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Organizational Transformation Opportunity

Glo Gordon, Vice President, Communications

Matt McFerrin, Sr. Industry Director, Oracle Communications

Initial Thought On Organizational Change

“Technological change is like an axe in the hands of a pathological

criminal.”-Albert Einstein, Really Smart Guy

AT&T Restructuring From regional to Consumer and Business LOBs

An interview with Jeff Weber , vice president of video products for AT&T

“CED: What’s AT&T’s approach to satisfying growing consumer desire for the convergence of services?

JW: We made an organizational change last year, and we’re implementing it now. Wireless and broadband and video have been brought together under Ralph de la Vega, who was in charge of wireless, and now is the CEO of the combination.

Sometimes organizational changes don’t matter. We think this one does. The change is significant. Product teams now report to one marketing manager. More conversations are now happening in the normal course of business on how to bring all this together, conversations that may not have happened before. It’s a competitive advantage for us if we continue to execute on it.”.”

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Oracle ERP Modular Applications

PROCPROC

SCMSCM

HCMHCM

CRM/CRM/MDMMDM

FIN/FIN/PROJPROJ

ATAT

• Analytics• Sourcing On Demand• Sourcing

• Demand Signal Repository

• Advanced Planning Command Center

• Service Parts Planning

• Manufacturing Operations Center

• Analytics• Incentive

Compensation• Learning

Management• iRecruitment

• Site Hub• PIM for Retail

• Projects Analytics• Federal Financials

Analytics

• UPK• Management Pack• Application

Integration

ProcurementProcurement

Supply Supply ChainChain

HumanHumanCapitalCapital

Customer &Customer &Master DataMaster DataManagementManagement

Financials Financials & Projects& Projects

ApplicationsApplicationsTechnologyTechnology

OracleOracleERPERP

SCMSCM

HCMHCM

CRM/CRM/MDMMDM

FIN/FIN/PROJPROJ

ATAT

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RetailRetailSupply ChainSupply Chain

Direct FulfilmentDirect FulfilmentSupply ChainsSupply Chains

Old World – Supply chain by business functionTactical approach, with specialized processes tied into core financials

• Retail focus vital to wireless growth

• Typically disparate from storefront systems and other customer channels (e.g. enterprise sales)

• Supply chains specific to channels - call center, self care and enterprises sales

• Typically disparate from each other and the retail supply chain.

A/CPayable

Fixed Assets

CapitalProjects

Planning

Fixed Assets

AccountPayable

CapitalProjects

GL

CoreFinancia

ls

Sto

re

Rep

len

Procurem

ent

Bill

ing

OrderMgmt

Wareh

ou

s

e

DeviceMgmt

Inventory

A/CPayable

Fixed Assets

CapitalProjects

Planning

Fixed Assets

AccountPayable

CapitalProjects

GL

CoreFinancia

ls

Sto

re

Rep

len

Procurem

ent

Bill

ing

OrderMgmt

Wareh

ou

s

e

DeviceMgmt

Inventory

Planning

Fixed Assets

AccountPayable

CapitalProjects

GL

CoreFinancia

ls

Reu

se

Mg

mt

Procure

m

ent

Ass

etTr

acki

ng

OrderMgmt

Wareh

ou

s

e

Asset

Discovery

Inventory

NetworkNetworkSupply ChainSupply Chain

• Ideally, network planning driven by Financial planning

• Network processes disparate from customer channel processes

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Oracle AIA delivers an open standards based framework for orchestrating cross-app business processes

SOA

New World : Consolidated Supply ChainExamples Of How Oracle Strategy Enables The Transformation

Fixed Assets

A/CPayable

CapitalProjects

GL

Fixed Assets

A/CPayable

Oracle EPM links management strategy to execution and applies analytics to drive enterprise-wide supply chain performance improvement.

Analytics

A Leading, global carrier is transforming business by consolidating network and retail supply chains and tying all to core financials

Oracle’s Demantra Demand Management lets you sense and respond to demand from multiple data sources

Oracle Transportation Management automates logistics for all processes, modes, and geographies

Planning

Fixed Assets

AccountPayable

CapitalProjects

GL

CoreFinancials

Reu

se

Mg

mt

Procure

ment

Ass

et

Tr

acki

ng

OrderMgmt

Wareh

ou

se

Asset

Discovery

Inventory

BT transforming to a foundational supply chain - wrapped with edge applications - in support of next generation services strategy across customer channels

DeviceMgmt

Sto

re

Rep

len

Planning

Procu

rem

ent

Inventory

OrderMgmt

Wareh

ou

se

Bill

ing

Sprint Creates BMGFrom CDMA and iDEN to Consumer and Business LOBs

Sprint Forms Standalone Business Markets Group with Singular Focus -- Business and Government Customers

“OVERLAND PARK, Kan.--(BUSINESS WIRE)--Mar. 31, 2009-- Sprint (NYSE: S) announced today the formation of a new unit dedicated solely to business and government users of communications services. Composed of more than 4,000 sales, support, marketing and operations personnel, the Sprint Business Markets Group enables a sharpened focus on the needs of enterprise, general business and public sector customers.”.”

To remain competitive, Sprint announced a number of related organizational changes focused on streamlining operations, reducing labor costs and achieving greater

efficiency.

Multi-Channel Strategy Impacting Field Channel Process - Lead to Oppty to Contract to Order

Contact Center Retail Web PartnersMobile

Financials

Customer Business IntelligenceInfrastructure

Supply Chain

Customer Foundation

Field

Oppty Mgmt

Bid Mgmt

Ordering

DealGovernance

Operational efficiencyOperational efficiency

Integrated financial Intelligence Integrated financial Intelligence improves deal governance processes improves deal governance processes

Order Management Billing

Retail/Network TransformationRetail/Network Transformation

Demand driven network planning Demand driven network planning improves deal margins improves deal margins

Enhance Service DeliveryEnhance Service Delivery

Real time provisioning dramatically improves Real time provisioning dramatically improves order process for key transactions order process for key transactions

Improve Customer ExperienceImprove Customer Experience

Master system of record improves Master system of record improves all customer business process all customer business process

BT 21CNFocused on improving processes across organization lines

An interview with Karsten Lereuth, President Global Telecom Markets, BT Global Services

“For the business world, history shows that organisations constantly adapting to the changing environment have more chance of being competitive and a better chance of assuring their futures.

In the carrier world today, survival also depends on adapting. Specifically, it means being willing to transform…”.”

As part of their transformation, BT and Oracle focused on 3 overarching business processes on Concept to Market,

Lead to Cash and Trouble To Resolve

Slide 8

…ends with

Note: The order of the steps will change in some cases, depending on the nature of the customer journey.

Manage Escalation

Keepcustomer informed

Manage exceptions and

jeopardy

Monitor Progress

Present and Change

ServiceOptions

Execute Service Options

Configure Service

Manage Escalation

Keep customer informed

Manage exceptions

and jeopardy

Monitor Progress

Manage Progress

Lead to Cash

Trouble to Resolve

Commission Customer

Solution

Implement Customer Solution

Plan Solution Tasks

Produce Solution Design

Accept Contract and Place

Order

Identify and

Propose Solution

Understand and Validate

Needs

Concept to MarketStarts with…

Trouble to Resolve – from problem identification to resolution

Lead to Cash – from contact initiation through to customer acceptance and payment made

Concept to Market – from idea to service launch or withdrawal

Manage and review portfolio

Manage in-life

Project ClosureLaunch / Beta

releaseTesting and

TrialDesign and implement

Concept Evaluation

Opportunity identification. Insight & idea

generation

Specify & Plan

Note: Whilst C2M is a critical enabler to the Customer Experience, the experience capabilities are delivered through L2C and C2M

ChooseServiceOption

Establish and

Register Customer

Identify and

Validate Customer

Open customer interaction

Manage Contact Sell Service Supply Service

Collect Events

Confirm and close

customer interaction

Manage Payment

ExceptionsReceive Payment

Produce Invoices

Obtain Payment

Monitor Usage and

Present Alerts

Monitor Service Performance and

Present Alerts

Execute Component Tests

Implement and

Commission Resolution /

Release

Execute E2E Tests

Plan Resolution /

Change

Analyse Problem Incident

ChooseServiceOption

Establish and

Register Customer

Identify and

Validate Customer

Open customer interaction

Manage Contact

Collect Events

Confirm and close

customer interaction

Manage Payment

ExceptionsReceive Payment

Produce Invoices

Obtain PaymentResolve Problem

Monitor & Assure Manage Progress

High Level Architecture - Process Blueprints

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•Improve demand visibility with inputs from multiple sources of demand: Customer, channel, order and shipment history

•Use statistical analytics to improve the forecast

Sense Demand

Analytics

at the

Core

Respond To Demand

•Align demand plan with business goals

•Enable collaborative planning process for consensus one number plan

•Monitor plan to budget against KPIs

•Automate exception process

ShapeDemand •Use new product

introductions to capture demand

•Model promotions and sales incentives to shape demand

Demand Driven Adaptive Planning

The demand driven company runs on real-time information

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MTN Functional RestructuringRevised sales, service, marketing, and strategy

As part of the increased focus on improving capacity to deliver on the business strategy, MTN South Africa has been restructured into a functional organisational design. This has resulted in revised sales and service, marketing, and strategy and business development departments being implemented. This structure has been supported by a number of senior appointments

Extended Store POS & CRM operations with Supply Chain Planning, Demantra, and Demand Signal Repository

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Retail Business Information Model

Sell-SideSell-Side

Distributors

Partners

Suppliers

Customer & Consumer InteractionCustomer & Consumer Interaction

In-SideIn-Side

• POS (Point-of-Sale)• Web stores & Catalog• Order Management• Inventory Optimization• Advertising & Promotions• Customer Service• Workforce Scheduling• Personalized Marketing

• Manufacturing/Sourcing• Sales Forecasting• Inventory Optimization• Distribution & Logistics

Effectiveness• Financial Management• Human Resources & Training• Corporate Governance

Buy-SideBuy-Side

DataDataWarehouseWarehouse

SalesKnowledge

ConsumerKnowledge

SourcingKnowledge

DemandKnowledge

InventoryKnowledge

ForecastingKnowledge

ProductKnowledge

• Strategic Sourcing• Advanced Planning &

Scheduling (Demand Driven)

• Inventory Optimization• Pricing Strategy• Cost Forecasting• Purchase Order Mgmt.• Retail Partnerships• Warehouse Mgmt.

RetailerKnowledge

MarketingKnowledge

Mfg Perf.Knowledge

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Retail Store Supply Chain Logistics

Receiving

Collaboration Workflow Integration Visibility

Store Operations

StoreOutbound

• New Orders • Shipments• Supply

Availability• Stock Counts • Serialized

Tracking• Merchandise

Requests?

• Store-to-Store Transfers

• Returns / Reverse Logistics

• Transfers• Receipts• POs/ASNs• Inbound

Cartons / LPNs

• Demand Management

Store Inbound Shipping

Store

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EBS R12+ Demand Signal Repository

• More timely data - to better sense, shape and respond to demand• More consistent data - usable across teams and applications• Reduced manual effort and cost

• POS sales• Price• Store inventory• Promotional plans• Store replen. rules• Store forecasts

Retail Store Data

Demantra

Sales & Operations Planning

Demand Management

Retail DC/ Distributor Data

OtherExternal Data

• Retail loyalty• IRI/AC Nielsen• Demographics• Causal (weather,

etc.)• RFID/EPC

• DC shipments• DC inventory• DC replenishment

rulesPredictive Trade Planning

Retail Execution

Product Lifecycle Management

Enterprise Performance Mgmt

Trade Promotion Management

SO

A-B

as

ed

In

teg

rati

on

Front Office Applications

Pre

-Bu

ilt

Inte

gra

tio

n

Demand Signal Repository

• Data sources centrally cleansed, harmonized and aggregated

• Pre-built dashboards and reports• Powerful BI capabilities • “Sense & Respond” event

management

Ca

ptu

re

Ma

na

ge

An

aly

ze

Re

sp

on

d

Inte

gra

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Final Thought On Organizational Change

“Twenty years from now you will be more disappointed by the things you didn't do than

by the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails.

Explore. Dream. Discover.”-Mark Twain, Humorist, Author, Occasional Cynic

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