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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: Whats AT&Ts approach to satisfying
growing consumer desire for the convergence of
services?
JW: We made an organizational change last year,
and were 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 dont 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. Its a competitive advantage for
us if we continue to execute on it..

Oracle ERP
Modular Applications
PROC

UPK
Management Pack
Application
Integration

AT

Analytics
Sourcing On Demand
Sourcing

SCM

Human
Procurement
Financials
Capital
&Customer
Projects
Oracle&
Master
Supply
Applications
ERPData
Management
Chain
Technology

FIN/
PROJ

HCM

Projects Analytics
Federal Financials
Analytics
Site Hub
PIM for Retail

CRM/
MDM

Demand Signal
Repository
Advanced Planning
Command Center
Service Parts
Planning
Manufacturing
Operations Center

Analytics
Incentive
Compensation
Learning
Management
iRecruitment
4

Old World Supply chain by business function

Pla
nn
ing

Retail
Supply Chain
Retail focus vital to
wireless growth
Typically disparate from
storefront systems and
other customer channels
(e.g. enterprise sales)

Projects
Payable
Projects
A/C
Payable
Fixed Assets

Ord
Mg er
mt

u
oc
r
P t
ry
to
en
n
Inve

m
re

Direct Fulfilment
Supply Chains
Supply chains specific to
channels - call center, self
care and enterprises sales
Typically disparate from each
other and the retail supply
chain.

Asset
Discovery Plan
nin
g

Core
Financia
Capital GL
ls Account

Payable
Projects
Fixed Assets
Ord
Mg er
mt

se
Reu t
Mgm

Core
Financia
Capital GL
Capital
ls Account
Fixed Assets

hous
Ware
e

e
ur
c
o
Pr t
n
Inventory e

Pla
nn
ing
re
Sto en
l
Rep

Ord
Mg er
mt

hous
Ware
e

Projects
Payable
Projects
A/C
Payable
Fixed Assets

re
Sto en
l
Rep

hous
Ware
e

Core
Financia
Capital
Capital GL
ls Account
Fixed Assets

Device
Mgmt

A
Tra sse
ck t
ing

Device
Mgmt

Bi
llin
g

Bi
llin
g

Tactical approach, with specialized processes tied into core financials

m
re
u
c

o
Pr t
en
Inventory

Network
Supply Chain
Ideally, network planning
driven by Financial
planning
Network processes
disparate from customer
channel processes

New World : Consolidated Supply Chain

Examples Of How Oracle Strategy Enables The Transformation

Asset
P
Discovery lann
in

Fixed Assets

Core
Fixed
Financials

Assets Account
Capital GL
GL
Capital
Payable
Projects
Projects
A/C
Fixed Assets
Payable
Ord
Mg er
mt

Ord
Mg er
mt

Inventory

se
Reu
t

e
hous
Ware

se

Oracle AIA delivers an open

standards based framework
for orchestrating cross-app
business processes

hou
Ware

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

M gm

As
Tra set
ck
i ng

Pla
nn
ing

t
en
m
re
cu
o
Pr

re
Sto en
l
Rep

Bi
llin
g

Device
Mgmt

Oracles Demantra
Demand Management
lets you sense and
respond to demand
from multiple data
sources

Pr
oc
ur
em
en
t

A Leading, global carrier is

transforming business by
consolidating network and
retail supply chains and
tying all to core financials

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

Inventory

Analytics
SOA

Oracle EPM links management

strategy to execution and applies
analytics to drive enterprise-wide
supply chain performance
improvement.
6

Sprint Creates BMG

From 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

Field

Mobile

Oppty
Mgmt
Bid
Mgmt

Ordering

Partners

Web

Improve Customer Experience

Master system of record improves
all customer business process

Deal
Governance

Customer Foundation
Customer

Infrastructure
Order
Management

Billing

Enhance Service Delivery

Real time provisioning dramatically improves
order process for key transactions

Supply
Chain

Business
Intelligence

Financials

Retail/Network Transformation
Demand driven network planning
improves deal margins

Operational efficiency
Integrated financial Intelligence
improves deal governance processes

BT 21CN

Focused 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

High Level Architecture - Process Blueprints

Starts
with

ends
with

Concept to Market

Concept to Market from idea to service launch or withdrawal

Manage and
review portfolio

Opportunity
identification.
Insight & idea
generation

Concept
Evaluation

Design and
implement

Specify & Plan

Testing and
Trial

Launch / Beta
release

Project Closure

Manage
in-life

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

Lead to Cash

Lead to Cash from contact initiation through to customer acceptance and payment made
Manage Contact
Identify
Open
and
customer
Validate
interaction Customer

Establish
and
Register
Customer

Sell Service

Choose
Service
Option

Identify
Understand
and
and Validate Propose
Needs
Solution

Supply Service

Accept
Contract Produce
Plan
and Place Solution Solution
Order
Design
Tasks
Monitor
Progress

Implement
Customer
Solution

Manage
exceptions
and
jeopardy

Obtain Payment

Commission
Customer
Solution

Keep
customer
informed

Collect
Events

Manage
Payment
Produce Receive
Invoices Payment Exceptions
Present
and Change
Service
Options

Manage
Escalation

Confirm
and
close
customer
interaction

Execute
Service
Options

Configure Service

Manage Progress

Trouble to Resolve

Trouble to Resolve from problem identification to resolution

Manage Contact
Identify
Open
and
customer
Validate
interaction Customer
Monitor Service
Performance and
Present Alerts

Establish
and
Register
Customer

Choose
Service
Option

Monitor Usage
and
Present Alerts

Monitor & Assure

Obtain Payment

Resolve Problem
Analyse
Problem
Incident

Execute Component Tests

Execute E2E Tests

Plan
Resolution /
Change

Monitor
Progress

Slide8

Implement
and
Commission
Resolution /
Release
Manage
exceptions and
jeopardy

Collect
Events
Keep
customer
informed

Manage
Produce Receive
Payment
Invoices Payment Exceptions
Manage
Escalation

Manage Progress

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

Confirm
and
close
customer
interaction

Demand Driven Adaptive Planning

Improve
demand
visibility with
inputs from
Sense
multiple
Demand
sources of
demand:
Customer,
channel,
order and
shipment
history
Use
statistical
analytics to
improve
Use newthe
product
introductions to capture
forecast
demand
Model promotions and
sales incentives to shape
demand

Analytics
at the
Core

Shape
Demand

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

The demand driven company runs on real-time information

11

MTN Functional Restructuring

Revised 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

12

Retail Business Information Model

Sell-Side
Customer & Consumer Interaction

In-Side

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

Buy-Side
Strategic Sourcing
Advanced Planning &

Scheduling
(Demand Driven)
Inventory Optimization
Pricing Strategy
Retailer
Sales
Marketing
Cost Forecasting
Knowledge
Knowledge Knowledge
Purchase Order Mgmt.
Demand
Consumer
Retail Partnerships
Knowledge
Knowledge
Warehouse Mgmt.
Product
Knowledge

Manufacturing/Sourcing
Sales Forecasting
Inventory Optimization
Distribution & Logistics
Inventory
Effectiveness
Knowledge
Financial Management
Human Resources & Training
Corporate Governance
Forecasting
Knowledge

Partners
Data
Warehouse

Mfg Perf.
Knowledge

Sourcing
Knowledge

Suppliers

Distributors

13

Retail Store Supply Chain Logistics

Collaboration

Workflow

Integration

Visibility

Store

Store
Inbound

Receiving

Transfers
Receipts
POs/ASNs
Inbound
Cartons /
LPNs
Demand
Management

Store
Operations

Store
Outbound

New Orders
Shipments
Supply
Availability
Stock Counts
Serialized
Tracking
Merchandise
Requests?

Store-to-Store
Transfers
Returns /
Reverse
Logistics

Shipping

14

Retail loyalty
IRI/AC Nielsen
Demographics
Causal (weather,
etc.)
RFID/EPC

Data sources centrally cleansed,

harmonized and aggregated
Pre-built dashboards and reports
Powerful BI capabilities
Sense & Respond event
management

Pre-Built Integration

Other
External Data

Integrate

DC shipments
DC inventory
DC replenishment
rules

Respond

Retail DC/
Distributor Data

Analyze

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

Manage

Demand Signal
Repository

Capture

Retail Store Data

SOA-Based Integration

EBS R12+ Demand Signal Repository

Front Office Applications
Trade Promotion Management
Retail Execution
Product Lifecycle Management
Enterprise Performance Mgmt
Demantra
Predictive Trade Planning
Sales & Operations Planning
Demand Management

More timely data - to better sense, shape and respond to demand

More consistent data - usable across teams and applications
Reduced manual effort and cost
15

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

Q&
A

17