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Experience in Product and Partner Integration

Jennifer Tillson AVP, AT&T Mobility – POS Delivery, iPhone Program Sponsor

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Key Product and Partnering Messages

iPhone Headlines

Partnering with 3rd Parties

Keeping Information Confidential

Ensuring Deliverables meet Benefits of Both Parties

Sharing Lessons Learned including:Setting Integration Strategy Test PlanningInterface Compatibility and Component ReadinessManaging Tenuous Partner Relationships

Questions ??

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iPhone Successes Make Headlines

Some impressive headlines…..• 10/6 - NPD Group reports almost One In Three (30%) iPhone 3G Customers Switched

From Another Carrier. Top four selling smartphones between June and August are Apple iPhone 3G; RIM Blackberry Curve; RIM Blackberry Pearl; Palm (NSDQ: PALM) Centro

MocoNews.net - Other Carrier Users switch to ATT for iPhone 3G

• 10/6 – USA Today article reports that with the new iPhone being built for business it becomes a real challenge to the BlackBerry and other corporate cellphone systems. Gartner researcher reported that iPhone had already gained about 20% of the smartphone market.USA Today 10.6.08 - iPhone 3G Business Friendly

• 9/19 - Bloomberg reports that AT&T was required to create New Hot Zones due to the popularity of the Apple iPhone 3G. Apple sold one million of the devices in the first three days after their July debut.

• 7/15 –iPhone 3G lives up to the Hype. With access to a faster 3G wireless network, Microsoft Exchange server e-mail, and support for a staggering array of third-party software from the iPhone App Store, the new handset is the iPhone we've been waiting for.CNET iPhone Review 7.15.08

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Partnering with 3rd PartiesSuggested Elements for Good Alliance

Things to Consider…

Complementary products and services

Successful partnership will bring together the core competencies of each partner. For example, with iPhone, AT&T’s network and wireless service complemented Apples product and market leadership

Strength in executive level relationships

Key leadership members need to establish one on one meetings to bolster the relationships as well as quarterly reviews with Tier 2 executive teams to ensure common goals are being communicated

Open communication and sense of trust across the teams

Essential to gain commitment at all levels of the working team on business priorities

Clear vision of where partners can win together

Strategize around the desired business results and clear understanding of how revenue will be shared

Define objectives that will drive bottom line sales and growth

Collaborative engagement at the working team level

Face to face meetings are essential to foster relationships and ensure more efficient collaboration when executive direction is communicated

Need to establish both functional and IT leads to align the organizations

Appropriate governance model for the current stage of the relationship

Executive level steering committee meetings need to be held and are essential to executing the vision and roadmap of all parties

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Measure Glue Factor of Partnership

The Glue Factor – Measurement to help determine if partnership is worthwhile to maintain. Strength of glue based on formal and informal criteria/dimensions.• Formal dimension based on these 4 measures:

• Value proposition for each partner

• Governance structure

• Roles and responsibilities

• Strategic direction

• Informal dimension based on these 5 measures:

• Past and present relationship between partners (shared history)

• Cultural fit

• Information and knowledge sharing

• Level of commitment and mutual trust

• Senior management involvement

Formal Dimension 19

Value proposition for each partner 5

Governance structure 4

Roles and responsibilities 5

Strategic direction 5

Informal Dimension 14

Past and present relationships 3

Cultural fit 3

Information and knowledge sharing 2

Level of commitment and mutual trust 2

Senior management involvement 4

Apple Relationship Strength

0

5

10

15

20

0 5 10 15 20 25Informal Dimension

Form

al D

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sion

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Customer Experience is Number 1!!

• Document key guiding principles and business decisions that outline the customer experience including:

– Criteria to evaluate success– Key customer touch points– Any customer types that will be excluded from offer

or could be negatively impacted

• Establish checkpoint meetings to review business decisions and determine if any need to be recalibrated

• Start with the end in mind and ensure business requirements are driving towards the desired customer experience

• Develop business use cases that include options for how to service customers thru both partner channels

• Ensure all organizations that support customer experience are in synch with desired results from front line sales, to supply chain, to IT

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Keeping Information Confidential while Delivering a Revolutionary Product

• Identify core personnel from applications and support groups to include in Core Task Force as projects are being defined

• Define NDA process for all partners involved

• Legal counsel to assist with confidentiality requirements

• Develop code names to use for functional areas and ensure appropriate use of names is communicated

• Define where documents will be housed and develop process for requesting access and adding documents

• Sharing documents via email should be prohibited unless approved by executive sponsor

• Meetings should take place in conference rooms or with doors closed (no speaker phones without headsets)

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Ensuring Deliverable meets Mutual Benefits of Both Parties

• Agree contract terms are documented and agreed upon prior to beginning work

• Set milestones where key functional area reviews across the teams occur to level set on deliverables and re-confirm expectations

• Clearly define how commissions/profits will be shared; document the various scenarios for paying commissions

• Work together to define solutions to issues impacting both companies and document them

• DOCUMENT, DOCUMENT, DOCUMENT agreements, decisions, and solutions

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Lessons Learned: Setting Integration Strategy

Cross-functional IT organization should be created to support the planning and execution of critical activities

Develop common understanding that in IT, we view it as our job to enable the business to capitalize on the momentum that it has already created

Gain agreement of key milestones and ensure alignment with projects/scope changes

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Lessons Learned: Test Planning

• Define strategy for validating partner production deployments

• Gain commitments for levels of testing and touch points for integration testing

• Define how PVT testing will be performed; this was essential to our success and ensuring systems met business requirements

• Test case scenarios should include all possible customer/rep actions including fraud

• Gain access to partner’s hardware/software to use as part of testing execution

• Define the availability for test environments and clear process for how any downtime will be communicated and agreed upon

• Creation of test data needs to be included in overall program plan and validated prior to sharing with partners

• Performance testing on both sides needs to begin early in the lifecycle; agreed upon forecasts are essential to the success

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Lessons Learned: Interface Compatibility/Component Readiness

• Define and document level of testing expected by both parties

• Define and document clear entry and exit criteria

• Designate resources from both partners authorized to approve satisfaction of testing requirements

• Gain timely agreement from both parties including legal for any verbiage that will be communicated to customers

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Lessons Learned: Managing Tenuous Partner Relationships

• Define and communicate clear issue resolution and escalation path

• Ensure key delivery area stakeholders are represented during discussions with partner

• Ensure all communicated agreements are documented

• Make documentation of system schemas, flows, business and consumer processes available for communication to partner

• Encourage good working relationships between key resources for delivery/support areas

• Maintain core team of high performing persons across Business and IT who have history with program and client

• Define post launch support processes and how to get projects and enhancements done

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