Telewest Cable Division IS Strategy November 2000 Version

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Telewest Cable Division IS Strategy November 2000 Version 1. 0 Telewest Cable Division IS Strategy November 2000 Version 1. 0

Contents • • • Introduction Business Objectives and Key Drivers IS Principles, Vision and Contents • • • Introduction Business Objectives and Key Drivers IS Principles, Vision and Future State Strategic Transition Plan IS Organisation and Governance Summary and Next Steps

Introduction Version 1. 0 Introduction Version 1. 0

IS Drivers for Change The current IS function adds little or no value to IS Drivers for Change The current IS function adds little or no value to Telewest … introduction business drivers future state transition organisation & governance next steps • Telewest IS systems do not currently support and align with the aspirations of the various business groups – and the gap is getting wider • Past performance of IS does not breed confidence with the business users, however this confidence is improving • The current IS projects do not fit an articulated and accepted architectural model, leading to disjointed, point solutions that do not deliver value • IS are perceived as preventing the business groups achieving their goals and satisfying their customer needs • IS do not deliver on time • IS are perceived as not understanding the business and not delivering value for money • Project management is strong, but programme management is rare • 70% of current IS spend is allocated to initiatives aimed at improving competitive advantage, but the benefits are not being realised • IS organisation is primarily an operational support function with limited development capability and unless action is taken now, IS will continue to constrain the business at a time they are accelerating forward Version 1. 0

IS Strategy Approach introduction business drivers future state transition organisation & governance next steps IS Strategy Approach introduction business drivers future state transition organisation & governance next steps Our approach has been … Critical Success Factors Information Needs Key Drivers Business Strategy FUTURE STATE IS Organisation Current State IS Vision IS Principles Priority Projects New Technology Application Portfolio Project Objectives: • Deliver a first-cut IS Solutions Roadmap which sets out a business-wide view of the priorities for future activities, incorporating a vision and a plan • Gain the understanding and acceptance of the Roadmap by key IT and business stakeholders • Develop the IS department vision, operating principles and organisational development plan required to deliver the solutions defined in the roadmap whilst proving effective support for existing systems TRANSITION PLAN • Strategy • Application Project • Enabling Project • Current Initiative Assessment • Technology Infrastructure Future State IT Architecture

Business Objectives and Key Drivers Version 1. 0 Business Objectives and Key Drivers Version 1. 0

Cable Division Objectives – 2003 The business objectives form the base from which the Cable Division Objectives – 2003 The business objectives form the base from which the future state IS strategy is derived … CONSUMER BUSINESS & COMMERCIAL • • introduction business drivers future state transition organisation & governance next steps [Deleted as sensitive] CABLE DIVISION • [Deleted as sensitive] NB. These objectives have been derived from and confirmed with key business managers and an initial cross reference made with the Bain Consumer strategy Version 1. 0

Telewest’s Key Business Drivers The IS strategy is driven by business objectives & associated Telewest’s Key Business Drivers The IS strategy is driven by business objectives & associated key drivers … • [Deleted as sensitive] Version 1. 0 introduction business drivers future state transition organisation & governance next steps

IS Principles, Vision and Future State Version 1. 0 IS Principles, Vision and Future State Version 1. 0

IS Principles To respond to the business objectives and drivers, IS will adopt the IS Principles To respond to the business objectives and drivers, IS will adopt the following principles … • • • • introduction business drivers future state transition organisation & governance next steps Be the preferred supplier of Systems Integration and technology services to Telewest Provide SI services to all parties in the extended Telewest enterprise Facilitate delivery of flexible solutions to enable Telewest to meet its goals Operate a flexible, demand-led resourcing model using strategic outsourcing where appropriate Partner with strategic vendors or suppliers where cost-effective (e. g. Convergys) Identify and innovate new technology to enable the exploitation of business opportunities, particularly in e-Commerce Make tactical decisions within a strategic IS framework which aligns with Telewest goals; any tactical solution should have a strategic successor identified Be an early adopter of technology except where bleeding edge gives competitive advantage at no greater risk to the overall business Select component-based solutions that use industry standard interfaces Buy packages in preference to significant customisation and build of software solutions Ensure total visibility, accessibility and integrity of data while data ownership will be maintained by Consumer and Business Provide clear governance to the IS project prioritisation process through the creation of a business-led Steering Group; each initiative will have formal business sponsorship and business case Encourage the IS team to reach their full potential – be brave, trusted and accountable Develop staff in line with the requirements of the marketplace in which IS operates and the value it adds to Telewest to ensure that everything IS does will have a measurable impact on the bottom line Version 1. 0

IS Vision - Plan View IS will provide value-added connectivity and enable Telewest to IS Vision - Plan View IS will provide value-added connectivity and enable Telewest to extend the enterprise into an economic web … introduction business drivers future state transition organisation & governance next steps CHARACTERISTICS Customers e. g. Flextech, Cobweb e. g. Pace Channel Partners Alliance Partners IS Business Suppliers • Technology is used to facilitate two-way communications between all parties • Links with customers are exploited to become more customer-centric, e. g. allowing interactive scheduling of Flextech content Corporate Consumer • IS underpins all interactions between customers, suppliers, partners and employees Networks & Tech. Employees Version 1. 0 • Links with partners and suppliers are used to speed product development through interactive collaboration

IS Vision - Cross Section … and will seek to maximise synergy from IS, IS Vision - Cross Section … and will seek to maximise synergy from IS, IT and the Network Suppliers Alliance Partners Channel Partners Consumer Corporate introduction business drivers future state transition organisation & governance next steps Business & Commercial Common IS Corporate IS IT Infrastructure Networks Flextech Consumer and Business have unique requirements and time scales for those requirements; hence Consumer and Business systems should diverge • Secure links to suppliers and partners need to be provided easily at all levels • Flextech is a special case as it is owned by Telewest but also uses other networks to distribute its content. A form of ‘Chinese Wall’ will be required to maintain its quasiautonomous state IS can add significant value by architecting and exploiting the links in Telewest’s economic web and creating new business structures Version 1. 0

Future State Application Portfolio Competitive Advantage Bill Presentation Campaign Management Content Aggregation Customer Service Future State Application Portfolio Competitive Advantage Bill Presentation Campaign Management Content Aggregation Customer Service KB e-Employee e-Supply Chain Fraud Management Mobile Workforce Management Multi-Channel Publishing Operational Performance Management Partner Portal Partner Relationship Management Personalisation Product Configuration Product/ Service Cost Model Profitability Model Prospect KB Sales Force Management Segmentation KB Experimental New delivery channels (e. g. Wireless Local Loop) Pre-pay EPG upgrades Interactive scheduling STB/PVR integration 3 rd party billing Multi-access portals Vortal-specific applications Partner/supplier collaboration Target IS Cap. Ex 70% Core Operational Bill Payment Billing Call Centre Scripting, Routing & Dialling Capacity Management Content Management Customer Account Management Customer Contract Management Customer KB Customer Service (Faults & Queries) Customer Service Reporting e-Procurement GIS Interconnect Billing Mediation Network Inventory Management introduction business drivers future state transition organisation & governance next steps Network Management Number Porting Order Entry Order Management Order Status Pricing Model Product Catalogue (Customer View) Provisioning Quoting Rating Regulatory Reporting Sales Feasibility Service Activation Settlement Trouble Management Support 30% BACS Budgeting Call Centre Performance Management Competitor KB Credit Checking Financials (GL, AR, AP, PA) Debt Management Enterprise Security Management Fixed Assets Forecasting Internal Service Management MI Office Systems Project Management Payroll Shift of emphasis by IS to managing solutions in CA rather than Core and Support Version 1. 0

Application Framework introduction business drivers future state transition organisation & governance next steps The Application Framework introduction business drivers future state transition organisation & governance next steps The key to the new vision is the focus on interaction between Customer and Partner systems and core Telewest business systems … Cust. Service Reporting Bill Presentation CUSTOMER Product Catalogue Order Entry Customer Account Mgt Product Configuration Call Centre Scripting & Routing Order Status TECHNOLOGY FRAMEWORK Personalisation Middleware Messaging Multi-Channel Publishing OFFER DEFINITION Enterprise Security Mgt FULFILMENT Revenue Collection Segmentation KB Execute Customer KB Customer Service KB Order Mgt Prospect KB Credit Checking Pricing Model Call centre Performance Mgt Cust. Service Fault & Queries Evaluate Interconnect Billing Trouble Mgt Competitor KB Campaign Mgt Settlement Bill Payment Billing Deliver Solution Profitability Model Product/ Service Cost Model Network Inventory Mgt GIS Provisioning Service Activation Quoting Sales Force Mgt Sales Feasibility Capacity Mgt Mobile Workforce Mgt Number Porting Network Mgt Finance e. Employee Fraud Mgt Project Management MI Regulatory Reporting Office Systems Internal Service Mgt Debt Mgt BACS Financials Forecasting Payroll Fixed Assets Budgeting Version 1. 0 e. Supply Chain Partner Portal Partner Relationship Mgt XML Messaging CORPORATE PARTNERS Operational Performance Mgt Rating Content Mgt Customer Contract Mgt Quality Content Aggregation Target e. Procurement

Technology Framework The IT and IS strategies jointly deliver a coherent technology framework … Technology Framework The IT and IS strategies jointly deliver a coherent technology framework … Enterprise Security Mgt Encryption Firewalls Enterprise Application Integration Framework Channel Integration Framework Middleware Messaging CORBA XML CTI/IVR ETL Workflow APIs Personalisation Content Web Aggregation Infrastructure Multi. Channel Pub. Content Mgt Desktop Framework introduction business drivers future state transition organisation & governance next steps App Perf Mgt Thin Client Change Mgt ASP Services Network Perf Mgt Office Automation Desktop Policy Unified Comm’s Capacity Planning Proxy Services Data Warehouses Knowledge Bases Information / Knowledge Framework Case Based Reasoning MI Collaboration Tools Offer Definition Systems Fulfilment Systems Application Framework Corporate Systems Customer Systems Partner Systems System Management Framework Security Framework Single Sign-on Config’n Mgt Licence Mgt PKI Intruder Detection Asset Mgt Messaging Server Platforms SAN/ NAS Infrastructure Framework Disaster Recovery RDBMS WAN/ LAN Enterprise Storage Mgt Policy Version 1. 0

Transition Plan Version 1. 0 Transition Plan Version 1. 0

Strategic Transition Plan There are 3 distinct transition options available to Telewest … • Strategic Transition Plan There are 3 distinct transition options available to Telewest … • • introduction business drivers future state transition organisation & governance next steps Option 1 – Measured Migration • Option 3 – Go for Gold § An evolution from the current systems architecture to the future § A step change in the systems architecture is created by state. Applications are replaced, modified or introduced using rapidly building a separate, stand-alone environment using the business’ immediate requirements to prioritise the order of integrated industry best of breed applications work § It is possible that some of Telewest’s current portfolio, such § Each new or modified application will be assessed for integration as Clarify, Geneva, Oracle and Remedy, could be used, but needs and middleware enabled if required would need to be re-implemented to reflect redesigned processes in the new environment Option 2 – Engine Re-fit § Following completion of the build, subsequent migration of § Similar to Measured Migration, the systems architecture is also whole services or businesses to the new environment would evolved over time. The key difference is that a middleware be made over a relatively short period application integration framework is implemented prior to commencing modification or introduction of new applications § The priority is to reach an architected, middleware-enabled architecture as quickly as possible, which is capable of “Go for Gold” accelerating future changes to the application portfolio Current State “Measured Migration” Current Projects Future State “Engine Re-fit” In all cases the current projects must be urgently and ruthlessly realigned to the agreed future state and preferred transition plan Version 1. 0

Advantages & Disadvantages introduction business drivers future state transition organisation & governance next steps Advantages & Disadvantages introduction business drivers future state transition organisation & governance next steps There advantages and disadvantages to each of the transition options … Cons Cost Profile Pros Measured Migration • • • Engine Re-fit • • • Uses current IS capability Low disturbance to people and processes ICOMS supports converged products/ services Easy to evolve as future state evolves Focuses current spend on projects to increase ROI Best option if merged • • Easy to evolve as future state evolves Reduced short-term costs ICOMS supports converged products/ services Best option to integrate acquisitions Enables early release of self-service • • • More than 2 years to implement May never reach alignment with business objectives More legacy systems to integrate 100 50% 0 Year 1 • • More legacy systems to integrate Business prioritises may be delayed by technical architecture build Limited in-house IS capability More than 2 years to implement Year 2 Year 3 100 50% 0 Year 1 Go for Gold • • Integration built into packages Best of breed solutions Fastest achievement of objectives Best platform for 2003 and beyond Unconstrained by existing business processes Could be implemented within 2 years Could be part-funded by strategic suppliers • • Maintain old and new systems in parallel Complex migration issues Migration may have negative impact on customers’ experience Requires IS and business capability and commitment Higher initial spend Version 1. 0 Year 3 Year 1 • • • Year 2 Year 3 100 50% 0

Critical Roadmap Key areas that must be addressed … Data Quality Self-Service • [deleted] Critical Roadmap Key areas that must be addressed … Data Quality Self-Service • [deleted] • [Deleted] MI • [Deleted] Version 1. 0 introduction business drivers future state transition organisation & governance next steps

IS Organisation and Governance Version 1. 0 IS Organisation and Governance Version 1. 0

IS Organisation and Governance introduction business drivers future state transition organisation & governance next IS Organisation and Governance introduction business drivers future state transition organisation & governance next steps Gaps and issues have been identified and 3 recommendations can be drawn … • Observations on the current state of organisation structure and governance within Telewest have been compared to § Proposed future state IS Strategy § Changing role of IS/ IT § Leading practice models Future State IS Strategy Changing Role of IS/IT Cost Management (Yesterday) Value Creation (Today) Vision & Strategy Manage Projects Facilitate & Co-ordinate Relationships ‘Own’ Infrastructure Tactical Fixes Web Self-Service Track & Anticipate Technology (e. g. IP Billing) Business Led Strategic Projects Common Business Solutions with Partners Current State Observations Focus on Competitive Edge SPECIFIC RECOMMENDATIONS FOR TELEWEST • Create roles that do not exist today to address key issues (IS Strategy Manager, Relationship Manager, Technical Architect) • Build a new organisation structure to drive necessary IS/IT transformation & in-house skills change • Underpin the numerous change initiatives required with a strong governance process & review body Leading Practice Models Version 1. 0

Governance Process introduction business drivers future state transition organisation & governance next steps Telewest Governance Process introduction business drivers future state transition organisation & governance next steps Telewest Business Strategy IS/IT Strategy Hi-Level Forecast & Plan Concept Document IS Change Initiative Steering Group Scorecard Programme & Project Steering Group Programme & Project Reporting pp r Business Case A Authorisation & Prioritisation ov al Need to underpin transformation initiatives with a strong governance process. . . Post Implementation Review Monitoring • The Telewest Business Strategy and IS Strategy will be used to identify rolling high level plans and forecasts for a minimum of 12 months § Over the next 2 years, the majority of work will be associated with delivering the projects which together form the strategic transition plan § This will be formally reviewed on a quarterly basis, in line with half-yearly reviews of the IS strategy • A Concept Document is a precursor to the preparation of a full Business Case § The Concept Document includes high level information on Scope, Benefits, Cost, Risks, etc. • The IS Change Initiative Steering Group will approve the preparation of a Business Case based on the Concept Document § This forum is chaired by the MD, Networks & Technology and operates at the Cable Division CEO level § Only those Business Cases that receive a high enough priority will be authorised for work to start • Programmes and Projects are authorised by the IS Change Initiative Steering Group § Authorisation is based on the strength of the Business Case and associated Scorecard § It is expected that work below a given cost will not need to be authorised by the IS Change Initiative Steering Group • Authorised Programmes and Projects are monitored via formal reporting to a separate Programme and Project Steering Group § This forum consists of the project sponsor, project manager and key stakeholders Version 1. 0

Summary & Next Steps Version 1. 0 Summary & Next Steps Version 1. 0

IS Future State Summary The implemented IS strategy will deliver … introduction business drivers IS Future State Summary The implemented IS strategy will deliver … introduction business drivers future state transition organisation & governance next steps • End-to-end customer and employee experience to increase Life Time Value through proactive use of customer behaviour knowledge, segment information and employee management systems • Web-based self-service opportunities over multiple channels which reduce the cost of serving customers and partners whilst delivering increased customer value and satisfaction • Componentised functionality to increase flexibility and maintain scalability, whilst reducing time to market and the potential of lock-in to specific vendors, e. g. Convergys • Middleware technology to integrate data and application models thereby increasing the quality and credibility of information and knowledge • Business- and Consumer-specific solutions that are focused on their needs and not an unworkable compromise • A collaborative governance structure which provides coherent and traceable benefits • Leading programme management which promotes and generates benefit from systems and business process re-engineering • New strategic planning, research and development processes to maintain business value and nurture the ongoing relationship with the business • Partnerships with strategic suppliers that provide Telewest with cost-effective IS capability The strategy is a positive step change for IS that will enable the business to meet its objectives Version 1. 0

Business Participation IS are an integral element of Cable Division therefore adjusting IS alone Business Participation IS are an integral element of Cable Division therefore adjusting IS alone is not sufficient to derive full benefit … introduction business drivers future state transition organisation & governance next steps Key enablers are: • Implementation of a common new product development process • Using the predetermined processes that are built into all packages to ensure a clear focus on business process enhancement and re-engineering when implementing new IS solutions • Cross-Telewest programme management structure and processes • Move to a national business operating and process model • Collaborative strategic planning process for business and IS Version 1. 0

Action Plan introduction business drivers future state transition organisation & governance next steps Initial Action Plan introduction business drivers future state transition organisation & governance next steps Initial actions will focus on … PHASE 2 PHASE 3 Dec/ Jan Customer Corporate Q 1 Q 2 Prioritise Initiatives Meet key Suppliers Refocus Current Projects Kill/ Modify/ Survive Detailed Business Requirements Longer-term Initiatives Business Delivery Partnering Governance Competencies/ Organisation Rationalise Existing Projects JV Approach Agree High-level Develop Tors and Process and R&rs for Steering Review Bodies Groups Detailed IS Skills Audit Implement process within IS Define Business Identify Obtain Business Case and KPIs Buy-in Concept Templates Confirm High. Level Org. Structure Design Detailed Org. Revise CS Projects Architecture/ Design Authority Programme Mgt/ Change Control Q 3/ Q 4 Bau Initiatives Develop FS Processes Design Selection Criteria Agree Transition Plan Implement process within Business Implement Phase I IS Delivery Complete FS Arch. Mobilise Team Selective Outsource Implement process within Consumer Identify Key Partners Data Arch. Establish CDA & CC Communicate Implement IS Programme Future State Programme Structure Finance Multi-Channel / Web-enable Detailed Design Middleware/ Componentisation Detailed Design Data/ Information/ Knowledge Mgt Plan Implementation Implement Technology Enablers Plan Implementation Detailed Design Plan Implementation Implement Data Quality / MI Root Cause Assessment Prioritise Issues Confirm Issues Root Cause Assessment Billing Identify Process Related Issues Resolve Rationalise ICOMS Processes/ Config. Focused Improvements Confirm Billing Requirement Resolve Other Issues Prioritise Issues Resolve Version 1. 0 Confirm Geneva Capabilities Re-config. Geneva

Immediate Next Steps To maintain momentum and turn the IS strategy into reality, the Immediate Next Steps To maintain momentum and turn the IS strategy into reality, the following actions must be instigated immediately … introduction business drivers future state transition organisation & governance next steps Gain commitment to the strategy from the Cable Division MDs Appoint dedicated Telewest workstream leaders, each with a small dedicated team Implement IS governance process, with emphasis on setting up the IS Change Initiative Steering Group (ISCISG) and appointing business sponsors Commence detailed organisation design, starting with IS skills audit, aiming to commence full implementation in April 2001 Create specific, detailed transition plans for Business and Consumer applications; include gantt charts, resources needed, high-level business case and approved budget Set up IS Strategy programme management and communicate IS Strategy to all stakeholders Rationalise current initiatives and present recommendations to ISCISG for ratification Launch focused improvements for Management Information, Billing and Customer Service Define detailed design and implementation plan for technical architectures, with priority on EAI, Channel Integration and Information Create specific, detailed transition plans for Corporate and Networks & Technology systems Version 1. 0




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