Leveraging agile to build and develop a telecom vendor partnership of the future

1. LEVERAGING AGILE TO BUILD
AND DEVELOP A TELECOM-VENDOR
PARTNERSHIP OF THE FUTURE

2. CHIEF INNOVATION OFFICER
KRZYSZTOF
GOWOREK
GENERAL MANAGER
DIGITAL SERVICES DIVISION
HASAN
AL BITAR

3. | © Omantel 20193
OMANTEL DOMESTIC: 2018 KEY FIGURES
OMANDOMESTICFIXEDANDMOBILEOPERATIONS
1 Net profit Excluding Zain Dividend and Finance Costs
2 Omantel Mobile (not including Mobile Resellers)
3 Including Mobile Resellers
2.9 Mn
MOBILE SUBSCRIBERS 2
332 k
FIXED SUBSCRIBERS
56.7%
MOBILE NETWORK SHARE 3
$ 1.2 Bn
2018 REVENUE
$ 234 Mn
2018 NET PROFIT 1
2,511
EMPLOYEES

4. OMANTEL GROUP: CONSISTENT STRONG FINANCIAL PERFORMANCE
GROUP REVENUE – MN $
1083
1177
1193
1202
1250
1317
1349
1952
5678
2010 2011 2012 2013 2014 2015 2016 2017 2018
NET PROFIT– MN $
291
290
302
310
318
288
301
277
542
2010 2011 2012 2013 2014 2015 2016 2017 2018
DIVIDEND YIELD
7,8% 7,6% 7,8% 7,6%
6,8%
7,3% 7,3%
5,8%
6,3%
2010 2011 2012 2013 2014 2015 2016 2017 2018
$ 19 Bn
NET WORTH
$ 1,5 Bn
MARKET CAP
$ 6,8 Bn
ASSETS

5. TYPICAL BUSINESS NEED FULFILMENT PROCESS

6. CLOSING
THE GAP
Ensure aligned goals
in the spirit of real
partnership
What do telecoms require to achieve
business value from projects?
Have built-in
flexibility & ability
to act quickly
02
Promote business
-minded approach
from the vendor
01
Help predict
& manage cost
and time
0403

7. CHOOSE
A NON-CRITICAL
AREA
Data Monetization
PREPARE
A FLEXIBLE
MODEL
Shared risks,
shared benefits
TRY
THE MODEL
MVP
• Time-to-market: 6 months from initial concept
• Market changes reaction time: 2 weeks
• Co-responsible for product strategy, sales&marketing
STARTING SMALL

8. TASIL.OMANTEL.OM

10. A POLISH
COMPANY
TUATARA translates business needs
into cutting-edge IT solutions.
We enrich IT with an element of art.
The art of creating useful solutions.
TUATARA HQ
Warsaw, Poland
TUATARA BV
Amsterdam, Netherlands
TUATARA Middle East
Muscat, Oman
WITH GLOBAL
ASPIRATIONS

11. SCALING IT UP
MINT – a digital channel transformation project
with ambitious goals
• 30% yearly revenue growth
• Reduction
of transaction costs
• Digital-only products
and promos
• Advanced analytics
of customer behaviour
for relevant offers
• Relevant VAS available
in the app
• Modern lightweight UI
• Preparation for the third entrant
• Young population — great
potential for digital services
• Follow the example of Google,
Facebook and Amazon with
lifestyle supporting features
01
Make digital channels
the main interface
for all subscribers
02
Bring lifestyle
and relevance
to the digital-first
generation
03
Use market changes
to build striking
competitive
advantages

12. TESTDISCOVERDEVELOPDESIGN
12
IDEATION WORKSHOPS
(Design Thinking facilitators, Innovation Lab experts,
business together with external and internal experts)
PLANNED BENEFITS, KPIs
FEATURE PRIORITISATION
Based on data availability, compliance, modelling
complexity and technological constraints, business
benefits, strategic alignment
PRODUCT IMPLEMENTATION
(production go-live, full scale,
integrated with other systems)
BUSINESS RESULTS
based on target solution at scale
BUSINESS
OWNERS
PRODUCT
MANAGEMENT
EXTERNAL
PARTNERS
2-week
sprints
Create
and validate
in iterations
Work on things
that can deliver
value
Release
often
WAYS OF WORKING:
MARKET LAUNCHDEVELOPMENT PROCESSDEVELOPMENT PLANNING
COMPANY
STRATEGY
BUSINESS
NEEDS
INNOVATION LAB
INSIGHTS
SPRINTS
• Scrum Master
• Product Owner
• Data Scientist
• Programmers, etc.
JOINT AGILE TEAM:
Cross-disciplinary
involvement of
the delivery partner
THE OPERATING MODEL

13. MINT INITIATIVES
MINT is an umbrella over many initiatives that bring incremental value —
in digital marketing, customer behaviour analytics, customer experience
optimisation
01
User behaviour
analytics as the
basis for design
decisions
02
Vendor involvement in additional
activities, such as direct marketing
campaigns based on analytical,
behavioural segmentation
03
Broad scope of vendor
responsibilities — from UX design
through implementation to
maintenance

14. ENABLING LIFESTYLE
FRESH DESIGNS
SWIPE TO PAY
FIT FOR YOU
QUICK ACCESS

15. RESULTS OF THE PROJECT
REVENUE
NUMBER
OF TRANSACTIONS
UNIQUE USERS
295% 336% 296%
MONTHS
17
D I G I T A L C H A N N E L S

16. BUILDING FUTURE-PROOF PARTNERSHIPS
PROCUREMENT
• Do not focus on selecting
the best technology, select
the best business approach
• Allow vendors to prove
the business-product fit
instead of defining detailed
requirements
• Prepare and plan
the contract for project
changes from day one
• Align delivery method
with project environment
and goals — consider agile
• Test and validate ideas
and assumptions early
in the process
• Involve users in
co-creation and testing
• Have multiple
failures(experiment)
and fix things quickly
DELIVERY
• Build commercial models
that align goals
of the vendor and the telco
• Be prepared to fail small to
win big
• Measure business results
continuously
and adjust as you go
COMMERCIAL

17. BUILDING FUTURE-PROOF PARTNERSHIPS
DELIVERY
• Align delivery method
with project environment
and goals — consider agile
• Test and validate ideas
and assumptions early
in the process
• Involve users in
co-creation and testing
• Have multiple
failures(experiment)
and fix things quickly
• Do not focus on selecting
the best technology, select
the best business approach
• Allow vendors to prove the
business-product fit
instead of defining detailed
requirements
• Prepare and plan the
contract for project
changes from day one
PROCUREMENT
• Build commercial models
that align goals
of the vendor and the telco
• Be prepared to fail small to
win big
• Measure business results
continuously
and adjust as you go
COMMERCIAL

18. BUILDING FUTURE-PROOF PARTNERSHIPS
• Align delivery method
with project environment
and goals — consider agile
• Test and validate ideas
and assumptions early
in the process
• Involve users in
co-creation and testing
• Have multiple
failures(experiment)
and fix things quickly
DELIVERY
COMMERCIAL
• Build commercial models
that align goals
of the vendor and the telco
• Be prepared to fail
small to win big
• Measure business
results continuously
and adjust as you go
• Do not focus on selecting
the best technology, select
the best business approach
• Allow vendors to prove the
business-product fit
instead of defining detailed
requirements
• Prepare and plan the
contract for project
changes from day one
PROCUREMENT