Module 1: Digital Transformation

Digital transformation is broader than digitalization & is the profound transformation of business &
organizational activities, processes, competencies & models to fully leverage the changes &
opportunities of a mix of digital technologies & their accelerating impact across society in a strategic &
prioritized way, with present & future shifts in mind.

1.1 What is it & why should you care?

Digital is the main reason just over half of the companies on the fortune 500 have disappeared since
year 2000 because customer is looking into diff perspective of buying products.

1.1.1 What is enabling digital transformation?

5 key forces driving digital transformation:

1. Connectivity (IoT/IoE)
2. Information/Big data analytics
3. Collaboration - To deal with the challenges of being able to deliver value to end customers.
4. Platform business model – business ecosystems.
5. Business ecosystems – key enabler across these 4 forces

1.1.2 Digital transformation for CSPs

Digital service enabler 2020 CSP
 CSP assets open to digital players  DSP & DSE capabilities
 Platform based business model  Agile, innovative, transformed
 Ecosystem participation  Cognitive capabilities to create customer-
defined experience & as-a-service for
ecosystem partners
Traditional CSP Digital service provider
 Traditional sources of revenue  Highly automated
(connectivity, voice/text, data)  Digital channels with customer-controlled
 CSP-controlled customer interaction interaction
 Rich customer experience
y-axis: Digital services enablement

x-axis: Digital service provisioning

1.2 Business ecosystem

Why business ecosystem plays a vital role?

 The speed of digital requires organizations to work together

 Ecosystems facilitate collaboration & co-operation between participants
 Harness innovation by grouping smart resources, innovators & problem solvers from diff
organizations to work together to deliver value
 Risk & benefits are shared across the entire ecosystem
 Effective use of technology resources
 Enable small companies to compete against larger established companies
 1.2.1 What is business ecosystem?
A dynamic network of entities (people,
organizations or things [applications, sensors])
interacting with each other to create & exchange
value for all participants.

1.2.2 Change is needed

Business ecosystems are & will continue to have a
dramatic impact on organizations.

 Digital business drives dramatic changes in

business ecosystems, making them larger,
complex & essential to strategy.
 Organizations who participate in ecosystems expect that their number of partners will double
over the next 2 years.
 Engage with partners outside your current industry.
 Ecosystem members can each have a different business model.

79% of top performing organizations participate in digital ecosystems & have an average of 105 digital
partners.

Partnerships require new collaborative approaches

Ecosystems/Partnering have many facets both business & technical.

80% on business, 20% on the technical elements.

1.3 What is a Business Model?

1. Customer – the organization or person that you provide a service or product to
2. Value proposition – the promise you make to the customer regarding the value of the product
or service

You then must consider money/profit & your capability to deliver.

Different Types of Business Models – Part 1

Traditional /Historical Pipe /Product Business Model

Goods (producer/manufacturer)  Pipe (Value increased moving through the pipe)  Customer

Supplier – Manufacturer – Distributer – Retailer – Customer

Traditional Telco Business Model

Supplier (Cost Side: device suppliers, app suppliers, content suppliers, network, interconnect, storage) –
Telco - Customer (Revenue Side/Consumer: corporates SMEs, enterprise, multinationals)

1.3.1 Business Model – Evolution to B2B2X

Business 2 business to another business/consumer/entity

1.3.2 Business Ecosystem Model

eHealth Business – Key business needs from the ecosystem
 National Health Service – producer and customers

eHealth Business Ecosystem – Product & Services

1.3.3 Ways to capture business models #1

 The Gartner Group provides a simplified view of business Model.

 4 elements: value proposition, customer, profit model, capabilities
 Each of which have a direct impact on cost & revenue

1.3.4 Ways to capture business models #2

Osterwalder Business Model Canvas

Describing the business model – 9 diff

sections (customer segments, value
proposition, channels – to deliver value
proposition to customer, customer
relationship, revenue stream – generate by
providing the value to customer segments)
– customer and value
Capability to deliver those (key partners, key activities, key resources, cost structure)

1.4 Business Ecosystem & business Model Examples

1.4.1 Airbnb: Stakeholder business canvas

1.4.2 Care@Home: CSP Business Model Canvas

Using separate business model canvases for each of the key stakeholders.

Movement of data,
financial info,
contracts or the
actual products &
services.
Understanding the value proposition from the different perspectives.

Creating business canvas for competition etc.

1.4.3 Smart Parking: High Level Stakeholder Ecosystem

Smart parking management system operator, city, parking meters, diff business owners, residential cars
etc (smart city type of business ecosystem)

Data View Ecosystem

- Simplify rather than complex diagram

- using diff ecosystem diagram to show diff relationship

Overall Business Model Canvas

Right side: Customer

Left side: Partners

1.4.4 TMF Award Winning Catalyst Project: Driver connect – fueling a personalized CX with AI
- personalized driver journey that incorporates proactive diagnostics & cognitive analytics, integrated
with 5G-enabled features like mobility services, vehicles telematics, visual assistance powered by AI or
VR.

- interactions between the stakeholders, product & services, financial & the data flow.
Module 2: The key components of a business ecosystem
2.1 Ecosystems
What makes an ecosystem successful?

- contribution or gain

Business Ecosystem must be dynamic

 The word dynamic is key

 An ecosystem is not stagnant or dormant it is growing & evolving
 Adapting to change can be self-correcting (market conditions, new ecosystem relationships, new
expectation from end customer, regulation or new technologies)
 May rely on other ecosystems in order to survive or grow

2.2 Business Ecosystems consist of a Network of Entities

 The ecosystem is made up of people, organizations & things (which could be anything from
physical IoT sensors to cars, to applications)
 Ecosystem members can be referred to as participant, stakeholders, or actors
 Ecosystem members will have different responsibilities or authority in order for the ecosystem
to thrive, some will be leaders, followers, orchestrator or partners.
 Ecosystem members can play multiple roles
 The role can vary depending on the type of interaction or the entity that they are interacting
with. Producers in proving value to some members but a consumer to others (internal/external
partners, suppliers, customer, CSP, producer, consumer, platform owner, app developers,
government).

Stakeholders will change based on the ecosystem type

 Internal – departments, applications, APIs, sensors

 External – partners, regulators, gov. agencies, open APIs, external sensors, manufacturers, app
developers, external app, customer, vendors
 Cross-industry – external partners, other ecosystems, customers, vendors, manufacturers

2.3 Interactions is a vital component

The most important word in the definition as without interaction you do not have an ecosystem.

 An ecosystem will have many types of interactions: product/service, contractual, financial,

operational
 Data, most valuable asset within the ecosystem
 APIs enable the automated delivery of products & services.

Create and Exchange through network interactions

 The collective ability to create & exchange items is enabled & strengthen through & by the
members to deliver value.
 The items: from physical or digital products, services, money, likes, reviews etc.
 The level of interactions & transactions in an ecosystem – network effect
Sustainable value for all ecosystem participants

 Value is the benefit provided to ecosystem members through their membership in the
ecosystem. It can be measured as money, bookings, likes, customer satisfaction, improved
health
 Not providing or receiving sustainable value will not remain in the ecosystem & based on their
role or importance the ecosystem can become stagnant or fail
 Achieved through trust & the right business model

Module 3: Platform & ecosystem in action

3.1 Why are platform business models important?
 Platform have been around for years – shopping malls bring customers & retail merchants
together, newspaper & magazines connect subscribers & advertisers
 So, what changed? Technology has significantly reduced the need to own or operate physical
infrastructure & assets

The platform revolution – platform business models

Airbnb platform business model

Successful comes from the fact that the vast

majority of all transactions or interactions go
through the Airbnb platform.

Producer, consumer, platform, interaction

3.2 What is a platform ecosystem model?

A platform provides the infrastructure & rules for a marketplace that brings together producers &
consumers.

1. Platform owner – stakeholder who controls or curates the platforms intellectual property or
data & arbitrates who may also participate in many other ways within the platform.
2. Providers – these serve as the platform interface with the users: producers & consumers
3. Producers – creators of the platform offerings: apps or humans
4. Consumers – buyer or users that use the platform

Example of different types of platforms – from the platform evolution

 Information – create & exchange info, data or knowledge (wiki, google)

 Marketplace – buying, selling & trading goods (amazon)
  Social network – creation & maintenance of personal & professional relationships among
individuals (FB, LinkedIn)
 Media – create & exchange of media products (iTunes, Netflix)
 Tool exchange – create & exchange of tools for a range of services (AWS, android)
 Services – offer & sell professional or personal series to individual consumers (tripadvisor)
 Labor – offer & sell professional or personal services to companies or other organizations
(upwork, taskrabbit)
 Finance – provide financial services (paypal, bitcoin)

3.3 Example from Telcos

1. Connected car – Telia Sense (Verizon sell service)
2. Asset tracking – provide solution to consumer to track asset
3. Healthcare – Orange healthcare, Deutsche Telecom

3.4 Platform beat products every time

1. Ex: Amazon ($355.9B) vs Walmart ($297.8B)

2. Ex: Hilton (610k rooms, 88 countries), Airbnb (650k rooms, 192 countries)

Module 4: TMF B2B2X Business Scenario Blueprint

4.1 TMF B2B2X management approach
6 pillars:

1. Define business opportunity & business models

2. Define ecosystem partners & business relationships
3. Get buy in & agreement across business groups
4. Develop IT & implementation approaches
5. Define processes, info & systems that enable the business model
6. Define system integration points & APIs

4.1.1 B2B2X Business Scenario Methodology

https://www.tmforum.org/resources/reference/tmf424-b2b2x-business-scenario-template-r18-0-0/

Developed by B2B2X partnering team with TMF – provide consistent structure & content to more
effectively design, define & communicate the business scenario elements, business model, business
ecosystem.

4.2 Scenario Settings

4.2.1 Content Overview
1. Scenario Setting – key stakeholders & roles, problem statement, drivers, overall value
(consistent)
 Key stakeholders play several roles: CSP play the roles as connectivity servicer provider
as well as financial service provider.
 Problem statement – uses agile structure to define user stories
 Drivers – provide a view of the key marker, social/economic drivers relevant to the
ecosystem.
  Overall value – more at a macro level as a result of implementing business scenario to
the ecosystem: new market opportunities unlocked, benefit to the end customers, new
revenue streams, improve efficiencies, reduced time to market, validating new
ecosystem, provide new digital connectivity to customer.
2. Scenario Contexts – Business model canvas, partnering models, monetization model, high level
use case walkthrough
3. Scenario Components – use cases, partner perspectives, frameworx components used, ODA,
metrics, privacy, CEM, data analytics, API
4. Scenario Conclusion – benefit of using frameworx standard & best practices ,lesson learned

4.3 Scenario Contexts

 Business model canvas – initiative approach
o Customer segments – identifying the company types of customer segments that you are
delivering the value proposition to?
o Value propositions – what are the customer problems you are going to solve? Which
customer needs will be satisfied? What is the specific offering?
o Customer relationships – what type of relationship does each of each customer
segments expect?
o Channels – identifying effective channel partners to distribute the company’s value
proposition.
o Revenue Streams – Identifying how the company makes income from each customer
segment. What is the revue model?
o Key activities – identifying activities to execute a company’s value proposition
o Key resources – identifying resources needed to create value for the customers.
o Key partners – identifying ways to optimize operations & reduce risks such as buyer-
supplier relationships.
o Cost structure – identifying the company’s most important monetary operations.
 Partnering models – TR211 (TMF online partnering guide)
o Understand & formalize the partnering relationship between stakeholders from 3 points
of view, the commercial & contractual side, financial & operation.
o Partner model/ecosystem
 Monetization model
o The method used to convert an asset into money – how a product is going to be offered
to its customers, what is that the customers give to get to use the product, when & how
customers give what they have to give.
o TR276 Introducing 5G monetization R18.5 – describe the main business verticals & use
cases enabled by 5G technology
 o

 High level use case walkthrough

o

o Use case description – name, motivation which describe the business problem,
stakeholders, external references, customer experience metrics, business model, the
story, action & processes & any privacy risk score that ay be appropriate.
o Drivers connect – fueling a personalized CX with AI (used process elements specific to
this project, but also are using the eTOM process elements to build the diagram)

4.4 B2B2X Service Provider Perspective

Ex: DSP perspective

Challenges: How can I partner with other service providers to offer more integrated products & services
as well as attract a large customer base?
My customer expects me to provide services that are personalized, how can I get access to the data to
understand my customer better?

Benefits: Enhance my customer/user base by partnering with others, enhance my product offering by
collecting customer insights, increases data monetization opportunities, improves customer experience

4.5 Scenario Settings

4.5.1 TMF Frameworx Components
Detail which framework elements from the eTOM, TAM & SID are required for the scope of the project.

 eTOM – process elements or the process flows that created which are based on the sequence of
the process elements linked together, multi-layered model of the key business processes for
efficient, agile operations.
 Integration framework – SOA based standards to integrate legacy application as well as the
platform services of tomorrow.
 (SID) – standard definitions for all the info that flows through the enterprise & between service
providers & their business partners.
 Frameworx metrics – definitions for over 2900 measures & KPIs to help run your business.
 Best practices – practical guides to support implementation.
 TAM – a system map showing how business capabilities are implemented in software
applications.

ABEs process elements & applications used from the frameworks, if possible, should be described by
mapping it on the diagrams & posters. Even at a high level by describing those info model assets used by
just circling those elements within the SID or if you within the eTOM, the process elements down to
level 2, or as an application, it can be highlighted down to level 1 application should be presented at a
minimum.

4.5.2 API
Provide the list of APIs used to support the business scenario. Describe the context of API use
(interactions/touchpoints supported). In the list of tables or by highlighting the specific APIs used using a
diagram or poster view.

Another technique to show which APIs are relevant for a business scenario is to create an API ecosystem
map.

4.5.3 Customer Experience Management

To understand what the E2E customer experience will be. A customer can be the E2E of a service of any
party in the value chain who is the customer of another party.

 Persona – who is the customer? Define the typical customer or customer groups.
 Experience provider – who is providing this customer or persona group?

High level descriptions of the customers/user experience. For each persona, develop a description
around the lifecycle of the customers interaction with the service.

Define business orientated KPIs for the customer experience, ex: customer effort score/NPS
4.5.4 Metrics
To ensure quantitative measure of success are in place for a service. To create a balance score card of
metrics. What are the key, goal of customer experience?

4.5.5 Data Analytics

Identifying which TMF existing use cases meet your business criteria & create add use cases particular to
your scenario.

4.5.6 Privacy management

What data concern the end users? (SID) What treatment is done to this data? Is there a step that end
user needs to give concern? Open ID connect or OAuth2?

TMF publication GB1007A contains a library of business architecture capabilities used to identify the key
business capabilities that are required for a specific business scenario. Extended or adapted by an
organization based on their specific needs. A business capability is the ability or capacity an organization
may possess or need to achieve a specific purpose or outcome. A business capability defined what the
business does. Ex: customer management

4.5.7 Relationship of capabilities to other architectural artifacts

Business capabilities (needed abilities to fulfill the promised value), value streams, processes,
applications * info objects related to each other.

4.5.8 Open Digital Architecture

Blueprint for modular, cloud-based, open digital platform that can be orchestrated using AI. Replace
traditional business (OSS/BSS) with a new approach to building software for the telecom industry.

1. Business architecture – business capability map & value stream mapping, multi layered model
eTOM
2. System architecture – functional architecture, data architecture (enterprise & between service
providers & SID)
 3. Implementation – suite of 50+ REST based open APIs for standardized interoperability of IT
systems & partner integration
4. Deployment & runtime – canvas (technical framework & devOps env for plug-and-play ODA
components, lab-deployed reference)
5. Governance - principles, design guides, metamodels, tools for agile management of the
architecture lifecycle

4.6 Scenario conclusions

 The benefits of using frameworx standards & best practices
 lesson learned by the team as result of completing the business blueprint.

Module 5: Using the Partnering Guide to define Ecosystem STKH

relationships
5.1 The online B2B2X partnering guide
Partnerships require new collaborative approaches. Ecosystems/Partnering have many facets both
business & technical. Key element: design & define of the partner & stakeholders relationships that are
going to exit within the business ecosystem.

5.1.1 TR211 Online B2B2X Partnering step by step guide R18.0.1

Walkthrough the key concepts of partnering lifecycle & the value of a systematic method for capturing
partnerships agreements to achieve agile & repeatable partnerships.

Partnering Guide – Overview

1. Partnering Lifecycles – the big picture

2. The ‘Partnership Agreement’
3. Resources to capture your partnership agreement
4. The five stages to a partnership agreement
5. Describing complex ecosystems with partnership models
6. The B2B2X business scenarios
7. The online partnering guide & the platform revolution
5.2 The Partnership Agreement
A systematic & repeatable way to capture what has been agreed between parties & is used to drive the
development, configuration & operation of reusable component solutions.

1. Customer market proposition – captures the unique business concept of the agreement to be
created, use industry standard business model canvas analysis method to capture the business
model requirements as inputs to the creation of the partnership agreement.
2. Business model – roles, service interactions, product & service relationships that the partners
hold within the value chain of fabric: instant messaging, cloud service
3. Contractual model – business rules, policies, T&C between stakeholders or partners within
ecosystem
4. Financial model – key revenue principle & flow & dispute resolutions for all financial
transactions that will take place between the stakeholders within the ecosystem.
5. Operational model - functional & non-functional: process, performance, SLAs.

Stage 1: Customer Market proposition

Defining the value proposition for each customer segment you will be delivering the product or service
to. Using the strategizer value proposition canvas. The business model canvas is used to capture the
value propositions for each customer segment & also other key elements of the partnership agreement.

Stage 2: Business Model

Describes how the partners provide the E2E functional services & the key business relationship between
their functional roles. Each partner in the value chain has a clear role based on their core capabilities &
strengths & alignment to other members. These roles are used in the other partnership models to
describe the management relationships.

Organizational roles – each organization may play one or more roles within a value chain/fabric. Each
role participates with other role in the partnership collaboration & these relationships can be modelled
by selection from standard types of functional service & business contractual relationships.

Stage 3: Contractual Model

Defines the relationships between the roles identified in the business model & are captured along with
the detailed T&C for these contractual relationships.

Describes the standardized contract types & roles that can be used to describe the specific contractual
relationships in a common way across many partnerships.

Ex: Smart parking ecosystem – in diagram more communicable

Stage 4: Financial Model

 Following the money flows among partners

 Roles partners perform with respect to financial aspects of the service
 Their relationships which capture the financial models & payment models using standard types
Ex: key points: who the partners (csp, dsp), how revenue flows between partners, which partner source
the customer invoice, what % of the customer bill flows in each path.

Ex: smart parking ecosystem – diff types of fees, movement of money between partners within the
ecosystem

Stage 5: Operational Model

How the partner relationships will operate. Clear ownership of operational issues has been agreed
throughout the conception development, launch & operating lifetime of the partnership, & service life
cycles.

The agreement of the operational processes, roles & touch pints between partners.

Ex: who has responsible for operating.

Describing complex ecosystems with partnership models

Business ecosystem diagram: Show the interactions between all parties.

B2B2X diagrams: partnerships across product & service, B2B, B2C, B2B2B, B2Gov.

Module 6: How CurateFx being used to develop new business models &
ecosystems?
6.1 CurateFx standards & best practices
Challenges:

 Lack of understanding between business & IT

 Enterprise struggling to use traditional tools
 Poor collaboration, confused communications
 Lack of defined process & best practices
 Standards & best practices are siloed & difficult to consume
  Inconsistent, inefficiencies & lack of agreement cause delays
 Many organizations don’t know where to start

CurateFx is a cloud based strategic planning tool: launch in 2018, 75 TMF, 50+ catalyst project

- provide structure, consistency & clarity across projects

- Align & engage stakeholders to achieve success
- Leverage business & industry best practices
- Model & visualize business models & ecosystems
- Identify & confirm business viability

Gartner

Listed as a vendor for business ecosystem modelling in the following Gartner papers:

- Hype cycle for CSP digital service capabilities

- Hype cycle for enterprise architecture
- Hype cycle for business ecosystems

Market guide for business ecosystem modeling & analysis software

Market guide for strategy & innovation road-mapping tool

6.2 TMF B2B2X

CurateFx also include global business best practices & tools.

- Define  business scenarios, ecosystems, products, services

- Design  with intelligence using proven TMF blueprints
- Scope  using the common language of frameworx models
- Collaborate  inside & outside of company business & technology

Bridging the gap between business & IT.

Best practices:

CurateFx: includes the Osterwalder business model canvas used to create business models, lean canvas
& the mission model canvas. SWOT analysis, stakeholders map, Kanban (capture activities or user
stories), business capabilities mapping, process flows & BPMN.
40+ case studies: customer experience, 5G, blockchain, eHealth smart cities, AI etc

6.3 Key benefit

Ecosystem definition op to 70% faster, stakeholder agreement 30% faster

1. Provides a structured methodology

2. Collaboration enables participation by the entire team
3. Design complex business models & ecosystems
4. Integration with TMF frameworx & best practices
5. Identifies & defines the viability of the new business ecosystem
6. Streamlines roles & responsibilities of all stakeholders

Curate Fx: Delivering value o your company

6.4 What drive the need to model business ecosystems?

6.4.1 Define
Features that help to define the business ecosystem, define stakeholders, value, drivers, problem
statement, agile story structure, define business models, use case high level diagrams using Curate Fx.

Ability to design visually the ecosystem diagram. Financial, contractual, data, operational, products,
services. Drag, drop and define.

6.4.2 Scope
To scope the actual work. CurateFx product, TMF program.

6.4.3 Collaboration
Editing same project at the same time.