IT transformations - Capgemini Consulting Nederland

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Strong business arbitration safeguards need to be established A key challenge during large transformation programs is to quickly resolve disagreements that might arise between stakeholders. In such cases it becomes important that both parties come to a quick agreement against the defined KPIs in order to ensure that the business objectives and overall timelines of the program are not impacted. A clear and timely arbitration process up to CxO level must therefore be set up involving business, IT and integration/solution partners. To ensure that decisions are driven by the business case, systematic evaluation and decision of the business and IT scenario impacts is required. Industry standards should be put at the center of IT renewal For the success of IT renewal programs, it is necessary for operators to change the fundamental way of planning the different processes and IT systems. Traditionally, operators have tended to put business and their requirements at the center of IT development. Each operator typically developed systems in line with their own understanding and requirement. However, today both business and IT should orient towards accepted industry standards in defining requirements, processes and solutions. Processes and IT systems based on industry standards such as the Enhanced Telecom Operations Map (eTOM) 8 result in significant improvement in operational efficiency as standards are based on industry best practices incorporating a large number of business situations and capitalize on vast practical experience. Also, standards can help operators in streamlining processes across different business units as these are easier to understand and implement across different teams. Implementing standardized processes can help operators reduce the TCO of their IT systems as most IT products today are based on industry frameworks. BSS solutions such as Siebel and Clarify are based on eTOM. Operators following the eTOM standard can quickly implement such solutions without any customization, reducing the TCO and implementation time. In conclusion, a successful IT renewal program requires an understanding and appreciation that it is, at its core, a business transformation program, requiring companies to systematically take a series of steps aimed at achieving their stated goal. Frédéric Vander Sande is a principal consultant within the Capgemini Consulting Telecom Media & Entertainment’s practice. With ten years’ balanced business and technology background, he has been involved in strategic planning, business transformation and business creation initiatives with telecom, media & entertainment companies worldwide. Frederic’s expertise lies overall in digital content distribution strategy and operations including IPTV, mobile TV, Digital Cinema, and intellectual property management. He also advises and delivers in areas such as MVNO, business/IT transformation, operations excellence or new product and service launches. He is based in Brussels. Jean Diop is a Vice President in the Capgemini Consulting Telecom Media & Entertainment practice group. He leads the Mobile Financial Services (MFS) strategic & business consulting group. He’s been involved in the strategic definition, financial appraisal, and business creation, development and launch of several MFS initiatives in the Telecoms, Banking, Retail and Transport sectors in different geographies. He is based in Utrecht. Manik Seth is a manager in the TME Strategy Lab. He has over five years of experience in strategy, planning, market analysis and consulting. His recent work includes being part of a one year technology-driven business transformation program for an integrated operator and helping a leading equipment manufacturer with identifying BSS/ OSS-related acquisition targets. Prior to joining the Lab, Manik was involved with identifying new technology initiatives in next-generation networks for a leading software services provider. He is based in Mumbai. n “ Senior management belief and commitment to a transformation program is critical ” 8 Industry trade association framework by TM Forum. 65
Navigating the Content Quagmire: Protecting and Monetizing Intellectual Property By Bas den Braber and Nikhil Ray Abstract: The rapid growth and consumer uptake of the Internet has created both opportunities and challenges for the content industry. The advent of new form-factor devices such as tablets and content types such as short-form video are creating significant shifts in consumption patterns. The increased Internet usage has also led to an increase in piracy. For consumers, the cost, convenience, and anonymity are the prime drivers for piracy. Content owners have traditionally countered piracy by seizing counterfeit CDs/DVDs and prosecuting online distribution platforms and pirating consumers. However, piracy is not the only challenge facing content owners. While consumers have rapidly increased consumption, the pace of monetization has been much slower. A combination of advertising and consumer payments is likely to establish itself as the de facto monetization model for most content owners. In the long-term, content providers need to evolve beyond only selling content. One way of achieving this is to provide superior digital content consumption ecosystems that give anytime, anywhere access across multiple devices. In this aspect, cloud-based services will play a critical role in adding significant value to the content proposition. Moreover, such ecosystems are difficult to pirate and they enhance the content’s value proposition. Content owners should also actively work with Governments and Internet Service Providers (ISPs) to create legislation modelled on the “three strikes rule” in order to create a credible deterrent and cut down on piracy. In the end, the creation of platforms where consumers get a superior experience, in a convenient manner, will be imperative for the success of content players. Figure 1: 40% 35% 30% 25% 20% 15% 10% 5% 0% Digital Content Contribution to Overall Category Revenues, Global, 2008-2009 35% 32% 20% 27% 4% Gaming Recorded Music Films Newspapers Magazines 5% 4% 4% 2008 2009 1% 2% The advent of, and subsequent transition to, digital has had a disruptive impact on the content industry. The spread of the Internet; the rapid increases in fixed and mobile broadband speeds; and a rapid proliferation of devices have driven strong growth in the consumption of digital content. Overall, digital is beginning to register significant revenues (see Figure 1). Platforms such as peer-to-peer networks, streaming sites, and file hosting services have made sharing pirated media convenient for the general population. Recent surveys indicate that over 15% of Internet users admit to regularly sharing files over peer-to-peer networks 1 . Source: IFPI, Digital Music Report, 2009, 2010; PWC, Global Entertainment and Media Outlook, 2009, 2010 In this chapter, we study the key challenges facing content players and analyze the opportunities that they 1 Forrester Research, The Napster Legacy: File Sharing 10 Years On, June 2009 66
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volume 9: Spring/Summer.11 Capgemin
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Editorial Welcome to the Spring/Sum
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Digital Renewal: Addressing Transfo
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IT transformations - Capgemini Consulting Nederland

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