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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.”.”
 Oracle ERP
Modular Applications
• Analytics
PROC • Sourcing On Demand
• Sourcing

• UPK • Demand Signal

• Management Pack Repository
• Application AT SCM
• Advanced Planning
Integration Command Center
• Service Parts
Planning
Human
Procurement
• Manufacturing
Financials
Capital
&Customer
Projects
Oracle& Operations Center
Master
ERPData
Supply
Applications
Management
Chain
Technology

FIN/
PROJ HCM • Analytics
• Incentive
• Projects Analytics
• Federal Financials Compensation
• Learning
Analytics
Management
• iRecruitment
CRM/
MDM
• Site Hub
• PIM for 4
 Old World – Supply chain by business function
Tactical approach, with specialized processes tied into core financials

Device Device Asset

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Inventor

Retail Direct Fulfilment Network

Supply Chain Supply Chains Supply Chain
• Retail focus vital to • Supply chains specific to • Ideally, network planning
wireless growth channels - call center, self driven by Financial
• Typically disparate from care and enterprises sales planning
storefront systems and • Typically disparate from each • Network processes
other customer channels other and the retail supply disparate from customer
(e.g. enterprise sales) chain. channel processes

5
 New World : Consolidated Supply Chain
Examples Of How Oracle Strategy Enables The Transformation
A Leading, global carrier is Oracle’s Demantra
transforming business by Demand Management
consolidating network and lets you sense and
retail supply chains and respond to demand
Device from multiple data
tying all to core financials Mgmt Pla
nn sources
ing

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BT transforming to

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Fixed Assets a foundational

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Analytics Oracle EPM links management

Oracle AIA delivers an open strategy to execution and applies
standards based framework SOA
analytics to drive enterprise-wide
for orchestrating cross-app supply chain performance
business processes 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 Web Partners

Oppty
Mgmt
Improve Customer Experience
Ordering Bid Master system of record improves
Mgmt all customer business process
Deal
Governance

Customer Foundation

Customer Business
Infrastructure
Intelligence

Order Supply
Management Billing Chain Financials

Enhance Service Delivery Retail/Network Transformation Operational efficiency

Real time provisioning dramatically improves Demand driven network planning Integrated financial Intelligence
order process for key transactions improves deal margins 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 …ends
with… Concept to Market with
Concept to Market – from idea to service launch or withdrawal
Opportunity
Manage and identification. Concept Design and Testing and Launch / Beta Manage
Specify & Plan Project Closure
review portfolio Insight & idea Evaluation implement Trial release in-life
generation

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 Sell Service Supply Service Obtain Payment Confirm
Identify Establish Identify Accept and
Open and and Choose Understand and Contract Produce Plan Implement Commission Manage close
customer Validate Register Service and Validate Propose and Place Solution Solution Customer Customer Collect Produce Receive Payment customer
interaction Customer Customer Option Needs Solution Order Design Tasks Solution Solution Events Invoices Payment Exceptions interaction

Manage Present
Keep Execute
Monitor exceptions Manage and Change
customer Service
Progress and Escalation Service
informed Options
jeopardy Options

Manage Progress Configure Service

Trouble to Resolve
Trouble to Resolve – from problem identification to resolution
Manage Contact Resolve Problem Obtain Payment Confirm
Implement
Identify Establish and
Analyse Plan and
Open and and Choose Manage close
Problem Resolution / Commission
customer Validate Register Service Collect Produce Receive Payment customer
Incident Change Resolution /
interaction Customer Customer Option Events Invoices Payment Exceptions interaction
Release

Monitor Service Monitor Usage Manage Keep

Execute Component Tests Monitor Manage
Performance and and exceptions and customer
Progress Escalation
Present Alerts Present Alerts jeopardy informed
Execute E2E Tests
Monitor & Assure Slide 8 Manage Progress

Note: The order of the steps will change in some cases, depending on the nature of the customer journey.
 Demand Driven Adaptive Planning
•Improve
demand
visibility with
inputs from
multiple Sense
sources of Demand •Align demand
demand: plan with
Customer, Respond business goals
Analytics
channel, To Demand •Enable
at the collaborative
order and
shipment Core planning
history process for
•Use consensus one
statistical number plan
analytics to Shape •Monitor plan
•improve
Use newtheproduct Demand to budget
introductions to capture
forecast against KPIs
demand •Automate
•Model promotions and exception
sales incentives to shape process
demand
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
• POS (Point-of-Sale)

Sell-Side •
•
Web stores & Catalog
Order Management
Buy-Side
• Inventory Optimization • Strategic Sourcing
• Advertising & Promotions • Advanced Planning &
Customer & Consumer Interaction • Customer Service Scheduling
• Workforce Scheduling (Demand Driven)
• Personalized Marketing • 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
In-Side
• Manufacturing/Sourcing Partners
• Sales Forecasting
• Inventory Optimization
• Distribution & Logistics Inventory Data
Effectiveness Knowledge Warehouse Suppliers
• Financial Management
• Human Resources & Training
• Corporate Governance
Sourcing
Forecasting Mfg Perf. Knowledge Distributors
Knowledge Knowledge

13
Retail Store Supply Chain Logistics

Collaboration Workflow Integration Visibility

Store

Receiving Store Store Store

Inbound Operations Outbound Shipping
• Transfers • New Orders • Store-to-Store
• Receipts • Shipments Transfers
• POs/ASNs • Supply • Returns /
Availability Reverse
• Inbound Logistics
Cartons / • Stock Counts
LPNs • Serialized
• Demand Tracking
Management • Merchandise
Requests?

14
 EBS R12+ Demand Signal Repository

Retail Store Data Front Office Applications

Demand Signal

SOA-Based Integration
•
•
POS sales
Price
Repository Trade Promotion Management
• Store inventory
• Promotional plans Retail Execution
• Store replen. rules
• Store forecasts Product Lifecycle Management

Retail DC/ Enterprise Performance Mgmt

Respond

Integrate
Analyze
Capture

Manage
Distributor Data

• DC shipments Demantra

Pre-Built Integration
• DC inventory
• DC replenishment Predictive Trade Planning
rules • Data sources centrally cleansed,
harmonized and aggregated
• Pre-built dashboards and reports Sales & Operations Planning
Other
External Data • Powerful BI capabilities
• “Sense & Respond” event Demand Management
• Retail loyalty management
• IRI/AC Nielsen
• Demographics
• Causal (weather,
etc.)
• More timely data - to better sense, shape and respond to demand
• RFID/EPC • 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