Continue # Infosys POV
 achieved its  net zero goals 30 years ahead of  time and is working to help our  partners in their energy transition  journey towards their own net zero  goals.<|endoftext|>Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 9

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 MEET THE EXPERTS Sundara Sambasivam Associate Partner - Services, Utilities, Resources and Energy Practice Sundara.Sambasivam@infosys.com “The  lines  betw een  digita l and  physi cal  retail  will  conti nue  to  blur” Sources • García-Herrero, A.,Tagliapietra, S. & Vorsatz, V. (2021), ‘Hydrogen development strategies: a global perspective’, Bruegel, August, [Online], Link:  [Accessed: 21 Nov 2022].<|endoftext|>• ‘Global Hydrogen Review 2021’, (2021), International Energy Agency: IEA, [Online], Link Accessed:16 Nov 2022].<|endoftext|>• ‘Harnessing Green Hydrogen: Opportunities for Deep Decarbonisation in India’, (2022), Niti Aayog & Rocky Mountain Institute (RMI), June,  [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘Hydrogen’, (2021), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘Hydrogen’, (2022), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘Hydrogen Strategy: Enabling A Low-Carbon Economy’, (2020), U.S. Department of Energy, July, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘REPowerEU Plan’, (2022), European Commission, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘The hydrogen colour chart’, (2022), National Grid, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>Shivank Saxena Senior Consultant - Services, Utilities, Resources and Energy Practice Shivank01@infosys.com Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 10 Over 22 years of global experience, Sundar has led a number of business and digital transformation  and outcome-based efficiency turnaround programmes across the Energy and Utilities  (Transmission & Distribution). Sundar is excited to collaborate and help our clients to navigate the  journey of Energy Transition towards the net zero ambitions.<|endoftext|>Over 11 years of experience, Shivank has led digital transformation projects, enabling end-to-end systems’ delivery for clients across industries and sectors. He has ensured sustained value delivery on multiple engagements by building roadmaps and driving planning-to-execution for various business-led initiatives. He is passionate about supporting the industry to meet its net zero goals, and currently helps clients innovate to drive energy transition initiatives.<|endoftext|>

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 consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  © 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.

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# Infosys POV
Title: Next-gen Process Mining powers Oil & Gas transformation
Author: Infosys Consulting
Format: PDF 1.7

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 An Infosys Consulting Perspective By Sachin Padhye, Naveen Kamakoti, Shruti Jayaraman and Sohini De Consulting@Infosys.com | InfosysConsultingInsights.com Next-gen Process  Mining powers Oil &  Gas transformation

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 Oil & Gas transformation | © 2023 Infosys Consulting 2 Process Mining technology: A key enabler to transform Oil & Gas Technology continues to be a reliant and indispensable enabler to transform operations of Oil and  Gas companies. As a growing trend, the broader intent of incorporating technology is the use of  operational data to support analytics and fact-based decision-making. However, increasing  complexity of core and supplementary processes, coupled with limited agility of legacy and  monolithic IT systems adds a constant challenge to continuous process improvement.<|endoftext|>The agility of business processes and operations depends on the ability to capture real-time data  and perform large scale analyses to generate actionable insights on-demand and help steer and  nudge key metrics and key performance indicators (KPIs).  One such technology framework with ever-growing adoption is Process Mining, especially due  to the evolution from process-discovery-based limited applications to centralized platforms for  integrated process automation.<|endoftext|>

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 3 Process Mining uses detailed data from business processes Process Mining is the practice of using data from various sources to analyze, baseline  and improve business processes.  The concept of Process Mining is built on the pillars of analysis techniques using artificial  intelligence (AI) and machine learning (ML). It is an approach to analyze, optimize, and  improve complex operational processes.  Powered by event data logs and data science tools, Process Mining helps identify  process variations and bottlenecks and gathers quantitative insights in process flows. It  also helps address performance and compliance-related issues in processes.  The following high-level steps are involved in a typical process mining lifecycle journey: Step Description Tools used 1. Data collection Collect data from various sources, such  as event logs, databases, operational  data stores.<|endoftext|>Data extraction tools, such as ETL  tools, log parsers, or database  connectors.<|endoftext|>2. Data pre- processing Clean, filter, and normalize data to  ensure consistency and accuracy.<|endoftext|>Data cleaning and preparation  tools, such as Python, or R scripts.<|endoftext|>3. Process  discovery Create a process model based on the  collected data.<|endoftext|>Process Mining tools, such as  Disco, ProM, or Celonis.<|endoftext|>4. Conformance  checking Compare the process model with the  collected data to identify deviations,  errors, or inefficiencies in the process.<|endoftext|>Conformance checking tools, such  as Disco, ProM, or Celonis.<|endoftext|>5. Process  enhancement Optimize the process model to improve  efficiency, reduce costs, and enhance  quality.<|endoftext|>Process simulation and optimization  tools, such as Arena, Simul8, or  ProModel.<|endoftext|>6. Process  monitoring Continuously track and analyze process  data to identify potential issues,  bottlenecks, or opportunities for  improvement.<|endoftext|>Process monitoring tools, such as  Celonis, Splunk, ELK, or Graylog.<|endoftext|>7. Process  visualization Create graphical representations of the  process model and process data to help  stakeholders understand the process and  identify areas for improvement.<|endoftext|>Data visualization tools, such as  Celonis, Tableau, Power BI, or  QlikView.<|endoftext|>Oil & Gas transformation | © 2023 Infosys Consulting

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 4 Evolution of Process Mining From being a niche technology used in research-oriented projects to a completely  integrated cross-functional collaboration platform, Process Mining has evolved and  matured for broad adoption. Here is a summary of this evolution: Oil & Gas transformation | © 2023 Infosys Consulting Process  discovery Process  conformance User-centered  process Integrated process  automation Time period First Generation Second Generation Third Generation Fourth Generation 1988 – 2004 2004 – 2011 2011 – 2016 2016 – Present Summary Focus on discovery  of process models  from event logs Introduction of  conformance checking  and process  enhancements Shift towards more user- centered and interactive  approaches Expansion of process mining  beyond event logs to include  other types of data and  processes Use of process  discovery algorithms  and process tree  visualizations Integration of multiple  perspectives and data  sources Focus on business  process management  and improvement Integration of process mining  with other technologies such  as AI, IoT, and blockchain Limited support for  large and complex  processes Focus on quality  control, compliance,  and audit trails Integration of social,  organizational, and  environmental factors Increased focus on  automation, robotics, and  digital transformation Challenges in  handling noise,  concurrency, and  infrequent behavior Use of data mining and  machine learning  techniques Increased emphasis on  big data, cloud  computing, and  distributed systems Development of new  techniques such as predictive  process monitoring and  prescriptive analytics People Primarily academic  researchers and  process experts Involvement of  business stakeholders  and end-users in  process mining projects Involvement of a wider  range of stakeholders  including end-users, IT  staff, and top  management Involvement of a wide range  of stakeholders including  business users, IT staff, data  scientists, and process  experts Minimal involvement  of business  stakeholders and  end-users Increasing emphasis on  collaboration and  communication Greater emphasis on  user needs and user  experience Greater emphasis on cross- functional collaboration and  co-creation Process Emphasis on  process modeling  and analysis Shift towards process  improvement and  optimization Increased integration of  process mining with  business strategy and  management practices Integration of process mining  with digital transformation and  innovation initiatives Limited focus on  process  improvement and  optimization Greater attention to  business objectives  and value creation Greater emphasis on  continuous improvement  and innovation Systems Basic computing  tools and algorithms Development of more  sophisticated  algorithms and  methods Greater use of cloud  computing, big data, and  advanced analytics Integration of AI, IoT,  Blockchain, and Advanced  Analytics Primarily desktop- based software Increased use of  enterprise-level  software systems Integration with other  digital technologies such  as social media and  mobile devices Use of event logs  and basic data  mining techniques Integration of multiple  data sources and  formats Greater use of process  automation and robotic  process automation  (RPA)

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 5 Process Mining impacts multiple areas in Oil & Gas The Oil and Gas industry is complex and dynamic with significant data generated across  all areas.  For Oil and Gas companies, Process Mining can be particularly important because of the  complex and highly regulated nature of their operations. Here are some specific ways in  which Process Mining can benefit Oil and Gas companies: Oil & Gas transformation | © 2023 Infosys Consulting Value levers Impact of Process Mining Operational  efficiency Process Mining can help identify inefficiencies in processes,  such as bottlenecks or unnecessary steps, and suggest ways  to streamline them. This can lead to cost savings and better  use of resources.<|endoftext|>Regulatory  compliance Oil and Gas companies are subject to numerous regulations  and standards, such as those related to environmental  protection and worker safety. Process Mining can help  ensure that these regulations are being followed and identify  areas where improvements are needed.<|endoftext|>Operational safety Safety is a top priority for Oil and Gas companies, and  Process Mining can help identify potential hazards and risks.<|endoftext|>By analyzing data from sensors, equipment, and other  sources, companies can identify patterns that may indicate  an increased risk of accidents or equipment failure.<|endoftext|>Optimized  maintenance Process Mining can help companies optimize maintenance  schedules by analyzing data from equipment and other  sources to identify when maintenance is needed. This can  help prevent unplanned downtime and reduce maintenance  costs.<|endoftext|>Customer  satisfaction Oil and Gas companies may interact with customers in  various ways, such as through fuel delivery or service  stations. Process Mining can help companies understand  how customers interact with their services and identify ways  to improve the customer experience.<|endoftext|>

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 6 Pre-requisites for Process Mining Certain conditions need to be met before leveraging Process Mining effectively. These  can broadly be grouped under People, Process and Technology.<|endoftext|>Oil & Gas transformation | © 2023 Infosys Consulting Who can help manage the  organizational changes that may  result from Process Mining  initiatives.  BUSINESS ANALYSTS With domain knowledge of the  processes to be analyzed.  With expertise in data  management and system  integration.  With expertise in data analysis  and statistical modelling.  Or subject matter experts who can  provide feedback on the accuracy  and relevance of Process Mining  results.  DATA SCIENTISTS IT PROFESSIONALS


Continue # Infosys POV
 PROCESS OWNERS CHANGE MANAGEMENT  EXPERTS LEADERSHIP SUPPORT People Process Compliance with legal and  regulatory requirements, such as  data privacy laws.  PROCESSES Well-defined processes with  documented workflows and  procedures.  Availability of the required  hardware or software  infrastructure to support Process  Mining activities Access to event logs or other  data sources that capture  process data.  Alignment with the organization’s  strategic objectives and goals.  DATA CAPTURE  TECH INFRASTRUCTURE STRATEGIC OBJECTIVES COMPLIANCE AGILITY Organization’s ability and culture  to adopt new frameworks for  continuous improvement.

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 7 Oil & Gas transformation | © 2023 Infosys Consulting System Visualization software to create  dashboards and reports.  ACCESS TO DATA Access to digitized processes  and/or processes with  event/case data and relevant  data sources. This includes,  event logs, databases, and  other data repositories.  Data cleaning, transformation,  and normalization tools to  prepare data for analysis.  Process Mining software to  extract and analyze process  data.  Process modelling software to  create process model.  PROCESS DATA DATA TOOLS PROCESS MODEL VISUALIZATION INVESTMENT Continued investment in  technology platforms and  relevant features.

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 8 Case studies The following case studies cite instances where Process Mining helped a US-based Oil  and Gas major realize efficiencies and optimize resources using Celonis.<|endoftext|>Oil & Gas transformation | © 2023 Infosys Consulting Approach • Key AS-IS process flows for these processes were modeled in ARIS to begin with.  This provided an understanding of the current pain points and areas of improvement.  • This process model was leveraged to identify the data availability in applications  across each of the steps.<|endoftext|>• The journey: A case was created through all its states and the data captured from the  previous step was mapped against this to ensure data consistency.<|endoftext|>• This data was imported into the Celonis Execution Management system to create a  data model.  • Based on this data model, multiple process analysis dashboards and components  were created to track various metrics and KPIs across key dimensions such as time,  vendors, locations.  Process Mining in upstream logistics

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 9 Oil & Gas transformation | © 2023 Infosys Consulting Business/process  area Common  challenges Potential process  mining gains Value levers  impacted Standard enterprise  processes (order-to- cash, procure-to-pay) Manual interventions Reduction of TAT Operational efficiency Form corrections Improve no-touch  processing Regulatory  compliance Rate changes, data  mismatches Automation Customer satisfaction Supply chain  management High complexity of  supply chain Reduction of process  lead time Operational efficiency Visibility is limited  among all  stakeholders  Reduction of cost by  removing bottlenecks Optimized  maintenance Best practices are not  well-defined  Full transparency of  process Customer satisfaction Vessel schedule  optimization Multiple rigs covered  by same vessel Effective route planning  to reduce fuel costs and  optimize time Operational efficiency Route planning done  at the last minute Operational safety Optimized  maintenance  Helicopter schedule  optimization High cost due to over  utilization  Incorporate best  practices for utilization  Operational efficiency Unnoticed  maintenance risks  Monitoring risks Regulatory  compliance Operational safety Optimized  maintenance  Warehouse  management Warehouse layout  inefficient  Root cause analysis for  layout  Operational efficiency Lack of process  automation  Forecasting data for  inventory utilization and  avoiding stock outs Customer satisfaction Warehouse inventory  inaccuracy Enhanced customer  management Warehouse utilization  inaccuracy  Fleet management High fuel cost Improved fleet efficiency  and routing  Operational efficiency Under-utilized assets  KPI monitoring to  improve utilization Customer satisfaction Vendor management Manual processes,  poor automation  SLA improvement Operational efficiency Rental costs high and  equipment under- utilized  Contract visibility and  optimization Customer satisfaction End-to-end system  integration not  available

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 10 Oil & Gas transformation | © 2023 Infosys Consulting Reference industry use cases Large integrated Oil & Gas major One of the largest Oil and Gas companies in the world has been using Process Mining  to improve the efficiency of its drilling operations.  By analyzing data from drilling rigs, this company was able to identify inefficiencies and  areas for improvement, such as reducing idle time and optimizing drilling parameters. As  a result, the firm was able to reduce drilling time and costs while improving safety and  environmental performance.<|endoftext|>A European Oil & Gas company This company used Process Mining to optimize its maintenance processes for offshore  platforms.  By analyzing maintenance data, the firm was able to identify patterns and trends which  improved the reliability of its equipment, reduced downtime, and lowered maintenance  costs. The company also used Process Mining to identify opportunities for process  standardization and optimization, resulting in further improvements in efficiency and cost  savings.<|endoftext|>A large National Oil Corporation (NOC) This NOC used Process Mining to improve its customer service processes.  By analyzing customer service data, the NOC was able to identify areas where it could  improve its service levels, such as reducing response times and increasing the accuracy  of billing. The company also used Process Mining to optimize its meter reading  processes, resulting in significant cost savings.<|endoftext|>

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 Process Mining  encourages  sustainable growth Oil and Gas companies operate in a  complex environment with multiple  interconnected processes, making it  challenging to identify inefficiencies  and areas for improvement. Process  Mining provides a valuable tool for  these companies to gain insights into  their operational processes by  analyzing data from various sources.  By applying Process Mining  techniques, Oil and Gas companies  can identify bottlenecks, reduce  costs, improve efficiency, and  enhance the quality of their  products and services.  The benefits of Process Mining  include improved compliance,  enhanced decision-making, and  increased operational efficiency.  Therefore, implementing this  technology can help Oil and Gas  companies stay competitive and  achieve sustainable growth in an  ever-changing industry.<|endoftext|>11 Oil & Gas transformation | © 2023 Infosys Consulting

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 MEET THE EXPERTS SACHIN PADHYE Associate Partner, SURE Sachin.Padhye@infosys.com 12 Sachin works with large Oil and Gas companies in the upstream, midstream, and  downstream areas to frame their digital strategy across customer and employee  experiences. He helps clients quantify value, beginning with industry opportunities  and ending with decisions built with big data, analytical tools and visualizations and  narratives. His current focus is digital data monetization, where he helps companies  put a monetary value to the data that is used to execute their digital strategy.  NAVEEN KAMAKOTI Principal, SURE Venkata_Kamakoti@infosys.com Naveen has over 18 years’ experience in digital business transformation initiatives,  focusing on process consulting, re-engineering and mining, as well as business  architecture and consulting across information and professional services, plus Oil &  Gas (upstream) domains. He leads the process consulting and transformation  community of practice for Infosys Consulting.<|endoftext|>SHRUTI JAYARAMAN Senior Consultant, SURE Shruti.Jayaraman@infosys.com Shruti has four years’ experience in business process improvement and digital  transformation initiatives with a focus on process modelling, analysis, and mining.  She’s worked with upstream Oil & Gas clientele, across financial planning, process  design and optimization, third-party hiring and government reporting areas for the  last two years. She has administered trainings in process modelling using ARIS and  has worked in Agile methodologies.  SOHINI DE Consultant, SURE Sohini.De@infosys.com Sohini has over four years’ experience in process transformation initiatives focusing  on business process improvement, process design, modeling and mining. She has  two years’ experience in the upstream energy industry in marine logistics, and  integrity inspection. She has conducted trainings in ARIS Designer platform for  process modeling and has hands-on experience working in Agile methodologies.  Oil & Gas transformation | © 2023 Infosys Consulting

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 consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting


Continue # Infosys POV
 firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  © 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.

***


# Infosys POV
Title: Reinventing the CSP Product Lifecycle Management for Digital Ecosystems
Author: Infosys Consulting
Format: PDF 1.7

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 An Infosys Consulting Perspective By Sagar Roongta, Kiran Amin and Thiag Karunanithi Consulting@Infosys.com | InfosysConsultingInsights.com REINVENTING THE CSP  PRODUCT LIFECYCLE  MANAGEMENT FOR  DIGITAL ECOSYSTEMS How to sustainably manage product portfolio  complexity in the digital age?

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 CONTENTS 2 1.<|endoftext|>Introduction 2.<|endoftext|>Unified PLM Framework 3.<|endoftext|>Components of Unified PLM 4.<|endoftext|>Recommendations for CSPs 5.<|endoftext|>Infosys PLM Maturity Model Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 Generating new sources of revenue & free cash  flows are the top priorities for CSP CEOs in 2023 In our regular interactions with Communication  Service Providers (CSPs) across Asia Pacific,  increasing revenue growth is a key priority for  executive leadership. The traditional revenue  sources have diminished while any price  increase will prove to be an extremely sensitive  subject for price savvy customers. The COVID- 19 pandemic allowed CSPs to emerge  unscathed, or at least to re-think how they now  commit substantial investments to expand  their 5G networks and open additional revenue  sources.<|endoftext|>As per Gartner’s 2023 Board of Director’s  Survey, 46% of boards wanted to expand new  product lines, to create new growth  opportunities.  In this environment, CSPs have  expanded to occupy the role of digital  ecosystem gateways, acting as a marketplace  operator where consumer and enterprise  customers can buy bundled service offering(s)  within an enclosed ecosystem and CSP  partners. These ecosystem partners vary from  digital content providers, gaming fintech,  financial services, cybersecurity, insurance, and  health-tech companies seeking to access the  digital ready customer portfolio of CSPs.  Through these mass-personalized offerings,  CSPs could increase customer stickiness and  reinforce core business goals. For the end- consumer, their CSP becomes not just a  connectivity provider but an incumbent one- stop-shop for digital services. Consequently, as  per a recent IDC report, one in three CSP is  expected to generate more than 15% of their  overall revenue from new digital products and  services, compared to one in six in 2020. 1,2 INTRODUCTION 3 Did You Know? As per a recent IDC report, one in  three CSP is expected to generate more  than 15% of their overall revenue from  digital products and services, compared  to one in six in 2020.<|endoftext|>Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting How should CSPs manage their product portfolios  as they launch plethora of new 5G, digital  and innovative offerings?

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 INTRODUCTION 4 As an ecosystem provider, CSPs would be  operating in a dramatically different business  model. Newer, open, and more complex  offerings must be introduced to markets  quickly, which requires more investments and  collaboration, while the lifecycle of each  product must be better controlled from  financial and technological perspectives.  However, the existing CSP product portfolio is  already overly complex, and the product  development process is highly bureaucratic as  it currently functions on legacy systems,  processes, and historical ways of working.  Furthermore, mistakes or shortcomings  perceived in the products or product designs  reach the market because the company cannot  react to market changes quickly enough. The  slowness of an end-to-end process means that  companies are unable to bring its products to  market in rhythm with customers’ wishes,  market changes, and set timetables or to  collect the greatest possible product margin.  Subsequently, CSPs are forced to undergo  expensive product rationalization exercises to  cull out redundant or non-profitable offerings.  Hence, to succeed in the dynamic ecosystem  era, CSP would need to reimagine how they  develop new products whilst innovating and  managing their lifecycles. This requires a deep  dive into their existing product lifecycle  approach from a piecemeal activity to a next  generation product lifecycle management  approach. How and at what level of each  company conducts its product lifecycle  management implementation depends on  several factors that can be explained through  the Unified PLM Framework.<|endoftext|>For sustainable digital ecosystem success, CSPs  need to re-imagine their PLM activities as a  strategic initiative Did You Know? According to Bain’s Digital GPS  Benchmark, more than half of respondents  from telecom industry, said that automation  of back-office operations like PLM, as their  top digital priority3 Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 The Unified Product Lifecycle Management  (Unified PLM) is a comprehensive approach to  implementing product lifecycle strategy in a  telecom organization. It integrates a  comprehensive PLM strategy, a modular  product architecture, an efficient PLM process  design and enabling data & technology  architecture that saves time, reduces product  complexity, and excels in a multi-party  environment. It creates a framework to capture  insights across lifecycle phases to rapidly  create new offerings while having an  automated process to right-size unused  offerings.4 It starts with setting up a PLM strategy and  governance structures that defines the  stakeholders critical to implement a product  architecture relevant for the digital age which  need not be complex but simplified and  modularized. Subsequently, the enabling  processes and technology are implemented to  execute the product portfolio and lifecycle  strategy.  The unified PLM framework has five key  components: Unified PLM is a holistic framework for PMs to  save time and reduce costs in a multi-party world UNIFIED PLM FRAMEWORK 5 • Strict process stage gates • IT change & configuration  management • Process improvement  initiatives • Product retirement process • Process support systems • Decision support system • Product data management  and policies • Process efficiency tools • PLM maturity  assessment • Product portfolio &  PLM alignment • PLM governance  framework • Incorporation of  product variants • Organizational structure • Roles and responsibilities • Skill & Resources  allocated • Multi-party collaboration • Modular marketing  product structure • Product rules governance • Modular process design  • Reusability of  components PLM Strategy PLM Process Excellence Data & Technology Product Design Organization & People Unified PLM Framework Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 The PLM strategy is the foundational rail on  which the organization embarks on  transforming its PLM activities. It is an optimal  alignment between the need for innovation  and marketing priorities with a governance  mechanism that effectively addresses the PLM  priorities. It allows for seamless  synchronization of product development,  market management, and retirement  processes. It also sets the necessary  governance and control mechanisms to detect  and mitigate potential threats. However, CSPs  should be wary of implementing a one-size- fits-all approach to all products in the portfolio;  they should treat various products differently  based on their operating model, product  complexity and lifecycle behavior.<|endoftext|>For example, a device bundled with mobile  plans have a limited shelf-life; hence the PLM  Strategy should be agile to respond faster to  any type of change while enterprise products  have a longer shelf-life to allow for market  development and sales cycles. Hence, an  effective PLM strategy creates a framework for  managing distinct product variants within the  strategic priorities.  Unified PLM begins from strategy to create the  rails on which people & products are organized COMPONENTS OF UNIFIED PLM 6 PLM Strategy 1 PLM Governance 2 Alignment to Product Portfolio  Strategy 3 PLM Process Variants PLM Strategy Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 COMPONENTS OF UNIFIED PLM PLM activities cut across different stakeholders  such as product marketing, sales, technology,  customer management, business intelligence  and finance teams. And in an unstructured  environment, these activities are conducted on  an ad-hoc basis by individual functions. And  consequently, conflicts between stakeholders  are quite common. Various case studies have  demonstrated that more conflicts lead to a  higher probability of final product failure.  Hence, for a sustainable PLM success, an  organizational structure must


Continue # Infosys POV
 be present where  all the relevant departments & teams can  efficiently collaborate and coordinate.<|endoftext|>CSPs have traditionally implemented a  divisional structure or a matrix structure where  group managers from distinct functions  collaborate to develop new products. However,  with the number of parties spreading across  multiple organizations, new organizational  models must be considered. Implementing new  structures include offering management  squads or agile product teams to independently  execute the PLM strategy within their  organizations. These squads are accountable  for the entire lifecycle of an offering, including  validating the need in the marketplace and  conducting the impact analysis on engineering,  sales, support, and budgeting. In addition, these  squads have the mandate to work across  business units and disciplines to harness the  company’s entire arsenal of talent and  knowledge base. These structures could be  customized based on process variants and the  strategic necessities of the company.  7 Organization & People 1 PLM Organization 2 Responsibility Assignment 3 Employee Empowerment Organization & People Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 What is modularization? Modularization is an activity of dividing a  product or process into logical and  interchangeable modules. The objective is to  create a flexible system that enables creation  of different configurations, while reducing the  need to create unique building blocks each  time.6 Benefits of a modular system are  numerous: • Higher efficiency as modules can be  consolidated across different products • Higher agility as changes & modifications  can be isolated to specific modules, enabling  others to remain unchanged • Higher flexibility as mass customization on  individual module can be achieved at scale The product design component aims to enable  product component reusability by defining the  constraints and rules for decomposing the  product functionality into meaningful modules  with a coherent product data model. For CSPs,  the product structure includes breaking down  the product offer and reusing the individual  service modules from a market, technical and  operational perspective. A modular market  perspective includes cross-linkage between  aspects like tariff plans, fees, market segments,  etc. A technical perspective includes  decomposing the product offering into  individual product, service, and resource  modules. Finally, an operational perspective  includes reusing process modules such as  fulfillment, assurance, and billing processes  independent of the product type. Important  advantages of a modular product design  include faster time to market, more efficient  development, better innovation ability and  lesser operational costs as complex systems  become easier to manage; parallel activities  can operate independently, reusability of  existing components, and faster fault  localization.  The product model defined as per the SID  framework by TM Forum is a classic example of  a modular product architecture.5 COMPONENTS OF UNIFIED PLM 8 Product Design 1 Modular Marketing Product  Design 2 Product Rules Governance 3 Modular Process Design Product Design LOW HIGH HIGH No. of product variants offered  to customers Cost efficiency of  product portfolio LOW Customization Standardization Modularization Relative cost efficiency with the increase  in product variants in the market Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 A  typical PLM process includes six phases - ideation, design, development, go-to-market,  sales, and finally, retirement. Most CSPs have a  well-documented product lifecycle  management process of end-to-end activities  however, the presence of a process excellence  framework is rarer or if one does exist, it needs  to be more effectively applied.<|endoftext|>PLM process excellence embeds the  continuous improvement in the PLM process,  aligning with the strategic PLM goals. It  includes unambiguously defining relevant  activities, their sequence, data requirements  and configuration. In addition, it also defines  the roles and responsibilities of the product  organization throughout the value chain to  ensure proper execution. The critical elements  within PLM process excellence includes  definition of stage gates that ensure that the  product satisfies the minimum criteria to move  to next lifecycle phase, standardization of  various process variants and a regular  retirement process.7 A regular rules-based product retirement  process is critical in making the product  offerings more targeted and manageable and  eliminates the need for product rationalization  activities every few years.  COMPONENTS OF UNIFIED PLM 9 PLM Process Excellence 1 Continuous Process  Improvement PLM Process Excellence 2 Strict Process Stage Gates 3 IT Change & Configuration  Management 4 Retirement Management                                                                                Standard PLM Process Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 The objective of Data & Technology component  is to provide frameworks that increase the  efficiency of the PLM process execution while  making it more efficacious. Informed by the  product design and PLM process components,  it helps in implementing these components in a  business environment.  The product data management forms the  backbone for managing and controlling the  lifecycle of a product. It starts from the market  research and business planning data to the  subsequent product performance and eventual  retirement justification. A well-constructed  PDM framework enables all stakeholders to  capture, communicate and disseminate all  heterogeneous data throughout its lifecycle. It  helps in speeding up product development,  reduce errors and increase efficiency of  resources.  The technology component includes two key  elements – process support systems and  decision support systems. Process support  systems include RPA or workflow management  system for automated process implementation,  decision gate evaluation, process compliance  and automated triggers. Decision support  systems include machine learning and AI-based  tools that improve the decision-making  capabilities to identify new product  opportunities and proactively retire products  that are underperforming.  COMPONENTS OF UNIFIED PLM 10 Data & Technology 1 Process Support Systems 2 Decision Support Systems 3 Product Data Management Data & Technology Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 More than ever, customers are expecting more  for less. To manage now and future needs,  CSPs must understand their own core  capabilities and have the expertise, agility, and  flexibility to react to meet demand and  ultimately remain relevant.  Developing a strategy that balances internal  barriers and constraints, whilst integrating  organization goals and vision is by no means an  easy task. This coupled with external  competition has intensified the entire PLM  playing field, thus essential for CSPs to  understand the ‘real’ opportunity within that if  managed and executed well, will lead to create  value across the board.<|endoftext|>CSPs across the world have approached their  PLM initiatives that vary on a broad spectrum  of parameters from ad hoc manual activities to  the use of AI & machine learning algorithms to  recommend product lifecycle actions. The  effectiveness of these initiatives naturally  would be determined against internal as well as  external factors. However, implementation of  any PLM project requires an extensive change  in intra and inter-organization processes, new  types of skills and capabilities, and more than  that, an organization wide cultural and  strategic transformation. Hence, any PLM  initiative would require strategic commitment  and resources. 8 As a first step towards that initiative, a maturity  model can help CSPs to assess as-is while  giving a guided path to advance their PLM  capabilities for the future.  Evaluate your as-is PLM capabilities by  determining your organization’s PLM maturity RECOMMENDATIONS FOR CSPs 11 Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 PLM Maturity Model Infosys Consulting has developed the PLM  Maturity Model based on industry research,  best practices and external trends to assess the  relative CSP performance on PLM.  It is a scientific method to rate the performance  of individual component against the best-in- class industry standards and identify  opportunities for improvement. It considers not  only existing PLM initiatives but also the  relevant market trends, customer readiness  and competitive profile to rate the  performance of a CSP on their maturity state Infosys’s PLM Maturity Model categorizes CSPs  into 5 maturity levels: 1.<|endoftext|>Ad-hoc: Ad-hoc is the preliminary maturity  state where there is no evidence of a PLM  strategy and vision. This stage is often  characterized by inconsistent processes,  monolithic product structure and absence  of enabling process and technological  framework. The lifecycle activities often are  executed on a case-by-case basis by  individual functions in the organization for  a specific need.  The PLM maturity model assesses relative  performance to recommend next course of action INFOSYS PLM MATURITY MODEL


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 12 Infosys PLM Maturity Model Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 INFOSYS PLM MATURITY MODEL 13 2. Structured: In a structured state, a high- level PLM strategy and governance is  present which defines PLM objectives and  participating stakeholders. This structured  state incorporates basic process and  governance framework to increase  efficiency with a singular focus on reducing  time to market.  3.<|endoftext|>Integrated: An integrated maturity state  increases the PLM coverage with different  product variants and parties included in the  PLM activities. Considering disparate  product variants, integrated state CSPs are  able to modularize their product  architecture that is scalable across different  product offerings and operating models.<|endoftext|>4. Automated: In an automated maturity  state, CSPs incorporate multiple systems  and tools to automate their PLM  implementation. This includes use of a  centralized product data management  capability and use of process support  systems to track and manage product  lifecycle stage.  5. Adaptive: CSPs in the adaptive maturity  state, increasingly use AI and Machine  Learning algorithms to analyze and predict  the performance of the marketed products.  AI-based tools help CSPs to analyze  customer behavior to recommend product  offering ideas and process automation  opportunities for better PLM outcomes.  Common Pitfalls On their path to achieving PLM  transformation, CSPs need to avoid certain  common pitfalls: • Lack of executive commitment - PLM cannot  be treated as a siloed initiative, its  sponsorship must have the right  organizational backing.<|endoftext|>• Fragmented governance - where PLM is not  defined or limited with no real controls.<|endoftext|>• Limited process standardization across  departments, making it more a free for all  rather than centralized and cohesive  • Lack of empowerment and resources  allocated to the PLM organization to  implement change  • Visibility of product data – to support  decision making and product performance • Inability to utilize new emerging technologies  – use newer technologies to support PLM  process e.g., advanced data analytical tools,  AI, ML etc.  • Proliferation of products –With the  improvement in product go-to-market  timelines, avoid creating new superfluous  offerings  Although daunting, it is not an impossible task  to move away from more traditional CSP  behaviors, the key to progression and moving  forward is to first understand where you  currently are and how incrementally you can  move in the right direction.<|endoftext|>Hence, it is now very important for CSPs to  consider self-maturity assessment.  Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 Take the Maturity Health Check NOW The Infosys consulting maturity health check  will allow CSPs to:: • Evaluate PLM health and performance  against best-in-class operationalized  processes and technology  implementations • Quickly identify and pinpoint areas with  biggest improvements and business gain • Execute a plan of how to take current as- is and “upgrade” to the next maturity  state  • Use a scientific approach to objectively  assess performance against PLM  company wide objectives • Implement a PLM monitoring framework  to assess different components on a  continual basis INFOSYS PLM MATURITY MODEL 14 SAGAR ROONGTA Consultant Singapore +65 8264 6036 Sagar.Roongta@infosysconsulting.com MEET THE EXPERTS AUTHORS KIRAN AMIN Senior Principal Singapore +65 9742 7657 Kiran.Amin@infosysconsulting.com Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting THIAG KARUNANITHI Associate Partner Australia +61 4064 2736 0 Thiag.Karunanithi@infosys.com

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 1.<|endoftext|>https://www.gartner.com/en/articles/see-the-key-findings-from-the-gartner-2023-board-of- directors-survey 2. https://www.idc.com/getdoc.jsp?containerId=prAP49619722 3.<|endoftext|>https://www.bain.com/insights/digital-transformation-what-matters-most-in-your-sector- interactive/ 4. https://www.researchgate.net/publication/204100092_Next_Generation_Telco_Product_Lifecy cle_Management_- _How_to_Overcome_Complexity_in_Product_Management_by_Implementing_Best- Practice_PLM 5. https://www.tmforum.org/oda/information-systems/information-framework-sid/ 6. https://www.modularmanagement.com/blog/all-you-need-to-know-about-modularization 7.<|endoftext|>https://www.productfocus.com/product-management-resources/infographics/product- management-lifecycle/ 8. https://link.springer.com/article/10.1007/s00170-013-5529-1 REFERENCES 15 Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems © 2023 Infosys Consulting

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 consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable  brands transform and innovate. Our consultants are industry experts that lead complex change agendas  driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys  brand, our teams help the C-suite navigate today’s digital landscape to win market share and create  shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of  consulting firm, visit us at www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  © 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this  document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names, and other such  intellectual property rights mentioned in this document. Except as expressly permitted, neither this document  nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means,  electronic, mechanical, printed, photocopied, recorded or otherwise, without the prior permission of Infosys  Limited and/or any named intellectual property rights holders under this document.

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# Infosys POV
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 An Infosys Consulting Perspective Led by Olu Adegoke Consulting@Infosys.com | InfosysConsultingInsights.com The Future of Telco a four-part series

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 Beyond connectivity | © 2023 Infosys Consulting THE FUTURE OF  TELCO In this series, experts outline the four key  trends influencing and driving telecom  companies to the future.  Contents Part 1: Beyond connectivity: How  communication service providers can  monetize emerging B2B growth opportunities By Ravi Jayanthi  Ravi Jayanthi explains how telcos can best  monetize emerging growth opportunities in the  enterprise segment to remain competitive.  Part 2: The new telecom operating model:  Exponential growth opportunities By Alastair Birt Alastair Birt outlines why telecom companies  need to creatively dismantle the old ways and rise  from the ashes stronger, wise, and ready to seize  the future within their grasp.  Part 3: Telecoms: Why talent is the next  frontier for competitive advantage By Mick Burn and Stanislava Gaspar (née  Stoyanova) Mick Burn and Stanislava Gaspar explain how  radical transformation will affect HR strategy and  why betting on people is essential for success.  Part 4: Getting value from AI&A in the telecom  industry By James Thornhill It’s clear that the digital future will be driven by  Artificial Intelligence and Automation (AI&A) – especially in the telecom industry. James  Thornhill outlines AI&A opportunities and why  CSPs should ensure they have the right strategic  initiatives to grow.  Contributors: Olu Adegoke and Gaurav Kapoor Editor: Vica Granville 2

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 BEYOND CONNECTIVITY: HOW COMMUNICATION SERVICE  PROVIDERS CAN MONETIZE B2B GROWTH OPPORTUNITIES Beyond connectivity | © 2023 Infosys Consulting 4 Companies looking to operate normally today are facing insurmountable obstacles. High  geopolitical risks, economic uncertainty, labor shortages, and the realignment of supply chains  have forced industries to adapt and readjust almost immediately post-pandemic.<|endoftext|>The digital transformation and workforce reinvention required are reshaping demand for  information and communications technology (ICT) solutions and are utilizing the rapid evolution  of advanced technologies. According to Ericsson and Arthur D. Little, these new digitalization  opportunities are providing telecom companies with a significant opportunity in the B2B market  to capitalize on the 35% topline growth potential.  But what is needed to grow the B2B telecommunication market and what hurdles do  telcos need to overcome to grasp this potential?

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 Understanding the potential Before outlining how telcos can succeed in  the B2B market, it’s important to understand  where the opportunity is coming from.  Due to turbulent market forces, many  organizations are already at various stages  of:  • Developing new technological solutions • Improving service delivery • Increasing operational efficiency • Reducing cost • Gaining competitive advantage • Meeting rising customer expectations  Such digital transformations require ICT  solutions that provide integrated connectivity,  security for digitally connected devices, data,  and applications.  In addition, the rapid evolution of cloud,  artificial intelligence (AI), machine learning  (ML), and automation technologies are  bringing incredible value to businesses.  Companies can now aim to provide  employees and customers with secure, high  speed, reliable, low latency mobile networks  with edge computing capabilities.   However, many telecom companies are  failing to seize the opportunity presented  before them. They’re losing out to forward  thinking hyperscale cloud providers (HCP) by  relying on outdated systems, processes, and  operating models.  What hurdles will telcos need to overcome?  To ensure future growth, leaders will need to repackage the intrinsic value of the network with  innovative ways to bring extrinsic value to customers. As such, organizations must expand the  communication service providers (CSP) operating model from a network to a flexible end-to- end business platform provider. This will expand their role in the value-chain.  Beyond connectivity | © 2023 Infosys Consulting 5

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 But to do that, telecom companies will need  to must overcome several obstacles:   • The lack of industry domain knowledge that’s essential for innovation at the edge  and value-based selling • The lack of necessary relationships to  influence enterprises on their digitalization  journey. Many telcos are, therefore,  missing out on business-level (vs.  connectivity-level) conversations to create  relevancy • The absence of skills necessary to  implement and adopt use cases for  enterprises. Adoption is made more  complex as there’s a lack of subject matter  experts focused on domains and customer  ecosystems  • Many telcos aren’t replicating use cases  across enterprises, and therefore fail to  amortize the transformation investment • There’s an uneven distribution of  spectrum assets among CSPs that is  hindering large-scale deployment of 5G,  and thereby hampering use case adoption • Companies are failing to embrace open- source technologies. This prevents them  from accelerating innovation and reducing  costs • Competition from hyperscalers. Their  ability to spend the same on telecom  infrastructure services as Tier-1 CSPs has  enabled them to expand their involvement  in the telecom industry/value chain. This  includes edge computing and private  wireless networks  How can telecoms capitalize on the B2B market opportunity  and overcome these challenges?  Beyond connectivity | © 2023 Infosys Consulting To cater to new segments and opportunity areas telcos must expand their role. Organizations  must transform from simply being a network provider to becoming a service enabler and creator.  This is a complex undertaking to do alone. To be successful, CSPs need to show considerable  flexibility in how they deploy innovative business models. This includes working with HCPs and  service integrators (SIs) to secure a stake in the B2B market.  Technology works better when it’s built together with partners. Especially, when dealing with a  complex ecosystem across a gamut of customer segments, as well as growth areas with  varying business outcomes, capabilities, and systems of differentiation. Establishing a rich  partnership ecosystem will help both market leaders and aspirants to build a complete portfolio  and confidently embark on a journey of scale.<|endoftext|>6

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 Overcoming the various challenges to transform current ways of working isn’t an easy  undertaking. But there are four crucial factors that should be considered in your service  strategy and go-to-market (GTM) playbook to help. These are:  Go-to-market playbook for telecoms to capitalize on the B2B  market opportunity 7 Beyond connectivity | © 2023 Infosys Consulting B2B2X revenue Create extrinsic value with an outside-in approach  to enterpirse customers.  Innovation/GTM Build a strong partner ecosystem and focus on  value-based selling.  Adoption Simplify use cases for customer adoption and  integrate (E2E) their ecosystem within your  business.  Scale Industrialize network engineering and operations – essential to scale at large.

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 Key takeaways Telcos can no longer justify network  investments for cost efficiency and  competitive parity alone. They must  focus on creating a path for growth,  leveraging technology to shape  problems that drive innovation and  differentiation.  They need to bring what’s next to  life and start thinking outside of the  box, building a marketplace that will  serve growth. That’s the story of  scale that telecom companies need  to prioritize in partnership with SIs  and HCPs. With boots on the  ground, such partners are key to  driving growth both through GTM  and building out intellectual property.<|endoftext|>This will be a significant  undertaking. As such, it must be  executed in waves to align with  market readiness. It will require  CXOs to commit to innovation,  industry collaboration, and long-term  investments. With a growth potential  of 35% to the topline through  network enabled digitalization, the  potential returns are worth the risk.<|endoftext|>8 Beyond connectivity | © 2023 Infosys Consulting

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 THE NEW TELECOM OPERATING MODEL: EXPONENTIAL  GROWTH OPPORTUNITIES Most telecom companies claim to be well on their way to making the shift


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 from communication  service providers (CSPs) to digital service providers (DSPs). They draw attention to simplified  portfolios, improved customer experiences, a shift to digital channels, and higher NPS as  evidence of success.<|endoftext|>However, when comparing financial performance over the last decade, the telecoms sector falls  far short, as compared to the ‘double-digit’ compound growth rates of hyperscalers, OTT  players, and software-as-a-service (SAAS) platform disrupters.  New operating model | © 2023 Infosys Consulting 10

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 The case for change and the future of telco The telecom industry’s earlier period of stellar growth depended on three factors:  1. The competitive advantage of owning the underlying network.  2. Regional presence, and cultural affinity with their target customers.<|endoftext|>3. Underserved generation of customers, with limited competition.<|endoftext|>Today, it’s a very different story, as next-generation customers continue to shift spend and  loyalty to whichever brand provides the most utility, experience, and value. On the other hand,  research shows that customers are ready and willing to let telecom providers help them in many  other areas of their life.  Many of these aren’t small, insignificant  areas, nor is this list exhaustive. These are  large addressable markets, with many use  cases, and potential partners. So, why is it  proving so difficult?  Existing telco products infiltrate deeply into  customer’s lives, both work and play. The  largest operators have massive customer  and business scale, an existing platform for  billing, and service management. They also  have a real-time stream of interaction,  content, and location data to mine for  opportunities and enable personalization of  any service launched.<|endoftext|>But, when it comes to building new  businesses, telecom operators have  historically struggled to scale adjacent  business opportunities. A 2021 survey of  telco CXOs highlighted corporate culture as  the overarching problem, with any new  business hampered by:  • Cumbersome corporate processes • A lack of buy-in from senior management  • And pressure for short-term results in a  business where legacy network-margins  create an inertia to take risks Telcos now find themselves at a crossroads.  For the next decade, they can either tweak  their business and operating models to  achieve incremental gains or make the bold  choice to reinvent their value-creation  formula across a larger set of use cases,  and, if possible, over a larger addressable  market.<|endoftext|>New operating model | © 2023 Infosys Consulting 11

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 The future: An ‘ecosystem orchestrator’ and platform partner The more complex something becomes, the more important it is to simplify. Revenues flow to  those who simplify “the new”. It goes to those who are able to reduce the friction of buying and  using by guiding customers through each stage of their journey – from first recognizing a need to  becoming wedded to a service.  Hyperscalers, OTT, and SAAS players have operated on the edge of this curve for the last 10  years, delivering great value to shareholders. We believe that the next generation of telco must  emulate these traits and embark on an ambitious organizational transformation: New operating model | © 2023 Infosys Consulting 12 Telecom companies need to become the first point of contact for customers when they want  innovation, education, and excellence across a much wider set of use cases. This will require a  significant shift in organizational brain, muscle, and talent.<|endoftext|>1. Partner with a broader set of successful growth companies Leverage and combine the strengths of other partners – many outside the established telco  ecosystem. At the same time, organizations should sprinkle their own differentiation and  creativity into each of the combined solutions they market. Such partnerships provide the  manpower, experience, and laser-focus needed to succeed at a task that would otherwise  be impossible to execute alone.<|endoftext|>2. Adopt and emulate a SAAS-centric growth playbook Transform how you develop and sell products, and the way your people and digital platforms  engage with customers at every stage of the lifecycle. This means continually scanning and  embedding the most successful SAAS strategies and tactics into your operating model.<|endoftext|>3. Transform into an ‘orchestrator of value’ in the connectivity ecosystem  In other words, build the capabilities to operate above this layer of software, service  partners, and global networks. This will require developing into a bi-modal enterprise – one  which knows both when it’s best to ‘own’ the relationship with the customer, and when it’s  not, focusing on making partners successful instead.<|endoftext|>4. Optimize the use of customer and partner data...<|endoftext|>…to target, personalize, and deliver a broader set of value-add services for customers.  Forget “quad-play” and 30+ segments, the future is ‘mega-play’ to every single unique  customer. To achieve this, telcos need to build a scalable, partner-curated set of products  and services. They also need to hyper-personalize the offer and the delivery into the  hands/devices of every individual, household, and community.  5. Consciously reconstruct the enterprise into a use case driven organization This should be equipped with a lean core which provides the scalable, personalized digital  platform and rich database on which to build out their business. At the same time, it should  free the outer ring to aggressively chase products and service-markets which fit within their  curated partner ecosystem.<|endoftext|>

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 In recent years, we’ve seen more and more evidence that telcos can successfully incubate  new products and services, achieving healthy top line growth and M&A activity around these  new service models and business units.<|endoftext|>The future is already being created 13 New operating model | © 2023 Infosys Consulting

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 Opportunity ahead: Telco for good Emboldened by this success, we  believe that the telecoms industry is  now entering a new phase of  transformation: From DSP to  ecosystem orchestrators. As such,  there’ll be a wave of new products,  service models, and partnerships  across the entire ecosystem, fueled by broader societal change. This is  just the beginning.   Connectivity is the central nervous  system of our society. Industries will  experience unprecedented  technological change in the next 10  years, as AI, 5G, Blockchain,  AR/VR, Web3, and a convergence  of far-reaching technologies take  hold and reshape the way we all live  and work.  Market success for the telecom  industry will rely on many factors,  including the five areas of  transformation mentioned earlier in  the article. Not forgetting, attracting,  and retaining the right partnerships  and talent to transform,  unencumbered by the past.  14 New operating model | © 2023 Infosys Consulting

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 TELECOMS: WHY TALENT IS THE NEXT FRONTIER FOR  COMPETITIVE ADVANTAGE  Talent for competitive advantage | © 2023 Infosys Consulting The fundamental shift in the telecoms industry from being communication service providers  (CSPs) to becoming ecosystem orchestrators presents an interesting challenge to CHROs. It  requires them to innovate and drive a future-fit HR strategy, acting as key enablers to  successful business evolution and growth.  The ever-changing digital economy and unprecedented levels of disruption have made it  imperative for telecom companies to transform. HR has a critical role to play here, empowering  telcos to deliver the overall vision through people.  Empower growth through talented people Recent Gartner research shows that the workforce is one of the Top 3 priorities for CEOs in  2023. In fact, 50% of HR leaders expect increased talent competition over the next six  months and 46% anticipate attrition will remain high for in-demand roles in 2023.<|endoftext|>The shift to becoming ecosystem orchestrators, the need to adopt an ‘AI first’ vision, and the  drive to maximize B2B market potential have set new skills requirements for the future of  telco. The industry is becoming increasingly attractive to top talent who would like to work for  businesses that foster innovation and digital excellence. However, there is a shortage of  talent and strong market competition for critical future skills and subject matter expertise.  This raises the bar higher for HR leaders to re-imagine the employee value proposition  (EVP) and the end-to-end employee experience. They need to effectively find new ways to  attract and retain talent and harness future skills, while helping facilitate business changes.  As such, it’s essential for HR to evolve towards delivering advanced capabilities and  enhanced AI-enabled digital experiences.  16


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 1. Human-centered employee value proposition In the post-pandemic world of work, there’s been a strong shift towards ‘human-centered’ EVP  and culture, and flexible working arrangements. People are now seeking to gain emotional  value in their employment, which means to feel understood, cared for, invested in,  empowered, and valued.  Alongside commitments for sustainability, net-zero ambitions, and aspirations for green  operations, employees need to feel that the purpose of the organization they work for  resonates with them. Telcos are uniquely challenged and positioned to focus on sustainable  growth and minimize their carbon footprint. Digitization, 5G, Internet of Things (IoT), and cloud  computing are key to achieving these ambitions, and the industry has been making significant  steps to reduce the impact on the environment.  In addition, the strong business focus on diversity, equity, and inclusion is allowing companies  to harness the power of diverse talent and unleash creativity. For example, tackling the  challenge of social mobility or providing reasonable adjustments to people with disabilities will  expand talent pools and further strengthen the employer brand.<|endoftext|>Such a strong value proposition can go a long way in retaining employees, thereby addressing  some of the industry’s high attrition rates while also reducing the costs to recruit – key  challenges impacting the bottom lines for most telcos today.  2. Employee experience and digital excellence in HR In recent years, employee experience has been at the forefront of HR priorities and continues  to be critical for winning the competition for talent.  For telecom companies, customer experience is at the heart of the business. As such, they  utilize ongoing transformation activities which focus on truly personalizing the experience and  leveraging AI insights in real-time to address fundamental needs. The same approach is to be  consistently applied when re-imagining the employee experience and driving digital excellence  in HR.  17 Talent for competitive advantage | © 2023 Infosys Consulting

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 18 Talent for competitive advantage | © 2023 Infosys Consulting DIGITAL Digitizing workforce products to  exceed employee expectations  and improve productivity by  utilizing human-centered design  methodologies and best-in-class  technology.  EMOTIONAL Placing employee listening at the  core, gaining insights to provide  employees with a meaningful  purpose to work. Whilst, at the  same time, actively promoting a  cohesive emotional environment  that considers mental health and  wellbeing.  PHYSICAL Recognizing unique working  styles and collaboration demands  to promote productivity and  innovation. And transforming  office buildings to smart and  connected environments primed  for hybrid working.  Providing efficient, seamless, and appealing experiences across the employee lifecycle and the  significant employee moments are key differentiators from competitors.<|endoftext|>The three pillars of successful employee experience strategy are: Digital, emotional, and  physical.<|endoftext|>3. Skills and capabilities for the future To support the strategic business agenda for growth, HR leaders in the telecom industry have  been building foundations to define critical future skills, assess potential gaps, and develop  strategies to effectively address the talent shortages across new skills in demand.  The adoption of new AI-powered technologies has been a critical lever to accelerate the skills  transformation, leverage both external and internal talent pools, and develop in-house future-fit  skills and capabilities by re- and up-skilling the existing workforce.  AI-driven talent marketplaces help embrace agile talent mobility, breaking down barriers to  internal moves and career progression. AI-assisted learning provides consumer-grade  personalized learning experiences, while targeting organizational skills gaps. It also helps  employees discover new learning opportunities that support career progression whilst helping  build internal talent pipelines.<|endoftext|>The in-house training capabilities, targeted talent pools, and ongoing lifelong learning  opportunities optimize the re- and up-skilling process. As such, it saves money in the long- term and futureproofs both people and companies.

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 4. Smart AI can empower and complement frontline workers Whether it’s a technician on their way to a customer or a call center rep dealing with a  complaint, there are many factors that AI can help telcos track and streamline to improve  employee wellbeing.  These smart tools use AI and machine learning to improve shift allocation, optimally  determining who is needed when and for how long. This makes work flexible and fits into  today’s desired hybrid working model, as well as adjusting staff misalignment in real-time.  It can also identify what caused delays, helping telcos keep their customers promptly  informed and implement required steps for improvement.  In addition, AI-based smart coaching can provide training pre- and post-work, creating  daily and weekly team reports for training and recognition. Such systems have improved  workforce management by 90%, reducing complaints and creating an agile and  encouraging work environment.  The future of smart AI in the telco space is immense and has the potential to significantly  enrich frontline workers and drive operational efficiencies for those that embrace emerging  tech opportunities to the fullest.<|endoftext|>19 Talent for competitive advantage | © 2023 Infosys Consulting

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 Key takeaways The telecoms industry is on a  disruptive and creative growth  trajectory, and CHROs have the  leading role to empower the  transformation by focusing on the  following strategic areas: • Foster consumer-grade employee  experience and well-being, and  support diverse workforce • Become an employer of choice  and magnet for critical talent • Ensure availability of future-fit  skills and develop strong internal  talent pools • Digitize HR and adopt agile ways  of working  • Facilitate change and help shape  the right business operating  model We believe that the human element  is the true differentiator for success.  By drawing employees together to  tackle problems in new ways, it’s  possible to transform organizations  from the inside out, creating tangible  change for a more sustainable  future.  20 Talent for competitive advantage | © 2023 Infosys Consulting

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 GETTING VALUE FROM AI&A IN THE TELECOM INDUSTRY In this series we’ve already mentioned the difficulties the telecom industry has had in remaining  competitive. We explained how historic poor customer service, complex business operations,  and financial pressure have negatively impacted the industry’s ability to compete. This is  especially true when looking at the track record of communication service providers (CSPs) in  comparison with hyperscalers and over-the-top providers who excel in the experience they offer.  The good news is that Artificial Intelligence and Automation (AI&A) can play a significant role in  helping telcos gain the competitive edge they’ve been seeking. This is something that many  telecom companies have already understood, as the global AI market size in the industry is  projected to reach 14.9 billion US dollars by 2027.  The problem is investing for investment’s sake, risking a poor return on investment (ROI) and  losing the competitive potential AI&A opportunities promise. So how can CSPs invest wisely  to best utilize AI&A for future growth? How can AI&A improve CSP operations?  Before answering how best to invest, it’s important to understand how AI&A can help telcos  overcome the challenges they currently face. There are four key opportunity areas where AI&A  can be applied: 1. Digital customer engagement: AI&A can improve the customer experience through direct  engagement, e.g., chat. It can also drive hyper-personalization, targeting each customer  directly and effectively.  2. Network transformation: Network operations and AIOps can be optimized from process  automation, machine learning, and reasoning to zero-touch predictive maintenance/self- healing. These technologies can also support network rollout and field force optimization.  3. Lean telco operations: Multiple AI&A use cases can be used in lead-to-cash and service  assurance. Business and operations support systems (BSS/OSS), as well as supply chain  management can also be augmented.  4. Revenue growth: B2B services are optimized due to real-time data insights and other  advanced technologies. Overall, sales and services are also optimized.<|endoftext|>22 Value from AI&A | © 2023 Infosys Consulting

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 Clearly, each opportunity area presents many applications for AI&A, but where does a CSP  place its bets? There are several factors that make this tricky.<|endoftext|>On the one hand, most CSP value streams will yield benefits – for example, both customer- facing lead-to-cash and operational record-to-analyze offer happy hunting grounds. Within  each value stream there are a range of addressable opportunities, both straightforward and  complex with differing ROIs, from simple data entry to complex back-office virtual agents.  On the other hand, a wide variety of new and established technologies are


Continue # Infosys POV
 crowding the  market, which can be applied individually or in concert. For example, workflow, decision  management, and robotic process automation, through to emerging Generative AI.  Moreover, stakeholders have differing levels of enthusiasm ranging from outright resistance  and box ticking to strong advocates – possibly depending on certain technology types or  vendors. This makes it difficult for CSPs to understand which technologies would best suit  their operations and business goals.<|endoftext|>AI&A maturity and governance models also abound, often themselves siloed, and which are  required to contend with new ethical AI regulation. Some applications of AI may seem  appealing but expose the enterprise to risks like recruiting or the management of critical  network infrastructure.  The benefits that some of these technologies provide will only be felt in the long-term. For  instance, curating quality data is essential to most higher value AI use cases but can be highly  complex, taking years.  Finally, acquiring, developing, and retaining AI skills will remain challenging for the  foreseeable future. Finding the right North Star, organization, and roles to help identify, rollout  and operate AI&A is also a challenge.<|endoftext|>It’s therefore hard to have visibility and make informed decisions. Investment can be applied in  an ad hoc fashion, the easy opportunities missed or held up, and the more difficult but  interesting overserved. By over-strategizing and governing, you can risk accumulating high  overheads, with local enthusiasm and innovation stifled. Too little planning and control leads  to losing precious budget and focusing on a plethora of local initiatives and technologies,  driven by the enthusiastic, with unknown returns.  Why is it difficult to know how best to invest?  23 Value from AI&A | © 2023 Infosys Consulting

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 CSPs can start to improve their ROI by focusing on the following areas:  Where do CSPs spend to get the most return on investment?  1. Make an inventory of your investments by value stream Depending on the model used (e.g., TM Forum, APQC) there are around 25-30 value streams  in a CSP, more if separated by market segments. Most should see a measure of investment,  however, attention should be focused on business-critical value streams where AI&A can add  most value.  CSP strategies vary but most customer-facing value streams such as lead-to-cash should be  high-focus, as well as key operational areas such as service and network planning,  assurance, and lifecycle management.  Opinions on relative levels of investment may also vary, but there should be visibility and  direction. Targeted improvements to value stream business outcomes in the form of business  critical KPIs can provide achievable North Stars for programs.  24 Value from AI&A | © 2023 Infosys Consulting

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 2. Use a range of technology There’s no single killer technology, each macro pain point will have a subset of AI&A  technologies that can be considered. If potential is being address, the organization should see: • A range of simple to complex challenges being addressed across most value streams • The highest business impact from the biggest investment in the value stream • A range of established and new technologies being used  25 Value from AI&A | © 2023 Infosys Consulting 3. Check pain points In CSPs, each value stream has relatively well-known macro pain points where AI&A can be  applied, some straightforward – e.g., automation of swivel chair data entry between and  within BSS and OSS systems – others higher value but more complex to address. The latter  include recommending an optimum price point or guiding back-office staff through  labyrinthian business rules for complex B2B products.

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 4. Direct the investment Taking this AI&A portfolio view can provide a framework to direct investment to the most  appropriate areas for a CSP in the early stages of exploiting AI&A, or to augment more mature  strategies and governance.  To do this successfully, ask yourself the following questions: 26 Value from AI&A | © 2023 Infosys Consulting If AI&A is being exploited well, then a CSP should expect to see initiatives in certain areas, as well  as a range of tactical and strategic endeavors. For example, in lead-to-cash a range of  investments should be seen across all areas of the value stream.<|endoftext|>Are we addressing the low hanging fruit?  Is investment being skewed toward an area where the enthusiasts are,  as opposed to where most value can be gained? Are we avoiding the difficult areas that are strategically important? Are we ignoring certain technology types, or applying others where there  are better options?  Are we chasing too many fads or ignoring great innovations?

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 27 Value from AI&A | © 2023 Infosys Consulting This can also be further developed to construct an end-to-end view of AI&A initiatives and their  aggregated impacts on a value stream performance. This then raises further questions: Are initiatives creating siloed improvements but not impacting key end- to-end metrics, or are the overall impacts unknown? Has the aggregated customer and employee experience been  considered to create value? Are we consolidating efforts (data, process, tools) at least within or  across related value streams e.g., lead-to-cash, request-to-change,  service assurance? What is the balance between creating quality data architectures vs.  speed of execution and business benefit, especially for ‘low hanging  fruit’? CSPs should expect their internal capabilities or external partners in AI&A to proactively seek to  create such views. They can also expect these stakeholders to come to the table with points of  view on where investment should be made – basing investment on generic discovery phases  where consultants or internal AI&A subject matter experts learn their industry is questionable.

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 Key takeaways Prioritize, manage, and track activity  through a value stream lens  applying widely understood  knowledge of pain points. This will  ensure appropriate coverage using  a range of established and emerging  technology to manage risk and  achieve ROI.  28 Value from AI&A | © 2023 Infosys Consulting

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 MEET THE EXPERTS “The  lines  betw een  digita l and  physi cal  retail  will  conti nue  to  blur” MICK BURN Partner, Head of T&O EMEA Michael_Burn@infosys.com RAVI JAYANTHI Associate Partner, CMT Ravi.Jayanthi@infosys.com 29 ALASTAIR BIRT Associate Partner, CMT Alastair_Birt@infosys.com JAMES THORNHILL Associate Partner, CMT James.Thornhill@infosys.com GAURAV KAPOOR Associate Partner, CMT Gaurav_Kapoor01@infosys.com STANISLAVA GASPAR (née Stoyanova) Principal, T&O Stanislava.Gaspar@infosys.com OLU ADEGOKE Partner, Global Practice Head, CMT Olu.Adegoke@infosys.com

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 consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  © 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.

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# Infosys POV
Title: The synergy between AI and cloud transformation
Author: Infosys Consulting
Format: PDF 1.6

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 An Infosys Consulting Perspective By Wahid Sattar & Ross Oldbury Consulting@Infosys.com | InfosysConsultingInsights.com The synergy between AI  and cloud transformation How prepared are you for the future of work and  innovation?

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 The synergy between AI and cloud transformation | © 2023 Infosys Consulting 2 Introduction The exponential growth of data and the increasing complexity of business  operations have necessitated the adoption of cloud computing as a critical  enabler of digital transformation with spending on-end user cloud computing  services hitting a staggering $600 billion in 2023. In parallel, artificial intelligence  (AI) has emerged as a game-changer in the technology landscape with  spending in 2023 expected to hit between $160 billion to $400 billion and with it  transforming the way businesses operate and driving innovation across various  domains. This paper explores the relationship between AI and cloud  transformation, highlighting the synergies, strategies and benefits of their  integration, along with the key technologies that underpin their relationship.<|endoftext|>Joint spent on cloud computing  and AI could reach up to   $1 trillion by end of 2023.

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 The synergy between AI and cloud transformation | © 2023 Infosys Consulting 3 The emergence of AI and cloud computing AI and cloud computing have emerged as two of the most disruptive  technologies in recent years. While AI is transforming the way we process  data and automate tasks, cloud computing is enabling organizations to scale  and optimize their operations. The convergence of these two technologies has  created new possibilities for businesses to leverage data and gain insights,  streamline processes, and drive innovation.<|endoftext|>1.<|endoftext|>Natural Language Processing (NLP) and Chatbots: NLP is an AI  technology that allows machines to understand and interpret human  language. Chatbots are AI-powered applications that use NLP to interact  with users in a conversational manner. Together, NLP and chatbots are  enabling businesses to provide more personalized and efficient customer  service, while reducing the workload on human customer service  representatives. Think of Mondly: a chatbot transforming how people  learn languages combining innovative NLP, Chatbot and NPC (non- playable character) features. In April 2023, OpenAI, the creator behind  the much-publicized ChatGPT, recently closed a $300 million share sale,  valuing the company at nearly $30 billion.<|endoftext|>2.<|endoftext|>AIOps, or Artificial Intelligence for IT Operations, is an emerging  technology that uses machine learning algorithms and advanced analytics  to automate and improve IT operations. This technology is gaining  popularity among companies as it enables them to proactively detect and  resolve issues before they impact business operations. Deploying AIOps  involves several steps. Firstly, companies need to collect large volumes  of IT infrastructure data, including logs, metrics, and events, from their  monitoring tools. Next, this data is processed and analyzed using  machine learning algorithms that can recognize patterns and identify  anomalies.<|endoftext|>

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 These insights are then used to detect and isolate problems in real-time and  provide proactive defense against. A major player in this area is Broadcom,  who completed their acquisition of VMWare, the largest cloud computing  and virtualization acquisition to-date.<|endoftext|>3. Edge-to-cloud: Edge Computing is a cloud computing technology that  enables data processing and analysis to be done at the edge of the network  or closer to the source of the data such as SmartMeters. By leveraging  edge computing, businesses can reduce latency and improve the  performance of cloud-based applications, while also improving data security  and reducing bandwidth costs. The market is expected to grow to over $50  billion (TechTarget) 4. Cloud-based IoT platforms: Cloud-based Internet of Things (IoT) platforms  are enabling businesses to connect and manage IoT devices and sensors  from a centralized location. By leveraging the power of cloud computing  and AI, these platforms are enabling businesses to gain insights into IoT  data and automate IoT-based tasks, such as predictive maintenance.<|endoftext|>5. Cloud-based collaboration: Cloud-based collaboration tools, such as  Microsoft Teams and Slack, are enabling businesses to improve  communication and teamwork across the organization. By providing a  centralized platform for communication and collaboration, these tools are  helping to streamline business operations and improve productivity.  Microsoft are currently testing their flagship AI collaboration offering MS Co- pilot which is built open OpenAi’s GPT4 Large Language Model (LLM) – sure to be game-changer.<|endoftext|>The synergy between AI and cloud transformation | © 2023 Infosys Consulting 4

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 Examples of AI and cloud transformation in various industries The synergy between AI and cloud transformation | © 2023 Infosys Consulting 5 Healthcare The healthcare industry has been leveraging the synergy between AI  and cloud transformation to improve patient outcomes and reduce  costs. AI-enabled cloud services are being used to develop predictive  models to identify patients who are at risk of developing chronic  diseases, detect diseases at an early stage, and develop personalized  treatment plans. Cloud computing is also enabling healthcare providers  to store, manage and analyze large volumes of patient data, making it  easier to identify patterns and trends, and make informed decisions.  The global healthcare cloud infrastructure spend is expected to reach  over $60 Billion by end of 2023 and analysts estimating the industry  could save ~$200 Billion from further AI investment.  Manufacturing  The manufacturing industry has been using AI-enabled cloud services  to improve operational efficiency, reduce downtime and improve  product quality, spending is expected to increase to over $350 billion  on cloud infrastructure with AI expected to hit ~$15 billion. AI  algorithms are being used to analyze large volumes of production data  to identify patterns and anomalies, enabling manufacturers to predict  machine failures and schedule maintenance proactively. Cloud  computing is also being used to store and manage production data,  making it easier to analyze and optimize operations, and enable  predictive maintenance.<|endoftext|>

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 The synergy between AI and cloud transformation | © 2023 Infosys Consulting 6 Financial services The financial services industry is using AI and cloud  computing to improve risk management, reduce fraud, and  improve customer experience. AI-enabled services are  being used to develop predictive models to identify potential  fraud, detect anomalies, and improve fraud prevention – it is  estimated banks saved over 860 Million Hours with use of  chatbots (Forbes, DataBank). Cloud computing is also  being used to store and manage transaction data, making it  easier to analyze customer behavior and provide  personalized recommendations.  Retail  The retail industry is leveraging the synergy between AI  and cloud computing to improve customer experience and  optimize operations. AI-enabled services are being used to  develop personalized recommendations, enable visual  search, and optimize supply chain management. Cloud  computing is also being used to store and manage  customer data, making it easier to analyze behavior and  provide personalized recommendations; expected spend to  reach over $30 Billion coupled with AI innovations in  Metaverse, personalization, ethics and delivery expected to  significantly transform the customer experience.

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 The synergy between AI and cloud transformation | © 2023 Infosys Consulting 7 Cloud strategy  with AI and innovation As businesses continue to leverage the power of cloud computing to  streamline operations, reduce costs, and drive innovation, the importance of  having a cloud strategy in place has become increasingly clear.<|endoftext|>One of the key drivers of cloud strategy is cloud innovation which refers to the  development and deployment of new and cloud-based technologies, services,  and applications that can help businesses to stay competitive and drive  growth. By leveraging the latest advances in cloud computing, businesses can  gain a competitive edge by being able to rapidly innovate, scale, and adapt to  changing market conditions.<|endoftext|>The integration of cloud computing and artificial intelligence (AI) has become  a major focus for cloud innovation in recent years. By leveraging AI  technologies such as machine learning, natural language processing, and  computer vision, businesses can gain insights and automate tasks that were  once impossible to achieve at scale. For example, by using AI-enabled cloud  services, businesses can automate routine tasks such as data entry,  processing, and analysis, freeing up valuable time and resources that can be  used to focus on higher-value activities.<|endoftext|>Cloud innovation is also driving the development of new and cloud-based  services and applications that can help businesses to drive growth and stay  competitive. For example, cloud-based analytics services are helping  businesses to gain insights into customer behavior, while cloud-based  collaboration tools are improving communication and teamwork across the  organization. Cloud-based services are also helping businesses to streamline  their operations,


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 reduce costs, and improve efficiency.<|endoftext|>

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 The synergy between AI and cloud transformation | © 2023 Infosys Consulting 8 However, as businesses continue to embrace cloud innovation, they must also  be aware of the risks and challenges associated with cloud adoption. These  can include issues such as data privacy and security, vendor lock-in, and the  need for skilled personnel to manage cloud operations but in the absence of a  ready-made skilled workforce, organizations will need to put the right platforms  and processes in to develop and train their workforce to manage these  technologies effectively. To mitigate these risks, businesses need to develop a  comprehensive cloud strategy that addresses these challenges and ensures  that they are well-equipped to handle them.<|endoftext|>What’s next? The synergy between AI and cloud transformation is transforming the way  businesses operate and drive innovation across various domains. The key  technologies that underpin this relationship, including machine learning,  natural language processing, cloud infrastructure, and edge computing, are  enabling businesses to leverage data and gain insights, streamline processes,  and drive innovation. AI-enabled cloud services are helping businesses to  extract insights and automate tasks, making it easier to scale operations and  drive innovation.   By leveraging the latest advances in cloud computing and AI, businesses can  gain a competitive edge by being able to rapidly innovate, scale, and adapt to  changing market conditions. However, to succeed in the cloud era, businesses  must also develop a comprehensive cloud strategy that addresses the risks,  challenges, regulatory and geographical requirements associated with cloud  adoption and ensures that they are well-positioned to achieve their goals and  objectives.<|endoftext|>At Infosys Consulting, we help our clients navigate the world of AI  and Cloud transformation, let us help you Navigate Your Next.<|endoftext|>

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 MEET THE EXPERTS Ross Oldbury Associate Partner – CIO Advisory Practice.  Ross has over 25 years of Enterprise IT experience. He started with roles  in Engineering and Infrastructure, then moved into Strategic Cloud  Consultancy on Azure and AWS. More recently, Ross has focused on  complex cloud transformations and Alliances Partner Networks.<|endoftext|>Ross.Oldbury@infosysconsulting.com Wahid Sattar Senior Principal – CIO Advisory Practice With over 15 years’ experience, Wahid is  pragmatic business  transformation and technology enablement specialist who delivers across  the CIO, CTO and Digital spectrum.<|endoftext|>Wahid.Sattar@infosysconsulting.com The synergy between AI and cloud transformation | © 2023 Infosys Consulting 9

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 consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  © 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.

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