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D i g i t a l Tr a n s f o r m a t i o n W o r l d 2 0 1 8May 2018

of decision makers feel they have two yearsvto make inroads on digital transformation orrisk falling behind.of executives feel confident thatSource: Progresstheir company fully understandsthe potential for digital to changevalue creation.Source: Forresterbusiness leaders agree that digital prioritiesare fully aligned within their organisation’soverall strategy.Source: Fujitsu

ThinkdifferentlySeedifferentlyDodifferentlyThe digital era needs a new approach because themonolithic, linear approach to organisationtransformation is too slowIt is that simple. . . but it’s not easy

All organisations recognize that digital is a major differentiator, but digital covers so many aspects of business that our clients often find thebiggest challenge is knowing where to start. Deloitte and the TM Forum have developed the first industry-standard Digital Maturity Model (DMM)The first industry-standard digital maturity assessment:The DMM is a framework that enables business leaders to:Developed by Deloitte in partnership with the TM ForumWith key contributions from other industry andsubject matter expertsRapidly assess where they are intheir transformation journeyHuawei ConsultingTata Consulting ServicesOrange Detecon ConsultingPrioritise and focus their transformationefforts to maximise returnBearingPoint Microsoft NokiaChina MobileChina Unicom AT&T Telefonica BTVodafoneTelkomChinaNTT Group Axiata Etisalat TelecomAmdocsIndonesiaReviewed by a broad spectrum ofglobal telco businessesPCCW GlobalMake impactful transformationinvestmentsDigital capability is assessed against five dimensions to create an enterprise view of digital maturity:5 DIMENSIONSCustomerStrategyTechnologyOperationsOrg. & Culture28 SUB-DIMENSIONS179 INDIVIDUAL ASSESSMENT CRITERIAToday: as-isAs-is score for digitalcapability todayTomorrow: to-beTo-be score aligned tothe organisation’s ambitionPrioritize: importanceImportance score to identifypriority areas for focusCompare: benchmarkCompares organisations totheir peers on key criteria

One thing holding back progress towards digital transformation in the telecoms industry is the lack of a clear, industry-oriented roadmapSeveral other digital maturitymodels exist but with varyingscopes, points of view, and metricsfor measuring success.Using the Digital Maturity Model willempower businesses through everystep of their transformationjourney.The Digital Maturity Model providesclear guidance throughout thetransformation journey.It enables business leaders to: The first industry-standarddigital maturity assessment toolAssess where they are in theirtransformation journey The first pan-organisationdigital model, covering 5 corebusiness dimensionsPrioritize objectives, andcreate plans, both short andlong term Make impactful investments intransformation projectsThe first to benchmark againstpeers and measure progressMORE: Define your ambitions

OutputsApproachChallengesDifferent approaches can be adopted for using the Digital Maturity Model Bring all siloed digital initiatives under oneprogramme Drive digital as a common agenda across avery large organization Give direction on key programmes that willdeliver required digital capabilities Align on digital priorities across the business Prioritize focus and investment on dimensionsmost critical to delivering overall strategy Define a consolidated view of global digitalmaturity across Opcos to support informeddiscussion with Group and Opco executives 10 week engagement 200 surveys completed11 business unitsEngagement across 4 levels of theorganisation (VP, GM, Dir., Expert) Surveys completed individually using webbased self-assessment tool Supported by interviews, evidence data & KPIs 6 week engagement72 participants9 business divisionsEngagement across 4 levels of the organisation(VPs to Dir.) Data gathered over 37 group workshops &individual interviews 4 week engagement 5 OpCos, Enterprise, and Group businessessurveyed Surveys completed by Deloitte account teamsbased on detailed knowledge of the client Front end assessment (i.e. outside in,sentiment/social media analysis) In-flight digital initiatives assessment Weighted maturity index incl. evidence 60 digital initiatives (incl. 20 quick wins) Developed transformation roadmap Set up Digital Transformation Office DMM assessment per division and atorganisation level 4 digital initiatives / recommendationsidentified to drive digital transformation andchange Developed draft transformation roadmap DMM assessment per Opco and for Group ‘Heatmap’ of current digital maturity againstGroup and Global priorities Identified gaps against priorities and keydifferences by market 6 key recommendations to drive digitaltransformation and change

The Digital Maturity Model is just one component of a complex transformation journey that requires the right partner supportCONCEIVEDELIVERTHINKING DIFFERENTLYDOING DIFFERENTLYEnablers: ConnectivityDMM Leading-edge innovation Automation Experience innovation Cyber Security Data intelligenceRUNScale, OperateIMAGINESense, Frame, DecideLenses: Branding & values Experiences & engagement Ambitions & aspirations Ecosystems Platforms & data Enterprise operations Organisation & talentSEEING DIFFERENTLYDELIVERValidate, Refine

Unlike our competitors, we are a one-stop shop, able to provide true end-to-end capabilities for our clientsIMAGINEADVERTISING AGENCIESDELIVERRUNGLOBAL SYSTEMS INTEGRATORSDELOITTESTRATEGY HOUSESMANAGEMENT CONSULTANCIESMARKETING SERVICE PROVIDERSDIGITAL AGENCIESPLATFORM PROVIDERS. . .T H E F U T U R E

ImagineAt Deloitte we understand thatRunDeliverdigital transformation involves Assess current state digitalcapabilities.The Digital Maturity Model isDMMa complex ecosystem ofmaturity Quickly identify opportunities Frame the future visionan effective accelerator thatrapidly identifies capabilitygaps, helps prioritize key areas Validate capabilities to Measure the value and impactenhance based on businessof initiatives to digital maturityobjectives Evaluate process improvement Refine ideas and set a plan forand effectivenessfuture operating modelDMMDMMto start.It will inform and support youthroughout your digitaltransformation, and will allowus to determine how we canbest support you.DELOITTE SUPPORTof focus, and establish where Explore new opportunities toshape the future Define the capabilitiesneeded to win (people,process, technology) Redesign how you organize todeliver the strategy Implement Operating model Develop long term changeand talent strategy to delivermanagement and talent plans tothe visionhelp organisations proactively adapt Consolidate data to supportthe new digital environment Roadmap the deployment ofnew and existing assets Deploy effective analytics tomonitor impact and inform futureofferings Embed a culture of disruption

KEY DELOITE ASSETS/ PROPOSITIONSDELOITTECAPABILITIESDMMDIMENSIONSUsing the Digital Maturity Model dimensions as a guiding framework, we have a broad set of digital capabilities to support your digitaltransformation programme and help you meet your objectivesCustomerStrategyTechnologyOperations Digital Marketing & InsightNext Gen Sales & ServiceDesign AdvisoryMarket Gravity proposition design Acne - creative agencyservices Digital Strategy Design Advisory Market Gravity –proposition design Acne - creative agencyservices Doblin – innovation Digital Platforms &Engineering Technology Strategy &Architecture Technology Delivery Digital Analytics Cyber Risk Advisory EnterpriseTransformation Digital Supply Networks Finance Operations Demand Analytics Digital Organisation Digital Workforce People & Workforce Analytics Digital Presence Acne - creative agencyservices DigitalMix (multi-solutiondigital ecosystem) ‘Connected Store’ Lab Ecosystems & Alliances DigitalMix (multi-solutiondigital ecosystem) EnterpriseNext (Apple) Workplace (Facebook) McLaren AppliedTechnologies solutions Digital BSS TransformationFramework (Open API) Agile Transformation Robotics & ProcessAutomation Future Works Digital Finance Lab ‘Connected Supply Chain’Lab ‘Insight DrivenOrganisation’ Lab Growth LabsDigital Disruption IndexVenture PathEcosystems & AlliancesDisruptive M&AEnterprise Value MapQuadplay CapabilityFrameworkOrganisation &CultureAgile TransformationDigital DNADeloitte PixelEmployee Value IndexNext Gen Digital Leadersprogramme Future of Work Lab ‘Connected Employee’ Lab Deloitte Capability Tool

Alicia Hatch namedto Adweek’s Top 15Tech-Savvy CMOs#2 DigitalAgencyWorldwideGlobal DigitalMarketing Partnerof the YearPartner inExcellence Awardfor Cloud ServicesAdweek, 2017AdvertisingAge, 2015Adobe, 2015SAP, 2015Andy Main named toAdweek’s Top 100Power ListAndy Main namedConsulting Magazine’sTop 25 ConsultantsBronze Generation:Global–LeadAdweek, 2017Consulting Magazine, 2016Deloitte named aworldwide leader inDigital StrategyConsulting ServicesMMA Smarties, 2016IDC MarketScape, 2016Cannes LionBronze in CreativeEffectivenessGold: Internet Commercialand Online/InteractiveCampaign for EA SportsCannes, 2016Addy Awards, 2016Innovation Awardfor PlatformSalesforce, 2015Silver: Video Comedyfor “The Stages ofBusiness Disruption”Telly Awards, 2016

Christine AndersonDavid GreenManaging DirectorContact: christinebanderson@deloitte.comPartnerContact: davidgreen@deloitte.co.ukMatt RobertsWilliam EllerbyDirectorContact: mroberts@deloitte.co.ukManagerContact: wellerby@deloitte.co.ukThis publication contains general information only, and none of the memberfirms of Deloitte Touche Tohmatsu Limited, its member firms, or their relatedentities (collective, the “Deloitte Network”) is, by means of this publication,rendering professional advice or services. Before making any decision or takingany action that may affect your business, you should consult a qualifiedprofessional adviser. No entity in the Deloitte Network shall be responsible forany loss whatsoever sustained by any person who relies on this publication.As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiaryof Deloitte LLP. Please see www.deloitte.com/us/about for a detailed descriptionof the legal structure of Deloitte USA LLP, Deloitte LLP and their respectivesubsidiaries. Certain services may not be available to attest clients underthe rules and regulations of public accounting.Copyright 2017 Deloitte Development LLC.All rights reserved. Member of Deloitte Touche Tohmatsu Limited

DMMsub-dimensionsThere are 28 sub-dimensions that sit beneaththe 5 core DMM dimensions

The 5 core dimensions are divided into 28 sub-dimensions and 179 individual criteria on which digital maturity is assessed28 Organisation onsAgile ManagementConnectedThingsAutomated ResourceManagementLeadership &GovernanceCustomer Insights &BehaviourFinance &InvestmentData &AnalyticsIntegrated ServiceManagementOrganisational Design& Talent ManagementCustomer Trust &PerceptionMarket &CustomerDeliveryGovernanceReal-time Insights &AnalyticsWorkforceEnablementPortfolio, Ideation &InnovationNetworkSmart and AdaptiveProcess ManagementStakeholderManagementSecurityStandards & rchitecture179 digital criteriaBACK: Return to where you were.

Define yourambitionsConsider your ultimate objectives before youset out

What is my overall focus for thebusiness?The level to which your organisationHow will I configure the business toneeds to be digitally mature isenable to overall business strategy?dependent on your own businessstrategy, business model, and operatingmodel.What are the capabilities we need toexecute against our business strategyand business model?Any organisation needs to start byconsidering these broad theme in a topdown approach, while also keeping inmind the desired outcomes ofimplementing change.Based on strategy, business model, and operating model What are the target maturity levels and priorities across the dimensions?What are the broader business changes that need to be considered inplanning digital transformation?