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Rolf Hausammann: Transformation from a "Contract Specifc Login to a User Centric Experience"


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Perfect. Thank you. So your identity, your access, your Swisscom world. This is our mission statement. Looking briefly at who Swisscom Swisscom is a group. I'm gonna talk about Swiss business in the country of Switzerland. And there we are the largest provider of TV services. For example, we are leading telco company. We have products in the gaming entertainment domain. Mobile 5g is a big thing, bringing the network and computing to the edge. We provide broadband services and there actually, there was a great announcement. 10 days ago, there was the first 50 gigabit pipe that was laid to a home. And to my knowledge, that's at first in the world, such speed. Outside of that laboratory, a few key figures, one 5 million TV subscribers. We have 8 million identities or locking accounts in the consumer domains. And the company has 19,000 employees for this presentation. We're gonna focus purely on what we do in Switzerland on purely on what we do in the consumer market such.
So I am access management drilling topic. When I started it four years ago, there was nothing we didn't have a strategy or a vision. And of course on day one, that's what I was tasked with. Here. It is. We're leading Swisscom into future in which users can be reliably identified and received personal access. So basically the company, but in particular am we are subject to macro trends like security, privacy, privacy, but also personalization. And that drives what we are willing to do, what we need to do. And there are, of course also the other trends, like for example, the customer wants to access the product from any place. At any time, it's got to be simple and fast. And as a telco company, our products were, you know, available in many places from the very beginning of the history of the company. But the change is also, you know, the TV is not longer in the living room, then it might still be there, but people access the service from anywhere. They want to configure it from anywhere and of the product or the usage at any place. Anytime. So when I started step on, of course is like stop the blank page and you make an assessment and looking into it, give you an overview of the challenges, but also chances. I brought a brief video. This is operating in different languages. We have French Italian and German operations, but unfortunately not English. So the video is in German with some soup titles and
Telephone. And in Swisscom values, this management
So into it's no longer a blank page. It's a list of challenges most remarkably because the product was at the beginning and going online, adding a login account, it came second. It happened naturally that the login account was kind of tied to the product. The company grew with acquisitions that meant a second logging brand was somehow acquired. It also meant we had startups. They grew bigger. We had paying customers for them and suddenly have a new kind of domain, a new silo. And each of them creates new accounts and they're tied. So if I'm a customer, I'm happy with what I have. I purchase a holiday home and I want broadband there as well. But naturally what would happen is a new login account is created to control my login and to control and access to service for my, my holiday home. Currently we have 46 applications that are using Swisscom login.
As we call the brand of the IDs that we provide our, our customers and the IDs are always used in conjunction with our products. So we're not selling them on the market as such. We're not an ID provider. Yeah. Challenges with the coupling is any challenge we have. It's kind of a multiplication factor because we forced the customer to have a second or even sometimes a third login. And we wanted to get rid of that. And then also in the past, what happens? Each product house had certain requirements. They launched projects to evolve the, the logins as such, but they happen sequentially by different people, different teams, and with a company or a group of 19,000 employees, there was much brain power put into it, but it wasn't always aligned and pushing or pulling in the same direction. Also the startup product, they got the customer, a login account, but the CRM guys weren't interested.
So when a user of a free product called up the agent, didn't see this person, this customer and couldn't support, there was only the sale online sales channel available in case a customer liked Freeman product and wanted to upgrade to subscription. So it's basically an opportunity that we did not use. How do you tackle this? How do you address this on such scale? The way forward was we said to come up, promise, deliver against promise. So I set up kind a small company within the group and this company is responsible for anything that has to do with identity and access management. We are making sure it's secure. It meets the needs of all the products. It of course needs the needs of the user. And we promise to, you know, constantly evolve it and extend the product as such. We also said, okay, the user's gonna be in the center.
It should no longer be the contract. And a user is attached to this contract, but it's the user in the core. And the user might have one or multiple contracts, or this person might just have the right to use a service, which somebody else has purchased the same as example from the business world, oh 365, which you purchase for your small company or for your family. And then you can share the license. This is something we need to have. Then also user centricity is key for personalization, data privacy. I think it's a must then last but not least. We need to provide a framework. And this framework needs to take care of complexity. You've seen how the company evolved, how large it became and how many things we had to worry about. So besides having a good plan of how you merge your brands and evolve the product line in the AAM domain, we established a governance and the governance helps us from the 46 products that are out there and potential new ones, which are acquired in the future, that the requirements coming to us.
And then we can look at them, address them. Maybe we have to have a prioritization discussion. The, the products out there, the 46 products that don't always agree or have the same priorities. And that's our job to come up with a feasible solution for, for everyone. Once we have a new AAM functionality out there or a product component, we also need this governance to make sure that it's properly incorporated into TV, into email, into you name it. And we need those people to make a control the rollout to the market. So it's filling relationship to interact with the governance people and everyone on board.
So on this long journey, what are the benefits we achieved? Of course, logic steps with joint forces, much. The brands helped us to get rid of redundant applications so we could free up good people and free up our budget to invest into new things. User experience was a key concern there. I have a few good examples. The registration form on day one was basically extended. Every time a new application needed a new field, some of the services needed the birthdate, other needed a shipping address, other needs a billing address for post payment. So this registration form grew longer and longer and longer, which is of course completely unacceptable. If you want to launch premium product and you're teasing a customer to try something. I mean, all we need is first name, last name and email address, and a password, couple clicks and you're done. So there was a massive mismatch that we solved, you know, half this, what we call lightweight registration.
And then depending on the need of the customer and the application regulatory requirements, there is a so-called StepUp process. So if a shift from a freemium product to something a bit more evolved when there is subscription behind hardware needs to be shipped. For example, we need a shipping address. So you go to the StepUp process and you just add the attributes that is, that are needed from a user perspective login experience. I think there was a cool approach at day one, but you could use your user ID, or you could even use your mobile phone as an alternative means to login really cool if you forget the password, right? However, the way it's done from a, from a user experience perspective, it was a page with multiple tabs. And in a test, we found out that 70% of the people started recognize that there are multiple tabs.
They just focused on the few fields. So we knew the new experience must be really, really simple. And therefore we changed to a so called two step on the first screen that you see one field. And that's what, where you put in your email, address, your username, your mobile phone number, anything where we can identify you, you click next and then it's either the password, the code you got on your mobile or nowadays biometry and biometry for the apps. It's not a cool story. Of course they wanted to do it. I mean, it's common sense. Everyone has it nowadays, but having a portfolio of apps at Swisscom, what I didn't wanna happen is that every app develops it by themselves. Would've been, you know, a waste of money, multiple invests, and for the user, it's kind cumbersome. If you want to watch TV, you would have to do it that way.
If you want to access your mails, it's different. If you want to control what's happening in your home, it's once again different, that's not the right approach. So decided to develop a so-called software level kit, which is basically a module. Now, all the apps are incorporating and once they do that, they're biometry enabled. And from a user perspective, it's always the same approach. You switch it on once and you can use it on any of the apps that Swisscom provides to the, to the clients security. Also the macro trend, I mentioned there were discussion. How secure is it? There were audits. And once I was tasked by the head of security, you know, with potential gap that we had in our pyramid defense on, on the portals. And then I figured out in the legacy, you know, the apps they had made that access was secure.
The web Porwal have made the same in the processes for selling. They have made it the same, but the rules were always hard coded into those, into those portals or apps and being in charge of AAM. You should actually control it and you should take responsibility. I mean, also requirements can change over time. So what we established is a centralized access management solution. And now it's configurable. We have objects and trees on top and we can control the whole, the whole story as such moving on. I'm a bit conscious of time to decoupling. That's really the cool story. Once we had achieved the decoupling, the user can do anything with one login, 365 degree, easy service activation, and best of it, we could get rid of all the work arounds and extra processes. So also from a support perspective, everything gets much more simple, but it also leads to opportunities.
For example, on the TV domain, there was a rebranding of the TV, or actually the whole entertainment proposition where now content for movie theaters, video on demand streaming TV, cloud services, and so on are incorporated sport and sport Porwal and statistics. You get, you get to access anything once you're on the TV. But the challenge for us was, you know, there was one way to distribute it to the TV and your living room, and one way to distribute it on the web. And one to the smartphone, once again, hard coded, but we already had most of the ingredients like a login, big screen on TV session control, access control. We put all those pieces together and now we have the configurable experience. And for example, when I'm visiting someone, my parents, the nicest screen in the house is the TV and speak screen. I can just log in to my cloud and then show them the pictures from my family holiday of my kids. And that's something they really appreciate show them, show off of it and then just log out and then have their standard TV experience. That's something we put together by using the, the ingredients, the components that we made in a modular way. And that leads to, you know, new opportunities for Swisscom as a group and the way this is presented to the client. Just a few seconds.
So we've solved the root cause, which was the multiplication of AEM domains, the coupling of the products to look in accounts and we can deliver the customer benefits. So we have a customer-centric experience, which is a great achievement, but I also must say, it's been a great step forward, but there are many more steps to be made. And I'd also look into, you know, the ecosystems of a user or the product evolvements that will keep us busy in the future. Apologies for that. The presentation here we go,
Existent in ecosystems, account internet in one home.
So looking at that, you see how the, the ecosystem evolves people living in shared apartments or even families, which can be large or smaller kids moving to the university. I mean, there are opportunities everywhere. And when I looked back, when I moved out at my parents' place many years ago, I didn't bring with me any contract, any relationship with a company, I just lost everything. And I looked at the market and in a competitive market, you know, I went to a new company for telco services, but also for insurance contract and so on. And I think this is a great opportunity. If the example like Tom, a person moving out, if this person can take this, their login account with him and extend the usage of it to the new living conditions or in the insurance industry, you know, add the first home endurance wants to move out as the first car endurance. It's great. The company knows something about the person already know where they come from and they have a relationship and that's something to leverage in, in the market. And specifically being in a market like quest, Europe, which is in, in most industries, very competitive and saturated. I think this can give you a real head start. So I'm conscious of time through with the presentation. I would like to hand back to the moderator. Not sure if you have time for one or two questions.

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