Automation in order-delivery process, case Elisa. Elisa Oyj

Transcription

1 Automation in order-delivery process, case Elisa Billing OSS forum, Moscow Elisa Oyj Jarkko Lahtinen, Program director

2 Content Elisa as a company Processes, architecture and challenges for automation Automation development during Automation track record Summary

3 The image part with relationship ID rid3 was not found in the file. Elisaasacompany as a

4 Our mission is to drive ICT and online services by world-class la customer intimacy and operational excellence. Our vision is to offer experiences and productivity online.

5 Key indicators ,600 EUR million EUR 1.46 billion Turnover 2010 Q ( ) EUR 378 million (Q EUR 364 million) Profit before taxes 2010 (2009: EUR 235 million) Number of Elisa employees million 2 million approx approx. approx Consumer customers Enterprises and public administration internationally Locations

6 Company structure Consumer business Corporate customers Elisa Estonia Production Support

7 Elisa in Finland, the Nordic odccountries and globally Strong market position at home Market leader in broadband services Finland Strong position in mobile subscriptions Nationwide service network Estonia The best coverage in Estonia Elisa Estonia is the only operator to provide mobile and landline connections as well as Nordic countries voice and Internet Elisa s mobile coverage in Estonia: 99% Extensive Nordic presence Global l In the Nordic countries, Elisa joins forces with Telenor to provide all voice and data services, just like it offers in Finland Unparalleled global offering Access to the services of Vodafone, the world`s largest mobile operator An extensive roaming network

8 Processes, architecture and challenges for automation

9 Decide what is your Order-delivery process Order capture Order handling Delivery Billing Take Customer/ product order in Create/update contract, convert to Resurce order(s) and billing items Ship, install, activate Give license to bill Get the money Who has the end-to end responsibility? Is capacity and throughput time managed? Who invests for the development? What is the level of automation and KPI s end-to-end? end? How long it takes from order to bill? To where does product change impact?

10 Identify Order-delivery process reality Product line 1 Organizationation unit 1 Organizationation unit 3 Organizationation unit 7 Product line 2 Order Order Organization Delivery unit 6 capture handling Product line 3 Organization unit 4 Billing Organization unit 2 Product line 4 Organization unit 8 Organization unit 5 Who sets the priorities and decides where to invest? Automation is always an investment and should have a measurable business case Which are the common processes and which should be more dedicated? Where the automation brings most benefits (to which unit)? How to agree on common targets and KPI s? Who will decide which tools are chosen?

11 Challenges in starting point and the way out Our challenges Our solutions Fragmented, silo-oriented operations and application landscape Product oriented processes overlapping/parallel subprocesses Several overlapping legacy applications and organizational functions in many areas Low automation level especially in fixed network order-deliverydelivery lots of manual operations in order capture, processing and delivery Several competing self service initiatives Define corner stones for new high level target architecture Start comprehensive transformation program including process changes and application consolidation Set automation targets into corporate and business unit level scorecards Strive end-to-end process oriented business steering model and set process KPI s Deliver results frequently

12 Order-delivery landscape in real life Sales rep www web form (new cust) Retail www (self service) Telesales CC Channels f www (self service) Reseller Retail CC Telesales s Account sales MOBILE NON-MOBILE Jämy tilaukset.elisa.fi MOBILE & NON-MOBILE Reseller OmaElisa portal (Cons) OmaElisa portal (Corp) (self service & other order M:80% entry) M:10% Intranet (form) Order capture F:100%, M:20% Work ticket Contact mgmt M:70% OmaElisa Autom. mobile nonmobile phone M:2% system failure expert Residential CRM (m+f) Mobile CRM Fixed nw CRM Order handling (order mob mapping to mob delivery Case items & order orchestration) fixed Work ticket fixed OM OM OM queue Work ticket OM TIVE MITTA IF Error list DB Internet CRM Invoicing fail report Aut. provision ning Equipment log gistics mob provisioning & activation Manual work (installations) Aut. provision ning Equipment log gistics Delivery organisation network inventory Order delivery (delivery actions) (routing, provisioning, installation) delivery failure reports Manua al work (installa ations) Equipm ment logistics Fallouts Aut. provis sioning fixed provisioning & activation

13 Automation development during

14 Channels Building automation in Order capture Order capture (self service & other order entry) Order handling (order mapping to delivery items & order orchestration) Order delivery (delivery actions) Set clear focus and resources, and build self service portal platform Elisa established a dedicated teams for self service and developed own platform(s) Apply agile development methods (scrum) continuous priorization highly business driven focus Prioritize high-volume issues in implementation e.g. contact center volumes invoice related queries like account balance, cost center structure management admin issues like PUK code queries, address changes most common product changes/orders like mobile subscription type/price plan change Introduce all product lines in one portal Support for convergent product offerings (triple/quad play) one site fits all Serve all customer groups Elisa introduced self service at the same time for residential and corporate customers CONFIDENTIAL

15 Elisa portal and entry to self service (residential)

16 OmaElisa self service (residential) front page Invoices Mobile Broadband Elisa Guard Elisa Book Cable TV Entertainment

17 Channels Building automation in Order handling Order capture (self service & other order entry) Order handling (order mapping to delivery items & order orchestration) Order delivery (delivery actions) Build order handling backend automation parallel to order capture automation (self service/portal) avoid situation where all orders are captured electronically, but then handled manually in back office where order is converted to delivery items/orders Apply automated remediation automate retries to tackle with temporary automation failures identify frequent regular fallouts / tasks requiring manual handling and try to automate these by emulating manual steps Most efficient is to make manual order handling completely unnecessary but do not overautomate automation is not the cure for any price, in some cases (low volumes, extremenly complex solutions) manual handling might be the best solution forever CONFIDENTIAL

18 Channels Building automation in Order delivery Order capture (self service & other order entry) Order handling (order mapping to delivery items & order orchestration) Order delivery (delivery actions) Maximize automated provisioning and activation mobile is the low hanging fruit, where delivery automation is relatively easy to push high target for common platform Automate fixed network resource allocation automatic routing pre-defined dedicated access Build systematic data quality maintenance define data ownership apply continuous data quality monitoring process fix the processes to stop allowing corrupted data ensure resources for manual data correction Standardize and formalize order entry and handling processes order entry user interface with sufficient controls data entry with input control Keep ordering and delivery as integral parts of product these should be essential in product development CONFIDENTIAL

19 Motivate your customers to use self service Communicate and encourage news bulletins with invoices demonstrate in retail shops active recommending and instructing in customer care Give rational reasons use whenever you like 24h avoid customer care queues manage all your issues in one place Build financial benefits set a price for traditional service calling customer service was previously toll free (0800), not anymore put a charge to printed invoice (for new residential customers, all business customers), e-invoice is free-of-charce give rewards (e.g. extra feature, special discount etc) CONFIDENTIAL

20 Summary self service automation in order capture/handling is only part of the automation story data quality is the key for successful end-to-end automation building order-delivery delivery automation in legacy environment needs patience, automation usually comes in small steps - not in a big bang automation development needs to be measured building automation is one side of a coin, only customer motivation makes the case

21 Thank you.