Digital transformation roadmap strategy, for an example telecommunications company. Carried out for academic purposes

1. Part of the information contained corresponds to a real Digital Transformation Program, which has been changed for academic and learning
purposes. All rights reserved
Company Name: Southern communications
Industry: Telecommunications
Current situation:
Soutthern communications is a telecommunications company with a strong presence in South America, is currently
facing a business transformation, focused on improving user satisfaction rates by 1,2%, reducing execution times
of operational processes by 40% and reducing churn by 5% for the next year.
For the last 7 years, many CORE applications have been evolving, supporting both mobile and fixed customers in
the B2C and B2B segments. However, these have grown in a disorderly manner and the data and orders are not
centralized, which causes delays in the sales, after-sales and customer service processes. Every modification is
costly with the suppliers of these solutions.
The company has a great infrastructure in networks and communications, which has given them a great positioning
in their different brands, however this capacity is being underutilized.
Southern Mission Statement Southern Vision Statement:
We want to make our world more human,
connecting people's lives.
Create, protect, and leverage the connections of life so that
people choose a world of infinite possibilities.
Southern values:
Value Description
Open-minded We believe that working in a collaborative, friendly and transparent way leads to the best
solutions. We are an open system where everyone counts.
Challengers We offer innovative solutions, transforming and simplifying people's lives. And we are not
satisfied, we are always ready to change to make it better.
Reliable We work in an honest, simple, and committed way, offering a secure and quality connection.
We are still here after almost 50 years adapting to what our customers need.
Business Strategy and drivers
CHOOSE EVERYTHING_
Or vision is becoming a Digital Telco. This strategy is based on three constituent elements of the customer value
proposition and three enablers of business transformation to ensure the fulfillment of the promise.
Customer Value
These three sides of the cube constitute the customer value proposition. The elements were defined according
to the voice of the users themselves on this year.
C1. Integrated offer
Simple, integrated offers that are understandable and attractive
C2. Excellent connectivity
Customers always connected, anywhere and from any device. This is our reason for being.
C3. Values and customer experience
To be transparent and simple. To achieve a more emotional bond by defending our customers
interests.
Transformation Enablers
According to a consultation conducted with employees in year, these three priorities were defined as the
elements that will ensure our transformation and enable us to deliver on our promise

2. Part of the information contained corresponds to a real Digital Transformation Program, which has been changed for academic and learning
purposes. All rights reserved
C4. End-to-end digital
Be a 100% digital company to offer a different experience to customers. Migrate customers to more
versatile platforms.
C5. Innovation
Develop a differential knowledge of the client. Adapt and customize our services to maximize customer
value.
C6. Capital allocation and simplification
Allocate resources to advance transformation, finance growth and eliminate complexities.
Rationale 1: Business Choosing one of these business objectives is not enough to develop a digital transformation
program, due to its impacts on different areas of the company, therefore the selection is made based on a
prioritization based on those that represent a greater value for the customer. This does not mean that there is no
simultaneity of projects and initiatives.
Rationale 2: There are several guidelines and policies that are established in global board and disseminated by
each of the operators in multiple countries, which in turn make local decisions depending on regulations, country
legislation and following a common Business Process framework (eTOM)1 .
Complexity and Benefits
Drivers Impacts
• Rapid EVOLUTION of the business
• Uncontrolled growth without GOVERNANCE
• Lack of MATURITY of IT processes and
technologies
• Custom-made applications (Lack of ALIGNMENT
and long-term planning)
• High number of applications DUPLICATED
functionality
• Fragmentation legacies and OBSOLETE
technology
• Not CONVERGENT systems with complex
integration
For people:
- New ROLES, new KNOWLEDGE
- Change the way of doing things and the relationship
with the CUSTOMER.
For Process:
- ALIGNED to international standards and best
practices.
- E2E Processes.
For Technology:
- Reduce number of applications
- Integrated applications with a common standard and
flexible approach.
Technology Governance Model proposed
1. CORE BSS2 Transformation: FULL STACK Initiatives.
2. BSS Domain Solution: Capabilities, IT solutions and integrations.
3. Evolution of Digital Channels: Digital experience, social networks, web, and mobile analytics.
Based upon the current situation, Full Stack technology is a good solution to be implemented following the
principles of the company, although the strategy is bigger than only IT side, it implies changes on structure of the
company.
Map of transformation:
Table below describes most important elements in the digital transformation process, allows to align the strategy
with the business drivers, along with the measures to be considered to generate the most relevant KPIs within the
process.
1
Telecommunications Framework Forum TM. (n. d.). Business process framework (eTOM). Retrieved January 13, 2022, from
https://www.tmforum.org/business-process-framework/
2
Business Support Systems: Used to describe the business and/or customer-facing functionality, e.g., CRM (Customer Relationship
Management), What are OSS BSS? (s. f.). passionateaboutoss.com. Retrieved January13 2022, from
https://passionateaboutoss.com/background/what-are-oss-bss/

3. Part of the information contained corresponds to a real Digital Transformation Program, which has been changed for academic and learning
purposes. All rights reserved
Key Work Front Activity Business Measurement
Customer Customer
Experience
• Simplicity
• Convergence
• Self-management,
• Traceability
• Omnichannel
C1, C2,
C3, C4,
C5
• Churn rate (knows
as subscribers who
discontinues their
services)
• Conversion rate
online Channel
• % of sales in digital
channels
• % of claims
Operation Project
Management
• Supplier Management
• Scope Closure
• Economic Closure
• Plan Follow-up
• Risk Management
C6
• Scope
• Time
• Cost
• Quality
• Risk Management
Complementary
Projects
• Technology
• Network
• Logistics
C2, C3,
C4, C5
C6
• Time between
request and
fulfilment
• # of shipment
errors
End-to-end
Process
• More efficient
• maintainable and measurable
• Cross traceability
• Efficiency
C4, C5
• Time to operation
Operational
efficiency
• Simplification
• Better productivity
• Efficient tools
C6, • # of customers
• # sales at day
• # calls at day
Organization Change
Management
Adaptation of the organization to
change
C3 • Current roles vs
New roles
Operational
efficiency
More efficient organizational structure C3, C4,
C5
• ATM Average
Handling Time
Product New
commercial
offer
Launching of a more innovative and
competitive offer, adapted to the new
customer needs.
C1, C3 • Average Handling
Time
• New Offers vs
Current Offers
Simplification Simple, efficient, and renewed product
catalog
C1, C5 • Time to market
Process Impacted:
The transformation processes are eTOM aligned, E2E, support customer lifecycle, and are defined at different
level. Below process impacted at level 2.
Customer Facing Processes
Market Domain Customer Domain
Concept to Market /Retirement Lead to Order Request to Answer Insight to
Loyalty
Campaign to Lead Order to Payment Complaint to Solution
Request to change Problem to Solution
Usage to Payment Termination to Confirmation
Enabler Processes
Production Order to Acceptance Partner Domain IT Domain
Trouble Ticket to Solution Request to Qualification ITIL
Usage to Usage Data Order to Sales CMMI
Capacity Management Partner to Settlement COBIT

4. Part of the information contained corresponds to a real Digital Transformation Program, which has been changed for academic and learning
purposes. All rights reserved
Resource Lifecycle Management
Support Processes
Strategy Control &
Planning
Finance Procurement Human Resources
Step by Step
Implementing a full stack solution should be by phases, considering different kind of customers and data. The
strategy seeks to mitigate risks and advance in the migration of information from legacy systems, starting with
prepaid mobile customers, then with postpaid mobile customers, and finally with fixed installation customers
(home/office), going hand in hand with complementary projects. The biggest challenge is the coordination of
activities and finding the right team to lead this major change, without losing sight of the current operation.
- Approval and vendor selection: This phase is focused on the evaluation process of the different solutions
and suppliers to subsequently carry out the contracting process.
- Pre-scoping: The objective of this phase is to determine and plan the activities to meet the needs of the first
group of customers. Understanding the project methodology and the functioning of the solution, as well as the
inclusion of the planning of complementary projects.
- Scoping: The development and implementation of the solution, in an agile and iterative way, based on the types
of customers and their operation.
Next steps: While the program is finished, Big Data project and omnichannel approach with artificial intelligence
concepts should be started.
Team Program:
Southern communications cannot lose focus of the operation and its current problems; therefore, it will select from
each area and process the team with exclusive dedication to carry out the program, constituting interdisciplinary
teams between: Business, Architecture/Technology, Processes, and the Project Management Office. Together
with the peers of the supplier selected in the previous stages.
Approval and
vendor selection
Procurement
Iteration
Awarding
Contract
Preparation pre-
scoping
Pre-scoping
Methodology
Project
Alignment
Training
High Level
Design
Scoping Phase I – Iteration
Scope phase n…n+1
Low Level Design
Design scope phase n…n+1
Design Infrastructure phase n…n+1
Test and Customer Test
Deployment and Operation
n <= 3
Projects
Big Data Project
Omni Channel
Artificial Intelligence
Approach