 Pleasure to introduce our next speaker, Trevor Chung, from Huawei. Huawei is our most recently joined platinum member of the open group. And Trevor personally has put a lot of energy into both making that happen and activities at all levels in the open group since joining. So it's going to be great to hear what he talks about today. Trevor has a broad focus, including digital transformation, customer experience management, something dear to his heart, cloud computing, enterprise architecture, platform strategy, IT for IT, Internet of Things, design thinking. So I don't know how he finds time in the day, but he has many, many interests and expertise. Trevor is the founder of Huawei's Customer Experience Transformation Center, which has centers in Shenzhen, China and London. Trevor has 20 years experience in technology and business leadership, specializing in providing thought leadership, creation of best practices and ecosystem development. Prior to joining Huawei, Trevor was Motorola's Global Head of Services Strategy Alliance and Product Management. Today, Trevor is going to talk about entitled Architecting the Customer Experience, also known as A New Approach to Business Transformation. So welcome, Trevor. Yeah, thank you, Steve. Let me fly. Okay, good morning, everyone. So it's really early morning to me because my body is now about 4 a.m. in Hong Kong time. So may I ask how many of you have visited Hong Kong before? Okay, can I ask anyone to answer me? In wintertime, what can be the closest temperature in Hong Kong? Anyone will try? 10 degrees? Anyone? Or less than 10? Less than 10 anyone? More than 10 in the winter? Okay, yesterday my son was very happy because the Education Bureau announced no more school tomorrow. Yesterday because it was 2 degrees C in Hong Kong. It never happened in the last 60 years. Yes, it was really, really cold. Of course, it's not as cold as the East Coast. Okay, do you know the most popular dish in Hong Kong in Sunday evening? Hot pot. Where's Alan? Is Alan here? Yeah. Okay, Alan, you can share with you what is hot pot in Asia. So it's a pot of water and then people cook together. Okay, that is something fun to have. And I'm not sure how popular that is in the U.S. So now let me start my presentation. So, architecting and customer experience. Well, I was friends to have, it was great to have PA Consulting, a mark to work with Huawei, I think what, from six months ago. So we formed the Digital Business and Customer Experience Working Group. So I think this is a kind of report to the open group what we have been talking, what we have done, and a case Huawei has been working and we would like to share. So this is the table of contents. Rose Experience Principle, so kind of to experience the paper name Rose to a framework for digital customer experience. So, and I would elaborate more about this experience principle. And challenges to digital service provider and I think two or three models we will share that is contributed in the DB CX Working Group. And the digital service provider guide, we will like to, it's still at the white paper stage and we would like to invite more contributed participants. And as I said, the real case, we are working with European operators, omnichannel management and raising roles. And finally, I think there is something I would like to look forward at the open platform 3.0 around the DevOps and joint agile delivery. I think this is something really in the IT standard is important for us to look at. And finally, where to from here? Rose Experience Principle, so it stands for real time on demand online DIY and social. So it's experience principles for all industries. And also is for all segments as well. So the matter is for the segment of consumers, workforce, partners and citizens. And I think, well, Mark just now piece in and talk about smart, I call smart X. So this is the real transformation and the experience is very important factors. And we are not just looking at the consumers, but also for the partners, for the ecosystems as well. So being a digital service provider. So what are those challenges? Well, Chris Harding kicked off with the technologies. So I want big data and many of others. And also, in order to be successful, the business model, customer experience, business capabilities can't be ignored. So in the later of the case, we will talk about how we can do better in customer experience and identify the right business capabilities using the business architecture methodologies. And so who should provide the digital services? Any industry payers taking part in the digital service value chain and partner ecosystem should pay attention to it. So it's not just about the telco, but also the government, finance and healthcare industries as well. And they are getting, they are a big, they are being an important payers in the digital service value chain. And in the operations, in the depth, well, the double offshore delivery and ecosystem partnering all should be addressed. So Huawei responds to the challenge. So there will be a white paper published called customer experience driven enterprise architecture. And it is similar to the white paper mentioned earlier. So it is under review and hope well, we expect will be a public game fabric. So the white paper is to address an architectural approach. How service provider transforms to work to a DSP. And we will, we see that this white paper has a close relationship connections with the DB6 work group. So customer experience involves whole organization. Just now Mark talked a lot about a digital aspect, the digital customer experience. We would like to talk more on the, well, from the organization perspective. So marketing sales, service operation, customer care, development, HR. And in the user experience part, we can say, wow, online, offline and the network, which Mark addressed earlier. Network is being very important part if we want to do the, if we want to be successful in the connected world or smart x. So we need to look at retail network support building and the portal experience and et cetera as well. So how can we have a common terminology or common name for what we are talking? So we would like to bring in a name, a term called customer centric operating model. So really is driving as Chris Harding mentioned about persona. From persona journey, value stream, process to capability mapping. And this capability is not talking about the business capability, it's more on the IT side of capabilities. And you can see a code from Charlie. He's the principal analyst from Forester Research. So we are, in Huawei, we are practicing this enterprise architecture approach with customer experience. And I would like to mention one thing quite interesting when they interviewed with Charlie. So in China, we have something called BAT, Baidu, Alibaba and Tencent. So they are very successful. They are being from corporate from the US industries to now innovating. But it's one thing maybe you would like to be aware and I mentioned in the blog as well. So Alibaba is very different from Tencent. Tencent is managing or improving the experience from portal perspective. So they will look at the data, they will improve the portal. But Alibaba is going very fast. One of the reason is they are applying the architecture approach. They can change based on the external business dynamics and pull in and pull out the business capabilities in a really fast way to do, to implement. So another model is this customer experience reference model. So it's a contribution from several companies including, well, PA, Huawei and from TM form. And I would like to stress one point I really enjoy in past six months to work with others at the open group. From the bottom right, you see the customer journey design model. That is more or less from the technical management form, from the tele-industry. And I really enjoy it. We, after several ones, a good debate with other industry participants. We were able to came out at the DBACX, which is the customer experience ecosystem model. So it doesn't matter which industry we are in. So every industry we have is specific customer journey design model. But now we can have a common way to talk about which is the ecosystem model, which I'm quite pissed with. So as I mentioned, in the digital business, it's all about different industries across the value chain. So we have to look at many, many different industries, many, many and their corresponding business process or capability mapping. So what we have done is, from the top left, the tele-management, the yee-tongue. And the bottom left, the IT for IT from open group and the APQC and also the ITO. So we look at four different, well, let's call industry standards or best practice framework. And we are happy to show that there's a business capability to have best of, a lot of the best, well, I should say, to incorporate every different industry's perspectives. And if you can see at the top of the pyramid, which is the 6.0 customer experience management. So what we are trying to move forward is to define very clear the capabilities, the business capabilities related to the 6.0 CEM and the number eight ecosystem partnership management as well. And the digital, oh, something wrong is fine, digital transformation framework. So from the government's CEM enterprise architecture, and this information will be shared in the DSP digital service provider white paper in different chapters, if you are interested. So basically what we are trying to do is to bring the architecture, the open platform, the DB6 activities. Can we put them into one picture? And we can start from strategy to transformation, program execution and operations management. So let's start from an example. Omnichannel management. I will start from the definition and benefit and the benefit story from the rational and the emotional aspects and the architecture blueprint. So, and then later with the identified legacy and new capabilities. Omnichannel is not something new in retail and not new in the finance. But I haven't seen a architecture approach to address this matter. And also bringing the ideas in the open platform 3.0 around the big data, the API management. So first of all, that's the definition and benefit about Omnichannel. So it really is to deliver the personalized information at the time the people want. And this is a way we can capitalize what we have been doing with the open platform 3.0 about big data, API management and cloud, everything. So the business architecture, focus on stakeholders, value perspectives. So there's CMO, COO, partner, chief service officer and the board as well. So look from every different personas which require big database analytics across the p-buying, buying, using and sharing life cycle. So this is something really important to understand the buyer's interest, their personalities and then change the internal IT or the ICT architectures. So the benefit story. So this will be related to people like an end user, Jeff, which is the business executive, Sanjay, who is the IT operations director and Jenny, who is the customer care manager. So it's a case, as I mentioned, we are working with a European operator. And the right which is the world's experience principle. So we apply the world's experience principle to guide, to make sure that every persona should get the experience the person is looking for. For example, the end user. The time they live over, real time and on demand, so-so, spreads good word of mouth. And also, well, to the IT operations director, very important. How can an architect do a good job to the operation guys? Well, we source to support new offers on demand and access to all capabilities and do it by himself, Sanjay. So the architecture blueprint from enterprise value goal. This is a simplified version, of course, the business capabilities corresponding to the COO, CSO, CMO and the CTO and enabling the application functions and key technologies. So driving from the experience, applying the world's experience principle, applying the business architecture and we are able to, from the enterprise value goal and all the way map be back to the key technologies. As you can see from the bottom right, while applying the world, performance surface, the virtual DC, qualification, all these technologies. And the legacy and new capabilities for only experience. So you can see from the color code, which is the gray color is the legacy and the red color are those new capabilities. So based on that, driving from the outside in, driving from the experience and map it back to the missing capabilities or what capabilities should be retired as well. So this is for the only experience. And this is for the digitized and agile operations. Similarly, same thing. So there's a lot of new capabilities are required in the digitized and agile operations perspective. And this is something well for my architecture team. So this is the business operations model. If we put everything together, map it back to different stakeholders from the board, CTIO, CDO, COO, a lot of business. So how everything can come back together to the front end and back end. I'm sure this is not something new to the architecture communities. But the important part is driving from the persona, driving from the customer experience. And then ultimately drive it back to the, to get all different kind of stakeholders able to get together to deliver the experience customer looking for. And it calls layer model wheel. Actually, this is quite interesting form I really, I pay attention to the architecture activities. I listen to many C level presentations is what we are doing ultimately must tie it back to the return on investment. So we, we talk about the key capabilities and orchestrations and then to the bottom rights, the application technology building will box. So move it back to the investment, move, go back to the ROI. But the ROI has to be in sync or in a way that communicate to the experience, the where it goes, the personas. Are we doing good enough? Or can we do better? And I think this is something we are trying to address and bring it up at the DB6 and the DSP guide, digital service provider guide. And for the DevOps and joint algebra delivery, this is from my company perspective. So a lot of us are active in the open source in the development operation space. So that one is more for the development and operations. How about for the, for the people who are from the, from the service buyer perspective, we believe that there's something we need to define, which is the joint algebra delivery. A buyer can work with the, maybe cloud operation team or cloud service provider. And then they don't worry much about the development side, but they really worry about the delivery of the services in the production stage. So this is something from, especially after the continuous delivery, going to the deployment stage. We are practicing that and we are applying this model in the only channel delivery, as I present earlier. And this is my last slide. Where to from here? So Huawei is keeping, well, forming the home of digital transformation. Mark kickoff with the digital space. I'm, I personally see there's a lot of talk, of course, in the industry because it's big. It's huge market. So I think Open Group is a good place to get everyone together because we have the, well, enterprise architecture, we have the IT for IT. We have the Open Platform 3.0 and others as well. So me as representing Huawei, so we would like to get everyone together. Let's focus on the digital transformation. Let's get multiple standard bodies. Well, at this moment, we are mostly working with, well, of course, Open Group, Telemanagement Forum, OpenStack, BA, ITO, OMG. So how can we get standard bodies together? And we are focusing on a specific topic, digital transformation. And the second one is move from the white paper to digital service provider e-guide. Yes, peace join us. And again, this is not something just about the telco. We believe the government, the finance and healthcare forums or participants can contribute a lot with us. And the next, which is the plan to share the joint agile delivery, not by me. I just do a warm-up here, which is, I think, maybe in London or in Austin Forum. So my colleagues from the business process and IT, they will be sharing the joint agile delivery. How we are doing that with the operator business. And we will share the reference architecture and implementation of using open source software. And I think that is something we can work with. Well, TJ is there while working with Boeing about the open architecture of using open source from the architecture and into the reference implementation. There will be something Huawei is really excited about. And finally, this is while building a better connected world. We look at all different aspects from the standards. And Huawei is, well, we look forward to working with others. Okay, thank you very much. Thank you, Trevor. Can I invite you to take a seat for a few questions? We've got some questions, I think, going to be asked from the back of the room. Anyone have any questions? There's one here. James Derave, our long-term VP of certification and now responsible for what goes on in India for the open group will ask the first question. So thank you. Thank you, Steve. Thank you very much, Trevor. So the first question is not a question. But could we please mention that DVCX working group will meet this afternoon from 2 till 3.30 in the Russian Hill Room up on floor 30. So those who want to participate in that, it's not currently on the printed degenerates. And there's one coming. Now, do we have any other questions? I had something to ask for questions. You talked about some of the benefits of the Omni approach. And one of the things I noticed was reduced cost of dealing with customer service inquiries and by going self-service among other things. And we heard Chris Harding talk this morning about how sometimes the experience of dealing with self-service and through online chats gives a less than desirable outcome. How do you get the balance right between the two? How do you design the right mix of the two? Well, it's a very good question, Steve. I think really when we oppose some of our clients, they also, well, return on investment as well. I think we really need to have a data to justify to show, OK, this particular segment of people, we can serve them better while we return. So I think it's all back to the data leak, the analytics. We cannot have silo data. And that is the power of cloud computing as well. So this is why why we really commit to the Open Platform 3.0 using the technology to enable better decision in the customer experience management investment. And the DB6 at this moment is sitting at the Open Platform and the architecture forums. I think it's a good way, the next stage is to start to bring into the ROI, the investment perspective into the forum works as well. Are there any specific in dealing with an online customer experience or certain age groups are more used to it? I'm trying to put this delicately. Age groups are more willing to not speak to a real person than others. Are there any specific strategies that you follow to take care of perhaps those that actually do want at the end of the day to be able to speak to a person? Well, so that's why we need to apply the only channel way. We can take data from low-matter watch channels and then we can analyze and understand the user behavior and then apply it the right way. This is not that easy actually. When you analyze, when you get the data and analyze and then apply the right channel and then consistent information, this is something we have been practicing. And I think as you say, even the young generation or maybe some people, actually the business traveler as well, they may not want to talk to the customer service during the business trip. How can we understand? And of course that will be back to the, I think, previously someone asked Mark about the data privacy as well. So the regulation part is where we need to really understand the local regulations and the security, data privacy and security policy per country basis. It's something interesting and I think that's why we pick this only channel case to show today. Yeah, that's a good point. There may be geographic and cultural influences on what works as well. Okay, thank you. Last call for any questions for Trevor, and we do have one Kirk. On the question of some people would like to do it live, some people might not. It strikes me that there will be a number of factors that you probably don't have access to, such as is the person in introvert or an extrovert, is something that could very much affect how they would like to deal with you, but you're not going to have data on that unless you force your customers to do Myers-Briggs, which probably is not feasible. I'm wondering how you manage things like that where the data is just, it seems to me not available. Well, of course, the definitions of available is really related to the business purpose. And again, it's back to the ecosystem. How can we not competing by a single product by ecosystem base? That is what we are trying in the, well, in Huawei, we have the consumer business group as well. So we are working in the ecosystem base, gathering data, not just from a particular touch point, but many, many different touch points, and keep testing it and trying to meet whether we meet the business purpose. There's a debate about, well, big data, fast data, whatever. There's a lot of different saying, but I think ultimately it's the business purpose. Thanks, and we have one more here. It's important to understand the customer to deliver a good experience. How can we do this without appearing to be intrusive? We've dealt. Appearing to be intrusive. Well, I think there's a lot of cases. Now, well, you can sign up, right, opt in. There's one of the way to do it, and lots of companies are practicing it. And also, well, I think in the telco side, we observe when you opt in and use the free Wi-Fi as well. I think ultimately it's a business answer. It's a gift and tick. How can we understand a particular person? You can give something the person is willing in return to give you access to data. So this is not just a technology question. It's a business question that we need to have a better understanding by analyzing different user behavior and interest. Yes. There's someone at the back. It's clearly different if it's a customer that you don't know that's a potential customer. But if you look at customers that you do know, you certainly can take their product information, what you know about them, and increasingly their social information, and try and predict both in-store and out-of-store experiences, correct? Yes, of course. That's why just now I mentioned about the ecosystem, competing for the ecosystem. I think now, well, with the API, especially the RESTful API technologies, it is very easy to share data and share information in the real time. And this is a totally new way we can compete behind the digital technologies. And actually, I also personally found that, you know what? Just now, in the break, I was reading the Hong Kong newspaper. It was quite interesting. I see an ad. It's about one of the best 10 San Francisco restaurants. Okay? How can you imagine that, right? Now, actually, they know my location. And the Hong Kong newspaper actually has an agreement with someone through their ecosystem and then pushed it up to me. And I just checked it out and that there are 10 restaurants. And it looks promising anyway. Yeah, they say in San Francisco you could eat at a different restaurant for the rest of your life and never eat in the same place twice. Yes. I think in conclusion, yes, well, understanding the experience, understanding the people, work from an ecosystem thinking, applying the digital technologies available. So I think there's a big space for us to compete. And by doing that, we can work as an expert at the B2B business. We can work across multiple industry segments. And that will be really something, wow, in our thinking, yes, it can be something really big in these smart X opportunities coming to us. Yeah. Okay. Thank you for the questions. Thank you, James. Thanks once again, Travis. Yeah, thanks. Great presentation. Thank you. You're welcome.