eTOM and “Outcomes” Process Framework

It is essential difference between output and outcomes that should be notified in creating value through processes with leveraging intangible assets of knowledge management. Processes deliver OUTPUTS. In other words, what pops out of the end of a process is an output. Customers usually have expectations about both the process and the output (how they get what they want, and what they actually get). That’s where Outcomes fit in dealing with IMPACT Of outputs to customers. An OUTCOME is a level of performance, or achievement. eTOM defines seven first level’s processes (SIP-OFAB) that focus to deliver customer’s value through product and service, improve satisfaction level and business continuity impact. How eTOM ensure outcomes flow through its frameworks?. It can be done with balance combination between horizontal functional domain process and stream vertical processes.

Horizontal process groupings, which represent a view of functionally-related processes within the business, such as those involved in managing contact with the customer or in managing the supply chain. This structuring by functional groupings is useful to those who are responsible for creating the capability that enables the processes.

Vertical process groupings, which represent a view of end-to-end processes within the business, such as those involved in the overall billing flows to customers. This end-to-end view is important to those people who are responsible for changing, operating and managing the end-to-end processes. These people are more interested in the outcomes of the process and how they support customer need – rather than worrying about the IT or the workgroups that need to work together to deliver the result.

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eTOM and Technostructural Change Management

Telecom Knowledge Based Enterprise (TKBE) is an open system that reacts and responses changes of business environment as consequences of Social Capital Relationship Management through leveraging intangible assets more than tangible assets to provide customer value. There are several change management intervention to keep readiness, alignment and integration intangible asset to enterprise vision. Leadership, Human Resource, Human Processes and Techno Structural. Refer to NGOSS framework consist of four key area : Business Process (eTOM), Shared Information and Data (SID), Technology Neutral Architecture (TNA) and Telecom Application Map (TAM) provide complete standardized reference for Change Management take a role especially in Techno Structural Intervention (TSI). Change Management is not an event but a process generically have three phases: Unfreeze, Moving and Refreeze. Several keys point that will be affected by TSI are Work Processes, Employee Involvement and Organization Reengineering. eTOM has 0 to 5th level of processes from strategical, tactical and operational, refer to three layer of change management layer from organizational, group and individual. Accountability model such of RACI model can be assess and create easier dealing with organizational structure and chart for reengineering. How about work processes? eTOM has vertical stream processes and horizontal domain functional that interdependent each other that affect on to other domain based on change scope in kaleidoscope. Employee involvement can be analyzed through 3rd to 5th level of processes dealing with tools, job role and job description to produce aligned and integrated outcomes in achieving improved performances.



Refer to strategy map that provide internal business process perspective as key domain for change management from current condition to intended result based on enterprise’s productivity or growth strategy. Processes should be changed to exploit the market with creating value to segmented customer in strategic phase. Creating subjective best approach in processes dealing with external analysis force firm to have such of differentiation in delivering customer value, rarity and difficult to be immitated in third to fifth level of created unique processes. All of this approach will be implemented in technostructural change management framework include lower consequences such Human Capital, Information Capital (NGOSS), Organization Capital and Social Network Relationship Management in Social Capital.

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eTOM and Related Standards as KM Social Capital

There are several Knowledge Management (KM) generation from knowledge repository, Communities of Practice (CoPs) and Social Network as third generation. KM is capacity to act to create value by leveraging intangible assets (organization capital, human capital, customer capital and social capital). eTOM as one of business process framework has been implemented among other industry standards such: ITIL, ITU-T, SIPOC, SCOR, ISO, Rosetta Net etc. This issues should be put as Relationship Management between enterprises with their social capital in open system with interdependent relationship that need to be managed and exploited to be competitive advantages. In KM Strategy we should think and act to create this relationship over come critical problem align enterprise goals as shared context (SECI-Ba) dealing with creating knowledge in dynamics market competitiveness caused of Supplier and partner, complementor in integrated network centric solution for customers.

All of this resources of standard should be put in knowledge value chain for creating combination of subjective and objective approach form enterprise’s differentiation dealing with creating value for customer and get stock value greater than book value as Knowledge Based Organization. With using Knowledge Engine all of this relationship standard should be injected to production capability that reflect effective strategy with speed response in creating solution to grab the dynamic market and decrease loss opportunities. Enterprise can improve value (VRIO) through this related standards that will add valuable dimension to acquire structured knowledge asset such of problem on richer mapped processes area dealing with proper ontological problem solution with Subject Matter Experts (SMEs) as generative learning.

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