These operations each ran their own individual IT systems, resulting in inefficient business operations. Telstra needed to define areas of improvement in its IT capabilities and develop a realistic three-year blueprint for the entire company, including an IT architecture that would support future Telstra products without customization. One of the biggest challenges was convincing stakeholders who were comfortable with their regional systems and processes to buy into the plan.
Telstra improved business processes by introducing service-oriented architecture and a common information model into the company's overall enterprise architecture. This helped facilitate on-demand analytics and streamline usage-to-cash and order-to-case processes, as well as ordering and achieving zero-touch provisioning and activation. In addition, Telstra replaced two main CRM systems and more than 10 auxiliary systems with one integrated CRM system to improve customer experience.
Telstra introduced a common online channel called C Cubed (meaning "customer contact center") for all kinds of online interactions. The company also consolidated multiple billing and assurance systems into two streamlined, global systems.
EA Awards judge Con Kenney commented: "The EA approach here combines strong governance over resource allocation, significant business and IT process improvement, and engagement with business leaders on desired capabilities across a geographically distributed, decentralized organization."