1© Nokia Siemens Networks Leagility in Global Telecom Services / D.Lorenzin / August 7th 2009 Not to be used without permission AOM – Chicago August 7 th 2009 Dennis Lorenzin, Head of Global Project Management, NSN Services / Network Implementation Nokia Siemens Networks LEAGILITY in Global Telecom Services – an application

Not to be used without permission 2© Nokia Siemens Networks Leagility in Global Telecom Services / D.Lorenzin / August 7th 2009 Nokia Siemens Networks in nutshell One of world’s largest telecom infrastructure companies Worldwide presence and local footprint in 150 countries 40% of revenues come from Services ~ employees Major manufacturing sites in China, Finland, Germany and India #2 in wireless networks #2 in operator services #4 in wireline networks More than 600 Operator Customers Over 1.5 billion people connect through our networks

Not to be used without permission 3© Nokia Siemens Networks Leagility in Global Telecom Services / D.Lorenzin / August 7th 2009 Every 3 minutes a site is completed at Nokia Siemens Networks … Telecom infrastructure building A multifaceted Supply Chain & Project Mgmt challenge … in one of 600+ Customer networks, in 150 countries many of which in emerging markets … combining NSN and 3rd party products in hundreds of different configurations … supported by a network of thousands of suppliers … aligning several global and local supply chains and responding to site/configuration changes within hours of final delivery … embedding into quite diversified normative and institutional environments

Not to be used without permission 4© Nokia Siemens Networks Leagility in Global Telecom Services / D.Lorenzin / August 7th 2009 The problem … How to “extract” scale from a highly local process Scale-up factor 1:100 Country level: one/few Projects 10s of suppliers 1000s of sites Telecom projects are very local in nature e.g. a turnkey rollout project must be seamlessly embedded in the administrative, legal, capability and capacity context of the country of deployment … Worldwide: a network of 100s of Projects 1000s of suppliers s of sites … yet NSN must leverage the considerable volumes of activities it is implementing every day, and that scale effect is only to be gained on the global level

Not to be used without permission 5© Nokia Siemens Networks Leagility in Global Telecom Services / D.Lorenzin / August 7th 2009 E E NHANCE foster sustainability by monitoring & improving the operations … and a leagile response to it Introducing the “4E” framework E E XPLOIT leverage scale through automation and remotization Customer Processes designed for Lean Leveraging the volumes of activities implemented every day, and the economies of scale materialized only on global level e e NABLE e-enable and integrate processes and tools to the global backbone E E MBED integrate standard processes into the local environment Processes designed for Agility Respecting the local nature of Customer Projects and the need to embed into the administrative, legal and capability context of each country DP* * Decoupling point

Not to be used without permission 6© Nokia Siemens Networks Leagility in Global Telecom Services / D.Lorenzin / August 7th 2009 AGILE LEAN LEANI – a program for leagile network deployment A dedicated global program to implement the 4E concept LEANI  LEANI  ”Exploit the scale of each unique Project” E EMBED E EXPLOIT e eNABLE E ENHANCE 2. Integrated Project Management (IPM) 3. Remote service delivery 1. Local service delivery DP* 4. Beyond LEANI … developing the future NSN services delivery platform * Decoupling point

Not to be used without permission 7© Nokia Siemens Networks Leagility in Global Telecom Services / D.Lorenzin / August 7th 2009 Leagility in Global telecom infrastructure A few ideas for research and further developments Lean theory application to Services business environment Lean-Agile supply chains – concept “translation” in a global Services context Workflow Mgmt systems as ‘decouplers’ in a services supply chain Delusion and deception in a Global-Local relationship “Green” aspects as risk/reward factors for a Global Project Automation and remotization – cultural and political limiting factors

8© Nokia Siemens Networks Leagility in Global Telecom Services / D.Lorenzin / August 7th 2009 Not to be used without permission Contacts : Thank you !