Indosat Ooredoo Hutchison: BSS transformation for digital future enablement

Indosat Ooredoo Hutchison: Maximizing business impact to transform Indonesia's digital future

In collaboration, Indosat Ooredoo Hutchison (IOH) and Ericsson aim to drive innovation, unlock opportunities, and promote sustainable growth in telecommunications, underscoring the joint mission to deliver cutting-edge digital experiences.​

Watch the discussion between Vikram Sinha, President Director and CEO, IOH and Per Narvinger, Executive Vice President, Business Area Networks (previously Senior Vice President Business Area Cloud Software and Services), Ericsson with George Glass CTO, TM Forum.

Courtesy to TM Forum

World’s 1st Full-Stack Digital Monetization | Indosat and Ericsson

Indosat Ooredoo Hutchison had a fragmented BSS landscape, with over five different technology vendors supplying various applications such as billing, charging, voucher server, catalogue management, order handling, activation, and mediation. Consequently, the management of IT operations was also fragmented, with disparate vendors handling levels 1, 2, 3 and 4 operations, leading to higher operating expenses.

This multi-vendor landscape lacked unified end-to-end accountability, hindering effective business oversight. Each vendor was focused on meeting their application-specific technical KPIs. However, the technical KPIs failed to translate into the overarching business KPIs which IOH wanted to achieve.

The absence of a single point of accountability for end-to-end coordination inhibited automation, perpetuating inefficiencies in managing business processes and IT operations. 

Moreover, launching new products took a long time due to the necessity for configurations across multiple systems and the involvement of various vendors, each requiring specialized competencies.

The combination of Digital Monetization Platform (DMP) with holistic services to advise, build and operate the BSS solution end-to-end, incorporating automation and AI, transformed the BSS operations and simplified the BSS architecture.

This transition from complex multi-vendor management to streamlined trusted partner management includes Ericsson taking complete accountability from levels 1 to 4, alongside providing umbrella support for any third-party infrastructure management. This has significantly increased operational efficiency and reduced operating expenses. During this critical transformation, disruptions were minimized through major program milestones.

During the initial phase, 8 million postpaid subscribers were migrated to the new platform and 83 million prepaid subscribers in the more recent phase. A smooth cutover with zero major incidents post go-live. Over 100 million active subscribers across segments are currently supported.

With Digital Monetization Platform and homogeneous operations, many business KPIs improved. For example, the order to activation time for first-time success orders (less than 5 minutes) was reduced by 70% after implementation of Digital Monetization Platform. Similarly, order to activation time for orders taking less than a day was decreased by 62%.

Implementing a modernized architecture featuring a centralized catalog for multiple lines of business has led to a 60% reduction in time to market.

Digital Monetization Platform also helped in reducing order fallout. The percentage of postpaid orders failed in first attempt diminished by 68%.

Indosat Ooredoo Hutchison, with support from Ericsson, will migrate its entire BSS stack to Google Cloud, integrated with a wide range of cloud-native solutions and applications from Ericsson’s OSS/BSS portfolio, reducing system complexity and increasing operational efficiency.