The Art of Billing Transformation Pat McCarthy Leader, Global Billing Association FMC/Triple Play...
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Transcript of The Art of Billing Transformation Pat McCarthy Leader, Global Billing Association FMC/Triple Play...
The Art of BillingTransformation
Pat McCarthyLeader, Global Billing AssociationFMC/Triple Play Initiative November <>, 2005
(and Science)
2
The GBA
www.globalbilling.org © GBA 2005
The GBA provides a variety of platforms where vendors, customers and partners can share ideas about the issues facing the industry as a whole and discuss matters openly and frankly. We help operators fully understand the issues surrounding the implementation of new services and technologies irrespective of payment method, (prepaid, post paid, now pay are all covered), including the impact on the billing, payments and collections processes.
Key Activities:
• International benchmark program, now in 5th successive year
• Dedicated activities in Europe, Asia and North America – Global Events Series
• Program of Global Initiatives including: Triple Play, VoIP, DRM, Revenue Assurance & Fraud, Benchmarking and Payments Strategies
• Driving force behind international industry conferences
•200 operator member and associate member companies
•Sponsor members include: Amdocs, Azure, CSG, Convergys, eServ, Intec, LHS, Portal, Orga Systems, Telcordia & Teradata
For more info see www.globalbilling.org or email [email protected]
3
The GBA FMC/Triple Play Initiative
www.globalbilling.org © GBA 2005
The GBA Initiative to investigate the opportunities and challenges driving the growth of Fixed Mobile Convergence and Triple Play services.
Key Activities:
• Sharing on experiences with GBA operator members and prioritisation of the top 10 issues
• Speaking at international events to promote discussion on importance billing to the success of fixed mobile convergence and triple play
• Promotion of theme of Transformation with a focus on the Business and Services aspects driving transformation in telco today
• Publication of white papers on topic in GBA and Industry publications
For more info see www.globalbilling.org or email [email protected]
4
n. A marked change, as in appearance or character, usually for the better.
Transformation: (trăns΄fôr mā΄shen) -
5
Lessons from other industries
Airlines Transformation– On-line booking, direct relationships, automate check-in– Low cost carriers, new business model
Banking Transformation– Transition from retail to online banking
Media & High Tech Transformation– Yahoo, eBay, Apple ,,, new business models
WINNERS REDEFINE THE MARKET
6
OSS Vendor Consolidation
Mergers & Acquisitions
3G
2.5G
2G
TechnologyAdvancements
VoIP
MVNO &Cable Plays
DisruptiveTechnologies
The Telecom World is Transforming
Wireless/Wireline Convergence
It’s a Mad, Mad, Mad, Mad World
7
Convenience
Fixed
Local
Price not
an issue
Price is
an issue
Use Restricted Use Anywhere
Fixed
National
Fixed
International
Value
Market DiscontinuityFixed Mobile Convergence
FMC
www.globalbilling.org © GBA 2005
Use Anywhere
Mobile
SMS
Mobile
National
Mobile
Roaming
Mobile
International
Blackberry
Light Data
Mobile
Broadband
BROADBAND
8
Any service from any network delivered to any device
Personalized
IP
Wireless
Anchoring Truths…
Ultimately, everything that can be … will be …
9
Mobile minutes consumed by caller location
FACT: 40% of all mobile calls made within a few feet of the users’ landline
Source: OfCom, McKinsey 2004, RelevantC Note: Representative of average wireless subscriber in the UK, 2003
Omnia mutantur nos et mutamur in illis“All things change, and we change with them”
Wireline and Mobile revenues grow to $419 billion in FY08, source IDC, 2004
10
Transformation is Challenging
“There is at least one point in the history of any company when you have to change dramatically to rise to the next level of performance. Miss that moment and you start to decline.”
Andy Grove,Intel Co-founder and Chairman
“Despite all the changes in communication, plus all the innovation and productivity that the Internet has already delivered, this revolution has barely begun.”
Larry Babbio, Vice Chairman & President, Verizon
“We are all trying to find ways of reinventing these businesses. This is not a time for the faint of heart.”
Michael Sabia,
CEO, Bell Canada
Jack WelchCEO, General Electric
11
Our investors want to see new value added services that will grow revenue and the subscriber base – while reducing costs with a differentiated quality of service …all at the same time.
A Service Provider’s Perspective
What we really need is
Transformation
12
History of Transformation…
1995 - 2000
Speed was everything
Capital was plentiful
Large scale resystemizations started (few finished)
Legacy systems slated to be replaced
Network organizations dominant
Capital evaporated
Industry retrenched
Projects cancelled / rethought
Legacy systems extended
IT organizations became more dominant
2001 - 2004
13
Future of Transformation…
Today
Industry stabilizing
Winners / losers emerging
Consolidation beginning
Larger initiatives
Increased outsourcing
IT still king – it’s all software!
Future
Service & Network disaggregation
Services explosion – content is critical
Very high automation and customer self service
Marketing & customer service become the king
14
How Will Carriers Do It?
Effectively Manage, Adapt and Profit from the Telecom’s Industry Transformation?
Driveup
servicerevenue
Drivedown
operationalcosts
•Reduce manpower
•Simplify processes
•New ways of doing things
•Selected outsourcing
Driveup
businessagility
Focus on the
Customer Experience
•Customer centric services
•Pre & Post-Pay experience
•Improve quality - ‘Right first time’ serviceSource: Keith Willett TeleManagement Forum Presentation: Transforming Operations The telco of the future
•Service innovation
•Reduce time-market and time-cash
•Fast reactions ‘Turn on a dime’
•Business process automation
•Eliminate systems lock-down
•Real Time Enterprise
15
/
/
/
Transformation Examples
Transformation is not a destination
Complex
Large scale
Products & services
Multi-year vision with quick improvement
16
Execution Considerations
Carrier’s
Dilemma
“It’s not all Technical …”
Internal Politics
RegulatoryIssues
StrategicObjectives &
Priorities
Speed of Change
Managing theCustomer
Experience
Internal ITvs.
Integrators
Labor Force Reaction
Budget / Business Case
Shareholders’Interest
ManagingExpectations
Trusted Advice /Domain Expertise
17
Key Transformation Issues
5 Dimensions every Executive must consider
QUALITY OFSERVICE +
OPERATIONM
AN
AG
ING
RIS
K
PA
RT
NE
RIN
G
DEFINABLE
MEASURABLE
OBJECTIVESSPONSORSHIP
&
COMMITMENT
18
Key Transformation Issues
5 Dimensions every Executive must consider
QUALITY OFSERVICE +
OPERATION
MA
NA
GIN
GR
ISK
PA
RT
NE
RIN
G
DEFINABLE
MEASURABLE
OBJECTIVESSPONSORSHIP
&
COMMITMENT
Corporate Sponsorship
- Who is responsible / accountable?
- Organizational blockers to real savings
- Centralized vs. Distributed decision making
- Board / CEO support and oversight
- Clear, articulated vision to all
- Achievable, first step !
19
Key Transformation Issues
QUALITY OFSERVICE +
OPERATION
MA
NA
GIN
GR
ISK
PA
RT
NE
RIN
G
DEFINABLE
MEASURABLE
OBJECTIVESSPONSORSHIP
&
COMMITMENT
Have clear goals
– Business Model with Key Performance Indicators (KPIs)
– Process architecture vision
– Interim Milestones / Quick Wins
5 Dimensions every Executive must consider
20
Key Transformation Issues
QUALITY OFSERVICE +
OPERATION
MA
NA
GIN
GR
ISK
PA
RT
NE
RIN
G
DEFINABLE
MEASURABLE
OBJECTIVESSPONSORSHIP
&
COMMITMENT
Integration Risk– In-source vs. Outsource
– Managing suppliers effectively
– Complexity management
– Contingency planning
– Executive oversight & follow through
5 Dimensions every Executive must consider
21
Key Transformation Issues
QUALITY OFSERVICE +
OPERATION
MA
NA
GIN
GR
ISK
PA
RT
NE
RIN
G
DEFINABLE
MEASURABLE
OBJECTIVESSPONSORSHIP
&
COMMITMENT
Must succeed First Time– Make the tough decisions
early
– Do it once, and do it right
– Continuous improvement
– You are never done
– Operational and Service Metrics
5 Dimensions every Executive must consider
22
Key Transformation Issues
QUALITY OFSERVICE +
OPERATION
MA
NA
GIN
GR
ISK
PA
RT
NE
RIN
G
DEFINABLE
MEASURABLE
OBJECTIVESSPONSORSHIP
&
COMMITMENT
Pick the right partners– Real expertise &
experience
– Consider outsourcing the politics
– Consider long-term TCO, not just a project or product
– SIs, Technology Partners, and IT (who’s in charge?)
– Avoid unnecessary upscoping
5 Dimensions every Executive must consider
23
Billing Transformation Examples
Facility Rationalization
Multi-System Billing projects
Multi-Country Billing projects
Customer Operations projects
Order flow-through
Pre and Post pay
Fixed & Mobile
Voice, Value Added Services
24
Complex, Risky, but Necessary
– Corporate survival and success
Pick the right partners to help you
– Domain expertise is critical
– It’s not just about technology
Summary - Focus
– What is often lacking is leadership Joint People, Change Management, Issue
Management
– Plenty of challenges to go around Selection of Project , success works…
– Joint Partnership Customer Management, Users, IT, Vendors, SI’s
The Art of Managed Transformation(and Science)