Cisco has developed a comprehensive approach around SP transformation. The objective is to design their target operating model and build a detailed roadmap for their technology transformation, prioritizing initiatives and technologies based on their specific business needs

2. Operationalizing
Technology
Transformations
Dany Sammour, Solutions Director, Cisco Services
Steve Iatrou, Solutions Architect, Cisco Services
CTHSPG-2000

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4. • The need for SPs transform
• SP evolution path
• Getting Started
• Conclusion
Agenda

5. Why do SPs need to
transform ?

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Challenges in the Telco industry
6
CTHSPG-2000
Evolving
Market
Dynamics
Emergence of New
Business Models
Increased User
Sophistication
Evolution to New
Technologies
Updated Policies
and Regulations

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A multitude of business drivers for transformations
7
CTHSPG-2000
Service
Agility
01
Opex
Reduction
02
Processes
Standardization
05
Organization
Streamlining
07
Improved
Customer
Experience
04
Operational
Efficiency
03
Revenue
Enhancement
06
Cross- Operational
Alignment
08

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Technology is the easy part!
8
CTHSPG-2000
The technology is the ‘easy’ part. Implementing Software
Controlled Networks and maximizing business benefits will
require significant planning and a healthy appreciation of
what it means to overhaul network operations - Analysis
Mason 2014
There are three main levers that must be addressed when
running a transformation program are simplification,
harmonization, and customer-centric organization.
Collectively, these three focus areas will enable a
successful program. – Dimitris Mavrakis, Ovum Telecoms
SDN and NFV are disruptive from a management
perspective because they require change at every level: in
employee skillsets, process reengineering and
automation… – Heavy Reading
If service providers focus only on the potential savings
from reduced capital and operational expenditure,
there is no way to make the business case for NFV
and SDN. The real promise lies in the agility that
comes with broad implementation of the technologies,
which is only possible when OSS/BSS and business
processes are also transformed – Tmforum 2016
“I want to understand the capabilities I need to build to
adopt DevOps principles and become more agile” – Global
Integrated Service Provider
“Help me articulate the end-to-end business case behind
automation and orchestration so I can justify the spend” –
Global Integrated Service Provider
NFV brings complexity with more moving parts. CSP
would like consulting input on business cases, improving
customer experience, and efficient operations with NFV –
Ovum

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Security
-
Compliance
A holistic approach is required
9
CTHSPG-2000
• The required agility, flexibility and innovative mindset
require a major change in the operating model
• There is a need to re-design the way infrastructure is
conceived and operated, as well as monetized
• New processes are required, introducing IT concepts
and practices in the Network domain
• Customer Experience must be elevated, moving the
organization from technology to customer centricity
• The new operating model must be a digitization
enabler, leveraging further collaboration with partners
New Software Paradigm
Our transformation Framework
Business Processes
Infrastructure
Physical | Virtual | Data Center
Abstraction
Orchestration | Automation | Tools & Platforms
Organization - People
Services
Business | IoT | Video | Mobile | Collaboration
Business Case - Governance
1
2
3
4
5 6
7

10. SP Evolution Path

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CTHSPG-2000
Networked
Physical
Networked
Virtual
Evolution of SP Services
Single-Domain
Service
Chain
Federated
Service
Chain
Service
Cache
Service chaining
within a domain
Silo-ed domains
stitched together
by ops toolchain
Single domain can
spin-up and place
services where
needed
Service created through networking
physical or virtual devices

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CTHSPG-2000
Networked
Physical
Evolution of SP Services
Limited
Automation
Single-Domain
Service
Chain
Federated
Service
Chain
Service
Cache
Service chaining
within a domain
Silo-ed domains
stitched together
by ops toolchain
Single domain can
spin-up and place
services where
needed
Infra managed using same tools
and processes as cloud apps
Networked
Virtual
Tech,
Org
and
Ops
Chasm

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CTHSPG-2000
Networked
Physical
Evolution of SP Services
Limited
Automation
Single-Domain
Service
Chain
Federated
Service
Chain
Service
Cache
Service chaining
within a domain
Silo-ed domains
stitched together
by ops toolchain
Single domain can
spin-up and place
services where
needed
Infra managed using same tools
and processes as cloud apps
Tech,
Org
and
Ops
Chasm
Networked
Virtual
Most Web / OTT
Apps are here
Most SP
Infra is here

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Trends shaping and enabling technology
transformations
CTHSPG-2000
Architecture
Simplification
Model Driven
Operations Service
Disaggregation
Open
{API, source}
Router
Disaggregation
14

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Architecture Evolution
 Manual / CLI-based
 Complex configuration
 Long TTM
Unified MPLS
 Service abstraction
 Model driven operations
 Centralized control
functions
Agile Carrier Ethernet
 SP Data Center
 Router Disaggregation
 Telemetry
Mass Scale
Protocol Stack
MP-BGP
BGP-LU
T-LDP
RSVP-TE
MPLS LDP
IP
IGP
Services
Transport
Protocol
Stack
MP-BGP
T-LDP
MPLS
IP
IGP / SR
Network
Abstraction
Orchestrator
(NC/Y)
SDN Controller
(BGP-LS,
PCEP)
Protocol
Stack
MP-BGP
MPLS
IP
IGP / SR
Network
Abstraction
Orchestrator
(NC/Y)
SDN Controller
(BGP-LS, PCEP)
Analytics Apps
CTHSPG-2000 15

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Operational implications
16
CTHSPG-2000
Transforming the CTIO
Organization Structure
Developing new Skills
(Mainly IT related)
Reviewing business models with suppliers /
partners
Moving to an agile software culture
Adopting DevOps principles
Major Organization
Challenges
Review procurement and service lifecycle
management practices
Revamp processes (Customer facing, MANO,
O&M) to guarantee agility and performance
Transform OSS to manage Virtual Network
Functions
Operate hybrid (virtual and physical)
environments
Major Operational
Challenges
Implement a seamless operating model across
the organization beyond CTIO
Major Organizational
Challenges

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Overhauling current Operations
17
CTHSPG-2000
Current Operations Aspirations
Innovation Internally driven
Cooperative (co-innovate) and transparent
approach within partner eco-system
Product Development
Gated waterfall processes with complex decision
making and long cycle times
Rapid development adopting agile principles
across the whole organization
Product Velocity Long cycles to introduce new features
Agile development and feature release, focusing
on improving Customer Experience
Operational Efficiency
Complex processes with several manual
interventions
Increased automation in fulfillment and assurance
Required skillset Network Engineering & Operations IT & Software Engineering & Development
Internal Organization
Inflexible functional domains & customer
segmented structure
Multi-disciplined, flexible and project-based
Funding
Fully funded rollout across footprint based on multi-
year business case
Fund initial limited implementation, expand only
with market success (fail fast)
Procurement / Sourcing RFP & procurement driven Joint business plan & co-investment
Architecture Silos and closed legacy systems Flexible & modular platforms with open interfaces

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Overhauling current Operations
Typical operational efficiency gain
Payback in 2 1/2 years
Mass Scale
Spending
Legacy
Savings
- Increased
operational
efficiency
- Net 60%+ savings
in impacted areas
- Relatively fixed
investment
regardless of size
- Overall benefit
increases with scale
CTHSPG-2000 18

19. Getting Started

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CTHSPG-2000
Agility
/
Efficiency
Time
Illustrative Journey to be customized per customer
Best Effort
& Manual
Semi-
Automated
Automated
Self-Driving Desired End State
• Service agility
• Optimized cost
• 100% automated net ops
• Open approach
Key characteristics
• Architecture simplification
• Model driven operations
• Telemetry for SA
• Establish CI / CD practices
Key characteristics
• Service / Transport separation
• Network fabric architectures
• Advanced Operations model
• Router disaggregation
Key characteristics
• Big data platform (data w/ context)
• Analytics / Policy
• Zero touch operations

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Methodic and structured approach to transformation
21
CTHSPG-2000
1
Align on
Strategic
Imperatives
• Assess Maturity
• Prioritize use cases
• Elaborate business case
2
Design
Target State
• Design target architecture blue print
• Design target operating model (Org, tools, processes)
• Design transformation roadmap
3
Manage
Implementation
• Implement quick-wins / Low hanging fruits
• Implement technology
• Validated foundational architecture
• Agile use cases implementation
• Implement target operating model

22. Conclusion

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So what?
23
CTHSPG-2000
 Think Holistically
 Focus on Business Outcomes
 Evolution vs Revolution

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25. Thank you

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