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Promoting multi-actor services

Promoting multi-actor services. Business transformation strategies. Nico Baken KPN Senior Strategist, Professor Delft University of Technology Jos Berière KPN Architect Edgar van Boven KPN Innovator PhD Delft University of Technology. What’s new?.

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Promoting multi-actor services

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  1. Promoting multi-actor services Business transformation strategies Nico Baken KPN Senior Strategist, Professor Delft University of Technology Jos Berière KPN Architect Edgar van Boven KPN Innovator PhD Delft University of Technology Promoting multi actor services

  2. What’s new? Promoting multi actor services • From value chains to value networks • Operators facilitating value creation and consumption in value networks • A balanced business and technical transformation approach • Internal decomposition of the value chain • Adoption of unifying standards e.g. eTOM and SID • A proof of concept visualises the necessary transformation for both business and technology • Current design efforts in the innovation process

  3. Cooperation between academic and market sector Architect Jos Berière Innovator Edgar van Boven Strategist Nico Baken Architects/Designers Wiltfied Pathuis Mente Konsman Architect Harm Mulder Dutch Research Delta initiative: a multi-actor innovation venture in the Netherlands Promoting multi actor services

  4. Issues to be solved Healthcare a e d Environmental care i Security Transport Telecom Telecom as a solution facilitator

  5. Internal renewal required B2C C2B New service? Triple play? FMC? IPTV, FTTH, DSL, VOIP € xx,xx What’s in it for me? €? why? when? ? Cost price? ? ? ? ?!?!? End user experience Internal reality First, telecom actors need internal renewal in order to facilitate future value networks

  6. A step forward Required B2B New service? YES! B2C C2B Don’t worry about the technology I Agree YES! End user experience Telecom actors have decomposed and established a clear playing field of separated responsibilities

  7. How should a telecom actor decompose? Current Future Dissimilar telecom services types should be functionally separated Promoting multi actor services • Stovepipes obstruct dissimilar service types • Economies of scale for slow moving are constrained • Agility for fast moving is reduced • Separate fast from slow service types Value added Networkservices services Atomic Integrated services services

  8. Furthermore, how to simplify and accelerate cooperation? Openness and transparency of newly acquired interfaces is vital for internal and external cooperation Promoting multi actor services • Lack of openness and transparency slows internal and external cooperation • Advance openness and transparency • Business • Wholesale offerings • Allow 3d party access • Modular product portfolio • Technology • Standards e.g. eTOM & SID in BSS/OSS • Non-proprietary interfaces

  9. A structured playing field Value Added Services CRM Network services Packaging and orchestration ….. = Responsibility Requirements and constraints resulted in this Business Role Model

  10. Proof of concept of decomposition • A Business Role Model is used for decomposition • Separation of responsibility for ‘atomic’ and integrated services • Value added Services and Network Services • Proof of Concept is extended with additional customer and service operator • eTOM and SID • PoC should demonstrate • Clear separation of responsibilities • Clear wholesale business interfaces • Matching technical decoupling points Business Role Model Proof of concept Proof of concept brings the derived business role model to life Promoting multi actor services

  11. Proof of Concept Mente Konsman Jos Berière Edgar van Boven Harm Mulder Promoting multi actor services

  12. Proof of Concept clarifies the proposed change SID eTOM Proof of concept visualises the necessary transformation for both business and technology 11 Promoting multi actor services Promoting multi actor services Goals real life PoC • Reveal impact of the business and technology transformation • Obtain hands-on experience in a exploratory stage • Visualise how value chain responsibilities are separated • Demonstrate the business and technical interactions between the different domains 26 maart 2008

  13. Promoting multi actor services

  14. Conclusions Promoting multi actor services • From exploratory stage hands-on experience, readiness of the proposed transformation has been demonstrated • Proof of Concept provides more insights and tangible for those effected • Decomposition and use of standards (SID, eTOM) will be feasible • Internal decomposition facilitates future value networks • Reducing the complexity of the value chain requires transformation of both business and technology • After telecom operator internal renewal, facilitation of societal issues comes within reach

  15. Promoting multi actor services

  16. Abstract zoals geaccepteerd bij de TMForum Promoting multi actor services In our presentation an approach will be revealed which addresses the time consuming problem of complexity in service development and management between stakeholders participating in the value chain. Subsequently is discussed, how this reduction of complexity is envisioned to promote high-quality services which offer value both for society and the telecom operator.

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