Using Business Architecture to Ensure a World Class Customer Experience

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1 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. "THE FOLLOWING IS INTENDED TO OUTLINE OUR GENERAL PRODUCT DIRECTION. IT IS INTENDED FOR INFORMATION PURPOSES ONLY, AND MAY NOT BE INCORPORATED INTO ANY CONTRACT. IT IS NOT A COMMITMENT TO DELIVER ANY MATERIAL, CODE, OR FUNCTIONALITY, AND SHOULD NOT BE RELIED UPON IN MAKING PURCHASING DECISION. THE DEVELOPMENT, RELEASE, AND TIMING OF ANY FEATURES OR FUNCTIONALITY DESCRIBED FOR ORACLE'S PRODUCTS REMAINS AT THE SOLE DISCRETION OF ORACLE."

Bill Wimsatt, Business Architect, Oracle

Stacy Rexroad, Director PMO, Brinks

Bill Wimsatt Director Stacy Rexroad Business Architect Director PMO

. Introduction to Business Architecture & Brinks . Business Challenge . Applying a Business Architecture Approach . Business Case . Program Approach

Industry Logistics, Security

To provide security –related services to banks, retailers, Mission governments, mints, and jewelers worldwide. Brinks

Founded 1859

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

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

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

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

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

Key Work Products Process Models

Improvement Estimates . Strategic Planning

. Business Transformation Detailed Roadmaps Strategies and Plans Benefits Tracking . Business Process Transformation . Process Change & Optimization . Change Management Implementation Options Enablement Governance Models

Gain credibility and improve customer success by analyzing Org Change Mgmt Current State for alignment to operating model & . technology changes (e.g. moving towards Readiness Assessment; Change a centralized, shared services model)

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

4. Central Billing Ops 3. Central Billing Ops ($ - Lowest Cost) with HQ Regional Coordinators ($$)

5. Central Billing Ops with Regional Coordinators Performance Analysis ($$ - Best Option) Business Optimization Analysis Change Management

. Introduction to Business Architecture & Brinks . Business Challenge . Applying a Business Architecture Approach . Business Case . Program Approach

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

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

Contracts Field Ops & Delivery Billing & Invoicing

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

. Over 150 years branches often operated as franchises even though they aren’t

. Non-standard complex pricing models with separate price lists

. Custom built Txns & Billing Mgmt System requiring local tribal knowledge

. Multiple definitions of customer

iTrack Branch SMART Billing System iTrack

Decentralized Branch SMART Billing System iTrack • Information scattered between Call Branch SMART Billing System iTrack Branch, Customer Care, and Finance Branch SMART Billing System Multiple Billing Platforms • Branch Desktop applications (Smart, BAMS Excel) HEAT

• Revenue Leakage • Manual Data Entry / Increased Errors National Billing System iCash • Branch control of pricing and billing Coin Silos • Multiple Bills for service between different branches and/or different products. Contracts

Emergency Standing Request Orders National Routing & Customer Dispatch Regional

Contract CIT Branch N Service Delivery Delivery Entry & Pricing Billing & CIT, MP, Coin, … Documentation Invoicing

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

Branch Implementations

. Introduction to Business Architecture & Brinks . Business Challenge . Applying a Business Architecture Approach . Business Case . Program Approach

Current – Future State

. Identify Problem Areas . Model the Business Processes . Quantify the Problem

Sales and • Controlled contract Customer Care & Marketing Threat of Change management to Operations Center reduce revenue leakage

• Simplified billing

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

17 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Organizational Impact Analysis Organizational design needed to be analyzed to achieve an optimal value stream and business operation

Value of a Shared Services Model for Billing

1. Local Billing Ops 2. Regional Billing Ops ($$) ($$$ - Initial State)

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

5. Central Billing Ops with Regional Coordinators ($$ - Transitional)

How will the planned organizational design impact current staffing and operations models?

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

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

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

Revenue Management Project: Oracle EBS Operating Systems Link contract, customer, price Customer Master iTrack

and transactions onto single platform and single process. Contract Master & Repository BAMS

Products Master HEAT

Price Master iCash

Operational Data Capture Coin

Billing PeopleSoft

Business Edge: Integrate core operations Sales Compensation Business Intelligence

to achieve a more optimized Customer Service business flow Field Service Sales Force Automation

. Introduction to Business Architecture & Brinks . Business Challenge . Applying a Business Architecture Approach . Business Case . Program Approach

Value Stream Analysis is critical to avoid sub-optimization.

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

V A L U E

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

. Connect Contracts with Billing/Invoicing using EBS and PSFT

. Get visibility within transactional business

. Centralize Financial Administration

. Analyze Financial Data using BI Revenue Management (BRM) Project Timeline

. Introduction to Business Architecture & Brinks . Business Challenge . Applying a Business Architecture Approach . Business Case . Program Approach

26 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Define Your Strategy & Success Plan RM Provide value-added, well-controlled and timely contract management, billing and reporting to business lines and external Mission constituents

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

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

Enhance Customer Improve Operational Improve Risk Strategic Improve Profitability Intents Experience Efficiency Management

G&A in Contract Management and Billing is reduced

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

ESC

Program Management

Revenue Management Business and Technical Sponsors

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

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

Current State Future State PLAN FOR BUSINESS STRATEGIC SUCCESS 3 5 2 4 2 3 Gain credibility and improve customer • IT Solution enables business process performance success by analyzing Org Change Mgmt Current State 3 5 for alignment to operating model & technology changes (e.g. moving towards 2 3 a centralized, shared services model) 1 4 Value of a Shared Services Model 1. Local Billing Ops for Billing ($$$ - Worst Option )

DEFINE BUSINESS TRANSFORMATION ($ - 4. Central Billing Ops 3. Central Billing Ops Lowest Cost) with HQ Regional • Business process improvement Coordinators ($$)

5. Central Billing Ops with Regional Coordinators • Leveraging out-of-the-box leading practices ($$ - Best Option) • Execution and business results focus

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

– Portfolio, Optimization & Upgrade Roadmaps

– Business Transformation Strategies & Plans

– Transformation Governance . Business Process Transformation

– Business Architecture Definition

– Process Change & Optimization

– Process Alignment for Cloud . Organizational Change Enablement

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