IT Transformation

Client lagged behind peers in terms of IT investments and in establishing innovative use cases for years
Challenges to faster time-to-market due to specific time-consuming processes implemented and executed in obsolete tech stack
A tremendous technological debt in legacy including BSS and OSS core systems and underlying infrastructure
Low development stack maturity and no industrialized agile methodology
Missing fundamentals data components, lack of scalability and no clear API-oriented strategy

Match target architecture with Client's ambition : several scenarios have been identified depending on Client's ambition (best-in-class, pragmatic, minimal) and use cases feasibility. Benchmarks from other peers were shared for acculturation
Prioritize customer-oriented use cases
- Turn business use cases into projects, and described initiatives cards
- Focus on omni-channel customer journey, smart networks and segmentation of 1
Tackle technological debt
- BSS and OSS core systems are out of support and highly customized over decades causing big risks during upgrades and inability to implement new features
- Digital layer is too fragmented, and no standard is applied to streamline legacy

+20 business use cases identified and prioritized
- Including Customer 360, fine-grained client segmentation, Next best Action-Next Best Offer, predictive maintenance, automatization for support functions
+30 projects inventoried and scheduled over the next 5 years
- A clear roadmap of projects to be launched such as BSS/OSS core modernization, new best-in-class CRM, new real-time and dynamic inventory for network equipment
A constant investment is required to compete with benchmarks and peers
- The client re-allocated a higher IT budget, and analysis show client must keep investing in the next years to finalize the best-in-class digital transformation