Management Consultancy Saudi Telecom Digital Transformation Design Thinking

© Oliver Wyman
DIGITAL TRANSFORMATION CONSULTANCY
WS 5 – DESIGN INTERNAL DIGITAL
TECHNOLOGY ARCHITECTURE – ADDENDUM
17TH JANUARY, 2019

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Purpose of the document
• The purpose of this document is to provide a structured set of answers to the
questions raised during this RFP process
• The document includes an exhaustive list of answers with different levels of detail
depending on the question nature
• Should any additional clarification be required please do not hesitate to share it with
Oliver Wyman

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Contents
1 STC questions and OW answers page 4
2 Our understanding of the context page 8
3 Our value proposition, why Oliver Wyman page 15
4 Suggested approach page 27
5 Deliverables illustrations page 40
6 Teams & work stream governance page 59

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STC questions & OW answers (1/3)
# Question OW answer Reference slide
1 Oliver Wyman needs to cover the full scope of the
internal architecture across all internal functions
Compliant. OW does cover the full scope – we have jointly
agreed to exclude the definition of IT infrastructure (OS,
storage, backup, network layers). Covered functions as per
org chart, scoping is based on including the BU internal
functions.
27 - 38
2 Provide Microservices and containerization
Architecture blueprint with the following topics in
that domain
o Key considerations
o Assumptions
o Dependencies
o Risks /Issues
o Architecture landscape
o Architecture principles, standards and
guidelines
o Architecture patterns /best practices
o Infrastructure /Application / Data views
Provide Technology roadmap for Container
management platform and its use in STC taking
in consideration vendors roadmap for container
management platform.
Oliver Wyman will provide the microservice and
containerization architecture as one of the architecture
elements.
We have developed microservices solutions supporting
complex business processes with our own staff.
Our team for STC on the ground has experience with service-
oriented architecture design and build (and coding).
We have worked with multiple container management
platforms and bring industry expertise in the partner team to
ensure STC adopts the best practice.
A Kubernetes RFP is currently pending in STC and we will
align the microservices architecture work and the Kubernetes
RFP.
47
2 Oliver Wyman needs to demonstrate possession
and knowledge of EA templates
Compliant and contained in the document. Oliver Wyman
assumes STCs EA tool will automate documentation and
templating to some extent. In the project we will strive to
maximize design automation to facilitate efficient working.
53, 55
3 Oliver Wyman needs to provide the full CVs of key
personnel
Compliant for all key personnel. A personal introduction
should be scheduled as agreed – STC should be absolutely
comfortable with the leading team personnel. Specifically, our
team comprises technology and business expertise and a
telco background or experience.
65 – 78

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4 Oliver Wyman needs to provide a competent,
experienced and broad enough team on the ground
to execute the full scope in the timeline
We have expanded our team to 15 people over the 5 months
to deliver the entire scope as agreed. The team has expertise
in micro services as well as in documentation for TOGAF.
22 – 23
5 Oliver Wyman needs to demonstrate the
methodology
We have explained our methodology which is based on
multiple releases and coaching STC into a structured EA
process in detail. We have also emphasized the collaborative
process – working side by side with the business to ensure
adoption of the EA process.
27 – 57
6 Oliver Wyman needs to demonstrate knowledge of
EA automation tools
We have given examples of automation tools in the
presentations. Our team is proficient in TOGAF tools. We are
exploring continuously innovation and design automation as
critical facilitators for effective EA. We are also experienced in
using VISO with extensions and templates for EA
documentation.
53, 55
7 Oliver Wyman needs to show a RACI for the EA
process
We are presenting a RACI, which obviously has to be tailored
to the requirements and environment of STC. A RACI is
crucial to govern the complex architecture process.
56
8 Oliver Wyman needs to explain the communication
plan of projects
We have explained the communication plan as one critical
element of the ADM process 54
9 Oliver Wyman needs to build and size the
architecture capability
We will have a dedicated work module experienced in
operating model design and building the AR architecture
capability and sizing the team. This will be based on
benchmarks available to us, and working sizing bottom-up
from volume drivers like number of change requests and
number of inter-organizational interfaces.
37, 57
10 Oliver Wyman needs to show case studies and
recent experience with EA
This is included in the document. We specifically highlight the
digital architecture design for a large telecom incumbent
where, using a master-slave concept, we were able to
significantly reduce complexity and increase standardization
16 - 19

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11 Oliver Wyman needs to provide a RACI matrix for
the engagement
Compliant, this proposition contains a proposition of RACI to
be reviewed and adjusted with STC prior to kick-off
63
12 The Oliver Wyman Team needs to explain how to
deal with ambiguity and difficult clients
We are well versed in defining a structure and deliver in
ambiguous situations, as this is part of our standard tool kit.
For example, we have delivered an enterprise architecture in a
highly ambiguous and matrixed client situation with high
adaptation and success rate.
There are typical concerns with enterprise architecture, in that
it is too complex, slow because of extensive documentation,
and detached from the business. These concerns are brought
up by stakeholders. By virtue of our diplomatic approach and
people experience we are able to handle these difficult
stakeholders. A foundation for success is to always consider
the business impact of the enterprise architecture and see
most stakeholders as internal clients to EA.
N/A

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Contents

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Key Digital Transformation objectives
DTO Plans, Measurement and Change1
7 workstreams have been defined
DTO main focus
Our understanding of the context
STC launched the DTO to orchestrate and support its units as they
collaborate to achieve the Digital Transformation
Transform STC into a Customer
obsessed organization
Align and ignite STC
innovation engine
Transform STC into a Lean/
Agile enterprise Program Technology Delivery
PMO governance2
Process Digitization3
Advance Analytics Capability4
Internal Digital Technology Architecture5
Agile Technology delivery Model6
Journey Design Thinking Methodology7
Focus of
the
proposal

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A performant Enterprise Architecture will ease adding new
digital capabilities to STC
From…
Cumbersome delivery of technologies
To..
Simplified addition of new functionalities
• Ad-hoc architecture an obstacle to business needs
• Vertical, standalone systems with overlapping
functionalities
• Limited, complex and ad-hoc integration
• Limited re-use of previously developed application
components
• Complex data exchange/ synch between applications
• Complex, long V-Cycle evolution projects
• Out-dated, incomplete architecture & documentation
• Architecture aligned with business needs
• Modular, platform-oriented architecture, API based,
• Migration to microservices, simplifying integration internally
and externally (partners)
• Common data taxonomy, governance and usage rules
• Service oriented function units and Agile delivery is the norm
• Simplified, employee-friendly, omni-channel internal
applications with gamification
• Enhanced collaboration with digital tools (like MS teams,
Slack, Jabber, Cisco Spark)
• Live architecture, fully accessible to stakeholders
• Rich Artefacts repository accelerates projects delivery
Functionalities
& technology
Efforts
Functionalities
& technology
Efforts
Source of diagram: Martin Fowles, Design Stamina Hypothesis

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Enterprise Architecture role is central to the transformation of current
cumbersome IT to tomorrow’s performant platforms
STC enterprise architecture team
work started / completed
• Building architecture repository
with tools (e.g., alphabet)
• Initiating Applications baseline
(List and owner)
• Completed External Architecture
• Started with Internal Applications
Assessment
• Defining Cybersecurity strategy
and solutions in parallel
engagement
• Making strategic/fundamental
architecture choices such as the
generalization of microservices
• Infrastructure mainly out of scope
– focus on infra requirements
There is an opportunity with the Digital Transformation program to drive the transformation at scale
Migration
Business and
IT Stakeholders
E.A
Governance
Current State Planned Future
“Live” Enterprise Architecture
Architecture
repository &
ADM
Artefacts Deliverables

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Yet key questions remain to answer
1 How can EA standards contribute to Digital Transformation acceleration ?
2 How can EA team best contribute and help the line organization?
How can the line organization best contribute to the EA evolution?
3 Which EA team skills are required? Which team strength? Are three people
enough?
4 What are the right standards for STC Digital Transformation ? How much flexibility
should be allowed?
5 How do I link architectures to financials?
(Required for making the right business decisions)
6 How can we make sure that Architecture Repository becomes the reference of
working architecture ?
7 How to maximize the value produced within project timeframe ? (5 months)

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Fully integrated within DTO prog.
Change Management plan
Set Architecture Contracts towards
Businesses & Infra.
Clear Architecture Principles
Finalized business capabilities map &
assessment
Defined Architecture principles,
standards for Applications &
Integration
Validated target Data
Architecture
Defined Infrastructure requirements
for major shifts in Architecture
Digital Operators best practices
Applications migration planning in
line with implementation plan
What success looks like
The “Internal Digital Technology Architecture” workstream aims at
addressing them while defining internal applications’ architecture
Requirements
Management
B.
Business
Architecture
D.
Technology
Architecture
H.
Architecture
Change
Management
F.
Migration
Planning E.
Opportunities
& Solutions
G.
Implement°.
Governance
C.
Information
Systems
Architecture
Preliminary
A.
Architecture
Vision
Those objectives crystalize in a live Architecture Repository, reflecting STC’s journey to
future Business and IT Architecture, used across the organization

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What success looks like
This is a significant undertaking, requiring us to be pragmatic and focus on
the business impact
“Such a project
takes at least 3-4 years … and
the are faster ways to achieve
business impact
“We could not convince our
junior EAs to develop
documentation – they rather
work as solutions architects”
“We evolved from TOGAF
to a more simplified EA
as it was unsustainable”
“The bank had a whole floor
of EAs developing great architectures
– but no one used them, it was
too complex”
Very high number of
artefacts and views in
the Architecture
repository (000s) once
complete
Conduct selected deep
dives for testing and refining
methodolgy
High number of
deliverables associated
with project delivery
process (ADM) – may
affect buy in of the
organization
Be ready to simplify
TOGAF methodology as
STC learns the process
Need to “boil down”
formally defined concepts
to be in context of the
business users –
requirement for multiple
views
Partner with the business
Eas deliver projects
Business gives input on
methodology
Focus on impact
TOGAF Requirements Practitioner Quotes Implications for the Project
“We leaned on but never
used TOGAF end to end”
“In the US TOGAF is rarely used,
most enterprises developed their
own custom methodology”
Design Automation
Aim to apply design
automation for automatic
updates of EA content (as
available by tools)

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Contents

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Why Oliver Wyman ?
Our value proposition in grounded in deep understanding of STC along with
deep, long and successful digital transformation led for Telcos and beyond
Acute understanding of STC… and Industry … combined with OW proven DT approach
EA hands-on experience and methodology
• We have been involved in a number of high-profile digital
transformation / EA development cases
• We combine methodology and business impact, structure
and pragmatism
1
Our expert, hands-on team dedicated to the
success of this project
• We propose a team that has successfully conducted
Enterprise architecture design & implementation projects
• We will also rely on a strong board of technical and
business experts to help accelerate the delivery
2
Our collaborative style
• Our objective is always to create an integrated project
team combining your internal know how, your ability to
mobilize the appropriate internal expertise with our senior
team of topic experts and our proprietary benchmarks
3
Our benchmarks/ frameworks and ability to
adapt
• Our worldwide digitalization benchmark including 35
operators providing insights on best practices
• We adapt to our clients’ frameworks and ways of working
4
1. Partnership with STC over the last 7 years
2. Broad scope: Analytics to Technology, BU
projects, defining STC’s operating models
3. We understand the challenges and the
need for change from working with STC
4. We understanding STC’s culture and its
shortcomings – in our org. effectiveness
benchmark
5. We are trusted advisors to STC’s top
management
6. Worked with other leading telco operators
and leverage this expertise with a multi-
national, crossfunctional team

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Our views & Experiences regarding Enterprise Architecture
Deeper Dive Case Studies
Client Case Study
A Telecom Operator • Digitalization project with a strong EA component
B French Multination
Company
• Enterprise Architecture Design for entire group
C Digital Bank Start-up • Digital Architecture – from concept to implementation
D Asian Telco • Radical IT redesign with modular outsourcing
E Energy Utility • Company-wide enterprise architecture definition
• Alignment of IT requirements with new business strategy
• Redesign of internal and external IT systems to support new strategy
F Global Insurance
Provider
• Benchmarking of enterprise architecture across industry – following
client-specific framework to highlight adoption of new approaches:
agile/ devops, microservices, APIs, public / hybrid cloud, etc.
G South-East Asian
Telco
• Digital Telco Launch of a subsidiary
• Internal and external IT arch. design, procurement, integration, delivery
• Operating model development
H Design of a Digital
Operating Model for a
Commercial Bank
• Re-establish digital leadership, improve performance, provide leading
digital experience, automate and transform internal execution and
delivery
• Develop and define corporate operating model, define management
roles
• Define digital, agile product development team and agenda
Detailed in the next pages

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Our views and experiences regarding Enterprise Architecture
Our expert team helped a telecom operator define its Business Architecture
through a focuses deep dive on most impacting capabilities/ processes
Approach
• Leverage of eTOM generic capabilities &
processes as a starting point
• Organized workshops with units to
– Adapt processes (level 1 & 2) to the telecom
operator
– Engage categorization & prioritization
• Provisioning processes identified as priority 1 and
engaged an iterative cycle of digitalization
• For provisioning process engaged a Digital cycle of
enhancement
– Capabilities assessment (Process/ Application/
Data)
– Process simplification (frictionless)
– Target Architecture definition
– Implementation/ transition plan definition
– Change management/ communication plans
execution
• Then addressed the next priority process
A B C D
Focus on customer Self-
service capabilities
Business capabilities
Processes
• Listed processes supporting external business capabilities
• Cartographies processes (level 2) into Master/ Slave:
– Master process: Cross units processes calling other
processes
• Prioritized them following 3 criteria:
– Client facing
– Master process focus
– Maturity gap/ expected impact

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Context & Challenge
• Anticipated losses on revenues due to end of industrial
patent and generic medicines competition
• Worldwide scattered IT resources, inconsistent IT
landscape, non-controlled supply chain
• Heterogeneous Digital maturity across business
• Launched a worldwide digitalization program to reduce
operating costs, incl. a reshape of the organization and
the creation of an IT global department managing shared
services
• Decided to create a central entity to ensure architecture
coherence and products standardization
Approach
• Built group wide Enterprise Architecture team to
coordinate the IT transformation program (role &
responsibilities, structure, sizing, processes, etc.)
• Assessed deployed services and products utilization vs
trends leveraging TOGAF & ITIL Frameworks
• Set IT projects delivery methodology (based on Agile) and
deliverable templates; Defined Technical Standards in
close collaboration with users/ developers/ strategic
supplier/ technical experts
• Set a quarterly review of Standards based on utilization
rates/ request volumes or at the request of a BU/ Dev.
Ambition
• Strong consolidation/ simplification objectives
– Shared applications across businesses and Geos
– 4 strategic partners to cover 80% of IS/ IT Scope
– 3 Private Cloud platforms to host 90% of services
– Moving from 66 Datacenters and server rooms to 3
Dual Sites
• Large transformation of IT department ways of working,
from siloed, activity based organization to Agile, business
partnering approaches
Achievements
- 99% Infra
provisioning time
- 50% Incident
resolution time
17% Adhoc
83% STD
Services deployed
Automated
Manual8%
92%
Automation level Efficiency gains
Enterprise Architecture at the core of IT transformation – from operating
model design to Standards selection and evolution process management
A B C D

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1. Shared Objectives: Shared objectives for IT Transformation with ambitious strategy (e.g.
Cloud first, exit from AIX/ Solaris, etc.)
2. Services’ clarity: Simple, widely communicated service and technical catalogues
3. Voice of the IT community: Businesses, developers, technical experts, project managers,
IT controllers, security experts, operations’ managers, etc. involved in the definition and
evolution of standards
4. Lead by example: Enterprise Architects to dedicate 20% to 50% of there time to projects’
delivery
5. Flexible, transparent, reactive: upon request, standards. Methodologies, Architectures can
be adjusted in matters of days and deployed as fast as possible
Success is measured through the pertinence of standards proposed for IT projects :
1. % of running services fully relying on standards
2. % of projects pipe requesting standards
Enterprise Architecture at the core of IT transformation – 5 key success
factors
A B C D

Modular, secure digital bank architecture – from enterprise conception to
end-to-end design and implementation
Change Process
• Technical Design
Authority
• Weekly boards
sessions
• Tiered change model
(incremental vs
fundamental)
A B C D
Architecture
• Solution is
implemented using
containers and
microservices, based
on Kubernetes
• The solution is in
operation

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Radical enterprise architecture redesign – Asian Telco
A B C D

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Roger Dunn
Technical Specialist
John Free
Hany Mesha
Jagdeep Singh
Bhambra
Senior advisor,
Architect
Gilles Biscay
Technology &
Architecture specialist
• 30+ years of experience
in Software engineering
• Experiences in scalable
dataflow architectures
and grid computing
techniques for analyzing
and acting on exabyte-
sized data models of
trading and related data
• Began his development
career with Apple
in delivering enterprise
applications that support
front-to-back office trade
processing, regulatory
compliance, valuation
and financial risk
management using
Agile methodologies
• Now focuses on
developing enterprise
solutions using
distributed ledger
technology
in delivering Enterprise
Applications &
Architecture
• Most recently he led the
implementation of
‘Mobile First’ strategy for
a global organization
transforming many of its
applications to support
public cloud deployment
• Extensive experience in
digital transformation,
digital platforms
architecture & delivery
• IT processes redesign
and operating models
improvement,
procurement & technical
due diligence
• 30+ years in
Technology Consulting
and operations
• Extensive experience in
IT Industry :
architecture, ERP
implementations, post
merger integration,
digital transformation
and innovation
Oliver Wyman Panel of experts
Our expert, hands-on team dedicated to the success of this project
We have an extensive panel of technology specialist with hands-on
experience on Enterprise Architecture and platforms delivery
Off-premise, consulted on specific questions/ issues Selectively on the ground

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Uwe Lambrette
CMT-DTA Partner,
Oliver Wyman
Amine Kadiri
CMT Associate,
Oliver Wyman
Sandeep Sharma
Senior Enterprise
Architect
Yiannis Ioannou
Senior Enterprise
Architect
Jose Luis Oliveros
Senior Expert
• 15+ years of experience,
emphasis on Telcos,
digital cloud
transformation
• Former leader Cisco PS
for Cloud and Network
Automation
• Worked in Middle East,
specifically STC
• Uwe has focused on
Cloud Design, Software
Transformation, Managed
Services, Operating
Model and Cloud
Migration
• 8+ years of experience in
digital strategy and
transformation
• Experiences in large
scale technology
transformation, adoption
of Cloud, Analytics &
Agile, definition of IT
governance, EA op.
model & standards
definition
• 10 years + experience in
enterprise architecture
• TOGAF certified and
coach, familiar and
pragmatic with TOGAF
ADM and AR
• Has delivered relevant EA
projects in the region and
/ or in telcos and for top
government agencies
• Tangible evidence of high
quality deliverables
(certificate)
• 10 years+ experience in
enterprise and cloud
architecture
• Experience with a public
cloud provider and cloud
deployments in relevant
internal business
segments
• End-to-end design of
SOA and microservice
architectures
• Used to work as principal
architect and develop top-
down EA starting with
requirements
• Telecom process and
operations expert, familiar
with the region
• Multiple telecom target
operating model designs
for both internal and
external EA
• CxO level digital
transformation and
program management in
the region
• Long-term experience in
working in Saudi Arabia
Oliver Wyman core team – Leading Personnel On the Ground
Our expert, hands-on team dedicated to the success of this project
Our core team members ally experience in EA projects, technical knowledge
and business expertise
Part-Time on the ground Full-Time on the ground – Team Introduction tbc.
Total Capacity of
People fully dedicated on the
Ground
14

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3. Our collaborative style
OW also leverages its proprietary tools and network of expert subsidiaries to
drive change
• Digital strategy and design agency
focusing on impact, acquired in January
2018
• Key facts
– Established in 2008
– Team of ~ 50
– Target industries include Telecom,
Energy and banking
• Capabilities
– Digital strategy
– User experience design
– Web development
– CRM
– Mobile strategy/design/build
– Front and backend development
– New transformational
digital products
• A design thinking consulting firm based
in UK, acquired in February 2018
• Key facts
– Established in 2003
– Team of ~25
– Industry expertise in Telecom,
healthcare, and banking
• Capabilities
– Purpose, identity and culture design
– Vision and strategy into action
– Business and operating model design
and activation
– Communicating and
embedding change
– Embedding design
thinking capability
Continuous Immersion-Activation Approach
Immerse &
discover
Co-create Prototype
Test
& learn
Scale
&
launch
• Lippincott is a creative consultancy
specializing in brand and innovation
• Lippincott’s capabilities are designed to
help companies face the future, find new
purpose, be ever more relevant and
capitalize on the unprecedented growth
opportunities the disruptions in today’s
market provide
• Capabilities
– Strategy: Brand positioning, portfolio,
architecture, insights & analytics
– Experience: Customer journey maps,
concepts, prototypes, launches & loyalty
– Design: Logos, visual systems, naming,
brand voice, user experience & UI
– Design thinking specialist

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4. Our benchmarks/ frameworks and ability to adapt
OW proprietary Digital Telco Index supports Telcos in measuring digital
maturity and comparing their performance against peers
Annual Benchmark of 40 Telcos worldwide
Digital Telco Index (DTI)
10 dimensions with 70 criteria in total
Digital customer
experience index
(5 dimensions)
Digital business
model index
(5 dimensions)
1 Easy service
management
2 Transparency
& Control
3 Simplicity of use
4
Personal &
Contextual
marketing
5 Low need
for support
6 Leaner &
Simpler
7 Knowledge
powered
8 Agile workforce
and culture
9 IT at the
front end
10 Real time
processes
0%
100% “Digital”
“Traditional”
“Emerging”
Maturity
measurement
(3 levels)
DTI will be used to enrich (not replace) the TM Framework assessment and to assess
ambitions vs. applicable benchmarks

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Contents

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Assumptions
STC enterprise architecture team work started /
completed
• Building architecture repository with tools (e.g.,
alphabet), providing reporting, templates
• Initiating Applications baseline (List and owner)
• Completed External Architecture
• Started with Internal Applications Assessment
• Defining Cybersecurity strategy and solutions in
parallel engagement
• Made strategic/fundamental architecture
choices - specifically microservices
• Infrastructure mainly out of scope – focus on
infra requirements
Revalidate the existing baseline – starting
point
Initially, reduce complexity:
• Decide on 2 priority segments (HR,
Finance)
• Identify pilot projects for ADM
Suggested approach – Assumptions
Build a live architecture using TOGAF’s Architecture Method and Repository
Level of ambition for deliverable

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BoD
SECA
CEO
Consumer
Third Party
Management
Special
Services
Districts
Strategy GRAFinance
Human
Resources
Wholesale
Proc. &
Support
Services
Customer
Care
Customer
Care Centers
Internal Audit
Board Secretary
Corporate
Development
M&A
EBU COO
Tech & Ops
Employee
Mgt.
Suggested approach – Our understanding of the Scope
WS 5 will focus on internal scope mainly on function units but also
addressing internal capabilities of business units
Mapping of internal scope on STC’s Level 1 organization chart
In scope Out of scope To be confirmed
Sales
Business
Development
Partner
channel
Simplificati
on of
partners
onboarding
& off
boarding
Simplificati
on of 3rd
party
onboarding
& off
boarding
Potential extension
of HR related
standards
deployment
Preliminary, to be reviewed and finalized for engagement kick-off
Priority
Segments

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• Initialize business capability assessment with EA & TM
Forum KPIs
• Organize workshops with each unit to review
assessment & targets
• Conduct Architecture assessment (operating model &
tools maturity)
• Define target governance & tools based on OW
standards, benchmarks & best practices
• Run first governance committees
• Leverage of standard metamodels from Togaf & STC
implementations
• Initiate trends & best practices deliverables (to be
refined with the refinement of scope)
• Review and populate with any existing artefacts – take
stock, e.g. microservices
• Collect business standards across capabilities
• Collect Data standards in line with WS 4 (Analytics)
• For prioritized processes & capabilities, begin to define
corresponding applications / infrastructure standards
• Consolidate STC’s organisation structure (Level 1 to 4)
based on HR documents
• Highlight “internally dedicated” organization segments
• Validate scope of work for next steps
• Initialize application, data, technical reference library
• Define business capabilities for selected organization
units & validate it through reviews with units
• Document architecture vision, principles & guidelines
for selected business capabilities
Solutions
Landscape
Architecture
Landscape
Reference library
Standard
Information Base
Architecture
Requirements
Repository Governance Log
Architecture Capability
Architecture Metamodel
Methodology
Suggested approach
… And plan to build the deliverables following a structured methodology (1/3)
Segment
Architectures
Capabilities
Architecture
Solution
Building
Blocks
Strategic
Architectures
Foundation, Common
Industry, STC
Business Standards
Data Standards
Application Standards
Technology Standards
Decision Log
Compliance
Assessments
Capability
Assessments
Calendar Project Portfolio
Performance
Measurement
Strategic
Requirements
Capability
Requirements
Segment
Requirements
Skills repository Organization
structure
Architecture
Charter
Architecture
Method
Content Metamodel
Architecture Repository
Enterprise Repository
0
2
0
1
6
5
4
0
2
33
Not documented in Architecture repository
1
Excl. infra
technology

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Suggested Approach
This will enable starting the ADM process with pilots (2/3)
Architecture Deliverable
Requirements
Management Output from Input to
Architecture Contract
Architecture Definition Document B,C,D,E,F C,D,E,F,G,H
Architecture Requirements Input / Output B,C,D,E,F C,D
Business Principles, Goals, and
Drivers
Preliminary, A, B A,B
Change Request F, G, H
Communications Plan A B,C,D,E,F
Compliance Assessment G H
Implementation and Migration Plan E,F F
Implementation Governance Model F, G, H G,H
Request for Architecture Work Preliminary, F,H A,G,
Statement of Architecture Work Input to A,B,C,D,E,F,G,H B,C,D,E,F,G,
H
Requirements
Management
B.
Business
Architecture
D.
Technology
Architecture
H.
Architecture
Change
Management
F.
Migration
Planning E.
Opportunities
& Solutions
G.
Implement°.
Governance
C.
Information
Systems
Architecture
Preliminary
A.
Architecture
Vision
Key Project-Specific Deliverables for the ADM Process
• Select pilot projects (3-5)
• Capture document ADM status of pilot projects
• Cyclical review of project progress in architecture
governance
4
Methodology

31© Oliver Wyman
• Define Enterprise Architecture operating model based
on OW best practices & digital advanced actors
benchmarks
• Initiate Enterprise Architecture skills repository (based
on scope and roles & responsibilities)
• Document the above in Architecture charter
Solutions
Landscape
Architecture
Requirements
Repository
Methodology
Suggested approach
… and create and effective AR following a proving methodology (3/3)
Solution
Building
Blocks
Strategic
Requirements
Capability
Requirements
Segment
Requirements
Skills repository Organization
structure
Architecture
Charter
Architecture Repository
Enterprise Repository
7
6
5
5
• Build contracts towards businesses & IT documenting
strategic, segment & capability requirements; (Build an
early draft of this, and complete in parallel to step 3)
6
• Populate Architecture repository with validated solution
building blocs (Architecture Artefacts, Applications,
Standards technologies, etc.)
7
• Integrate EA related change management plan within
DTO global change management plan (not shown)
• Define high level Architecture Roadmap & migration
plan for major technologies’ orientations (e.g. Micro
services)
8
Not documented in Architecture repository
Architecture
Landscape
Reference library
Standard
Information Base
Governance Log
Architecture Metamodel
Segment
Architectures
Capabilities
Architecture
Strategic
Architectures
Foundation, Common
Industry, STC
Business Standards
Data Standards
Application Standards
Technology Standards
Decision Log
Compliance
Assessments
Capability
Assessments
Calendar Project Portfolio
Performance
Measurement
Architecture
Method
Content Metamodel
0
2
0
1
3
Excl. infra
technology

32© Oliver Wyman
Create
Align
Refine
Draft
Suggested approach
Our goal is to develop the STC EA with an agile iterative process in four
releases
Alpha
CR
Agile Release Cycle
Deliverables Development Process EA Releases
Benefits
• Define EA and aligned EA process
• Project runs through multiple
iterations
• Iterations help to
– Align internal stakeholders
– Train for future EA releases
– Integrate / Align Internal /
External EA
• Every release has all components
– Ensure consistency
– Sense-check entire EA
deliverable
Draft (Optional)
• Develop initial high-level concept
Create
• Develop full scope of deliverable
Align
• Test EA release with business
stakeholders – workshops
• Align with other WS (4 and 6)
Refine (Optional)
• Integrate alignment and change
requests into deliverableExtensive use of EA tools and automation
DTO Program Alignment
Beta
Alpha
1.0
Assess
Develop
Sustain

33© Oliver Wyman
Suggested approach
During the assess phase we are planning to have most of the assess-
deliverables ready for the Beta release
Deliverable Description Releases
Beta Alpha AlphaCR 1.0
0.1 Architecture Metamodel
(limited effort expected)
Content Metamodel
• Limited customization for STC – limited use of extensions
until release 1.0
• Reusing core definition and extensions from external EA
and utilized EA tools
Architecture Method
• Starting with TOGAF ADM standard as adopted for
external EA, evolving through the EA project and process
(expect limited adaptions and changes)
F R R R
0.2 Standard Information
Base
• Collect external applicable standards (rely on external EA)
and revalidate data standards (WS4)
F
(Rest)
F
(Data)
- R
1 Reference Library
• Based on external EA, evolve reference architectures for
STC along the architecture continuum (Foundation,
Common, Industry, STC)
• Reference models will evolve over the EA lifecycle
D D D F
D – Draft deliverable F – Final deliverable; subject to refinement R – Refined deliverable
Priority segments Other segments

34© Oliver Wyman
Suggested approach
We will prioritise development of “To Be” over “As Is” architectures – all
architectures will be complete in release 1.0
2 Architecture Landscape
To Be
(signifcant effort
expected)
Strategic Architectures
• Prioritized segments in  release, full STC in  release
• Long term development and STC migration intentions
F R R -
F R R
Segment Architecture
• One selected prioritized segments in detailed view in 
release, all prioritized segments in  release
• Non-prioritized segments drafted over evolving releases
F
(1st
segment)
F
(rest of
prioritized)
R R
D
F
(rest of
scope)
D
Capability Architecture
• One prioritized segment modeled in  release,
• All segments drafted in 1.0 release
F
(1st
segment)
R
F
(rest of
scope)
D D F
Architecture Landscape
As Is
(signifcant effort
expected)
Strategic Architectures D D D F
D D D F
Segment Architecture D D D F
D D D F
Capability Architecture D D D F
D D D F

35© Oliver Wyman
Suggested approach
The governance log AR will be complete in release 1.0
3 Governance Log Capability Assessments (Prioritized Areas) – see
deliverable section for assessment detail
F R
Capability Assessments (all other Areas) – ongoing addition
of capability assessments of new projects
D F R R
Performance Measurement – KPIs for the assessment of
project portfolio and governance
D F R R
Project Portfolio – new projects (started after DT launch) D F R R
Project Portfolio – ongoing projects (started before DT
launch)
D D F R
Compliance Assessments – new projects (started after DT
launch)
D D F R
Compliance Assessments – ongoing projects (started
before DT launch)
D D D F
Calendar - Schedule of in-flight projects and formal
review sessions to be held
D D D F
Decision Log – Structure and set-up defined in initial release,
then continuous updates, relying on tool standards & proposal
F R R R

36© Oliver Wyman
Suggested approach
All ADM Deliverable templates will be ready in the alpha release – projects
are onboarded until Release 1.0
4 ADM Delivery Architecture Contract D F R R
Architecture Definition Document D F R R
Architecture Requirements D F R R
Business Principles, Goals, and Drivers F R R R
Change Request D F R R
Communications Plan D F R R
Compliance Assessment D F R R
Implementation and Migration Plan D F R R
Implementation Governance Model F R R R
Request for Architecture Work F R R R
Statement of Architecture Work F R R R
Compliance Metrics*
(ADM Governance applies)
% of new projects in ADM 50% 100% 100%
% of existing projects in ADM 20% 100%

37© Oliver Wyman
Suggested approach
Architecture capability will be complete in the alpha release along priority
architecture requirements and solutions landscape, rest complete by rel. 1.0
5 Architecture Capability Skills, Org Structure, Charter – build proposal for
architecture capability in alpha capability, continue to revise
and adjust for scale, using ADM method and applying it to
architecture capabilies
D F R R
6 Architecture
Requirements
Repository
Strategic Requirements – fully captured and evolved for all
segments in  release D F R R
Segment Requirements – fully captured for priority segments
in  release, fully captured for all segments in release 1.0
D F R R
D D F
Capability Requirements – priority areas captured in 
release
Fully captured for all area in release 1
D F R R
D D F
7 Solutions Landscape • Define structure strategic / segment / capability or
architecture continuum, or both for all segments – priority
segments
F
(prioritized
segments)
R R
• All segments D D F
8 Project-Specific
Deliverables to power
ADM process
• Develop project-specific deliverables using 3-4 sample
implementation projects of internal EA
• See separate table
F R R

38© Oliver Wyman
Suggested approach
We will review released deliverables in the following releases to integrate
stakeholders feedbacks and ensure overall coherence
Jan Feb Mar Apr May Jun
2.3 Define Target Capability Architecture for one Capability
Release
1.0
Business Alignment Phases
2.2 Define Target Segment Architecture
8. Define Architecture High level Implementation & migration plans
Alpha
Change
Requests
4.1 Pilot selection, baselining, and execution within ADM governance
5. Define Architecture Capability & charter
Alpha
Release
1.4 Define reference architecture & models for prioritized capabilities
4. Start ADM with Pilots
5.1 Finalize EA organization structure & skills requirements
Beta
Release
6. Initialize Architecture Contracts: Requirements Repository
0.1 Review existing documentation (External Architecture,
process map, Data in sync with WS4, capabilities, Artefacts, etc.)
3.2 Define KPIs for Project portfolio & standards governance performance
3.3 Define Architecture Governance model & initialize templates
7. Populate Architecture Repository: Building Blocks
3.4 Pilot Projects, Run the governance & adjust templates
1.1 Adjust standard capability model to STC (Internal capabilities)
2.4 Document existing Application Landscape (Strategic, Segment, Capability)
0.2 Initiate trends deliverables & industry standards to be adapted for STC
1. Build business capabilities & standards: Reference library
8.1 Set high level implementation & migration roadmaps
7.1 Define strategic/ Segment/ Capability building blocks for 1 segment
3. Define Architecture governance and pilot ADM Governance log
Activity
0.3 Refine scope of work, review priorities accordingly
3.1 Initialize & review with units the capabilities assessment
2. Define To be & As-is Architectures: Architecture Landscape
1.2 Prioritize capabilities & processes & validate scope of work
0. Assess current state of Enterprise Architecture: Metamodel
6.1 Validate Business & IT contracts with corresponding Units
2.1 Define & validate Target Strategic Architecture
1.3 Define Vision, principles & guidelines for prioritized segments
All projects
Draft RefineCreate AlignMajor Milestone

39© Oliver Wyman
Contents

40© Oliver Wyman
Deliverables illustrations
Content Metamodel - Exclude extensions of the content metamodel
until release 1.0
The four releases will help us build the
model iteratively as follows:
1. Understand the current status of
the Repository and the tools used
2. Ensure that it is populated with all
available documentation & analyse
the documentation
3. Start filling the gaps starting from
Business Core Diagrams at the
top level going down to further
details:
– Organization map
– Business Model diagram
– Business Capability view
– etc.
4. Provide each deliverable in 2
versions to allow appropriation and
refinement
Illustration from real life experience
Illustrated in the next pages

41© Oliver Wyman
Business capabilities
• Setting business capabilities will
allow to ensure exhaustivity as well
as enable the prioritization of
capabilities to address
• Approach:
– Provide levels 1 to 3 of
capabilities as Standards from
our experiences/ external
references across the
organization
– Adjust them to STC
– Collect processes and systems
documentations
e.g. HR function
Processes collection/ completion
enables to identify integration
requirements from business
perspective
External architecture illustration
Internal architecture
illustration
Strategy & Planning mgt.
Workforce mgt.
Recruitment & hiring
Career Mgt.
Payroll Mgt. Career paths
Training
Performance Mgt.
Payroll Mgt.
Level 3
Level 2
…

42© Oliver Wyman
Architecture Vision
• We can then build the architecture
vision for the selected capabilities
consolidating:
– Trends & best practices
– Strategic Architecture
orientations
– Principles & guidelines
Value Chain,
Solution Concept
Templates & tools
Deliverables

43© Oliver Wyman
Capabilities assessment
• Once priority capabilities are
defined we can assess them at all
levels:
– Business
– Applications
– Integration
– Data
– Infrastructure (limited focus)
• In parallel we start identifying
trends & best practices per
prioritized capability
• At this stage we would have
– A set of existing Architecture
solutions that could translate into
building blocs/ Artefacts
– A clear understanding of where
we stand and the way forward
– A list of Artefacts/ building blocks
that should be built
• Capability assessment will be
iterative and updated by projects
Deliverables
Templates & tools

44© Oliver Wyman
Architecture Requirements Specification
• In parallel, we will gather high level
requirements from the business
and define high level requirements
for IT
• These initial requirements aim at
– Defining major orientations/
trends for STC
– Confirming priorities for
businesses and IT
– Aligning all parties and where
Enterprise Architecture will
provide most value
• While developing Artefacts,
these requirements will be
further detailed for prioritized
segments and their capabilities
Deliverables
Templates & tools
Requirements Log
ID
Requirement
Item
Description Category Priority Date Source Owner
GOV_REQ_
01
REQ_C_02
REQ_C_03
Assumption Log
ID Assumption Item Description Date Source Owner
GOV_ASP_01
GOV_ASP_02
GOV_ASP_03
Constraint
ID Constraint Comments Source Owner Status Probability Impact
Gap
ID Gap Description Function Rationale Source Status Comments

45© Oliver Wyman
• To define these artefacts we need
an inside-out build of target solution
systems:
– Starting from Application
requirements
– Infrastructure & technology
requirements
– Integration requirements
– Data synchronisation
requirements
• That would translate into
Architecture Artefacts that could be
replicated for other projects
e.g. data synchronisation solutions
per data transfer type
(synchronous, asynchronous,
batch, etc.)
• Advantages: proven Artefacts by
construction, proven EA value by
delivering a project, focus on
accelerating the delivery rather
than documentation completion
Application Communication diagram
Deliverables
Templates & tools
ID Name Description Category Source Owner
Standards
Class
Standard
Creation
Date
Last
Standard
Review Date
Next
Standard
Review Date
Retire Date
IS Services/ Logical & physical components catalogue
Application artefacts
Environment & location diagram

46© Oliver Wyman
Data integration Artefacts
• To define these artefacts we need
an inside-out build of target solution
systems:
– Starting from Application
requirements
– Infrastructure & technology
requirements
– Integration requirements
– Data synchronisation
requirements
• That would translate into
Architecture Artefacts that could be
replicated for other projects
e.g. data synchronisation solutions
per data transfer type
(synchronous, asynchronous,
batch, etc.)
• Advantages: proven Artefacts by
construction, proven EA value by
delivering a project, focus on
accelerating the delivery rather
than documentation completion

47© Oliver Wyman
Microservices
Examples of Technology/ Infrastructure Artefacts
• Following decomposition of the
system’s overall domain along
the rules of Domain Driven
design (DDD) into “bounded
contexts” and context maps,
the architected solution is
implemented using
microservices templates
• The case study on the left
shows a microservice
implementation by Oliver
Wyman
• The architecture allows for
real-time backup and for the
testing and deployment in
production
• No outages in the last 36
months
• The technology is redundant
within the three layers and
across three physical sites.

48© Oliver Wyman
• Artefacts which are reuseable and
should be applied across multiple
archtectures in the architecture
landscape will move into the
reference library
Logical Application Components (CORE)
ID Name Description Category Source Owner
Standards
Class
Standard
Creation Date
Last Review
Date
Next Review
Date
Retire
Date
Deliverables
Templates & tools
App Component 1 App Component 2 App Component 3 App Component 4
App Component 1
App Component 2
App Component 3
communicates with
App Component 4
Integration layer recommended calls
Exisitng
IS
Apigee
API
layer
SC 2
SC 1
New App HL integration artefact diagram
Integration artefacts

49© Oliver Wyman
Artefacts statuses
Architecture Governance
• For Artefacts to be useful and
used, they need to evolve over time
and adapt to technology changes
as well as requirements evolution
• For such purpose, the Architecture
governance and process needs to
be:
– (Pro) Reactive: fast to assess
requirements evolutions
– Decisive: committees need to
have the right level of decision/
influence to transform decisions
into actions
– Fact based: business case
driven and impacts aware (on
users, operations, suppliers,
etc.)
• Governance can be strict
(prohibiting deviations) or relaxed
(coaching)

50© Oliver Wyman
Illustration from TOGAF standards
Architecture Contract
• Requirements specifications will
lead to building contracts with:
– Businesses: defining their
requirements towards IS and EA
– IT: defining both technology/
infrastructure requirements
• Contracts aim at solidifying EA
position and specify its role towards
the rest of the organization
• Use pilot projects to refine the
contract concept and adopt it in the
organization
• We will leverage Togaf Template
for IT & business contracts
Deliverables Templates & tools
Business contract
Developer contract

51© Oliver Wyman
Initial Migration Roadmap
• Migration roadmap permits to
anticipate & prepare
applications’ transformations as
well as infrastructure readiness
• We need to define migration
pace on case by case scenario:
– Technically driven: push
from IT or Infrastructure to
move to the target
infrastructure
– Application driven:
applications to migrate with
new releases
• The advantages & drawbacks of
these drivers will be laid down to
stakeholders
Deliverables
Templates & Tools
ACTION IT Management (CIO / CTO)
Application
migration
coordinator
Key User POA Transition Plan Architects AM & CSMI
Program
Manager
CSA Operations
Update study deliverables
S C S I AP
S S I AP S
Migration RACI & WL estimation

52© Oliver Wyman
Deliverables
Initial Architecture Roadmap
• Implementation & evolution
roadmaps aim at providing multi-
year visibility to stakeholders to
better steer their development
projects
• It creates a permanent
communication channel between
IT/ developers/ application
owners and end users

53© Oliver Wyman
Executive view
• For business users/ Application
owners
• View on:
– Business capabilities/ processes
– Corresponding level of alignment
to EA principles
– Entreprise Architecture roadmap
(High level)
Business view
• For Business owners developers/
Application owners
• View on:
– Documentation across Togaf
Cycle
– Business/ Application &
technology requirements
– Compliance/ security
– Services/ Service levels
Technology view
• For solution Architects
• View on:
– Cartography of Artefacts
– Cartography of technology
standards
– Statuses of evolution over the
maturity process
Illustration from Software AG UI
Source: Software AG – Alfabet
Architecture repository views – 3 levels of details to build

54© Oliver Wyman
Communications Plan
Toolkit (Example) Timeline (Example)

55© Oliver Wyman
Some EA Tools employ a high level of Design Automation,
it will be useful to explore
EA Tools Challenges Solution: Automation of Architecture Views, Automated Timeline
Note: This is taken from a software vendor presentation. Oliver Wyman would like to highlight the value of the design automation concept, we do not recommend the specific vendor in any way.
Source: Atlas / Link Consulting – Software Vendor Material
Illustration from Atlas

56© Oliver Wyman
The Enterprise Architecture team will be governed by a
clear RACE
Disguised client example
Enterprise
Architecture
Development
Enterprise
Architecture
Roadmap
Development
Impact
assessment
Architecture
Assessment
Design
Assurance
Architecture
Compliance
Performance
Review
Architecture
Governance
Board
Accountable Accountable Informed Informed Informed
Accountable/
Responsible
Informed
Enterprise
Architect
Responsible Responsible Responsible Responsible Consulted Responsible Responsible
Solution
Architect
Consulted Consulted Informed Consulted Responsible Responsible Consulted
BUs/ FUs Consulted
Consulted/
Responsible
Informed Informed Informed Informed Informed
Technical
Design
Authority
Informed Consulted Consulted Consulted Responsible Responsible Informed
Prog./ project
portfolio
management
Informed Consulted Informed Informed Informed Informed Informed

57© Oliver Wyman
Business Capability for Enterprise Architecture (operating at a level of maturity)
We will define the STC EA team and capabilities to deliver the EA scope
Examples of EA organization charts Business Capability for Architecture
Skilled resource pool
Governance bodies
Enterprise continuum (used to classify input & output from AR)
Architecture Repository (AR)
Project Portfolio
Governance
Project
Portfolios
Contract
Business
operations
Governance bodies
Governance bodies
Direct Set priorities &
focus
Measure
success
Professional
development
Skills Knowledge
Architecture
professionals
Roles &
responsibili
ties
Possess
Improves
Requires
Requires
Assigned
Populate repository Re-use building
blocks
Set priority
Deliver
Participate
Enterprise
Architecture
Research
coordination
Emerging
technologies
Domain
Architecture
Solution
Architecture
IT
governance
4 4 - 6 4 - 6 2 - 4 1 - 2
FTE
Enterprise
Architecture
Enterprise
Architecture
Enterprise business
Architecture
Integration Arch.
Application Arch.
Integration Arch.
Information Arch.
Cultural Arch.
Business proc. Arch.
Example 1
Example 2

59© Oliver Wyman
WS1: DTO Plans, Measurement and Change
OW’s senior team across each WS and forum
Oliver Wyman will provide a senior team with deep global and local expertise
in strategy, cultural change and digital transformation of tier 1 telco groups
WS3: Process Digitization
(out of scope)
WS4: Advance Analytics Capability
WS5: Tech Architecture
WS6: Agile / Dev Ops WS7: Design Thinking
WS2: Program Technology Delivery PMO governance
Ivan
Palencia
Partner
Pierre de
Mascarel
Partner
Luis
Cirne
Partner
Darren
Thyre
Partner
Nic
Singleton
Principal
Jad
Haddad
Partner
Cory
Cruser
Partner
Uwe
Lambrette
Partner
Mohssen
Toumi
Partner
Luis
Cirne
Partner
Pierre de
Mascarel
Partner
STC
Co-leads
OW
WS4 team
STC
Co-leads
OW
WS6 team
STC Co-leads
Mohssen
Toumi
Partner
Luis
Cirne
Partner
STC DTO team
OW WS1 team
Javier
Gonzalez
Partner
Saahil
Malik
Principal
Kevan
Jones
Partner
Felix
Iblher
Partner
Coen
Degen
Partner
Jad
Haddad
Partner
David
Waller
Partner
Jatin
Goradia
Partner
Julian
Granger
Principal
David
Bornstein
Principal
Uwe
Lambrette
Partner
Steve
Messina
Cloud
Architect
Elie
Nammar
Principal
Rafael
Asensio
Partner
STC
Co-leads
OW
WS7 team
STC
Co-leads
OW
WS5 team
STC PMO team
OW WS2 team
Darren
Thyre
Partner
Interface between workstreams covered by Workstreams 1 & 2

60© Oliver Wyman
Proposed team structure
Oliver Wyman will allocate a highly experienced senior team to steer the
engagement
Leadership/
Steering
Committee
Working
team
Joint project
management
Telecom/ Digital Expert panelSTC project
leadership
• TBD
STC project
manager
• TBD
Experienced Oliver Wyman management
STC teams
• TBD
Experienced Oliver Wyman execution team
• Experienced Oliver Wyman Consultants / Experts
• Estimated team size: 13, including 10 technical experts
Oliver Wyman Senior leadership
Darren Thayre, Partner
Digital leader, specializing in attacker
ventures, AI, analytics and cloud, hands-on
expert from a public cloud provider
Uwe Lambrette, CMT & DTA Partner
Consulting and Hands-On Experience in
telecoms technology and digital cloud
transformation in EMEAR
Ushir Bhatt, DTA Partner
Global Lead of the Technology Platform
for Oliver Wyman
Florian Deter, DTA Partner
Expert in IT platform renewal and
architecture programs
John Free, Technical Specialist
25+ years of experience in Software
engineering
Amine Kadiri, CMT & DTA Associate
Consulting and Hands-On Experience in
Enterprise Architecture
Steve Messina, Senior advisor
Agile/DevOps SME expert
Technical Expert panel
Roger Dunn, Technical Specialist
30+ years of experience in Software
engineering
Hany Mesha, Technical Specialist
25+ years of experience in delivering
Enterprise Applications & Architecture
Gilles Biscay, Architecture specialist
30+ years in Technology Consulting and
operations
Jagdeep Bhambra - Extensive
experience in digital transformation,
digital platforms architecture & delivery

61© Oliver Wyman
ParticipantsKey meetings
(Frequency)
P90: Program
Sprint Review
90 days
P30: Program
progress update
30 days
I7: Individual
workstream
review
7 days
X7: Cross-workstream
collaboration meeting
7 days
Workshops and
escalation meetings
Ad Hoc
• RTB (incl. program sponsor)
• DTO/PMO (facilitator)
• STC+OW WS leads (all)
• Program Sponsor
• STC+OW WS leads (all)
• STC+OW WS lead
• WS team members only if
needed
• Business stakeholder(s)
• Program Sponsor
• STC+OW WS lead
• STC+OW WS leads (only
respective WSs)
• WSs’ team members only if
needed
Objectives
• Review deliverables and
impact across Workstreams
(WSs)
• Prioritise initiatives (stop/start)
• Commit resources
• Cross-workstream progress
update and issues
• Operational/tactical guidance
for workstreams
• Work-stream progress review
• Issues and decisions needed
• Coordination requirements
• Cross-workstream progress
update for WSs with pressing
touchpoints between them
• Cross-workstream issues
• Operational/tactical guidance
for workstreams
• Raise issues / opportunities
• Secure commitment
Format
• Half day workshop
• Run with STC Academy
• 2 hour workshop
• Run with STC Academy
• <1 hour
• Stand-up meeting at WS
head’s location (ideally STC
Academy)
• Could be merged with I7
• <1 hour
• Stand-up meeting with WSs’
heads at their location or STC
Academy if different locations
• 1 hour presentation and
discussion
• STC B11 (typically)
Preliminary, to be agreed with STC
Governance and operating model – preliminary
We have a first view on how the DT should be governed – to be discussed
with DTO and the broader STC team
4 5WS 6 7
RTB
DTO/
PMO
WS4PS
WS6 DTO/PMO
WS XDTO/PMO
DTO/PMOWSx
WSy
PS
Business
stakeholder(s)
WS X DTO/PMO
WS5
Project
sponsor
(PS)
WS7

62© Oliver Wyman
Governance and operating model – preliminary
We propose the following RACI of activities as a basis for finalization in
preparation of kick-off
Activity/ deliverable
RACI
Responsible Approver Consulted Informed
• Provide methodology/ frameworks/ templates for
engagement
OW STC EA - STC DTO
• Prioritize scope of work (units, deliverables, etc.) in line with
methodology & planning proposed
OW/ STC EA STC EA - -
• Manage engagement planning OW/ STC EA STC DTO STC EA -
• Provide existing documentation and access to EA tools &
repositories upon justified request
STC EA - - -
• Provide CMDB extracts, IT/ digital projects portfolio, run the
EA governance
STC EA - OW -
• Identify key stakeholders roles to involve in the project
(interviews, workshops, documents reviews, etc.)
OW STC EA - -
• Ensure availability of stakeholders or a workaround in line
with engagement planning
STC EA - OW STC DTO
(Executive)
• Document deliverables (listed in the document) OW STC EA STC EA -
• Archive deliverables (upload to STC tools incl. Architecture
Repository)
STC EA STC EA OW -
Preliminary, to be agreed with STC

63© Oliver Wyman
Oliver Wyman will design and launch with you an impactful team using
TOGAF-based documentation and governance, providing a live architecture
Pilot projects in delivery with EA
approach, tools, methodology – first
milestones accomplished
A working architecture function
• Functional Architecture Repository, populated
for priority areas
• Established ADM Process
• EA Team and Stakeholders trained on the
process in four iterations
Architecture capability and team size
defined
Spirit of pragmatism and business
impact – STC EA Team ready to run
and progress completion
Methodology calibrated to STC’s needs
• Adjustments to level of detail for artefacts and
deliverables
• Stakeholders and EA aligned to the
methodology
Embedded and aligned with overall
digital transformation programme
• Analytics workstream requirements captured
• Alignment on DevOps with agile workstream
• Change program integrated with overall
change programme
Working team coached and enhanced
with hands-on experience of the Oliver
Wyman Team, driving Design
Automation

CVs of team members and advisorsAppendix 1

66© Oliver Wyman
Roger Dunn is an experienced Enterprise and Solution Architect who works as an advisor to Oliver Wyman. He is based in
Boston and specializes in high performance enterprise computing solutions for capital markets, asset management and
commercial banking
Roger has over thirty years of experience in software engineering. Since 1997, he has focused on helping clients design,
develop, implement and deploy software solutions using contemporary technologies and Agile methods. His career has been
divided between serving as a lead technologist on operating system teams at Apple and Microsoft and working with enterprise
clients to incorporate new platform and language capabilities that deliver operational efficiency and competitive edge. He works
as an expert architect and developer in traditional (J2E) and modern enterprise (Scala, Akka, Mesos), Windows enterprise
(Azure, .Net), iOS, MacOS, Android, and web technologies.
Over the last several years, Roger has focused on helping large financial services firms and global banks design and implement
solutions in the areas of cross organization trade operations, research support, and risk and regulatory compliance and
surveillance and risk modelling and simulations systems. Initiatives that Roger gets involved in typically focus on massively
scalable dataflow architectures and grid computing techniques for analyzing and acting on exabyte-sized data models of trading
and related data.
Roger began his software development career with Apple in 1979. This led serving as a co-founder of KPMG-ExIS, an enterprise
consulting firm that combined the strengths of KPMG and Apple, and eventually grew into BearingPoint. Following that, he
founded Black Diamond, a firm that focused on solving the cross-platform product strategies for ISVs in the enterprise computing
space, including Microsoft, Adobe, Apple, Peoplesoft, Powersoft, and others. He also led development efforts at NeXT,
Microsoft, and Sun’s Javasoft group. He founded SourceIQ, a software engineering firm focused on instrumenting Agile
techniques for bespoke development in financial services..
Roger earned a bachelor’s degree in computer science and biochemistry from Wesleyan University.
Roger Dunn

67© Oliver Wyman
Throughout his career John has focused on delivering front-to-back trading, quantitative and risk management solutions for software vendors,
exchanges, global investment banks and hedge funds.
John Free is a hands-on Enterprise and Solution Architect with a 25 year track record delivering enterprise applications that support front-to-
back office trade processing, regulatory compliance, valuation and financial risk management using Agile methodologies. He has tackled
development and deployment challenges in a variety of contexts, enjoying project roles that include software architect, senior developer,
management consultant, technical lead, director and CTO.
On the vendor side he has led development projects for Algorithmics, Financial Models Company, Sungard, Calypso, Infinity and NumeriX. In
the late 90s John was VP of global risk management technology for Deutsche Bank in New York and for five years he ran his own consultancy
providing technology services to investment banks in Europe and North America.
He is an expert in highly distributed parallel processing, big data, systems integration, real time computation, object oriented design and
enterprise application architecture. John is also a co-founder and architect for www.big-machine.org, a massively scalable in-memory
distributed compute engine optimized for computational problems in capital markets.
As a technical architect for Sapient’s artificial intelligence practice, John designed and built the foundations of Sapient’s “Knowledge as a
Service” (KaaS) platform, a micro-service oriented architecture using Spring boot, AngularJS, and JSON over REST utilizing the Cyc AI engine
for reasoning. The platform also employs TensorFlow for machine learning and pre-processing of application data. A PoC demonstrating AI-
assisted media planning was developed to prove the viability of the KaaS toolset.
John also defined and documented a highly configurable ontology-based “Know Your Data” (KYD) governance platform for a partnership
between several big data vendors and a global capital markets consultancy. The solution is useful in supporting many compliance initiatives,
including AML, KYC and Dodd Frank. He also recently designed and developed a semantic ontology based information management system
for modelling federated data across the enterprise using MarkLogic as the centralized meta-data repository.
Most recently, John has been developing enterprise solutions using distributed ledger technology for FIAT vs Crypto FX trading using FIX
messaging and digital wallets.
Following a four year study course in twentieth century music composition at the University of Waterloo and several years working in the
commercial music business, John earned a bachelor’s degree in computer science from the University of Toronto under renowned American-
Canadian computer scientist Stephen Cook and internationally recognized human factors expert William Buxton
John Free

68© Oliver Wyman
Throughout his career Hany has focused on delivering technical strategy definition and execution coupled with solution architecture for
software vendors and global investment banks.
Hany Mesha is a hands-on Enterprise and Solutions Architect with a over 20 year track record delivering enterprise applications that support
front-to-back office trade processing and post trade processing including regulatory compliance, valuation and financial risk management
using Agile methodologies with a proven track-record of on-time and on-budget delivery. He has helped many investment banks to define
strategy at program level and led development and deployment of solutions in a variety of contexts, enjoying projects in verity of roles
including enterprise architect, application architect, technical architect, senior developer, technical lead, management consultant, and
director of technology.
Hany started his career as an R&D Engineer at NetIQ for their Identity Management product where he was responsible for the product
performance across the supported platforms. He improved the product performance over 300x by utilizing highly distributed parallel
processing and Grid-Cache technology. He is an expert in object oriented design and design patterns.
Hany continued his career as a consultant where he led projects within global investment banks to define solution strategy, design, and
implementation focused on data management and analysis in the RegTech space using technologies, such as machine learning over big
data, systems integration and real time computation. He has led solutions that address regulatory compliance, such as Dodd Frank, FATCA,
MiFID II, and GDPR. He had delivered many core back-office, post trade processing, solutions including reference data and market data
shared services, market and credit risk process re-engineering for major U.S. investment bank, a low-latency sub-ledger for major Canadian
bank, operations risk platform and compliance trade surveillance solution for major U.K. investment bank.
In the last year, Hany has been leading the implementation of ‘Mobile First’ strategy (SMAC) for a global organization in the Digital
Transformation space transforming many of the existing website and on-line applications to support public cloud deployment, responsive UI,
native mobile support, social media integration. Also, leading architecture group within a FinTech startup for DLT based solution in regulatory
compliance, and payment processing.
Hany was a co-founder of number of startups including SyncBase Inc., an employee options management solution that was lately acquired
by Computershare Limited. Also, he led product engineering and development for ontology-based data management and governance
platform that focuses on meta-data enrichment and compliance remediation across federated data repositories. The product platform was
integrated with No-SQL big data software vendors and consultancy firms in partnership within capital markets and pharmaceutical clients.
Hany has a B.Sc. in Engineering and Diploma in Computer Programming and System Analysis from Seneca College with Honors which
focused on computational and algorithmic programming with discrete mathematics.
Hany Mesha

69© Oliver Wyman
Summary:
• Steve was formerly a Principal Cloud Architect Consultant in Amazon Web Services, based in Singapore. He has had extensive experience in
DevOps and leading infrastructure design engagements with large global corporations.
• Prior to Amazon Web Services, Steve has worked and lead architectural teams in Standard Chartered, Bank of America Merill Lynch, HSBC,
Morgan Stanley and UBS. He has also co-founded 2 startups as a consultant CTO and partially founded multiple others.
Relevant experience:
• Principal Cloud Architect Consultant for Amazon Web Services; executing projects such as:
– Refactoring initiatives to help clients transform applications to run as cloud-native
– DevOps development projects coupled with hands-on support and coaching for several leading firms
– Cloud transformation projects to support clients turn their manual cloud builds into fully automated builds
– Hybrid cloud strategy development for Philippines government shared services
• Freelance developer for 10x Engineer.us; executing projects such as:
– Engagement with financial institution to design big data warehouse
– Development of AR/VR application for a shopping mall; allowing virtual actors to sell products to consumers in the real world
• DevOps consultant in Standard Chartered; with mandate to:
– Build the DevOps community and tools within the firm globally
– Deliver full continuous integration and continuous deployment pipeline, including automated server configuration and deployment
• Chief Architect in Bank of America Merill Lynch, with mandate to:
– Develop the technology platform for implementing a global private cloud solution tied into above improved developer and production
improvements
– Design, evangelize and implement DevOps tools and practices to streamline production support and significantly improve operational risk
and system stability.
– Development of a centralized code management and continuous integration service for global rollout
Steve Messina
Agile/DevOps SME

70© Oliver Wyman
Gilles is a Senior Advisor to Oliver Wyman, based out Paris office. He has spent over 30 years in Technology Consulting and operations, mainly in
Financial Services. Most of these years where spend in the Software Business with P&L responsibility for a 500M$ revenue Software Business
Unit. Gilles has a extensive experience in IT Industry : architecture, ERP implementations, post merger integration, digital transformation and
innovation.
Currently Co-founder and president of a Consulting & innovation company specialized in providing executive advise to IT investment funds and
Digital Services companies. He is also currently Non Executive Director on the Board of two European vertical software companies.
Examples of assignments include :
▪ High volume, high availability, multi-country system design (Transportation, Banking, Insurance, Telecom …)
▪ Program Lead of complex transformation programs in Financial Services for large Bank and Insurances companies in Europe
▪ Global Managing Director of Accenture Dedicated Business Unit for Software with operations in 9 countries (including US, France, Spain, UK,
and Italy) and 100+ clients 21 countries.
▪ Design and Implementation of leading edge financial Core System Software
▪ Program Director for replatforming and re-architecting for a major European Policy Administration System,
• Senior Advisory for FinTech and Software Development Companies :
⁻ Data Analytics company,
⁻ Assist in European Growth for Italian based software company
⁻ Business Architecture Model for Singapore based utility software company
⁻ Pricing optimisation for a Norwegian startup
⁻ Austrian based Telecom Marketing and Billing system
▪ Architecture Design High Volume, high availability marketing system for a world leader of Travel services.
▪ Business operation optimisation and reorganisation. Large scale transformation.
Gilles graduated from the Ecole Centrale de Lille with a major in IT and has a Certification for Board Member delivered by IFA and SciencePo
Paris. He is fluent in French, English, Spanish and Italian.
Gilles Biscay
Senior Advisor, Technology and Architecture, Paris

71© Oliver Wyman
Dr. Uwe Lambrette is a Partner in the CMT and DTA practices in Oliver Wyman’s London Office. Uwe has more than 15 years of experience
in consulting to leading telecom and enterprise institutions in EMEAR and around the planet, focusing on telecoms and digital cloud
transformation in EMEAR. During his/her projects, Uwe focused on Cloud Design, Software Transformation, Managed Services, Operating
Model and Cloud Migration.
Relevant experience
• Designed and Implemented Technology Operating and sourcing Model for a leading Global Mobile Telecom Operator, including setting
up organization and deriving capex cost savings case, this was a three year soup-to-nuts effort including business case, operating model
and organization design, selection of key staff members, launch, and change management
• HR team design to implement an agile and customer.centric HR operating model jointly with 8Works, a subsidiary of Oliver Wyman for a
global brand agency, applying design thinking
• Designed and built private and public managed cloud services for a number of European Enterprises andTelcos, including a Nordic
Incumbent and an Iberian Telco Leader, Car manufacturers and Financial Services clients. Took clients through the life cycle from
specification to price negotiation and implementation
• Defined governance, targets, and initiatives for lean capex programmes in telecom and financial services with a focus on network, cloud
and IT systems, part of a project recovery team to bring troubled IT transformation projects back on track
• Part of Cisco’s think tank to develop agile business architectures for cloud-centric IT and network architectures and applying the right
supplier mix, balancing innovation and commoditization
• Developed and implemented an in-life sustain and project prioritisation approach for a global band, enabling compliant and consistent
prioritisation of multiple projects in a given project scope
• Previously worked for STC in the area of customer care and IT
• Ran a team of IT, network and software engineers for cloud and network services, and implemented agile and software project execution
principles
Uwe holds a PhD and Diplom-Ingenieur degree from RWTH Aachen. He is fluent in German and English, and has a working knowledge of
French. He joined Oliver Wyman in 2018. He joins OW from a leading position in Cisco’s professional services in the UK and after a
consulting career in Booz Allen (now Strategy&).
Uwe Lambrette
Partner, London

72© Oliver Wyman
Summary
• Darren is a Partner in Oliver Wyman’s Technology Practice, based in the Singapore office. Prior to moving to Asia he spent 8 years in the
Middle East, based out of Dubai covering the entire region. He has extensive experience in cloud, digital transformation and leveraging
data to help large enterprises to be more innovative.
• Prior to Oliver Wyman Darren worked at Amazon Web Services, where he led a consulting team, supporting their largest and most
complex customers.
Relevant experience
• Rolled out numerous large scale technology transformation engagements, including adoption of DevOps, Agile and Microservices
• Built an accelerated cloud strategy for a large international insurer
• Conducted due diligence on an AI based telemedicine solution for a global insurer
• Supported a Global Bank in migrating over 50 applications to the cloud, using Agile as the approach
• Engaged with a systemically important bank in Singapore to launch a modernisation programme, which included developing cloud native
applications and retiring technical debt using an Agile approach
• Helped a unicorn ride hailing organisation to automate the build out of their 20 critical microservices, to improve resilience and lower the
cost to serve by 26%
• For a leading media company, led a 3 year digital transformation, designed to enable them to complete with digital disrupters such as
Netflix. New ways of working introduced such as DevOps and Agile.
• Ecommerce business in Asia, helped them migrate critical applications to cloud inside four weeks due to a compelling event, reduced
their cost to serve by 17% and increased uptime
• Leading telecoms company, helped them to create an analytics team, to shift towards being more data driven around new products and
support, key success was reducing customer churn by 14%
• Leading crypto currency firm, enabled them to automate signals via the use of artificial intelligence to increase productivity for day traders
Darren Thayre
Partner, Digital Technology & Analytics APR

73© Oliver Wyman
Ushir Bhatt
Partner | London: Global Lead Technology Platform
Ushir Bhatt has over 25 years experience working across a variety of industries and countries. He has held a variety of CxO level roles.
Ushir has also led numerous transformation programmes covering both business and technology.
• Founder of a technology and business services company that he grew to over 1,000 people
• Executive Board Member and Group CIO for a large company where he transformed the IT and business services functions to support
growth of 50% per annum
• Designed and built B2C / B2B / B2B2C platforms across multiple industries and countries
– Includes greenfield / brownfield, technical architecture, customer experience and partnering with tech companies for delivery
• For a major Australian bank, led the design and development of the worlds first cloud based unsecured lending tool for SMEs
• Actively involved in multiple technology company acquisitions at OW to accelerate capability and capacity build-out including cloud, open
source, micro-services, IT operations, custom development, user experience
• Currently advising a global brand on their future architecture and IT org design / IT Operating Model for their new group loyalty venture
• Designed and implemented the e-commerce architecture for a large, diversified Europen retail group. This included technology and
vendor selection
• Defined and setup the capability to standup multiple new companies in three month cycles covering full software suite of Finance, HR,
ERP, BI, CRM, Logistics, Supply Chain, Collaboration
• Designed, built and ran a large scale data and analytics environment for India’s largest retailer with transaction levels equal to Walmart,
the world’s largest retailer
• Architect of 6,500+ man global shared service centre for major $50bn retailer resulting in major cost and efficiency savings
• Highly experienced in building and managing cross-border teams to deliver and manage large scale, complex solutions

74© Oliver Wyman
Florian Deter is a Partner in the Digital, Technology & Analytics practice based in Oliver Wyman’s Munich Office.
He has more than 19 years of consulting and management experience from working on international delivery & outsourcing projects for
major industry, and technology companies. He has significant expertise both from a service provider perspective, having worked for one of
the world’s largest system integrator & outsourcer, as well as from the IT strategy perspective in advising CIOs & CTOs how to take
informed, successful and business-driven technology platform decisions. This includes especially IT platform renewal and architecture
programs incl. enterprise, application & Infrastructure architecture
• His relevant assignments include the following (selection):
– Enterprise Architecture for aligning Business Customer and Retail Customer Systems Stack incl. backendsystems (Telco)
– Lead and interim management for an IT transformation program with a safety car phase (incl. architecture, template strategy,
vendor/sourcing strategy, RfP Management, budget planning) (Manufacturing)
– Definition of digital IT strategy (bimodal IT, analytics, cloud, industry 4.0, agility) for major industry client (Manufacturing)
– Launch management for a major IT platform renewal program with multiple SW vendors in an agile delivery model incl. vendor audits
and crisis management (Telematics Operator)
– Project Manager program rescue for implementing client governance, efficient strategic workforce / sourcing models and control
structures for a large scale application maintenance/outsourcing program (Telco Operator)
– Lead for lean business engineering optimization and SW development process improvements incl. Make or Buy assessments for IT
architecture and services (Telematics Operator)
– Governance, design and ramp-up for an agile, digital factory & digital architecture (Optical Industry)
– Digital organization & digital architecture definition and implementation planning (Automotive)
• Mr. Deter has a Dipl.-Ing. (master equivalent) degree in Electrical Engineering & Information Technology from the Technical University of
Munich (TUM). He further holds a degree as patent engineer (Pat.-Ing.) from the University of Hagen and a Master of Business
Administration (MBA) in General Management from Duke University in Durham, North Carolina, USA. He has German nationality and is
business fluent in German and English.
Florian Deter
Partner – Digital, Technology & Analytics Practice

75© Oliver Wyman
• Amine Kadiri is an associate in the CMT / DTA practice in Oliver Wyman’s Paris Office. Amine has more than 8 years of experience in
consulting to leading institutions in EMEA, focusing on the digital strategy and transformation.
• Relevant experience
– Pharmaceutical company – Enterprise Architecture set-up and run (1 year)
- Definition of operating model (incl. org. chart, FTE, processes, interfaces with other entities)
- Setting of Development/ Architecture/ Technology/ SLA-OLA mapping standards and evolution governance
– European utilities company – IT Master Plan & Architecture standards definition:
- Scoping and management of Infrastructure transformation plan
- Target definition (datacenters, technical architecture, Private Cloud solution) & application migration plan definition
- Standards definition and penetration tracking
– Industry – Application Life Cycle management implementation
- Design of Application Life Cycle management (ALM) overall process (incl. DevOps) and tooling selection
- Scoping & roadmap of DevOps deployment (functions and IS domains, concerned infrastructure)
– European Telco company – CAPEX efficiency 1y project:
- 3 waves program to assess efficiencies in CAPEX and reach €1Bn savings
- Wave 0: identified a long list of levers to address during following waves;
- Wave 1: Led Mobile stream (Network capacity management & site cost deployment optimization) & Expert role on IT stream (agile)
- Wave 2: Led IT (Cloud, compute & storage optimization, Datacenters & DRP optimization) and RE streams (NWoW)
– French insurance – Back-office digitalization ~ 160M€:
- Scoping of back-office activities automation (incl. tool selection, business case, ExCom file preparation)
– French bank – Digital strategy & transformation plan :
- Digital strategy of bank activities (CIB, Insurance & Retail)
- 3 years Transformation roadmap definition
- Management of Data lake implementation project
– Pharmaceutical company – Hybrid Cloud implementation
- Definition of Service catalogue/ Costing-Pricing models/ Service levels and high level architecture design
• Amine holds an engineering degree from Telecom Paristech. He is fluent in French, English and Arabic. He joined Oliver Wyman in 2016.
Prior to Oliver Wyman he worked for BearingPoint in France
Amine Kadiri
Associate

76© Oliver Wyman
• Solution Architect at business & strategy level for Banks & Financial Institutions both on the proposal side and on
actual delivery of solutions for complex projects (Ring Fencing, substitution of solutions, etc.).
Relevant experience
• Solution Architect at business & strategy level for Banks & Financial Institutions both on the proposal side and on
actual delivery of solutions for complex projects (Ring Fencing, substitution of solutions, etc.).
• Excellent pre-sales background and a confident negotiator at C's level (CFO, CIO, etc.). Able to drive the whole
pre-sales cycle from end to end. Have been involved in various successful multi-million deals.
• Experienced in dealing with RFIs, RFPs, Demos, Proof of Concept or even starting an open dialogue with a
potential client in order to identify possible needs/requirements that could drive to a sales cycle.
• Prince II Certified Project Manager, managing various projects in different countries (some of them multi-country
projects) and one Tier 1 Core banking implementation in Thailand as a Lead of Payment engine). Projects costs
varied from $100K to $70M
• Experienced in Product Development/Solution Creation and able to communicate with clients in order to gather
business requirements and translate them to technical design.
• Great knowledge of banking solutions such as Core Banks, Digital Channels (Mobile and Online banking), and
Risk.
• Good at client relationship building and maintaining and a proficient problem solver. Able to communicate and
translate a client’s needs and requirements to technical staff.
• Experienced team leader/department head with excellent communication and motivational skills and knowledge
of budgets, and task assignment.
• Have managed teams at an international level (both Europe and Overseas) in order to accomplish projects,
targets and deadlines.
• An international exposure having worked and lived successfully in 7 countries and fluent in 3 languages (English,
Spanish, Greek).
Pantelis Karanikolaou
Senior Enterprise Architect

77© Oliver Wyman
• 20+ year career in the United States in the Enterprise Web Hosting & Cloud PaaS / SaaS fields, in software / cloud
engineering, technical leadership and entrepreneurship roles.
• Experience working in large US and European enterprise environments (Microsoft, ABN AMRO).
• Exposure in the FinTech, Banking, Telco, Shipping and iGaming sectors.
• Helping enterprises develop holistic data convergence strategies, embrace hybrid cloud adoption and plan technology stack
modernization.
• Practicing Agile, Systems Thinking & Design Thinking with vertical cloud focus since 2010.
• Recent experience as a Principal Enterprise Architect in the banking industry, overseeing on-premises / cloud integration,
cloud governance and cloud-native development.
• Also skilled in Solution / Technical Architecture, designing and implementing Microservices APIs, Cloud Data Highways and
Complex-Event Processing using modern enterprise patterns & practices.
• Primary focus on Native Cloud Development, Serverless Architecture, Microservices, Data Engineering and Event-Driven
Data Pipelines to power feature engineering and analytics.
• Stakeholder Management & C-level Cloud Strategy Engagement, driving dialog with business decision makers on subjects
such as:
– Adopting modern on-premises, cloud and hybrid technologies to support business needs, increase operational efficiency
and maximize business value.
– Big Data Business Model Maturity: Using big data to transition from business monitoring to surfacing actionable insights
towards business optimization.
• Deep and current knowledge of enterprise IT transformation concepts such as business-IT relationship, governance, skill-
set & talent pool maintenance, risk-management & implementation methodologies.
• Delivered digital transformation and business optimization concepts to C-Level BDMs in subjects such as big data
actionable insights, cloud data security & de-identification, big data business models, predictive / prescriptive analytics,
economics of data warehousing & data lakes etc. (Microsoft)
• Consulted Telcos in 4 countries on cloud-based Microservices architectures for location-based services, microtargeting and
narrowcasting. (Microsoft)
Yiannis Ioannou
Senior Enterprise Architect

78© Oliver Wyman
• Highly accomplished ICT professional with over 20 years of experience in Business and Technology Consulting
across Europe, Middle East, Africa and Asia, and a proven track record in defining and leading complex cross-
functional initiatives for Tier-1 companies, spamming through technology, commercial and operational areas.
• Working closely with teams across client organizations and liaising with CxOs and senior management, I have been
able to build strong relationships with clients and colleagues, based on professionalism, trust and shared success.
• During the last 11 years, I have been responsible to identify and successfully develop new business opportunities in
the EMEAA region for Telco, Banking, Healthcare, Utility and Government industries, providing innovative yet
practical solutions to my clients.
• Demonstrated ability to lead, advise and communicate at all levels, from team members to CxOs and CEOs,
business owners and regulatory authorities
• Successfully managed complex cross-functional transformation initiatives for Commercial, Technology and
Regulatory areas in several clients.
• Technology strategy and roadmap definition, IT governance management (Demand & Release Management,
Quality Assurance) and Business and Technology requirements definition in coordination with impacted areas and
vendors.
• Led multiple Customer Experience initiatives, with an analytical approach, monitoring identified KPIs and reporting
to CEO/CxOs the customer experience delivered along the customer journey, together with recommended
commercial and technology initiatives.
• In addition to consulting and interim positions, effectively led business development activities for Telco, Healthcare
and Public Sector practices, in Middle East, Africa and Asia
• End to end project management, including business development and client relationship building, solution design
and implementation, team management, risk management and budget control. Leading projects for Business and
Technology areas.
Jose Luis Oliveros
Telecom Transformation Leader

79© Oliver Wyman
• Author, awarded business Excellence auditor, Enterprise Architect EA, Awarded Smart Government/IT
Subject matter expert (SME), and Program Manager.
• Has helped big regulator like Health Authority Abu Dhabhi to formulate EA, Law and Legal policy based on
global legal practises to improve citizen governance and improve Global healthcare, municipalities,
healthcare insurance smart governance competitiveness
• Helped UAE increase global competitiveness Ranking by creating roadmap using innovation models, smart
governance, Excellence and quality audits. strategic decision making at Chief Executive Officers (CEOs) or
ministries level.
• Nominated and awarded by UAE Prime minister office as subject matter expert on EFQM, smart
governance, innovation, Program management.
• Worked in fortune 100 companies in diverse domains like healthcare, pharma, hi-tech product development
(Oracle, SAP, nvidia), Retail (Sears), Telecom (British Telecom), ERP Peoplesoft/SAP formulating their
Decision Support systems, Enterprise resource planning, planning software, and emerging areas l
• Has extensive and diverse consulting experience in legal, technology and management aspects in multiple
countries.
• Sandeep has worked with world No. 1 Pharma company (Pfizer), US No.2 software services company
(Cognizant), World No.2 Hedge fund ( D.E.Shaw), World no.1 Clinical Trial company (Quintiles), World No 1
& 2 Software product company (Oracle, SAP), World no.1 software gaming company (nVidia),
• He has taught in the IT and management in Post graduate and Graduate programs in business schools
including the Himalayan Institute Of technology, HNB Garhwal university [Top 30 Ranked Government
university in India].
• Sandeep is avid Trekker, marathon runner, long distance cyclist has competed in various discipline played
more than 7 sports.
Sandeep Sharma
Senior Enterprise and Solutions Architect

Illustratives of deliverablesAppendix 2

81© Oliver Wyman
Single repository and physical
data model
Use of one physical
data model
Data can be stored
in multiple physical
repositories
1
Data sources
Data storage
Analytics and reporting
Board
reporting
(cross risk)
…Accounting
Liquidity
(Risk)
Mgmt.
Data repository
Common ETL
Data storage
Reference
data
Data sources
Data storage
Data sources
Data storage
Logical data model
Multiple repositories with
different physical data models
2 Data lake – no ETL3
Use of one physical
data model
Data can be stored
in multiple physical
repositories
Data
repository 1
Data
repository 2
Data repositories
have different
physical data models
Data lake
Logical data modelLogical data model
Reference
data Common ETL
Semantic layer Semantic layer Semantic layer
Board
reporting
(cross risk)
…Accounting
Liquidity
(Risk)
Mgmt.
Board
reporting
(cross risk)
…Accounting
Liquidity
(Risk)
Mgmt.
To be Aligned with WS4: Analytics
Examples of Data Architecture artefacts

82© Oliver Wyman
Application Architecture Criteria
(Apply to each application cluster)
Integration Architecture Criteria
(Apply to each integration layer)
Data Architecture Criteria
(Apply to each Data Domain)
Infrastructure Architecture Criteria
(Apply to
Business Architecture Criteria
(Apply to each process)
Refine and Tailor Depth of Assessment to STC’s requirement
Business
Architecture
Application
Architecture
Integration
Architecture
Infrastructure
Architecture
Data
Architecture
….
….
….
….
….
EA Layer Sub-Domain None Emerging Standard Leading Exceeding
Total per
Subdomain
Business Architecture Criteria
(Apply to each process)
Application Architecture Criteria
(Apply to each application cluster)
Integration Architecture Criteria
(Apply to each integration layer)
Data Architecture Criteria
(Apply to each Data Domain)
Infrastructure Architecture Criteria
(Apply to each Infrastructure Domain)
Process
Cluster
Layer
Domain
Domain
Detailed Criteria Evaluation
….
….
….
….
….
Maturity Assessment
• Jointly agree subdomains for
each EA layer
• Apply criteria for each EA layer to
each subdomain
• Use documentation & tools
based discovery
• Validate through interviews
• Aggregate detailed criteria scores
for each subdomain
Caveats
• Be resourceful in time spent
assessing – detail only as far as
required for business impact
• Re-use / update existing
assessments to maximum extent
Link to Workplan: Step 1.4 (input
to 1.5)
Note: Cyber not considered at this
stage – to be discussed!
Illustrative
Note: “Totals per subdomain” may be the right abstraction level for target setting of desired maturity stages.
Capability Assessment doc

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