Oracle

Enterprise Architecture
Summit

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 "THE FOLLOWING IS INTENDED TO OUTLINE OUR GENERAL PRODUCT
DIRECTION. IT IS INTENDED FOR INFORMATION PURPOSES ONLY, AND
MAY NOT BE INCORPORATED INTO ANY CONTRACT. IT IS NOT A
COMMITMENT TO DELIVER ANY MATERIAL, CODE, OR FUNCTIONALITY,
AND SHOULD NOT BE RELIED UPON IN MAKING PURCHASING
DECISION. THE DEVELOPMENT, RELEASE, AND TIMING OF ANY
FEATURES OR FUNCTIONALITY DESCRIBED FOR ORACLE'S
PRODUCTS REMAINS AT THE SOLE DISCRETION OF ORACLE."

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Using Business Architecture
to Ensure a World Class
Customer Experience

Bill Wimsatt, Business Architect, Oracle

Stacy Rexroad, Director PMO, Brinks

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 Introductions

Bill Wimsatt
Director Stacy Rexroad
Business Architect Director PMO

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 Agenda

Introduction to Business Architecture & Brinks

Business Challenge
Applying a Business Architecture Approach
Business Case
Program Approach

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 Agenda

Introduction to Business Architecture & Brinks

Business Challenge
Applying a Business Architecture Approach
Business Case
Program Approach

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 Brinks At-A-Glance
Industry Logistics, Security

To provide security related services to banks, retailers,

Mission
governments, mints, and jewelers worldwide. Brinks
Founded 1859

Headquartered Global: Richmond, VA - North America: Coppell, TX NA LATAM APAC EMEA

Global: 650 branches in 150 countries; 59, 400 employees; 7,800
Size
vehicles North America: 140 Office Locations; XX Employees

Core Business Services

Money Processing (MP)

Cash in Transit (CIT) Counting, Virtual Bank Facilities,
Transacting
Armored Truck Transportation

CompuSafe Coin Processing

Intelligent Safes for Retail ATM Sorting, Counting,
Stores Replenishment & Servicing Wrapping, Storing

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 Business Architecture Approach In order to globalize and
grow the business,

Enterprise we need to understand

BA Focus how our business
operations and processes
Business Operational can be globalized.
Transformation Excellence
Strategy Operations
We need a business
transformation roadmap
that achieves our goals
while managing risk.
Technology

2011 The Open Group

IT Architecture

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 Tools of the Trade

Key Work Products Process Models

Improvement Estimates
Strategic Planning
Business Transformation Detailed Roadmaps
Strategies and Plans
Benefits Tracking
Business Process Transformation
Process Change & Optimization
Change Management
Implementation Options
Enablement Governance Models

Readiness Assessment; Change Gain credibility and improve customer

success by analyzing Org Change Mgmt
for alignment to operating model &
technology changes (e.g. moving towards
a centralized, shared services model)
Current State

enablement
Value of a Shared Services Model 1. Local Billing Ops
for Billing ($$$ - Worst Option )

3. Central Billing Ops ($ - 4. Central Billing Ops

Lowest Cost) with HQ Regional
Coordinators ($$)

5. Central Billing Ops with

Performance Analysis Regional Coordinators

($$ - Best Option)

Business Optimization Analysis Change Management

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 Agenda

Introduction to Business Architecture & Brinks

Business Challenge
Applying a Business Architecture Approach
Business Case
Program Approach

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 Business Goal & Challenges
Establish Business
Improve Invoicing Accuracy Improve Process Flow
Intelligence
Capture est. lost revenue Contract Management Contract Driven
Improve Customer Standardized Single Customer Master
Satisfaction Process Linkage across Systems
Contract Driven Exception Mgmt Facilitates Customer
Transaction Linkage Centralize customer Focused Reporting
Pricing Mgmt experience

Business Process & system weakness seems to be cause of Revenue Leak

Contracts Field Ops & Delivery Billing & Invoicing

Where is the contract? What services do I charge at what price?

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 Initial State Operating Model
Over 150 years
branches often operated
as franchises even
though they arent

Non-standard complex
pricing models with
separate price lists

Custom built Txns &

Billing Mgmt System
requiring local tribal
knowledge

Multiple definitions of
customer

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 Legacy Environment
iTrack
Branch SMART Billing System
iTrack
Decentralized Branch SMART Billing System iTrack
Information scattered between Call Branch SMART Billing System iTrack
Branch SMART Billing System
Branch, Customer Care, and Finance
Multiple Billing Platforms
Branch Desktop applications (Smart, BAMS
Excel) HEAT
Revenue Leakage
Manual Data Entry / Increased Errors National Billing System iCash
Branch control of pricing and billing Coin
Silos
Multiple Bills for service between
different branches and/or different
products.
Contracts

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 Current State Process View (for CIT)
Emergency Standing
Request Orders
National
Routing & Customer
Dispatch Regional

Contract CIT Branch N Service Delivery CIT, MP,

Delivery Entry & Pricing Billing & Coin,
Documentation Invoicing

Replicate process for each Branch

Use custom apps: iTrack system
that feeds into SMART and NABS
systems
Legacy systems not integrated and
requires a lot of manual
intervention. Introduces many
errors.

Branch Implementations

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 Agenda

Introduction to Business Architecture & Brinks

Business Challenge

Applying a Business Architecture Approach

Business Case
Program Approach

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 Business Process Transformation

Current Future State

Identify Problem Areas

Model the Business Processes
Quantify the Problem

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 Concept of Operations
Single, Simplified Operational Model

Sales and Controlled contract

Threat of Change Customer Care & management to
Marketing
Operations Center
reduce revenue
leakage

Simplified billing

Field Centralized
Operations vs Customer Care &
Branch Operations Center
HQ Operations Customer
Ownership Single Customer
View more
unified customer
Billing & experience
Payment
Contract
Management
Management
Internal Politics

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 Organizational Impact Analysis
Organizational design needed to be analyzed to achieve an optimal
value stream and business operation
Value of a Shared Services Model for Billing

1. Local Billing Ops 2. Regional Billing Ops ($$)

($$$ - Initial State)

3. Central Billing Ops

($ - Lowest Cost) 4. Central Billing Ops with HQ
Regional Coordinators ($$)

5. Central Billing Ops with Regional

Coordinators ($$ - Transitional)

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 Business Organizational Design

How will the planned

organizational design
impact current staffing
and operations models?

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 Organizational Change
WHAT IS THE OPPORTUNITY?
Planning and executing technology-driven change from IT to lines of business
Historically low success-rates on large IT projects
Resistance to change from business users

HOW SHOULD YOU FOCUS?

Collaborative OCM that integrates to OUM delivery components; enhances
training, process fit/gap, and communications efforts
Enablement focused to jump-start end user adoption strategy and plan
Readiness and cultural assessments, stakeholder and impact analysis,
engagement plans, communication strategies and plans, risk assessment and
management plans, and overall adoption of change.

RESULTS
Effective change strategy, communication planning, assessments, & job impact
Build consensus to remove resistance to new solution

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 Revenue Management Project Scope
Revenue Management is not a silo but an integral part of operations

Revenue Management Project: Oracle EBS Operating Systems

Link contract, customer, price Customer Master iTrack
and transactions onto single
platform and single process. Contract Master & Repository BAMS
Products Master HEAT
Price Master iCash
Operational Data Capture Coin
Billing PeopleSoft

Business Edge:
Integrate core operations Sales Compensation Business Intelligence
to achieve a more optimized Customer Service
business flow Field Service Sales Force Automation

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 Agenda

Introduction to Business Architecture & Brinks

Business Challenge
Applying a Business Architecture Approach

Business Case
Program Approach

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 Business Process Revenue Management Analysis

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 Value Stream: Lead to Cash
Value Stream Analysis is critical to avoid sub-optimization.
Consider impacts of the end-to-end process that delivers value. C
This is broader than solely Revenue Management. U
S
T
O
M
Lead/ Contracts Field Field Billing / Customer E
Payment
Oppty Admin Order Delivery Invoicing Service R

V
A
L
U
E
Not initially considered, but needs to be integrated Impacted by decision to centralize Billing. Who then
into centralized Contracts Admin. Sales force responds to customer invoicing questions? Raises priority
identifies customer opportunities and initial contract. of having a centralized Customer Service capability as
well.

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 Oracle Solution & Business Case
Connect Contracts with
Billing/Invoicing using EBS and
PSFT

Get visibility within transactional

business

Centralize Financial
Administration

Analyze Financial Data using BI

Revenue Management (BRM) Project Timeline

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 Agenda

Introduction to Business Architecture & Brinks

Business Challenge
Applying a Business Architecture Approach
Business Case

Program Approach

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 Define Your Strategy & Success Plan
RM Provide value-added, well-controlled and timely contract management, billing and reporting to business lines and external
Mission constituents

Provide business improved contract visibility, risk management and profitability, as well as meeting our internal and external
RM financial reporting obligations
Vision

Invest in people, process and technology to transform end-to-end contract management and billing business processes and
PROGRAM related infrastructure
Strategy

Strategic Enhance Customer Improve Operational Improve Risk

Improve Profitability
Experience Efficiency Management
Intents
G&A in Contract Management and Billing is reduced

Measures External reporting timeline is reduced

of Success The IRMP is deployed &
by 2012 RM key controls are Financial reporting EUCs are
Lower cost of Change linked to financial processes
optimized reduced
& systems
Integrated Revenue
Attribute-driven accounting Multi-basis accounting and Optimized financial and
Management Platform
engines reporting management reporting
Key Strategic (IRMP)
Capabilities Straight-through processing Optimized internal control environment

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 Build Cross Functional Team
ESC

Program
Management

Revenue Management Business and

Technical
Sponsors

Project
Oracle eBusiness Data Contract iCash Org Change Management
Implementation Conversion Consolidation Migrations Management
Business and
Tech Leads

Cross
Scope: Scope: Functional Team
Scope: Scope: Scope:
Technical Mapping Communications, Members
Requirement, Design, Locate and Migrate Customers Training, People /
and Automation;
Develop, Test, Centralize Existing to Integrated Organization and
Business Manual
Implement Contracts Platforms Process
Clean-up

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 Business Architecture Keys to Success

Current State Future State

PLAN FOR BUSINESS STRATEGIC SUCCESS 3

2
5
4

IT Solution enables business process performance Gain credibility and improve customer
success by analyzing Org Change Mgmt
for alignment to operating model &
Current State
2
3
3
5
technology changes (e.g. moving towards
a centralized, shared services model)
2 3

Value of a Shared Services Model

1 4
1. Local Billing Ops
for Billing ($$$ - Worst Option )

DEFINE BUSINESS TRANSFORMATION 3. Central Billing Ops ($ -

Lowest Cost)
4. Central Billing Ops
with HQ Regional

Coordinators ($$)

Business process improvement

Leveraging out-of-the-box leading practices 5. Central Billing Ops with
Regional Coordinators
($$ - Best Option)

Execution and business results focus

ENABLE CHANGE MANAGEMENT

Rapid process alignment to business strategies & goals
Measureable business process performance improvement targets and value
Modernize business operating platform to align to modernize business
operations

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 Questions and Answers

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OBC Enabling Services
Strategic Planning
Portfolio, Optimization & Upgrade Roadmaps
Business Transformation Strategies & Plans
Transformation Governance

Business Process Transformation

Business Architecture Definition
Process Change & Optimization
Process Alignment for Cloud

Organizational Change Enablement

Change Enablement Services
Cloud Adoption Services
OBC aligns client strategic
objectives with realistic, value
based plans and positions their
organization for success.

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32 Copyright 2012, Oracle and/or its affiliates. All rights reserved.