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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
Analytics
PROC Sourcing On Demand
Sourcing

UPK Demand Signal

Management Pack Repository
Application AT SCM
Advanced Planning
Integration Procurement
Command Center
Service Parts
Applications Supply Planning
Technology Chain
Manufacturing
Oracle Operations Center
ERP

Financials Human
& Projects Capital

Customer &
Master Data
Management

FIN/
PROJ HCM Analytics
Projects Analytics Incentive
Federal Financials Compensation
Analytics Learning
Management
CRM/
iRecruitment
Site Hub MDM

PIM for Retail 4

 Old World Supply chain by business function
Tactical approach, with specialized processes tied into core financials

Core
Fixed Assets Core Core
Fixed Assets
Financia Financia Financia
Capital ls Account
Capital GL Capital ls Account
Capital GL
ls Account
Capital GL
Projects
Projects Payable
A/C Projects
Projects Payable
A/C Projects Payable
Fixed Assets
Payable
Fixed Assets
Payable
Fixed Assets

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

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

BT transforming to
Fixed Assets
Core a foundational
Oracle Fixed
Financials supply chain -
Assets Account
Transportation Capital GL
Capital GL wrapped with edge
Projects Payable
Management Projects A/C applications - in
Fixed Assets
Payable
automates logistics support of next
for all processes, generation services
modes, and strategy across
geographies customer channels

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.

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 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
Mgmt
improves all customer
Deal business process
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 Demand driven network planning Integrated financial Intelligence
improves order process for key improves deal margins improves deal governance
transactions 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 sources
of demand: Sense
Customer, Demand Align demand plan
channel, order and with business goals
shipment history Analytics
Respond Enable
Use statistical To Demand collaborative
analytics to
at the planning process
improve the Core for consensus one
forecast number plan
Monitor plan to
budget against KPIs
Shape Automate
Use new product introductions to Demand exception process
capture demand
Model promotions and sales
incentives to shape demand

The demand driven company runs on real-time information

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 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

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 Retail Business Information Model

Buy-Side
POS (Point-of-Sale)

Sell-Side

Web stores & Catalog
Order Management
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

In-Side
Knowledge

Manufacturing/Sourcing Partners
Sales Forecasting
Inventory Optimization
Distribution & Logistics
Inventory Data
Effectiveness Suppliers
Knowledge Warehouse
Financial Management
Human Resources & Training
Corporate Governance
Sourcing
Forecasting Mfg Perf. Knowledge Distributors
Knowledge Knowledge

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Retail Store Supply Chain Logistics

Collaboration Workflow Integration Visibility

Store

Store Store Store

Receiving 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?

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 EBS R12+ Demand Signal Repository

Retail Store Data Front Office Applications

Demand Signal

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

Enterprise Performance Mgmt

Respond
Retail DC/

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
Powerful BI capabilities
External Data
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

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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
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