013, it was selected to build
and run a mobile network in Myanmar
Analyze
is atouch
southeast
Asian country, which is
Dene customer
points
Myanmar
Analyserural
journey
& expectations
largely
and
densely forested, with a
Dene key metrics
population
of approximately 50 million. It is one
Conduct a reality check
of the worlds last green-eld countries from a

communications point of view. Studies by
McKinsey and others suggest that the rollout of
mobile networks there could create more than
90,000 new jobs and help to sustain annual
economic
Review growth of more than 8 percent.
Engage customers and stakeholders

The objective was to launch ahead of the
Monitor real-time data and analytics
competition
(licenses
had been granted to
Continuously making
improvements
based onmobile
feedback and two xed-line operators) to
another
capture market share and capitalize on earlymover advantage to gain 5 million prepaid
subscribers in the rst year.
Reduced
implementation
time
Implement
leading business
process
Green-eld
implementation
IT in
a box
Support
scalability and
diversity
Integrate BSS with

component from
other vendors
Jump-start
CRM and
contact center
localized load demands through

intelligent software
Security and privacy assured by design
and at multiple levels
Software license management built in
rather than added to enable exibility
DELIVERING ON BUSINESS NEEDS

To achieve its business objectives, Ooredoo
needed an IT solution supplier or suppliers that
could help the company dene its IT strategy
and roll out the operations to support rapid
service launch.
Re-engineer
The company wanted a solution
that was a telco
Engage stakeholders early on
in a box, with components
certied as being TM
Understand best practices to adapt
Dene new process to support
Forum Frameworx-conformant
a risk analysis
recognized bestConduct
practices
for managing business
processes and keep customization to a minimum.
Also, the solution had to be able to scale in line
with Ooredoos ambitious projections.
For these reasons, Ooredoo chose Huawei as

its partner to implement the
end-to-end
Implement
solution, although
wasnt
originally
on the
roll-out
strategy
and timeline
Developit
Understand
risks its
preferred supplier
list.change-management
Huawei presented
Ensure clear communications
strategic approach
to building
the end-to-end IT
and approval
Gather support
Implement
new process
platform through
understanding
business
objectives rst and drilling down to the required
solutions and supporting infrastructure, following
latest industry standards and best practices.
In turn, Huawei partnered with a leading
software service provider to build the end-toend IT solution as well as with other vendors. The
companys NGBSS [for next generation business
systems software] is a pre-integrated business
support system (BSS) in-a-box solution, certied
by TM Forum as being conformant with the
Business Process Framework (eTOM) and
Information Framework (SID).
CUTTING OUT CUSTOMIZATION

This conformance to elements of Frameworx
meant that the BSS solution was implemented
with almost zero customization with the
enterprise management system provided by
another vendor, also aligned with Frameworx.
Indeed, although this was the rst time Huawei
had deployed such an end-to-end, out-of-thebox solution, few changes were needed to the
business processes. This resulted in about 30
percent less integration effort, in turn allowing
for quicker delivery.
The adoption of the Information Framework
was key to easy integration between systems
from different vendors. The partners also
20
www.tmforum.org
START UP
Ooredoo claims a world rst by rolling out a

new network using UMTS900 technology, which
offers customers in Myanmar a world-class 3G
service with crystal clear voice calls and fast
internet, as well as providing a solid foundation
for a future move into 4G services, according to
the company.
referenced TM Forums Application Framework

(TAM) to identify the correct and optimal
components and systems to enable the IT in a
box solution, and that was integrated to support
Ooredoos desired services.
The business processes were built using
processes outlined in the Business Process
Framework, ensuring that all the process areas
were covered, without duplication or gaps. The
work was based on information gathered at
workshops run by Huawei to ensure the
processes were indeed end to end. Using the
processes as baseline for requirement gathering
and validation resulted in the requirement phase
being completed in about 60 percent less time.
Ooredoo initially launched in Myanmars three

major cities and surrounding regions, covering
68 cities and towns, and 7.8 million people. The
network was rapidly extended to include 25
million more people by the end of the year. With
top-up vouchers available from $1 and for sale
at 30,000 outlets across the country in addition
to the 6,500 dealers selling SIM cards, the
company is focused on ensuring accessibility
for all.
All the other components of the solution

infrastructure, security, mediation, assurance
and network were implemented in line with
industry best practices.
For the first

time in history,
the people in
Myanmar have
access to
affordable
communications
services, and
access to the
internet is
widely
available via a
mobile device
As part of Ooredoos commitment to

supplying Myanmars diverse population with
the life-enhancing capabilities of smartphones,
it is also offering affordable handsets through
launch promotions, bundling devices and call
minutes, SMS and data at an affordable price.
The use of out-of-the box capabilities made it

possible to get the full IT system up and running
in fewer than six months for pre-paid service, for
enterprise and consumer markets. This is
almost 50 percent less than the standard
delivery timeline.
NEXT STEPS
Ooredoo is working to improve its offers and
value propositions, not only for retail customers,
but also for businesses. The company plans to
launch complex business-to-business services
with stringent service level commitments.
Recognizing that internet access is a key
element for economic growth in any country,
Ooredoo is committed to providing affordable
access for everyone, and is constantly working
to reduce its cost and improve services by
leveraging its IT capabilities to the maximum.
SUCCESSFUL, HISTORIC LAUNCH

The original target for prepaid customers was
revised, due to the level of demand, which
Ooredoo achieved in the rst three months after
launch, on August 16, 2014. This marked the rst
time Myanmars people had access to affordable
communications services, as well the rst time in
the countrys history that access to the internet
via a mobile device has been widely available.
Connecting Myanmar
REQUIREMENT
PHASE
COMPLETED IN
60%
MILLION
LESS 5
CUSTOMERS
TIME 3 MONTHS AFTER
SERVICES
LAUNCHED IN
6 MONTHS
LAUNCH
1 IN MYANMAR FOR:
ST
AFFORDABLE
COMMUNICATION
SERVICES
WIDELY AVAILABLE
INTERNET ACCESS
ON A MOBILE DEVICE
Source: Ooredoo Myanmar & TM Forum, 2016
COST AVOIDANCE OF
$1 MILLION+
www.tmforum.org
MASTER
DATA MANAGEMENT
NPS IMPROVEMENTS
STA
+13 points for xed services,
redu
IN CUSTOMER
DOMAIN:
60%21 acro
CASE STUDY
HANDBOOK 2017
PL A TF ORM
O2 DRIVES A
NEW INSURANCE
EXPERIENCE FOR
CUSTOMERS
22
www.tmforum.org
PL AT FOR M
WHO
2 Drive car insurance is part of

Telefnica UKs strategy to play a more
signicant role in customers digital
lives. The aim is to bring a fresh approach to car
insurance by rewarding customers as they drive,
as well as enabling them to manage their policy
via an app. The product also combines data
about customers as consumers of O2 mobile
services such as how long theyve been a
customer and their payment history with their
insurance history to try and help them get
better rates.
says. Were very pleased with how its been

received by customers.
He adds: Creating a new product line into car
insurance is part of a wider O2 strategy to help
our customers be more connected in all parts of
their lives. Combining our technology expertise
with our brand values, our aim is to bring the O2
experience to the world of car insurance.
Telefnica UK, also known

as 02, is a mobile operator
with 23 million customers
in the UK
WHAT
Available through the O2 website and online

insurance aggregator sites in the UK, O2 Drive is
provided in partnership with BGL Group, a UKbased insurance provider.
Developed and launched

the O2 Drive insurance
product in 6 months
DESIGNING THE APP
CAPITALIZING ON A GOOD
RELATIONSHIP
As part of O2 Drive, Telefnica UK has developed

an app that enables customers to access their
documents and manage their policy at the click of
a button. In addition, the app is GPS-enabled
which allows Telefnica to collect real-time data
about how a customer is driving. This helps the
company provide personalized journey scores
and tips on how to improve, promoting a safer
environment not only for O2 Drive customers, but
everyone around them. A future version of the
product could also use telematics to help
customers get rate reductions for safe driving.
Using TM Forum Open

Digital Ecosystem
architecture, partnering
guide and APIs
By Dawn Bushaus
We have a strong relationship with our mobile

customers, and because we know them we can
use that data to provide insurers with a greater
breakdown of the potential risk prole of that
customer, says Stephen Devereux, Head of
Digital Products, Innovation & Insight, Telefnica
UK. This can translate into competitive pricing
for customers with a low-risk prole, he adds.
O2 Drive was launched quietly in December
2015 and then with more fanfare in March after a
few months of testing. Today the service, which
won TM Forums Digital World Award for Digital
Service Innovator of the Year 2016, is already
considered a success.
We use Net Promoter Score [NPS] to measure
our performance and we are scoring well above
the 2015 industry average based on the
Satmetrix 2015 UK Consumer Study, Devereux
HOW
RESULTS
Accelerated time to
market and Net Promoter
Score well above industry
average
An additional feature on the app called Car

Assistant allows customers to arrange
discounted car servicing, maintenance and
mandatory, annual vehicle inspections (known
as MOTs in the UK). O2 Drive customers also
enjoy exclusive perks as well as the benets of
O2s rewards program for mobile customers,
which includes free offers such as coffee from
Cafe Nero or a 1 lunch from Boots.
O2 drives a new insurance experience for customers

O2 DRIVE CAR INSURANCE
IS PART OF TELEFNICA UKS
STRATEGY TO PLAY
A MORE SIGNIFICANT ROLE IN

CUSTOMERS DIGITAL LIVES
6 MONTHS:
THE AMOUNT OF TIME IT TOOK
TO DEVELOP THE SERVICE USING AWS
NET PROMOTOR SCORE
WELL ABOVE
2015 INDUSTRY AVERAGE
A FUTURE VERSION OF O2 DRIVE
COULD USE TELEMATICS TO HELP
CUSTOMERS GET LOWER RATES
FOR SAFE DRIVING
WERE THE FIRST PLATFORM IN O2 TO BUILD WITH AN ELASTIC MODEL. WE KNOW WE CAN SCALE VERY QUICKLY, PRACTICALLY ON DEMAND.
AS A RESULT WE ARE NOW LOOKING TO MOVE MANY OF OUR OTHER SERVICES TO AWS, WHICH FOR A TELCO IS A MAJOR SHIFT.
~ STEPHEN DEVEREUX, HEAD OF DIGITAL PRODUCTS, INNOVATION & INSIGHT, TELEFNICA UK
Source: O2 & TM Forum, 2016
www.tmforum.org
23
AGILE BUSIN ESS & IT
Benefits of using a platform provider

Were the first
platform in O2
to build with an
elastic model.
We know we
can scale very
quickly,
practically on
demand. As a
result we are
now looking to
move many of
our other
services to
AWS, which for
a telco is a
major shift.
Stephen Devereux, Head of
Digital Products, Innovation &
Insight, Telefnica UK
Benefits of using a platform provider
GETTING TO
ABILITY TO
MORE QUICKLY
RAPIDLY
MARKET
INFRASTRUCTURE
IS ALWAYS UP TO DATE
SCALE
MITIGATES THE
SECURITY RISK
Source: TM Forum, 2016
PLATFORM PARTNERS
USING AN ELASTIC MODEL
Telefnica UK used TM Forums Open Digital

Ecosystem to develop the platform, in particular
the B2B2X Partnering Guide, the Digital Services
Reference Architecture (DSRA) and Open RESTbased Application Program Interfaces (APIs).
The O2 Drive platform is hosted on Amazon Web

Services, which allowed Telefnica UK to get it up
and running in just six months.
The company drew on B2B2X Partnering Guide

for partnership revenue models, partner
management and service lifecycle management.
The O2 Drive platform architecture aligns with the
DSRA, particularly in terms of openness in
exposing service APIs and delivering new
capabilities by integrating, composing and
orchestrating with partner APIs.
The platform uses standardized APIs (such as
O2 Identity Management and third-party driver
behavior information) based on the TM Forum
Integration Framework, which means Telefnica
UK will be able to easily integrate with other overthe-top providers in the future. For example, the
company is considering adding a service that
would help drivers nd parking in congested areas.
Were the rst platform in O2 to build with an

elastic model, Devereux says. We know we can
scale very quickly, practically on demand. As a result
we are now looking to move many of our other
services to AWS, which for a telco is a major shift.
There are many benets to using AWS speed and
scale being the obvious ones. You can spin up
environments very quickly, like performance and
test environments, Devereux explains. Traditionally
for us to build those wed have to order hardware,
speak to our infrastructure team and get them to
build a [support] stack for us that usually takes two
to three months. We can spin up an environment
now in a matter of minutes, he says.
Another benet is ease of keeping infrastructure
up to date. If youre managing your own servers,
keeping them up to date is really difcult, Devereux
explains. That whole problem goes away when its
managed on your behalf. Its debatable, but I think its
more cost-efcient. Amazon is an operational cost
rather than a capital cost, but over time I think it will
be cheaper.
Finally, using a platform provider like AWS mitigates
the security risk for operators. The cost associated
with keeping your platforms up to date from a
security point of view is massive, Devereux says.
That cost goes away.
24
www.tmforum.org
AGILE BU SIN ESS & I T
ADOPTING AGILE
Telefnica UK developed both the O2 Drive
platform and service using a non-traditional Agile
approach (see infographic below).
Usually O2 waits until the complete product
features have been built before launching a service,
Devereux explains. With O2 Drive we launched with
a minimal service and are employing a continuous
deployment methodology to create incremental
value. This approach ensures that we invest the right
amount of money in the product at the right time,
letting the product drive the investment prole
based on how successful it is.
The project teams rst meeting was spent
dening the vision, goals and team charter. These
plans then were used to drive all subsequent

activity. We created a genuinely tight-knit, crosscompany core project team, pulling in colleagues
from Customer Experience, Marketing, Sales,
Service and Operations into one team, all with the
same vision, Devereux says. This approach
enabled us to work faster and more efciently.
Devereux was also one of the rst customers of
O2 drive. We try to drink our own champagne
wherever possible, he explains. For this product
we wanted to try something different, so we
recruited a small internal team to be responsible
for its creation and delivery. Our own people have
completely immersed themselves in the product,
creating a team bond that is one of the strongest in
our IT organization.
THE AGILE MANIFESTO

The
Agile Manifesto
In
February
2001, 17 software developers met to discuss lightweight development methods. The result of
their meetingwas the Manifesto for Agile Software Development which laid out the principles below. Today,
In February 2001, 17 software developers met to discuss lightweight development methods. The result of their meeting
many businesses have adopted them for software development and apply them to other parts of the
was the Manifesto for Agile Software Development which laid out the principles below. Today, many businesses have
business
as well.
adopted them
for software development and apply them to other parts of the business as well.
Customer satisfaction is achieved through
early and continuous delivery of software
Changing requirements are always
welcome even in late development
Working software is delivered frequently
(within weeks rather than months)
Close, daily cooperation between business
teams and developers is required
Projects are built around motivated
individuals who should be trusted
Face-to-face conversation is the best form
of communication
Working software is the principal measure of

progress
Development is sustainable and able to
maintain a constant pace
Continuous attention to technical
excellence and good design are required
Simplicity the art of maximizing the
amount of work not done is essential
The best architectures, requirements and
designs emerge from self-organizing teams
The team reflects regularly on how to become
more effective and adjusts accordingly
www.tmforum.org
25
ZE RO -TOUCH
HOW MYREPUBLICS
1GBPS FIBER SERVICE
LED TO OMNICHANNEL, ZEROTOUCH PROCESS AUTOMATION
26
www.tmforum.org
ZERO - TOUCH
WHO
MyRepublic, a Singaporebased ber broadband
service provider
WHAT
Automated omnichannel
order-to-cash processes to
meet demand for its lowcost 1Gbps ber
broadband service
HOW
By Dawn Bushaus
yRepublic is perhaps best known for

shaking up the broadband market in
Singapore with the announcement of a
1Gbps broadband ber broadband plan priced
under S$50 (US$36) a month in early 2014. The
unprecedented speed and rock-bottom price
generated a huge volume of public interest. But
soon after, the Singaporean newspaper Today
reported that MyRepublics customers were
ooding forums such as Hardwarezone and the
companys Facebook page with complaints
about installation delays and unresponsiveness
to requests for service updates.
The launch of the product turned out to be
much more difcult to manage than anticipated
with the workforce available, forcing the
company to nd a way to automate its order-tocash processes fast.
The market demand and uptake far
surpassed our expectations, says Eugene Yeo,
Group CIO, MyRepublic. As such, there was a
huge strain on the order-desk team to process
the orders, and a huge spike in in-bound calls to
the call center ensued. Addressing the issue by
adding manpower was neither a long-term nor
sustainable solution, since keeping costs low is
key to ensuring product protability at the given
price range. We had to look to leverage
technology to handle the volume spikes through
process automation.
BREAKING THE BOTTLENECKS

The immediate issue MyRepublic had to
resolve was the two-month delay many
customers were experiencing for installation of
the 1Gbps service. Bottlenecks included:
www.tmforum.org
a tedious and lengthy process of converting

order-form data from paper to electronic
format and inaccuracies arising in the
conversion;
submission and management of work orders to
the next-gen national broadband network (NBN)
ber infrastructure provider in Singapore;
orchestration and provisioning of services
ordered per customer (ber broadband and
xed voice);
managing and scheduling third-party
installation teams to complete the process;
Automated omnichannel
order-to-cash processes to
meet demand for its lowcost 1Gbps ber
broadband service
RESULTS
Customer satisfaction has
improved by 94%
60% of orders now
fullled automatically
difculties in making appointments with the

customer;
redundant manual tasks like checking if the
service is up before having to manually close
the orders;
service inventory issues from upstream providers
which cause extensive delivery delays;
a high number of in-bound calls to the call
center regarding orders and delays; and
managing delays in any of the above processes,
as well as improving communication with
customers and service delivery.
In short, the company needed to improve
customer satisfaction and the efficiency of the
order desk without adding staff. It turned to
TM Forum Frameworx and the Zero-touch
Orchestration Operations and Management
(ZOOM) guiding principles (see infographic on
page 28) innovate and bring about rapid
change to the entire process.
In order to achieve our objectives, we took a
hard look at the order-to-cash spectrum and
set in motion a project to overhaul and
transform the process at its core, making the
entire process zero-touch, or fully automated,
Yeo explains.
27
ZE RO -TOUCH
In order to
achieve our
objectives, we
took a hard
look at the
order-to-cash
spectrum and
set in motion a
project to
overhaul and
transform the
process at its
core, making
the entire
process zerotouch, or fully
automated.
Eugene Yeo, Group CIO,
MyRepblic
ZOOM FOUNDATIONAL PRINCIPLES

Open, dynamic APIs, exposing
standardized network and management
functions at all layers
Multi-tenancy capabilities native to the

infrastructure
Transparent end-to-end management

across horizontal and vertical boundaries
Near real-time and zero-touch,

executing requests rapidly without
human intervention
Event-driven using policy management,

data and metadata to enable automated
management
Hardware agnostic, separating hardware

and software layers with intelligence held
in the software
Closed control loop management that

Resilient to hardware failure and


intervention from expert resources and


enabling a exible range of services and
monetization models
REVOLUTIONIZING THE PROCESS

MyRepublic's old order-to-cash process was
Analyze
channel-based,
and the channels were not
Dene customer touch points
integrated.
For& expectations
example, orders placed online
Analyse journey
Dene key
metrics into an ordering system, but retail
owed
directly
a reality
check
Conduct
and
direct
sales
channels used paper-based
methods which resulted in many processing and
data-entry errors. In addition, orders had to be
passed manually to upstream partners, such as
NBN infrastructure providers and third-party
installers. Products and services needed manual
Review
orchestration
for the provisioning of xed
broadband
and voice services.
Continuously
making
improvements
The manual
nature
of the sales process gave rise
based on feedback
to multiple points of potential miscommunication

between MyRepublics sales representatives and
customers. For example, the sales representative
might have signed the customer up for a product
that had already been retired.
Given the volume, individual orders were easily

missed by the order processing team, which led
to oversights. If issues cropped
up during the
Re-engineer
processing phase, then
manual closure of
orders upon completion
wasbest
required.
Understand
practicesThis
to adapt
Denenot
new process
resulted in some orders
being closed
Conduct a risk analysis
properly, which, in turn,
meant they werent
billed correctly.
Having outlined these issues, MyRepublic then
laid out a vision to have:
a single omnichannel interface to manage
orders regardless of the source;
Implement
roll-out strategy
and timelineow
Develop
an automated
order-to-cash
processing
Understand change-management risks
from order submission
through
to
provisioning;
and
Gather support and approval
Implement new process
an automated
order closure upon detection of
an active optical network terminal and ber
connection.
Reduced
implementation
time
Implement
leading business
process
Green-eld
implementation
IT in
a box
Support
scalability and
diversity
Integrate BSS with

component from
other vendors
28
Jump-start
CRM and
contact center
www.tmforum.org
REQUIREMENT

PHASE
5
MILLION
LESS CUSTOMERS
60%

intervention
from expert resources
COMPLETED
IN and

TIME 3 MONTHS AFTER

SERVICES
exible
range of services and
TAKING ITenabling
STEP aBY
STEP
monetization models
ZERO - TOUCH
LAUNCHED IN
LAUNCH
1ST IN MYANMAR FOR
Using a four-step, customer-centric framework, MyRepublic overhauled its customer on-boarding

processes to create an omnichannel customer experience.
6 MONTHS
Analyze
COMMUNICATION
SERVICES
WIDELY AV
INTERNET
ON A MOBIL
COS
$1
Re-engineer
Dene customer touch points

Analyse journey & expectations
Dene key metrics
Conduct a reality check
IN

Understand best practices to adapt
Dene new process
Conduct a risk analysis
COST AVOIDANCE OF
$1 MILLION+
Review
AFFORDABLE
IN 2014

Continuously making improvements
based on feedback
MASTER
REDUCED CO
DATA MANAGEMENT
Implement
DIGITAL
SERVICES
ECOSYSTEM
Develop roll-out strategy and timeline

Understand change-management risks
Gather support and approval
Implement new process
= NEW REVENUE-SHARING
REDUCED COMPLEXITY
IN IT AND
Source: MyRepublic
STREAMLINED
orchestration process begins with the system

decomposing an order into resources and
services. The system first provisions any
services to the upstream provider via
MyRepublics API communication link. Once all
PROCESSES
services have REPEATABLE
been successfully
installed, AND APPLICATIONS
MyRepublic deploys
the required resources DEPLOYMENT
= ENTERPRISE-WIDE
process
and ensures that the service is successfully
Heres how it works (seeTO
graphic
below):
BUILD,
BUY OR
provisioned. Automated testing of the services
IT
in
Before order orchestration, manual orders are
OUTSOURCE
IT AND on the companys network server and the
box
filtered out and handledaby
the order team. An
customers gateway is then conducted. If the
NETWORKING
Support SOLUTIONS
Integrate
with
example
of BSS
a manual
order
is one that requires
scalability and
component from
testing is successful, the order is closed and
a customer
service agent to call the customer
diversity
other vendors
the billing process is triggered.
to confirm a date. The automated
The company applied the ZOOM principles

and used Frameworx to develop its own
orchestration system to automate processes.
Reduced
This included workingimplementation
with upstream vendors to
time
open application program
interface (API)
communication channels to automateImplement
the order
Green-eld
fullment
portion with them, Yeo explains.
leading business
implementation
NETWORK RESOURCES
Jump-start
CRM and
NETWORK R
savings
FLEX
TO B
OUT
ARCHITECTURE AND
FLEXIBILITY
Potential contact center
Customers
IN IT
$386
PROCESSES SUPPORT
OF SECURITY
AND PRIVACY
NET
Potential
Customers
Visit any c
Sales
Channels
Visit any channel
Submits Digital Order with SMS/Email Confirmation
Order Data Validation

Work-Order to Upstream Vendors
Network Provisioning
Service Orchestration (Fibre / Voice / TV etc)
Scheduling with installation team
Real-time Updates to Customers & Stakeholders
Tier 1 Jeopardy Management
A
li
Zero-touch
Orchestration & Mgmt
Feedback
Gathering
Auto-trigger Billing
Feedback
Gathering
Billing Cycle
Installation
Process
Seamless Communications
with Installation Teams
Source: MyRepublic
www.tmforum.org
Acts as
by part
29
provide
ZE RO -TOUCH
The number of inbound calls relating to

order fullment has dropped by 65
percent; and
In light of these challenges, we put

together an in-house development team
to deliver an intelligent BSS/OSS system
that is tailored to the companys
workows, while providing the exibility in
the core architecture to allow for further
ne-tuning for in-market requirements in
each of the markets that we implement the
solution in, Yeo says.
MyRepublic used the Business Process

Framework (eTOM) order-to-cash process
to map out the initial process journey and
then drilled down to how much
automation could be applied to ensure
minimal order-desk touchpoints, Yeo says.
We used the Information Framework
(SID) to assist us in modeling the required
information objects, such as the catalog
layer, to ensure we were able to capture all
the necessary data points required in the
process, he adds.
Order-desk efciency has increased

seven-fold.
As we are a growing organization, we are
constantly revolutionizing the way we
engage with our customers, Yeo says.
With the implementation of zero-touch,
the operations team can devote more
attention to performing more meaningful
tasks at work, and thus reported higher job
satisfaction. Customer satisfaction also
has seen a tremendous lift, as customers
are empowered to complete their order
process independently and have their
orders fullled quickly.
Check out this Q&A with

Eugene Yeo on Inform to
learn more about how
MyRepublic is working
toward becoming a
platform provider.
Application Framework guidelines on the

software components required to support
operations were also used.
OVERCOMING OBSTACLES
MEASURING THE RESULTS
MyRepublic faced several challenges

along the way including:
The results of the transformation project

are impressive:
fragmentation of existing business and

operational support systems (BSS/OSS);
More than 60 percent of orders are now

fullled automatically, without
intervention from the order desk or
engineering, regardless of sales channel;
company processes that had to be

altered drastically and cater to all
operational workows; and
a tight three-month time constraint to roll
out the full implementation of the new
order-to-cash process.
Customer satisfaction has improved by

94 percent
Order automation improves customer satisfaction at MyRepublic
Who:
MyRepublic
What:
Automated omnichannel order-to-cash processes to meet

demand for its low-cost 1Gbps fiber broadband service
How:
Used TM Forums Frameworx including

ZOOMs guiding principles to automate
RESULTS:
60%
Orders fulfilled
automatically
in
94% Improvement
customer satisfaction
7X
increase in
65%
reduction in inbound
order-desk
efficiency
calls relating to order

fulfillment
Source: MyRepublic & TM Forum, 2016
30
Order automation improves customer satisfaction at MyRepublicwww.tmforum.org
prog
Are you ready to shape the future of digital business?
Collaborate with these leading companies on NFV.
Get engaged in the community at

www.tmforum.org/zoom
DIGITAL TRANSF ORMATI ON
GLOBE TELECOM
OPENS UP A NEW
DIGITAL WORLD TO
CUSTOMERS
32
www.tmforum.org
DIGITAL TRA NSF ORM ATION
By Annie Turner
lobe Telecom is a leading

telecommunications provider in the
Philippines, a country with a population
of more than 98 million people. The companys
mission is to enrich and simplify everyday
communications to bring customers closer to
what matters to them most; its vision is to have
the happiest customers.
Globes journey toward achieving these goals

started four years ago and included formation of
the companys Enterprise Architecture Division,
which is tasked with establishing the right
structure, framework and governance in its
architectural planning. The company chose
TOGAF (see panel on page 34) as the basis for
its enterprise architecture and leveraged TM
tools and best practices to implement it.
For example, the Business Process Framework
(eTOM) was adapted for the process architecture.
The framework (Level 2) was also used to develop
repeatable, efcient processes for management
of the architecture (Levels 3 to 5).
Globes information architecture was based on
the Information Framework (SID) but kept to a
conceptual level representing the business
users view, while the Application Framework
(TAM) was adapted and infused with network
capabilities to present a single view.
The company developed the technology
architecture itself from the ground up.
BUILDING BLUEPRINTS
Using enterprise architecture blueprints, Globe
was able to dene strategies and develop target
architectures to transform its business and
operational support systems (BSS/OSS). The
blueprints have also helped Globe identify gaps
in the architecture and set up initiatives to
address them in the application architecture, for
purposes beyond the BSS/OSS transformation,
to gain new customer-supporting functionality.
New digital services the digital media and

commerce ecosystem is part of Globes drive
to create new revenue streams as core revenue
erodes. This is through partnerships with overthe-top companies providing apps and digital
content, including established favorites such as
ringtones. The ecosystem handles payment
settlements and revenue-sharing between
partners. The service delivery platform enables
the digital media and commerce ecosystem; it
handles which application program interfaces
to expose and how, to whom, to provide and
deliver digital services.
Understanding customers Globe is hoping
unied user proles will help the company build a
360-degree view of its customers, adding new
sources of data to the usual data operators hold
about their customers, such as where they are
and what they are doing on their devices. The
relevant data would be processed in real time or
near real time to constantly update the proles
and make them as accurate and complete as
possible. Over time, this would give Globe an ever
greater understanding of its customers and help
the company to target promotions and services.
WHO
Globe Telecom, leading
telecommunications
provider in the Philippines
WHAT
Mission to simplify everyday
communications and have
the happiest customers
HOW
Transformation through
new enterprise architecture
based on TOGAF and
leveraging Frameworx
RESULTS
Cost avoidance of at least $1
million, reduced complexity
and dramatically increased
exibility
In addition, contact policy management would

allow customers to manage their preferences
regarding how (which channels) and how often
Globe contacts them. Customers would be
asked to opt in, rather than the onus being on
them to opt out.
Measuring and managing customers
experience the company is exploring
different ways of measuring customer
experience and key performance indicators
(KPIs), including in the core network. Uses for
this information include being able to identify
clusters of high-value customers and address
any issues they have regarding quality of
service, as well as identify problems and the
best solutions to them.
Some of the new functionality is already in

place, while some is still in the planning stages:
www.tmforum.org
33
DIGITAL TRANSF ORMATI ON
WHAT IS TOGAF AND

HOW DOES IT FIT
WITH FRAMEWORX?
TOGAF is a detailed
method and set of
supporting resources for
developing an enterprise
architecture, developed
and endorsed by the
membership of The Open
Group. Frameworx is also
used in many different
environments, often in
combination with other
standards including
TOGAF.
TOGAF is the de facto
global standard for
enterprise architecture.
The Open Group
Architecture Forum has
more than 200 enterprises
participating to develop
and maintain the TOGAF
standard. It publishes
successive versions at
regular intervals.
See more information on
the latest version of the
TOGAF framework. For
more about the alignment
of TOGAF and Frameworx,
please contact Ken
Dilbeck, Vice President,
Collaborative R&D, TM
Forum via
kdilbeck@tmforum.org.
34
Pioneering uses of analytics Globes use of

analytics goes way beyond more traditional
uses, for example, by incorporating
unstructured data from social media and
responding to customers using social media as
additional channels. The company also
incorporates data from partner organizations
to identify customers and round out their
proles to gain a better understanding of their
preferences, usage, habits and concerns. It is
exploring development of another revenue
stream by aggregating and anonymizing this
consolidated data to sell to other organizations.
Another strand of Globes analytics activities is
master data management, which includes
centralizing access to non-transactional data
entities like customers, products and partners,
resource data, and reference data such as
postal addresses and street names, among
other things, to ensure that data is high quality
and consistent in denition and usage across
the entire company.
Better processes, greater efficiency Globe
has deployed an enterprise-wide business
process management engine to automate and
streamline processes across all its domains.
This allows disparate applications to
participate in an end-to-end process via the
business process management architecture,
regardless of where they sit in the organization.
This has dramatically reduced the levels of
fallout from processes and provides a holistic
view of them. Work is underway right across
the company to fully map all processes to the
Business Process Framework, so that everyone
can operate via the business process
management engine.
The enterprise service bus gives Globe the
capacity to add internal applications and
communications using the service-oriented
architecture approach (on which Frameworx is
based). This limits the impact of additions on
other parts of the organization.
The standardized approach enabled Globe to

use commercial-off-the-shelf products to keep
costs down and ease ongoing integration. It also
means the applications are portable, giving the
company many choices about whether to
outsource them or run them in the cloud to
gain greater cost and operational efciencies.
Controlling internal content and additions
the enterprise content management facility is
another facet of the business process
management engine. It handles and stores
digitized documents such as contracts with
customers, partners and suppliers, and
enables version control to reduce instances
of mismatched data and order fallouts, for
example.
OVERALL GAINS
Globes new architecture has reduced the level
of complexity in IT and network infrastructure,
through greater independence of applications
and services, rather than them being tied to
discrete systems. Hence Globe has
unprecedented exibility to build, buy or
outsource IT and networking solutions.
This has removed the mass of point-to-point
linkages and given the company greater ability to
address critical, enterprise-wide issues like
security and privacy. This is through common
repeatable processes and applications being
able to communicate with others as necessary.
Simplied architecture and processes clarify
who owns and is responsible for what, including
who makes nal decisions. Previously the more
siloed approach meant no one had ownership of
a process from end to end.
The cross-enterprise architecture and model
enables better interoperability, simpler system
and network management, and easier upgrades
and changes to existing components. In short,
the company is beneting from much better
enterprise-wide alignment in all aspects
www.tmforum.org
DIGITAL TRA NSF ORM ATION
Now the group wants to mature the enterprise

architecture within Globe by completing the
initial set-up phase and move toward full
operationalization and sustainability. This will
enable the division to create more value for the
company from the architecture, and raise
awareness of it and what it brings to the business.
between the business, IT and networking

organizations, including in strategy, processes,
architectures and governance.
Globe was able to realize a cost avoidance of
at least 45 million ($1 million) in 2014. The
Enterprise Architecture Division has dened a
set of enterprise architecture metrics to better
quantify the value the methodology will bring to
Globe in future.
REQUIREMENT
PHASE
LESSONS LEARNED
60%
Instead of developing all its blueprints from

COMPLETED
IN
scratch, the
Enterprise Architecture
Division
signicantly cut the time it took to design the
architecture blueprints using TOGAF, and
speeded deployment using TM Forums
Frameworx and best practices. All of which
helped the division and its practices gain
acceptance across the company.
5
MILLION
LESS CUSTOMERS
The ultimate goal is to ensure the enterprise
architecture is value driven with strong linkages
to the business, for example, by supporting the
decision-making process to drive the
optimization of investment in technology. Being
able to plot enterprise-wide journeys through
the enterprise architecture methodology is
something that Globe plans to feed back into TM
ST
Forum for the benet
of others.
Instead of
developing all
its blueprints
from scratch,
the Enterprise
Architecture
Division
significantly cut
the time it took
to design the
AFTER
architecture
LAUNCH
blueprints using
TOGAF, and
speeded
WIDELY
AVAILABLE
deployment
INTERNET
ACCESS
using TM
Forum
ON A
MOBILE DEVICE
Frameworx
TIME 3 MONTHS
SERVICES
LAUNCHED IN
6 MONTHS
1 IN MYANMAR FOR:
AFFORDABLE
COMMUNICATION
SERVICES
Globe Telecom tackles transformation
COST AVOIDANCE OF
$1 MILLION+
IN 2014
DATA MANAGEMENT
DIGITAL SERVICES
ECOSYSTEM
= NEW REVENUE-SHARING
REDUCED COMPLEXITY
IN IT AND
NETWORKING SOLUTIONS
savings on CapEX and OpEx
REPEATABLE PROCESSES AND APPLICATIONS
= ENTERPRISE-WIDE DEPLOYMENT
OF SECURITY
AND PRIVACY
Better process
$700
Sales
Channels
www.tmforum.org
$386 MILLION RU
PROCESSES SUPPORT
Visit any channel
+13 points for xe

+14 points for mo
ARCHITECTURE AND
FLEXIBILITY
Potential
Customers
IN CUSTOM
STREAMLINED
NETWORK RESOURCES
TO BUILD, BUY OR
OUTSOURCE IT AND
MASTER
NPS IMPR
Submits Digital Order with SMS/Email Confirmation
Order Data Validation

Work-Order to Upstream Vendors
Network Provisioning
IN 3 MO
Average savings of 22
like Formula 1 and ap
Zero-touch
Orchestration & Mgmt
35
S IM PLIFICATIO N
TELECOM
IMITATES
ART AT KPN
36
www.tmforum.org
SIMPLIFICATI ON
WHO
KPN the leading telecom
and ICT service provider in
the Netherlands
WHAT
Ongoing customer-centric
transformation to achieve
better Net Promoter Score
and quality improvements
HOW
By Bouke Hoving & Joyce van de Garde
t KPN we knew we needed to simplify our

business and that it wouldnt be easy.
Fortunately, there is a lot we can learn
from others inside and outside the telco
business. The renovation of the Rijksmuseum,
Amsterdam is a great example and shows many
parallels with KPNs Simplication Program.
Since 1885, Rijksmuseum has been located at
the Museumplein in Amsterdam. In 2013, after
ten years of redesigning and reinventing itself to
meet the current and future expectations of
visitors, the museum reopened bringing digital
and live art to the people.
The Rijks dealt with challenges similar to
ours. Over more than a century it had
developed and expanded continuously. With
more works of art to be displayed, the Rijks
added galleries, building on the same base with
the same model. This resulted in a labyrinth
tourists could get in easily, but it was hard to get
out and the model had become a handicap.
Brave and bold decisions had to be made
because incremental changes wouldnt do the
job. The museum made radical changes with
resounding success.
ESCAPING THE LABYRINTH

KPN faced a similar situation. Business has
grown and expanded over the years: In the
1990s technologies succeeded each other
rapidly ISDN, Internet, DSL, mobile, TV and
ber. To respond quickly to these opportunities,
we built separate product chains, all based on
the similar, traditional xed telephony model of
connecting, disconnecting and reconnecting
customers.
www.tmforum.org
This added complexity for call center agents

and other employees who had to work with
different systems and processes for different
products. Crucially, customers also struggled to
navigate numerous products and bundling
options and different websites with separate
log-ins and an overall lack of consistency and
clarity. This situation was comparable to the
labyrinth of the Rijksmuseum.
Using the Business Process

Framework combined with
its own customer journeys
to transform from a
product-oriented business
to a customer-oriented,
service-focused model
RESULTS
Increased NPS for
residential and mobile
services and savings of
350 million in 2.5 years
KPNs simplication initiative is directly related to

customers demand for simplicity and ease of use.
With the introduction of smartphones and tablets,
they want a seamless experience of services on all
devices. This requires transformation from a
product-oriented to a customer-centric model
with a simple access layer and single sign-on for
uniform, excellent customer experience across all
channels for all services.
This translated into our ambition to become
the best service provider in the Netherlands and
to obtain an un-telco like high Net Promoter
Score (NPS).
We started in 2014 and aim to redesign our
operating model over a period of three years
toward becoming a customer-centric, digital
organization that ensures excellent customer
experience now and in future. There is one big
difference between the Rijks and us: We cant
close down the shop while we do the work,
which means change will happen step by step as
part of a fundamental plan.
We are focusing on the full range of portfolio,
processes, IT and network simplication, and
digitization. Previously we have run change
programs that fell short of the desired goals. We
learned from them and this time were driving
change from an overall company perspective
rather than a segment or business unit.
37
S IM PLIFICATIO N
SIMPLIFICATION AND
DIGITIZATION GO HAND IN HAND
shopping and service environment

myKPN.
We began with two major building blocks.

First we initiated extensive simplication of
all portfolios to form a solid basis for
further process and IT rationalization.
The rollout of a uniform digital layer in

2015 enabled a unique customer
experience of ONE KPN, independent of
product or channel chosen. The
development of the digital customer
started with online sales experiences in
2015 and focuses on online service
experiences in 2016.
In parallel we focused on digitization, with

the digital customer journey as the starting
point for redesigning all customer
processes. The aim is to offer uniform,
excellent customer service through one
omnichannel platform, across all channels
and customer touchpoints, with special
focus on online sales and online service
experience.
To realize this simplication and digitization
transformation we make use of a twospeed change model: An Agile method (see
page 25) is used to incorporate short-cycle
feedback loops from clients while a waterfall
approach is used for longer term structural
changes in IT.
supply chains will be fully decommissioned

in 2016. Further, integration of supply
chains and transformation of the OSS
domain are planned for 2016 and onwards
(see below).
Simplication of product portfolio,

customer processes, IT systems and
network is the second building block of
KPNs transformation program. A rst step
has been the phasing out of signicant
parts of KPNs legacy portfolio, offering
clear and simple integrated customer
value propositions. In 2014 around 40
percent of the portfolio was rationalized.
Further rationalization resulted in around a
70 percent reduction of KPNs mobile
portfolio in the consumer domain.
Thorough portfolio simplication not only

Agile working means leaving old patterns
supports smooth, online customer
behind and dealing with the consequences
interaction; by selectively simplifying the
of issues like insourcing strategic
resources
COMPLAINTS
FROM CUSTOMERS portfolio KPN has been able to realize
ACTIVATION ERRORS
DECREASED BY 20 PERCENT AND REPEAT
and
activities,
reducing management
FELL
BY MORE
THAN 50 PERCENT
CALLS FROM CUSTOMERS BY 50 PERCENT synergies on the process and IT side. For
GREATLY
NEW SERVICES
layers and
heavily investing
60 PERCENT
DROP in automated
REDUCED
we made the decision to merge
to market 3Xexample,
faster
ERRORS
testing.INItPROVISIONING
is about bringing
people,
the consumer and small ofce/home
processes and technology together,
ofce portfolios as well as the copper and
allowing for exible working patterns and
ber portfolios.
achieving seamless interaction between
groups to enable customer-oriented
CONSOLIDATION AND
changes and innovations.
RATIONALIZATION
60%
OPERATIONAL
SUPPORT COSTS
ADOPTING OMNICHANNEL
Consumers experienced KPN in different
ways, depending on which product (mobile
telephony, xed telephony, Internet and
TV) and channel (retain outlet, call center,
Internet) the customer choses. We aim to
offer uniform experiences via one online
In the mass market KPN integrated

copper and ber processes and IT systems
for KPN and Telfort (KPNs sub-brand
offering low-cost services) and redesigned
the mobile process and IT landscape into a
next-generation mobile platform for all
mobile services. Once customers are fully
migrated, the xed and mobile legacy
Consolidate
PROCESS OPTIMIZATION
For process simplication, we are using
TM Forums Business Process Framework
(eTOM) in combination with our own
customer journey. The framework not only
provides a comprehensive structure to
optimize customer processes, it also has
the advantage of one language within the
company. This has been a solid building
block for KPN to transform to a customeroriented model based on service-focused
business.
We took a holistic approach to
transformation of the mobile domain with
the focus on product, process, systems
and organization. A blueprint of futureproof customer processes has been
designed top-down, taking the customer
journey as the starting point (see page 39).
Standardization across channels and
products resulted in a reduction of
customer and other supporting processes
by about 60 percent, which improves
operational efciency and reduces time to
market. This makes KPN more exible and
able to respond quickly to changing market
dynamics. For example, the time it takes to
make a minor change to a mobile
Integration
2015
Agile
Transformation
Portfolio simplication risks drastically

affecting product lines and revenues.
However, we spent a lot of time sharing
details with the business units about the
program and the commercial possibilities.
For example, simplifying the portfolio
helped us to gain market share because it
facilitated sales.
2016 and beyond

Digital Customer
Engine
Fixed Supply
Chain
Mobile Supply
Chain
Agile
Transformation
Digital Service
Engine
BSS
Integration
OSS
Transformation
Source: KPN, 2015
38
www.tmforum.org
SIMPLIFICATI ON
Consolidate
proposition has decreased from six weeks to

only three days. Again, the Business Process
Framework was used to standardize and
optimize all customer processes along
touchpoints
Agile in the customer journey.
Digital Customer
2015
Transformation
Engine
An important lesson when redesigning
processes is to paint the broader picture,
rst by considering the change not solely
as IT program, but as true business
transformation with involvement of all
business stakeholders, and second by
focusing on future-proof blueprints
instead of rebuilding and slightly
optimizing as-is environments. This
reduces lead times, improves customer
satisfaction and reduces cost to serve.
Inte
NPS IMPROVES
at 10, up from -5 and -4 respectively in

2014. We also have
andrealized
beyond run-rate
savings of 350 million ($386 million) from
the end of 2013 to the second quarter this
year, and the
Agile overall run-rate savings target
Digital Service
Transformation
has been
increased from more
than
Engine
300m initially to around 450m by the
end of 2016. Further, employees are
enthusiastic about the new, agile way of
working and employee engagement results
show a positive trend.
2016
The benets of our customer-centric

transformation and simplication program
are multifaceted. Not only does it bring
Mobile Supply
Supply
next-waveFixed
quality
improvements and
Chain
Chain
increase NPS, it also delivers a customeroriented, low-cost operating model,
generating considerable cost savings and
strengthening KPN for the next decade.
KPN has almost completed the rst phase
of its simplication and transformation
program. This has resulted in signicant
increases in NPS for consumers over the
last two years, with residential NPS for the
second quarter 2016 at 8 and mobile NPS
Customer Journey
Website
2
Social
1
App
10
Mass media
S AFTER
Personal communication
LAUNCH
AR FOR:
11
3
12
Shop
13
Contact center
14
Engineer
WIDELY AVAILABLE
INTERNET ACCESS
ON A MOBILE DEVICE
16
15
5
Source: KPN, 2015
KPN improves NPS and saves money
NPS IMPROVEMENTS
IN CUSTOMER DOMAIN:
+13 points for xed services,
+14 points for mobile services
$386 MILLION RUN-RATE

savings on CapEX and OpEx in 2.5 years
60%
STANDARDIZATION
across channels and products =
reduced processes by 60 percent
MOBILE CONSUMER
portfolio reduced by 70 percent
Source: KPN & TM Forum, 2016
www.tmforum.org
39
AUTO MATION & APIs
UFF USES
FRAMEWORX
AND APIs TO PUSH NPS

TO THE TOP
40
www.tmforum.org
AU TOMAT ION & APIs
By Dawn Bushaus
OPERATIONAL TRANSPARENCY
ltrafast Fibres (UFFs) 3,000km ber

network in New Zealand represents
about 13 percent of the governments
national Ultrafast Fibre Broadband (UFB)
network. Today UFF supports about 50,000
broadband customers through retail service
provider (RSP) partners, with a total
addressable market of more than 200,000
residential and business end users.
As part of its transformation, UFF has

introduced automated process orchestration,
which allocates automated tasks to machines
and manual tasks to people. This takes the
pressure off skilled operations staff and
provides detailed process visibility, a view of
which is shared with UFFs RSP customers. It also
provides powerful and meaningful statistics for
reporting and conguration notications.
In 2016 UFF began transforming its order-toactivate business processes and operational
support systems (OSS) in an effort to improve
customer experience for RSPs and their end
customers. The initial phase has enabled
omnichannel customer management, partner
integration capabilities and automated owthrough to the network.
UFF selected Telow, DGITs Service Delivery
Platform, which is certied as conformant to TM
tools and best practices. The Telow software
won a TM Forum Excellence Award in 2015 for its
catalog capabilities, which facilitate rapid rollout of
new services and product lifecycle management.
APIs IN ACTION
The Service Delivery Platform uses TM Forums
Open Application Program Interfaces (APIs) to
communicate with back-end network
components and for integration with other
systems. Companies using the APIs can make
them available for both buyer and supplier
partners to use for integration.
As a supplier the great thing about the TM
Forum APIs is that they are catalog-driven, and
any offering we create is immediately available
simultaneously through the APIs and dynamic
web portals to our RSP customers, says Richard
Jeffares, Chief Operating Ofcer, Ultrafast Fibre.
As an example, this automatic instantiation has
allowed us to do programmatic load testing
through the APIs with our actual products and
processes, as the APIs work the instant the
products are congured.
Customer self-service and empowerment,

which includes self-management of orders and
inventory, is a key goal. The UFF Service Desk
(the customer-facing operations) works on
behalf of the customer and has the same view
of the service as the customer, supplemented
by a set of deeper capabilities.
These include a more detailed a view of
business process management and visibility of
product-service-resource decomposition,
resource-facing processes, system messages
related to the order such as transactions with
partners, and enhanced order history with
notes/chat.
As new operations staff do not need to be
trained on the end-to-end process, exception
management and process fault-nding are
reduced and staff can be on-boarded more
easily, with less training.
WHO
Ultrafast Fibre, an openaccess wholesale ber
utility and leading player in
New Zealands nationwide
Ultrafast Fibre Broadband
initiative
WHAT
Transformation of
business processes and
OSS to implement
automated order-toactivate end to end within
6 months
HOW
Using DGITs TM Forumcertied Service Delivery
Platform and the Forums
Open APIs to implement a
catalog-driven solution
RESULTS
NPS has increased 71
points, and the average
lead time for fulllment has
decreased by a third
AN OMNICHANNEL MODEL FOR

WHOLESALE
Through a web portal and using TM Forums
Open APIs, UFF provides a detailed view of the
process to its RSP customers. For example, they
can see current order status as illustrated by
seven order states and 22 sub-states, whereas
previously, order status was manually updated by
operations staff and was limited to only ve states.
When consent is required from a corporate
entity for ber installation, the RSP now knows
when the consent is given, Jeffares explains.
Previously the order would simply be inprogress until it popped out the other end.
For buyers, the APIs have clear, easy-tounderstand JSON message payloads, and the
same API can be used to integrate many
different products.
www.tmforum.org
41
AUTO MATION & APIs
UFF's
transformation
is already
paying off in a
big way. The
company's Net
Promoter Score
has gone from
-46 to +25 to be
the highest of
the fiber
companies in
New Zealand
INCREASING AGILITY
Agility is another primary goal, and the Service
Delivery Platforms catalog-driven capability
allows UFF administrative users to visually dene
and manage offers, products, decomposition of
products into services and resources, tasks, and
programmatic events through TM Forum APIs,
order types and executable processes. These
solutions can then be published for immediate
run-time use.
When UFF has a new product to market, the
company uses the visual tools to edit the
product and dene the business operations that
may be performed like new, change and
terminate order types. The workows behind
these order types are dened visually as
executable BPMN (Business Process
Management Notation Language).
The company then can create offers allowing
different groups of customers to buy the
product, and dene decomposition to map the
product (a customer-facing presentation) to the
underlying services that need to be delivered (a
resource-facing presentation).
With this capability UFF is able to tailor product
offers for customers, and the company intends
to deploy network functions virtualization and
software-dened networking in the future to
support Layer 1 ber unbundling that is, the
regulatory framework that gives service providers
other than the owner of the infrastructure access
to xed connections between the telephone
exchange/central ofce and the customers
premises so that they can offer competitive
services directly. Unbundling is already done at
Layer 2; UFF provides Ethernet access services at
a regulated price and service level to all service
providers. But a proposed next step is to provide
access to the raw ber services.
42
The market is currently evolving, with rural xed

wireless (LTE) and IoT solutions that can be
bundled with ber access to increase
competition. The New Zealand government is
currently funding two broadband expansion
initiatives: UFB 2 is commencing with the
success of UFB 1 and will extend ber access to
85 percent of the population, while the Rural
Broadband initiative has been extended to offer
higher xed wireless speeds and to support the
Internet of Things across New Zealands farming
communities.
ENCOURAGING RESULTS
UFFs transformation is already paying off in a
big way. The companys Net Promoter Score
(NPS) increased from -46 to +25 and is now the
highest of the New Zealand ber companies.
Other positive results include:
Reduction in total call center volume the
visibility of order status through self-care
means customers dont need to call in to nd
out order or inventory status;
Invalid order rate has fallen from hundreds per
month to zero;
6,000 work-in-progress items have been
whittled down to 2,500;
average lead time for fulllment is down by 33
percent;
20 percent decrease in the order rejections;
missing or lost orders have fallen to zero in
the past some orders disappeared or were
stuck in the email system awaiting action, but
an automated escalation process now
addresses this;
the 20 percent reduction in work effort to fulll
orders has allowed the operations team to focus
on tasks that impact customer experience;
www.tmforum.org

AU TOMAT ION & APIs

Auto-trigger Billing
Feedback
Gathering
Billing Cycle
Installation
Process
new metrics are now available which will be

used to measure the success of new market
initiatives;
metrics are now available for individual team

members performance, with variations of plus
or minus 60 percent from median
performance which allows the company to
address weaknesses in team performance;
60 percent decrease in the number of tools

used by operations staff; and
bottlenecks have been exposed to support

signicant workforce optimization metrics
from the new system have exposed variation in
operator performance of +/-150 percent. This
visibility has led to team re-structuring and
focused training initiatives;
the systems structured process has simplied

operational roles, reduced operational and
training costs and improved accuracy with a
50-percent reduction in data accuracy errors.
Transformation pays off for UFF
NPS UP FROM
-45 to +25
20% DECREASE IN
VOLUME OF
REJECTED ORDERS
20% REDUCTION
IN WORK EFFORT
TO FULFILL ORDERS
AVERAGE LEAD TIME FOR
FULFILLMENT
DOWN BY 33%
MISSING OR LOST
ORDER PHENOMENON
REDUCED TO ZERO
60% DECREASE
IN THE NUMBER
OF TOOLS USED BY
OPERATIONS STAFF
50% REDUCTION
IN ERRORS IN DATA
Source: Ultrafast Fibre & TM Forum, 2016
www.tmforum.org
43
BUSINESS P ROC ESS T RANSFORMATI ON
BETTER
PROCESSES
SAVE VIVO
$700,000
IN JUST 3 MONTHS
44
www.tmforum.org
B USINESS PROCESS T RA NSF ORM AT ION
By Annie Turner
LEARNING FROM OTHERS
elefnica Groups biggest operating

company outside Spain is VIVO in Brazil.
Since launching into this market in 1996,
the company has invested 55 billion ($61.3
million) on acquiring Telesp (Brazils biggest
telecom operator) and modernizing and
expanding the network.
The Processes Department decided to align

the Network Boards core processes with the
best established practices it could nd, so it
turned to the TM Forum Business Process
Framework (eTOM), part of the Frameworx suite
of standards-based tools and best practices.
In 2014, VIVO set up an ambitious business

transformation program to exploit
opportunities in the digital world and
consolidate its leadership.
The transformation of VIVO Network
Directorship is a local initiative that aims to
increase capacity and decrease investment and
operating costs at the same time. It is a satellite
project of Telefnica Groups overall
transformation (see page 6). The Directorship,
which includes the Engineering & Planning,
Operation, Management & Support groups, is
responsible for providing communication
technologies and managing all resources
efciently to increase VIVOs productivity.
In turn, the Processes Department is part of
the Directorship, charged with achieving
operational excellence through consolidating
the Business Process Management (BPM)
model and driving continuous innovation to
meet the rapidly changing needs of this
emerging market. In 2013, the department drew
up a plan to implement management by
processes for the Network Board.
TRANSFORMING PROCESSES
This was a huge task. The goal was to create a
culture of operational efciency across the
company to support the scope of the BPM
cycle, hence commitment by top level
management was critical. Joo Paulo de Oliveira
Prado, Manager, Process Management, VIVO,
comments, Their participation was terric.
They gave us real attention and support
because they believed in this transformation. In
fact, we started this transformation with the
senior management group, and after all the
alignments we received the go-ahead to work
with entire VIVO Network Directorship.
This involved 47 divisions, 133 departments
around 3,700 employees.
www.tmforum.org
Following our transformation plan we worked to

enhance our management model, undertaking a
series of benchmarking exercises, De Oliveira
Prado explains. This was a classic benchmark
project. We visited units from the Telefnica
Group and other reference companies, looking
for answers to our agenda for each. The focus of
each visit was different, according to our own
business needs.
"We used that information to assess the maturity
of our processes, review our goals and adjust our
way. From the results, we compiled an updated set
of best practices to use in our operations and
found that the Business Process Framework was
the common factor we proved, without a doubt,
that TM Forums Business Process Framework is
the best reference model available.
He adds, It allowed us to restructure our own
business practices to meet new business needs,
and in particular to increase our production
capacity, and decrease investment and
operating costs at the same time.
BRINGING IT ALL TOGETHER
WHO
VIVO in Brazil, Telefnica
Groups biggest operating
company outside Spain
WHAT
Transformation program to
exploit digital
opportunities, reduce
costs, change operational
and business culture, and
maintain No. 1 position
HOW
Learning how others use
TM Forums Business
Process Framework,
combining and deploying it
with other proven best
practices
RESULTS
Saved $700,000 in 3
months by reducing
processes and network
failures, and increased
exibility to deliver M2M
services and infrastructure
for extraordinary events
like Formula 1
Using this strategy, the Process Department

organized its business processes in logical
groups, where those responsible for various
areas were organized in boards (aligning with the
vertical columns of the Business Process
Framework) and those accountable were
arranged in business layers (reecting the
horizontal lines of the framework).
In this way, we were able to consolidate ideas
and business goals into one management tool
which we called Process Map 4.0, De Oliveira
Prado says.
The Process Map 4.0 was created through the
combined efforts of the senior executives
directing the strategies, tactics and
recommendations, and the Processes
Department delivering methodologies for
internal best practices to support them.
45
BUSINESS P ROC ESS T RANSFORMATI ON
More than
just giving
certificates, we
are committed
to creating the
right culture and
ambassadors of
that culture
inside the
departments.
Getting the three crucial elements of

Engineering & Planning, Operation, Management
& Support to work together closely is often a big
problem for network operators, but de Oliveira
Prado says, This was not a problem here in
Brazil we were already part of the same
Directorship and also, weve been following TM
Forums Frameworx recommendation since
2003, just not in such a total, crossorganizational way.
Joo Paulo de Oliveira Prado,

Manager, Process
Management, VIVO
VIVO Network Directorship recognized that it

needed to organize all the relevant information
within the new guidelines.
GREATER PRODUCTIVITY AND

INTELLECTUAL CAPITAL
The transformation efforts quickly began to

bear fruit for all three of its stated goals
increasing production capacity while decreasing
investments and operating costs. Within just
three months of the new processes being
implemented, VIVO gained greater mobile
network coverage through better site
deployments. This cut the revenue lost due to
events or failures by R$2.24 million ($700,000)
and achieved much smoother operations.
The company also reduced the risk of
regulatory sanctions by creating a new operating
model for the process of New Location
Deployment. This is a legal obligation for
telecommunications providers in Brazil to
provide voice infrastructure and make services
available anywhere they are requested by 300
people or more. As de Oliveira Prado observes,
This is hard stuff, believe me, in a country of
continental dimensions.
He explains that to support the dissemination

of business strategy and the processes
management culture right across the company,
We also developed a training program with
strong cultural bias, to qualify our employees
and executives as true ambassadors of this
idea, called advanced processes
representatives. We combined the markets
best practices with internal expertise to
consolidate a reference model to improve the
performance of internal processes. This
initiative provided a massive increase in human
capacity and improved the retention of
intellectual capital in the company.
VIVO radically changed the way it thinks about

meeting demand for services around big events
in Brazil (such as the soccer World Cup, Olympics
and Formula 1) and the Campus Party an annual
technology event that VIVO sponsors.
More than just giving certicates, we are

committed to creating the right culture and
ambassadors of that culture inside the
FAST RESULTS
We decided to create a functiongram a

document that show the activities of all
processes in an organization, containing the
hierarchical structure and descriptions of
organizational and departmental functions, De
Oliveira Prado says. It contains all the activities
related to functions needed to develop to the
boards responsibilities. This in turn enabled a
structure for a RASCI [an established
methodology for designating who is responsible,
accountable, supporting, consulted and
informed] plan for the whole methodology we
created for this initiative.
The Advance Knowledge Program on Process

put in place by VIVO combines and tailors
customized methods and tools (BPM, Lean Six
Sigma, BPMN, PDCA, Process Mapping, Brown
Paper, Design Thinking, Gamication, etc.) for
direct application to the companys operations.
46
departments, De Oliveira Prado says. We need

to have power at all levels of process
(management and operations) so we built it into
where metal meets the meat.
TURNING EMERGENCY INTO

EVERYDAY MEASURES
The company established a process to ensure

service levels would not degrade in the face of
huge surges in demand by treating them as an
emergency, with careful, detailed planning and
dedicated, exclusive teams to guarantee the
execution. Providing services at these events is
very important to VIVOs brand, but the
company also used them as an opportunity to
learn how to bring greater effectiveness and
efciency to its wider operations.
To give you some idea how important our
work is at these events, during the World Cup our
network carried most of the trafc on 3G
network and 50 percent of total 4G trafc in the
stadiums, De Oliveira Prado says. At the
Campus Party event, where we are responsible
for all telecommunication infrastructure, we
provided a 50Gbps for the 8,000 visitors.
www.tmforum.org
RS
B USINESS PROCESS T RA NSF ORM AT ION
HS
AFTER
LAUNCH
MAR FOR:
THE BEST OF THE BEST
Through the use of the concepts such as

Lean Six Sigma, supported by TM Forums
Business Process Framework principles,
VIVO allocates the right responsibility to
the correct person with the appropriate
authority.
WIDELY AVAILABLE
INTERNET ACCESS
ON A MOBILE DEVICE
deploy capacity and infrastructure fast

enough to meet demand for example,
where new condos were being built. After
our transformation, we realized that we
dont need huge investment to meet
demands of new builds.
incorporated into its organizations culture.

For this job, the company chose the
Process and Enterprise Maturity Model
methodology, which is used by other
Telefnica operating companies.
FASTER TIME TO NEW MARKETS
It sounds simple, but it is very complex

Decreasing time to market for machineto make people accept a new idea, without
to-machine (M2M) communications from
an unquestionable reference, De Oliveira
its previous best of 45 days down to 13
Prado comments. However, we
was the next challenge. We provide the
discovered that even such a reference is
underpinning connectivity, not the
not enough; we need an approach that
devices, to our clients for solutions for
suits all kinds of events of different sizes, at
applications from running ATMs, to
different places, with different scopes.
logistics, controlling energy supply,
Once we understood this, we decided to
remote management of devices and
use a strong method to ensure success
much more, De Oliveira Prado says. At
and minimize our risk. Only one approach
the moment we are working on proofs of
was suitable the Lean Six
Sigma
Method,for xed
+13
points
services,
concept
for the Internet of Things.
which our company has been using with
+14
points
for
mobile
services
He
adds:
Our success so far in the M2M
great success since 2007. By combining
market has made us number two and
this with the Business Process Framework,
leaders in the Brazilian market with growth
the result was brilliant! We saved 22
of 150 percent in our installed base between
percent, on average, on the cost of
savings
on CapEX
and OpEx2013
in 2.5
years
and 2014,
up from fourth place we
implementations
for these
sort of events.
were
the
only
operator
in Brazil to increase
Better processes around supplying
market
share
during
this
period.
services to new condos generated savings
NPS IMPROVEMENTS
IN CUSTOMER DOMAIN:
STANDARDIZ
THE BIG ROLLOUT
60%In 2015,across
the company channels
reconrmed the and
reduced processes by
sustainability of these principles in the

business, an important step in preparing to
for the Process Map 4.0 Rollout itself a
huge project using all the knowledge
acquired between 2013 and 2014.
MOBILE CONSUMER
$386 MILLION RUN-RATE
of R$48 million ($14.7 million) in capital

expenditure, achieved by greater use of
new technologies over consolidated
networks (xed and mobile), in addition to
the expected growth in revenues. De
Oliveira Prado adds, In the past, we lost out
to other companies because we couldnt
From our ndings so far, we are

absolutely sure that the adoption of the
reference methodology, developed
internally and enriched by the experiences
of our executives and employees is the
determining factor for success, De Oliveira
Prado asserts. Similarly, the utilization of a
solid reference like TM Forums Business
Process Framework also continues to
sustain and conrm our initiative.
We set
out our nal goal
with70
greatpercent
portfolio
reduced
by
accuracy and presented a plan that will
PROFITING FROM LESSONS

After a series of lessons learned, VIVO
sought to better understand the maturity
of its processes and governance, its
boards approach and also whether the
business process management was really
improve the total capacity of our

processes by 22 percent, De Oliveira
Prado says. We promise to publish our
results as soon as we nish the last part of
this transformation initiative and are
happy to share what we did in more detail
with any of your readers.
VIVO scores with digital transformation
Better processes save VIVO
$700,000
IN 3 MONTHS
PROCESSES REDUCED BY
22% overall
MOVED UP TO 2ND PLACE FOR
M2M IN A STATIC MARKET
Average savings of 22% on providing infrastructure for extraordinary events

like Formula 1 and applying those efciencies to ordinary business practices
Source: VIVO & TM Forum, 2015
www.tmforum.org
47
OM NIC HAN NEL
STANDARDIZATION
PAVES THE WAY TO
SEAMLESS
OMNICHANNEL EXPERIENCE AT
LIBERTY GLOBAL
48
www.tmforum.org
OMNICHANNEL
By Sarah Wray
ith 25.8 million customers in Europe,

Liberty Global is the worlds largest
cable company. During the past four
years, the company has made signicant
progress on the road to omnichannel, including
development of a new custom omnichannel
digital ecosystem, built using TM Forums
Frameworx suite of standards-based tools and
best practices.
says Ratko Popovski, Vice President, Business and

Solution Architecture, Liberty Global, and Member
of Executive Committee, TM Forum. The
customer knows he/she is in charge and they
demand awless customer experience across all
channels, whether traditional or new-age. The
challenge of the IT organization is to create an agile
IT ecosystem which enables rapid omnichannel
business capabilities while dealing cost-effectively
with the constant increase in IT complexity.
STANDARDIZATION SPEEDS IT UP
DRIVERS FOR CHANGE

The core business drivers for change were to:
increase customer engagement across
multiple channels for self-sales and self-care,
making the online channel the top commercial
and customer-preferred option while enabling
personalized customer interactions and
journeys; and
enable new digital services such as enhanced
over-the-top (OTT) video services, Wi-Fi
internet and smart communication services in
order to bring the at home experience to
customers when theyre away from home by
enabling them to access services anywhere on
any device.
The fact is that modern technology is
consistently further empowering the customer,
Liberty Global introduced an omnichannel

enablement layer that standardized IT services
for customer experience applications, bringing a
consistent experience across channels and
avoiding customization. The company
partnered with Infosys to industrialize the
omnichannel enablement layer into a platform
for 24/7 availability and reusability across
channels and markets. The platform abstracted
complex functionality of the core operational
and business support systems (OSS/BSS).
IT was able to meet the business demand for
launching multiple innovative services and
digitizing sales and care, says Jeff Rouse,
European Direction CIO Online and Data
Services, Liberty Global. We used this
architecture for multiple rollouts in different
markets it was a true enabler for us.
Channels
Omnichannel Entertainment
WHO
Liberty Global, the worlds
largest international cable
company providing quadplay services in 14
countries
WHAT
Partnered with Infosys to
implement an
omnichannel enablement
layer, decoupled from core
IT enablers, allowing it to
launch new digital services
faster, personalize
customer engagement,
and minimize the cost of
sales and service
HOW
Using TM Forum
Frameworx to map and
validate processes and
functionality, and build and
dene standardized
interfaces
RESULTS
The company has
launched more than 20
new digital services in 10
European markets. In every
subsequent country where
services have been
launched, the rollout has
happened within 2 to 3
months with 75% total
effort reusability. A
traditional approach would
have yielded less than 30%
reusability
ACTIVATION ERRORS
FELL BY MORE THAN 50 PERCENT
60% 60 PERCENT DROP

IN PROVISIONING ERRORS
Core IT Enablement
www.tmforum.org
49
OM NIC HAN NEL
The customer
knows he/she is
in charge and
they demand
flawless
customer
experience
across all
channels,
whether
traditional or
new-age.
Ratko Popovski, Vice
President, Business and
Solution Architecture,
Liberty Global
Core IT Enablement
Liberty Global and Infosys used core elements of

TM Forum Frameworx to speed design and
delivery of processes, information models and
application program interfaces (APIs), as well as to
enable reuse in subsequent deployments.
FAST-TRACK RESULTS
The new ecosystem has enabled Liberty Global
to quickly launch new digital products and
services, and new sales and care capabilities. It has
also allowed the company to modernize its
architecture and standardize IT services across
markets, resulting in a reduction in both capital
and operating costs.
Specically, the company based its information

model for many of the omnichannel enabler
capabilities, such as the web integration layer,
customer hub, product catalog and order
It has launched more than 20 new digital services
management, on TM Forums Information
across ten European markets. In every subsequent
Framework
(SID).
Liberty Global implements omnichannel with impressive results
country where services have been launched, the
The Business Process Framework (eTOM) was
rollout has happened within three to four months
used to map and validate process coverage
ROLLOUTfor
WITHIN 2with
TO75
3 percent total effort reusability. A traditional
these applications, while the Application
75% have yielded less than 30 percent
MONTHS
WITH
75%
approach
would
NEW
DIGITAL(TAM)
SERVICES
Framework
was used to mapTOTAL
the EFFORT REUSABILITY
reusability.
IN 10
EUROPEAN
MARKETS
(a traditional approach would have yielded less than 30% reusability)
functionality
coverage.
The REST API
Design
In addition:
Guidelines were used to build standardized
Some services, such as Horizon Go OTT player,
reusable interfaces and avoid customization, and
30%
were launched in a fast-track mode. The initial IT
the Catalog-to-Catalog Interface helped dene
costs for launching this service were high, but new
federation
patterns
across
the
landscape
catalogs.
ADOPTION UP 35%
services can now be scaled quickly and at
Frameworx was the perfect basis for architecture
optimal costs in more countries. Liberty Global
for designing our processes and data models, and it
attributes
this to the fact that the APIs were
made it easier for us to compare against other
designed based on the Information Framework
industry solutions, says Rigas Parathyras, Solution
and created in line with TM Forum REST API
Architect Digital, Liberty Global.
MORE THAN 20
UNASSISTED
CHANNEL
20% MORE DIGITAL
TRANSACTIONS
ONLINE ORDERS
UP 30%
ROI WITHIN
16 MONTHS
Liberty Global serves 12 countries in Europe and is the largest cable operator in
Austria, Belgium, the Czech Republic, Hungary, Ireland, the Netherlands, Poland,
Slovakia, Switzerland and the UK
50
www.tmforum.org
OMNICHANNEL
Omnichannel
Entertainment
without breaking the existing omnichannel
guidelines, so customization is minimum. Rollouts

also became more predictable with low risk.
New digital capabilities like personalized sales
and advanced self-care increased the unassisted
channel adoption by 35 percent, with an increase
of 30 percent in online orders and 20 percent in
digital transactions. This brought Liberty Global a
step closer to making online its number-one
commercial channel, and the investment paid for
itself within 16 months.
experience or other business and IT capabilities.
PAYING IT FORWARD
Having reaped the benets, Liberty Global has
become a much more active contributor within
TM Forum to share what it has learned, especially
in the Customer Centricity Program, with a focus
on customer experience management and
omnichannel. When further rolling out new digital
services and channels, Liberty Global will be
aligning them more closely with TM Forums
omnichannel guidelines and best practices.
Core IT Enablement
BUILDING ON PROGRESS
Next, the company plans to continue
enhancements of the omnichannel enablement
layer to enable further digital penetration. In parallel,
it is considering upgrades and modernization in the
overall IT core enablement stack. This will ensure
alignment of omnichannel capabilities and
readiness for the IT blueprint of the future.
Popovski adds, Frameworx compliance has for
years been a very important factor in the
vendor/asset selection process for Liberty Global.
Adding the omnichannel dimension in the
certication criteria for Frameworx compliance
increases that importance even more. It supports
the premise of easier replacement or addition of
individual components in the IT ecosystem
During the TM Forum Action Weeks and as part

of the Customer Centricity Program, we have
shared the insights we have gained around
omnichannel enablement and rolling out new
digital services, says Parathyras. Taking part at TM
Forum gives us the chance to quickly get the latest
insights into what is happening in the industry. We
have also contributed by bringing customer
experience management into Frameworx 15.0 and
by giving input into the planning for further
enhancements for Frameworx on domains such
as omnichannel, customer order management
and product catalog.

MORE THAN 20
ROLLOUT WITHIN 2 TO 3
MONTHS WITH 75%
NEW DIGITAL SERVICES
TOTAL EFFORT REUSABILITY
IN 10 EUROPEAN MARKETS
UNASSISTED
CHANNEL
75%
(a traditional approach would have yielded less than 30% reusability)
30%
ADOPTION UP 35%
20% MORE DIGITAL
TRANSACTIONS
ONLINE ORDERS
UP 30%
ROI WITHIN
16 MONTHS
Source: Liberty Global & TM Forum, 2016
www.tmforum.org
51
QUAD - PL AY C ON VER GENCE
CARIBBEAN
OPERATOR SEES
THREE-FOLD
INCREASE
IN TIME TO MARKET
FOR NEW SERVICES
52
www.tmforum.org
QUAD - P L A Y CONVE RGENCE
By Annie Turner
INTO ACTION, TIMING IS KEY
his major telecommunications provider

in the Caribbean has annual revenues of
$1.2 billion and 3,900 employees. It has
over 1.5 million mobile customers and more
than 510,000 xed network subscribers,
including 315,000 users of data services.
The service provider chose Intraway as its

partner to address these issues, including its
RealTime Universal Service Activator (RTUSA)
platform. Intraway recommended an Agile
delivery methodology, using a uid, end-to-end
process (For more about Agile methodology,
see page 25.)
The company has grown and introduced many

different services and technologies over the
years, including xed telephony, mobile and LTE,
IPTV, broadband (digital subscriber line
technologies xDSL) and gigabit passive optical
networks (GPON). Consequently, the support
systems for service fulllment were a
combination of multi-vendor and home-grown,
and siloed. Eventually this led to a lack of
operational efciency and business agility which
were making it impossible for the operator to
deliver its convergence strategy.
BIG BUSINESS PROBLEMS

The most serious problems included:
high operational cost of maintaining both
home-grown and various vendors activation
solutions for the different technologies, which
could involve up to ve different systems for
each service or network technology;
dependence on a few key individuals
experienced in managing the old systems;
extreme difculty getting real-time metrics to
manage the business due to frequent
discrepancies between back-end systems and
the network; and
adapting the old systems to support new
services was too slow, impacting the
companys ability to implement its marketing
strategy and compete in the market.
In addition, the activation systems generated a
transaction error rate of up to 7 percent daily for
provisioning, which affected customers quality
of service and experience. This generated a high
volume of post-sales calls and truck rolls, forcing
the service provider to put in place a large,
dedicated group of operations and IT personnel
to manage provisioning fallouts.
The problems were magnied by the lack of
comprehensive management tools to handle
the complex ecosystem from a single platform.
In turn, the absence of a scalable management
platform meant the processes involved were
complicated, and time-consuming, impractical
and expensive to run.
www.tmforum.org
One of the main benets of Agile working is to

proceed in a series of prioritized, phased
deployments so that the service provider can
gain business benets as quickly as possible
overall, projects to consolidate operational
support systems (OSS) can take years and
without this agile approach, benets would not
be realized until the end of the project.
CERTIFIED CONFORMANCE
Conformance with TM Forums standardized
approach was a major differentiator in the
denition, design and implementation phases of
the project: Intraway RTUSA (15.2) was certied
in April 2015 as being conformant with the
Business Process Framework and Information
Framework two key elements of the Forums
Frameworx suite of blueprints, tools and best
practices.
The Intraway RTUSA platform provides
realtime, catalogdriven service fulllment and
resource provisioning in multivendor and
multiservice networks. Its architecture enabled
the service provider to replace several siloed
service activators, which reduced operating
expenditure by up to 50 percent. The savings
were gained by cutting the number of
maintenance and support contracts, and
simplifying the deployment and operation of
multi-play services.
The service provider and Intraway worked in
tight collaboration to meet deadlines and
achieve common goals.
WHO
A major
telecommunications
provider in the Caribbean,
serving more than 2 million
customers, offering a
variety of services for
voice, data, broadband,
wireless and TV to
residents and businesses
WHAT
The companys
convergence strategy,
including quad-play, was
crippled by a lack of
operational efciency and
business agility, due to
siloed systems supporting
service fulllment for
different services. This was
impacting its ability to
compete
HOW
Moving from siloed
systems to a single
platform for service
activation, using a single
platform solution to
support fulllment for all
services, certied by TM
Forum as conforming to
Frameworx
RESULTS
New services to market 3X
faster and greatly reduced
operational costs
Other benets of agile deployment include:

earlier return on investment for each feature
once it is developed to reduce the need for
large capital investments; and
faster feedback from users about each new
feature or function as it is released to
production.
53
QUAD - PL AY C ON VER GENCE
One of the main

benefits of Agile
working is to
proceed in a
series of
prioritized,
phased
deployments so
that the service
provider can
gain business
benefits as
quickly as
possible
FASTER IMPLEMENTATION
The project included the implementation
phases to speed deployment times for xDSL,
GPON and mobile services. Effective
communication with the customer in the
denition stage of the project reduced reworks
and enabled the setting of common goals for
the project. TM Forum frameworks helped
facilitate that communication, speeding
decisions on a new architecture, integration
guidelines and the process needed to support
future services and increase their operational
efciency.
The data modeling conforms with the
Information Framework regarding product
catalog, network inventory and customer
management. Stateless and stateful concepts
have been used to reduce networking overhead,
which has a critical role in real-time provisioning
and activation.
Stateful refers to when the provisioning
platform tracks the status of a customer on the
network so unnecessary operations can be
avoided: for example, when a service
suspension order arrives, the system knows that
customer is suspended and that there is no
need to impact the network. Stateless does not
track the customers status, but supports
tracking of network status.
OPTIMIZED INTEGRATION
TM Forums frameworks also provide a set of
concepts to ease integration with existing
systems such as business support systems
(BSS), product catalog and inventory systems.
Intraway used them to design and implement a
transactions mediation system as a decoupled
module, which functions as an adaptor between
the BSS and the RTUSA platform.
The mediator can synchronize customerfacing data by centralizing data through the
RTUSA platforms data modeling. This exible
modeling enables the translation of the BSS
product catalog to the RTUSA platform catalog,
accelerating time to market for new product and
services.
The use of standards allowed additional time
for customization to meet specic business
needs, such as in user interfaces and reporting.
The Business Process Framework made it easier
to identify separate processes or functionalities
and implement them. Again this speeded up the
denition phases, which was key to quicker
return of investment for the operator.
54
The process for each phase was organized to

provide deliverables that could be tracked and
an easy implementation ow.
MORE EFFICIENT OPERATIONS

The platform was deployed in May 2015. The
project reduced lead times for new services,
deployment time, operational costs, risks and
operating expenditure by enabling rapid service
design, network technology introduction and
design time in the conguration environment.
RTUSA enhanced the incorporation of new
services in an environment of multiple vendor
network elements, models and their protocols.
Pulling service activation for mobile and xed
services onto one platform made it possible to
manage a unied product/service catalog and to
create integrated business rules.
The number of reworks and recurrent
incidents reported by customers has fallen using
an RTUSA mechanism to verify the quality of
installation and service repair work at the
customers premises and generate the record of
each work order.
NEW BUSINESS MODELS

The new platform provides functions that
accelerate the time-to-market for new services:
It exposes a single web service interface to
customer order management, simplifying
integration and reducing implementation time.
If a new service requires the integration of new
network elements, the connector framework
assures integration in fewer than three weeks.
The time needed for the sales phase and
statement of work negotiations is reduced by
at least three months.
Implementation times are shortened by
optimizing integration with different systems.
Network information can be monetized in real
time through feature-rich APIs, which can be
used by internal business and operation
systems, but importantly, also by external
applications, fostering service innovation.
For example, network topology status is
exposed to internal and external systems in real
time by a REST API. This immediate data
response can prevent network failure, as the
network can be modied and restored on
demand. The Real Time Monitoring System
provides a complete network status dashboard
to optimize risk management decisions as well
www.tmforum.org
QUAD - P L A Y CONVE RGENCE
as a set of support operations that can be

executed on demand to modify resources.
Enabling blocking within self-service is
another way to monetize by reducing
expensive calls to the call center, using an
easily congurable API. So, for example, a
customer can block their subscription if
they lose their mobile phone via the selfservice portal.
before RTUSA went live, the error rate

averaged out at 8 percent, which fell to
and stayed at around 1 percent with the
new system, without any peaks, greatly
reducing the cost of operational support.
Subscribers complaints decreased by

20 percent and recurring calls from
customers by 50 percent.
The company is getting to market with
new services more than three times faster
As shown in Figure 1, overall provisioning

time was reduced by more than 75
percent, and the company has realized a
more than four-fold improvement in
provisioning time (improvements for GSM
and LTE are shown).
The number of systems was reduced,

including two in-house systems (ADA for
automatic DSL activation and OSADIA for
service order management and resource
provisioning for xDSL/GPON for GSM and
LTE technologies).
Many APIs, like the one described above,

can be congured as support operations
and expose them in systems to facilitate
business processes for the end customer
with one click.
The deployment is now complete and

operators next goal is to support new
services: software-dened network and
network functions virtualization have top
priority, in line with global trends. Also labbased proofs of concept have been
created to meet future customer
expectations.
There are fewer inconsistencies in data

due to having a single platform instead of
numerous siloed systems updated
inventory.
QUANTIFIABLE BENEFITS
Support for service self-management

(captive portal and interactive voice
response) is available.
Deploying the single platform resulted in

greater operational simplicity overall and:
There has been more than a 60 percent

reduction in error rate compared with the
old provisioning system in April 2014,
Activation errors fell by more than 50

percent.
Figure 1: Provisioning times with a single service fulfillment platform versus siloed systems for GSM and LTE
Operation
Previous Vendor
(sec)
Intraway
(sec)
Provisioning
Time Reduction
Provisioning
Time Improvement
New Activation
17
-76.47%
4.25x
Service Change
20
-90.00%
10.00x
Number Change
26
-80.77%
5.20x
Deactivation
29
-93.10%
14.50x
Suspension
37
-97.30%
37.00x
Reconnection
22
-90.91%
11.00x
Source: Intraway
Removing silos pays off
ACTIVATION ERRORS
FELL BY MORE THAN 50 PERCENT
60%
60 PERCENT DROP
IN PROVISIONING ERRORS
COMPLAINTS FROM CUSTOMERS
DECREASED BY 20 PERCENT AND REPEAT

CALLS FROM CUSTOMERS BY 50 PERCENT
GREATLY
REDUCED
OPERATIONAL
SUPPORT COSTS
NEW SERVICES
to market 3X faster
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55
AGILE BUSIN ESS & IT
COLLABORATIVE R&D MAKES DIGITAL

BUSINESS REAL WITH FRAMEWORX 16
Since February 2016 hundreds of individuals from a diverse range of member companies have
worked in TM Forums unique collaborative environment to deliver new features in TM Forum
Frameworx 16. The projects were all within the context of the Forums strategic programs:
Agile Business & IT, Open Digital and the Internet of Everything, Customer Centricity, and
Security & Privacy.
AGILE BUSINESS & IT
This program, which includes the Zero-touch
Orchestration, Operations and Management (ZOOM)
helps enterprises continuously optimize their IT and
business operations. Additions include:
more than 400 new metrics for managing virtual CPE

and networks, SLAs, business process and more; and
a new Data Governance best practice, along with a
roadmap of how to achieve a high level of maturity in
this area.
evolving the Business Process Framework to support

DevOps;
OPEN DIGITAL AND THE INTERNET OF

EVERYTHING
extending the Information Framework to support the

new concepts required for network functions
virtualization (NFV) and software-defined
networking (SDN);
The goal of this program is to enable an open digital

ecosystem where new services can be delivered
quickly, easily and securely using a wide range of
business models and partners. New additions include:
working with other standards-development

organizations (SDOs) and open-source groups to
develop a common network resource model; and
a fascinating new whitepaper called Navigating the

IoE Roadmap of Challenges, which catalogs the
common challenges encountered across multiple
industry sectors, provides insights and options, and
maps the challenges to existing best practices to
help translate challenges into actionable steps;
publication of the first draft of an end-to-end

orchestration architecture.
CUSTOMER CENTRICITY
This program focuses on development of the Forums
extensive library of customer experience management
(CEM) assets, metrics and best practices for big data
analytics. New features include:
enhancement of the Omnichannel Guidebook with a
fully functional omnichannel architecture;
a new technical report, Building and Enabling a

Digital Payment Ecosystem, which helps
communications service providers and other
stakeholders understand business requirements,
challenges and opportunities, and take advantage of
existing TM Forum assets; and
an updated B2B2X Partnering Step by Step Guide
and Business Scenario Template
12 new CEM use cases, which expand the library to 40

business scenarios for service providers to improve
customer experience;
56
www.tmforum.org
AGILE BU SIN ESS & I T
OPEN APIS
TM Forum offers 18 Open APIs (with more under
development) to manage services end to end and
throughout their lifecycle in a multi-partner
environment. Enhancements include:
a new Onboarding API, which enables rapid
onboarding of partners and helps rapid mash-up of
new products;
a new Privacy API enables service providers (of any
kind) to ensure alignment with new European Union
privacy requirements which come into effect next
year; and
MEF Lifecycle Service Orchestration Reference
Architecture mapping to TM Forum APIs, which
ensures alignment on the configuration and
activation capabilities across different standards
organizations and in this instance for ease of
management of Ethernet services.
SECURITY & PRIVACY

This program, which underpins all others, aims to bring
security and privacy to the forefront of organizational
thinking. With the EU Parliaments recent approval of the
European General Data Protection Regulation (GDPR), it is
timely that the latest version of the Privacy Management
Technical Report now includes a dashboard template
and API that will make compliance easier.
www.tmforum.org
57
If you have a success story you'd like to share, contact

Annie Turner, Senior Director, Editorial, TM Forum

Case Study Handbook 2017 Digital Business How To Make The Leap

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SENIOR DIRECTOR, EDITORIAL:

CASE STUDY HANDBOOK 2017

Foreword by Nik Willetts, Deputy CEO, TM Forum

How MyRepublics 1Gbps fiber service led to

BTs Cloud of Clouds builds on solid ecosystem

Ultrafast Fibre in New Zealand uses Frameworx and

Milton Keynes Britain's fastest growing, data-driven

Brazil better processes save VIVO $700,000 in just 3

Standards pull national network out of the box for

Standardization paves the way to omnichannel

O2 drives a new car insurance experience for UK

Caribbean operator sees three-fold increase in timeto-market for new services

CASE STUDY HANDBOOK 2017

DELIVERING ON THE PROMISE

m delighted to welcome you to the 2017

CASE STUDY HANDBOOK 2017

ecosystem of ecosystems benet from the

A NATIONAL NETWORK IN MONTHS

CATALYSTS FOR CLOUDIFICATION

PUTTING THE CUSTOMER AND THE

BTs Cloud of Clouds illustrates how the

Improved and/or new, efcient business

approach would have yielded less than 30

services (it secured its strong position in M2M),

In Singapore MyRepublic automated

The Philippines Globe Telecom transformed

The Netherlands KPN also greatly improved

I hope you enjoy the success stories in this Case

Deputy CEO, TM Forum

CASE STUDY HANDBOOK 2017

MULTI - C OUNTR Y TR ANS FOR MA TION

CASE STUDY HANDBOOK 2017

MULTI - COU NTR Y T RANSFORMAT ION

s one of the largest communications

We have chosen to compete in this aggressive

Telefnicas complexity challenges

Complexity leads to low efficiency

Slow in responding to business needs

Difculty being truly digital and offering

Lack of automated business processes

Cost of obsolescence is impacting market

Duplicated information in multiple

databases decreases agility and efciency

Immature security solutions increase risk

CASE STUDY HANDBOOK 2017

MULTI - C OUNTR Y TR ANS FOR MA TION

TRAINING TIME FOR

data centers and more than

Telefnicas transformation manifesto

Process-oriented, data-centric and collaborative work

Duplicated information in multiple

We need to extend our offer to include additional digital

Selling & Billing

We must not only focus on the customer, but also on

EMPLOYEES DOWN FROM

Selling & Billing

Customer Care & Servicing

Customer Care & Servicing

Retention & Loyalty

exploiting context-aware information is going

Retention & Loyalty

Retention & Loyalty