Additionally, some of the main drivers for CHT’s transformation commitment was to become even more relevant and valuable from the broader customer perspective and to reduce competition. To achieve this objective, they had to address three critical areas:
Firstly, they needed to fasten revenue growth, especially as more traditional Telco operators are finding it harder to achieve topline growth following the advent of strong competition from over the top (OTT) and smaller CSP players – they needed a boost in this area to find new revenue opportunities.
They also wanted to achieve greater customer experience. The Taiwanese telecom market competition is extremely fierce, so determining how to extensively improve customer experience by increasing their service offerings was not only needed to help them achieve their ambition of becoming one of the leading operators, it was also a necessity
And finally, they wanted to improve their business agility. Due to the silo of a fixed and mobile network business, it was difficult to flexibly support the new type of FMC (Fixed-Mobile Convergence) digital services. Digital transformation e.g., including omni-channel, operation automation/intelligence, Agile/DevSecOps, and ecosystem establishment, was required to improve business efficiency.
CHT knew they would be able to solve many of these challenges by implementing more automation in their operation, modernizing their service enablement layer and using the ODA assets and open standard from TM forum as a central principle. In addition, they needed to deploy 5G and network slicing technology to meet the new essential service flexibility and network requirements. All of this would serve as key propellers in their transformation.
The overall requirements called for a solution stack consisting of multiple building blocks that would serve as the architecture to support the intended services; the new innovative use cases that was a part of the ambition to capture the new revenues. The solution stack would enable true end-to-end (E2E) 5G network slicing leveraging, the automation capabilities for example it could be used to enrich a factory supply chain, roll out 5G remote medical and healthcare service to local medical communities and enable 4K multi-angle live streaming.
In close collaboration with Ericsson, CHT would re-build and implement the solution and utilise modern Operations Support Systems (OSS) and Business Support System (BSS) components as a part of the building blocks, by leveraging the Ericsson Portfolio.
The product from the Ericsson portfolio builds up a solution – spanning from service creation, service ordering, service orchestration and service assurance. This brings a complete end-to-end perspective and enables service ordering, provision, fulfillment and assurance. These products are Ericsson Order Care, Ericsson Catalog Manager, Ericsson Orchestration and Cenx Assurance. In addition, to providing connectivity and access to service, the Ericsson 5G core was also deployed as part of the solution stack.
In addition to the provided capabilities, CHT was also striving for an organization transformation that goes hand in hand with the transformation above. As new capabilities are enabled, there are also requirements for new organizational setups, culture and skills to be developed within the company. There is also a demand to fulfill the strategic priority of delivering more customer-centric business value.
As Figure 1 shows the architecture has been heavily influenced by the TM forum Open Digital Architecture (ODA) for each building block as CHT determined to re-invent a 5G-ready BSS and OSS stack and leverage the Ericsson OSS and BSS portfolio. In addition, by using TM Forum open APIs (Application Programming Interfaces) they could be interconnected through Network Resources Allocation, Service Orchestration, Customer Order-Handling, Product Catalog – with these assurance and performance building blocks enabling a seamless and smooth integration of product components. Data could be easily transferred between the multiple layers and commonly accessible when needed, without system silos, to take proper actions
The outcome is not only a really agile and extendable commercial and service management framework, but also a proven blueprint for a fully automated end-to-end slicing operation.
CHT’s transformation achievement has been significant, spanning across many different domains, systems, and layers. The value for their business and the opportunities created by enabling new use cases is plentiful. Their journey is similar to that which many CSPs will also need to take if they are to embrace 5G opportunities. In our next blog post we explore exactly how CHT and their customers were positively impacted by this transformation and the enablement of innovative use cases.
In the meantime, we are happy to announce that CHT and Ericsson have been nominated to the TM Forum’s 2021 Excellence awards.
Click on the link for more information: TM Forum’s 2021 Excellence awards nominations