Multi-National Corporate

Context

Service delivery within CSPs gets increasingly complex.
Layer upon layer of processes and systems built to support products become constraints.
Slow, inflexible with high order-fallout.
People need to fill in gaps resulting is growing Opex costs.
Constrained, unable to respond to business goals: new products, higher quality, faster, lower price
Exiting & traditional order-management / workflow systems, not helping.

How we can help

Create a clear view of everything that is important. Bring immediate insight into end-to-end performance and process.
Enable action: Get your agility back. Pragmatic workflow and automation.
Start by creating value: deliver on new asks in parallel. Then terraform existing services: bring value to legacy services and enhance operations.
Start benefiting from digital optimisation and digital customer experiences.

Executive summary

The telecom industry landscape is evolving rapidly, with legacy revenue streams facing pressure from over-the-top (OTT) competitors. Communications Service Providers (CSPs) are seeking new ways to serve both consumer and enterprise customers, with multi-national customers (MNCs) being particularly valuable. These MNCs often purchase thousands of services and aim to minimize the number of suppliers they contract with. To effectively compete, CSPs need to deliver a consistent, cohesive, and competent experience to MNCs.

Challenges in Serving MNCs

Sub-scale products and practices: Diversification of service offerings into fixed, ICT, and IoT in smaller markets hasn’t always been effective due to high complexity at low volume and limited investment in people, processes, systems, and technologies.
Immaturity and degradation within each product: Data within large BSS & OSS systems often becomes misaligned due to manual workarounds, delayed service delivery, and system limitations. This can result in billing errors and revenue leakage.
Scale compromises company and other important identifiers: MNCs often end up with multiple separate accounts within a CSP, complicating their ecosystem and resulting in a fragmented experience.
Implementations differ by opco: MNCs inherit issues from smaller opcos, such as sub-scale products, inherent immaturity, and degraded systems, leading to a disjointed experience.

Providing a Consistent and Cohesive Experience to MNC Customers with Twyn

Establish a Smart Data Foundation: Twyn securely connects to various data sources, such as databases, APIs, and spreadsheets, and creates a drag-and-drop service specification for each unique service across the CSP. It then smartly aggregates and transforms data into a “Smart Data Foundation.”
Set up a single-view of MNCs: Using a simple drag-and-drop interface, Twyn configures services to create a consolidated and normalized view of each service for MNCs. Instrumentation on top of this data provides insight into the performance of people, tasks, processes, and services, with dashboards enabling fact-based insights.
Transform MNC practices: Twyn enables visibility, measurement, and trending for MNC and business stakeholders, providing a clear view of essential data and real-time updates. It also supports simple workflow creation, automation, and data quality reporting, while offering seamless interaction with MNC customers through digital customer experiences.

Conclusion

To effectively serve MNC customers, CSPs must overcome various challenges, including sub-scale products, data misalignment, and fragmented experiences. By leveraging Twyn’s Smart Data Foundation and streamlined service configuration, CSPs can establish a single view of MNCs and transform their practices, ultimately delivering a consistent and cohesive customer experience.

Four reasons complexity snowballs

New product development.

During product development the service-delivery team develop an understanding of how technologies combine within your existing eco-system and make whatever changes are required to organisations, processes and systems.

Most new products result in:

Extension of scope and functionality in core IT platforms.
Addition of new technology and systems.
Creation of new process and modifications to some common processes.
As experience delivering a new product grows, incremental provisioning / fulfillment optimizations are identified.

It is often very tough to make even small adjustments to streamline delivery.

Most new products fail

Most product business cases also included a base assumption that the “build” operation will achieve economies-of-scale for each service.

According to Harvard Business School professor Clayton Christensen, 80% of new consumer products fail.

In our experience, this characteristic is true for CSPs. A high proportion of new products / technologies don’t result in the commercial success envisaged. They do not reach a point of “constant returns to scale”.

What happens most of the time?

You invest in developing a new product, supporting technology and the delivery capability.
Demand for the product is weak.
Some product is in commercial operation, but the number is much lower than planned. Sub-scale.
It is very difficult to decommission the services you have sold. It can be expensive and challenge your credibility.

As a result, costs and complexity get baked in and many products continue to exist as a “hidden tax” within the business.

Technology churn is messy!

CSPs are also faced with technology induced churn. Customers migrate to a product enabled by new technology.

For example, an existing MPLS network will be re-contracted onto a solution based on SDWAN technology.

This migration between products is much more complicated than adding a new customer as many more use-cases need to be supported.

Operating constraints.

Against this backdrop of ever increasing complexity, a service-delivery team are given targets to:

Support new product delivery,
Deliver increasingly more services,
Reduce the cost of fulfilment,
Speed up service delivery,
Improve the quality.

In most cases the cost is expected to remain flat or decrease. With a “do more with less” or “zero based budgeting” mandate. A scarce system.

How would you approach the problem?

Most likely setup a team to do some analysis?

Understand the dominant end-to-end patterns and flows within your environment.
Attach instrumentation / analytics to systems in the pattern and surface performance insights.
Identify problems. Easy to spot: delivery bottlenecks, redundant activities, high-average task durations and high-order-fallouts.
Identify areas with the greatest leverage and make an improvement. Projects where a small change will result in a large benefit.

The result of the analysis is always very similar:

Simplify business processes — fewer, leaner steps. Rooted in outcomes.
Increase automation.
Make manual tasks more efficient.
Increase quality of task outcomes — reduce fallout is critical.
Decommission products, processes and systems.

The catch

Projects require adaption of core IT systems performing workflow, order-management, automation.

Can your business make the necessary changes?

Or have you lost your agility and are unable to take reasonable action.

Traditional systems cannot keep up, unlikely to help.

At the core of most established providers is some form of order-management / workflow system, typically forming part of some complex, expensive, fragile, set of inter-connected systems.

These traditional order-orchestration / workflow systems have not dealt well with the snowballing complexity we described above.

It is estimated that order fallout is some environments is as high as 70%, leading to delayed or lost revenue.

Solutions are everywhere

Many of the large global software companies built impressive new order management / fulfilment platforms.

Most common themes and capabilities:

Catalogue based (build up a library for reuse)
Embrace agile and collaboration (product development is slow because it is waterfall)
Standards (TMForum)
Sexy design-time user interface

Unfortunately, new offers are incremental extensions of process-engine technology and business model which has been identified as end-of-life.

While it is important to bring agile and collaborative methodologies to “design-time” activities, operations teams are still compromised.

Twyn is designed to enable graceful introduction and migration in such environments.

Connect the systems you have, and use today,

Keep using what you like,

Replace or augment. Twyn delivers best practices in a number of domains.

Six benefits

1. Integration is easy

Connect in easily to popular systems.

Embrace your Excel and custom databases.
Connect to APIs in minutes.
Zero-touch interoperability with Open Digital Architecture and Open APIs systems.

As a data-driven platforms, Twyn behaves more like a “Business Intelligence” technology than a traditional order-management system.

Initially it might make sense to deploy as an SaaS overlay:

Lightly connecting to primary data sources.
Deliver immediately on a few new asks in parallel to existing systems.

2. Get control of your data

Data must form the foundation of any transformation. But first it needs a make-over – cleaned, cut and shaped into a capable base.

Smartly transform and aggregate your data so it is brutally simple.

Easy, open access to transformed data.
Find, navigate and act on relationships and associations which where invisible.

3. Understand performance from data

Once data is connected into Twyn, a range of instrumentation and analytics becomes available.

“we need to let the data speak”

Get visibility into what is important. Quickly identify problems like:

delivery bottlenecks.
redundant activities.
high-average task durations.
high-order-fallouts.

4. Understand flow from data

Digital footprints in your data is used to extract the processes actually being followed in your business. Understand where delivery is delayed and things are going wrong.

“data has a better idea”

How often is work completed out of sequence?

In which tasks is the most time lost?

Process Mining is a process analysis method that aims to discover, monitor and improve real processes (processes not assumed) by extracting knowledge easily from available event logs in the systems of current information of an organization.

It goes beyond the pure presentation of the key data of the process, recognizing the contextual relationships of the processes, presenting them in the form of graphic analysis in order to diagnose problems and suggest improvements in the quality of the process models.

With Process Mining it will be possible to detect or diagnose problems based on facts and not on conjectures or intuitions. Process mining seeks the confrontation between event data (observed behavior) and process models (hand-made or automatically discovered).

Process mining is integrated into Twyn. In smart graphical views you can see the sequence and timing of task completion.

Bring immediate insight into end-to-end performance and process.

5. Take action

Twyn gives you your agility back.

Create new flows and automations in minutes.
Easily reuse what you configure across different services.
Process library with out-of-the-box processes based on industry best practices, including access, network, voip, cloud, mobile and SME.
Within a graphical user interface, a sequence of desired activities and actions are mapped to your data, resulting in a workflow or automations.

Configure these to meet your requirement and publish.

Twyn’s data-engine enables:

Small purpose built flows.

Easily tackle tedious tasks with small time-saving automations between applications.

Continuous improvement.

Process mining holds up a mirror and shows you what is going on.

True rapid prototyping of flows

Configure, see, change, see, when ready push the change of all users.

6. Digital customer experience

Twyn will get you in control of your data.

By looking at data from across your business, understand how you customer wishes to be serviced.

Understand the existing services used by a customer.
Navigate how do you best establish and run the project.
Achieve a shared single-view of all build and run.
Interact and collaborate with the customer.

Our collaboration capabilities will transform how you think about Customer Experience during service delivery.

Enhancing Multi-National Corporate Customer Experience in the Telecom Industry