[Brainstorm] What Initiatives would you include in a Digital Transformation?

Automate/Digitalise supply distribution
Simplify processes & digitalise them
Track (dashboard) Non Digital Products/Processes
Improve training automation and training related calls

Customer Experience revamp: Improve Customer experience / User Experience / interface
Digitalise End User Customer Service
Implement Bots
Automate/Digitalise 3rd party services provisioning & billing
Do Smarter Digital Marketing
Build Fraud Mgmt. & Usage pattern analysis
Build B.I. & Analytics
Introduce Omnichannel approach

Implement a Digital sales Channel

I would start by plotting the eTOM and other models used in the company against the business model canvas (with all activities) of the TMT company.
But one area that really will drive transformation in a TMT is faster product development. And this is one area that can be improved and it impacts many areas of the organization including legal, marketing, pricing, etc.

At TMFrou there is a working group around Ecosystem Business Architecture. For me is one the main iniativies to be included in a Digital Transformation. Define models to integrate new producers/consumers a a value mesh

I would recommend making your decision based on the transformation phase in which the company is currently in (Information, Ideation, Incubation, Implementation) - BMC is a great tool in any phase for transparency and GAP analysis and coming up with new ideas quickly. I also recommend to start with people (and process usually follows). Not just because you need to have them on your side, but to identify the key stakeholders that can help you drive the transformation process (aka working out activities like the one you are brainstorming on this page) I agree with Ayobami that faster product development is a great vehicle; I’d add that NEW product development can actually serve you as a trojan horse covering all the important areas (how do we better serve our end customer, how do we improve time to market, how do we create more value for our partners, how do we create new/better business model for us in the future etc.)

Hi Ignacio, Many of the points have already been covered. I would start by analyzing the maturity/state of evolution of the market and current state of the company vis-à-vis its key competitors in the market, to highlight what are the areas in which it needs to do better than its peers.  this would give you a relative priority/importance of major areas such as Customer service, Customer acquisition & Sales, Product Management, Cost control. Once the priorities are agreed by all stake holders, I would dig deeper in to processes in the chosen areas to evaluate need for automation, optimization or new lines of revenue. This stage will also tell you which processes within an area need to be transformed to drive max bang for the buck.  Pls note that sufficient deliberation and stakeholder buy-in has to be each there at each stage and RACI has to be clear and communicated among all parties involved.  You will also need a clear definition and measurement of success ( customer retention, increase in revenue, decrease in call volume at CC or Partner satisfaction ) and periodicity of measurement of the same. Many digital transformation initiatives fizzle out when impact or success can not be differentiated from business as usual metrics. All the best!!!

Just finished finished a similar Telco project

1. Self-Serve - target existing services that are currently managed via outsourcing or call centers BOH, FOH,  billing, top-up, IT case management… We achieved 10% reduction against 69m tickets (based on internal and external users) and increased resolution (FCR) to 92% within first 12 months of self-service function going live

2. Cloud - move assets from costly deadicated service to cloud, example of benefits can include shared cloud costs (rack space, power etc..), also decreased costs of licensing via labour attrition(not paying for user based licensing). Asset management efficiency (removal of 95% e..g 3.5FTE IT & set-up costs, firewall burning etc..) other benefits achieved, sell-off / Consolidation of property i.e. data centers and POPs etc… significant savings delivered

3. Automation- review your Omni- Channel infrastructure,  We automated the IVR and CTI for 69m calls and 25k FTE,  took 14 months, delivered $1b in benefits of 5 years with year 1 delivering $250m, via better sales conversion, routing of calls | disputes and reduction in transfers, and finally operating headcount reduced by 20%

Main areas to target for benefits are operation HC / supplier KPi improvements FCR, MAE, truck rolls 2. operating costs(KPI) , FTE and licensing etc.. 3. Revenue and Growth Margin via quicker resolution/conversion and time to market metrics

Realisation of benefits started after year 1, year 2 for 65%, 3 years for 100%

Risks: understand assets under your control, internal allignment, communications strategy, contract/supplier life-cycle and bottom up resistance. Top down approach needed. We achieved board approval which reduced resistance and achieved alignment at EXEC level,

Best of luck

The goal of digital transformation is to create scalable products/services which can be distributed without marginal cost. But, there is a catch: what good are those digital services and/or products if employees and/or clients do not know how to use them?  So, the first thing, in order for digital transformation to be successful is to digitally transform education and information distribution and create scalable, simple and fun way to learn. The future of knowledge (information) distribution are instructional interactive simulations, which are step-by-step guides for usage of tools, processes and products/services. There are companies that do just about that, one of the leaders in that field is Copperpot Interactive.

Just to add to other consultants view, it is important to include ERP integration with other departments’ module for proper activity walk-through in preparation for the audit trails.