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ATIS : A Plan for Change and New Strategic Directions

ATIS : A Plan for Change and New Strategic Directions. Susan M. Miller President & Chief Executive Officer. Significant changes are occurring in the communications industry: Pace of technological change; Capital harder to come by - investment has lessened;

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ATIS : A Plan for Change and New Strategic Directions

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  1. ATIS : A Plan for Change and New Strategic Directions Susan M. Miller President & Chief Executive Officer

  2. Significant changes are occurring in the communications industry: Pace of technological change; Capital harder to come by - investment has lessened; Record number of bankruptcies and business failures; Slow response from the regulatory arena; and A proliferation of standards forums, operating with no coordination. The Problem: The Current Environment

  3. The ATIS Board of Directors launched a strategic planning initiative in March, 2002. The ATIS Board represents the senior-most executives from the communications and related information technologies industries who are setting the strategic direction for these industries. The ATIS Board assessed the strengths and the opportunities for ATIS and its Committees. The Question: What is New Role for ATIS and its Committees in this Changing Environment?

  4. SBC Communications - Ross K. Ireland - Senior Executive Vice President, Services - ATIS Chair Ericsson - Dr. Asok Chatterjee -VP, Public Affairs - ATIS First Vice Chair Siemens - Susan Schramm - SVP, Sales & Marketing ATIS Second Vice Chair VeriSign - Bruce E. Johnson - SVP, Operations & Engineering - ATIS Treasurer AT&T - P.J. Aduskevicz - Network Vice President Infrastructure & Media Capacity Agilent - Larry Holmberg - Senior Vice President, Sales, Marketing & Customer Support Alcatel USA - Mike Quigley - CEO BellSouth - William Smith - Chief Product Development & Technology Officer Billing Concepts - Jacquelene Mitchell - Chief Administrative Officer Cap Gemini Ernst & Young - Chris Smith - Vice President of Marketing CenturyTel - Clarence Marshall - Vice President, Corporate Planning Ciena - Joseph Berthold - Vice President , Network Architecture Cincinnati Bell - Dennis Hinkel - Senior Vice President Network & Operations CISCO - Charlie Giancarlo - Senior Vice President, Product Development CommWorks - Sudhakar Ramakrishna - Vice President, Product Management Comstellar - Sanjiv Ahuja - Chief Executive Officer CT Communications - Michael R. Nash - Senior Vice President/COO D&E Communications - G. William Ruhl - President & CEO East Otter Tail Telephone - Allen R. Arvig - President Epic Touch - Trenton D. Boaldin - President Intrado - Ray Paddock - VP & General Manager ATIS Board of Directors

  5. Juniper - James A. Dolce, Jr. - EVP, WW Field Operations Lucent - Peter Lessek - President, e-Services Group Marconi - David J. Smith - EVP, OSPP & North American Broadband NightFire - Venkates Swaminathan - EVP & Chief Strategist NOKIA - Chris Wallace - Vice President, Technology Standards North Pittsburgh Telephone - Frank D. Reese - Director, Future Technology & Product Planning Nortel Networks - Gordon Quinn - Vice President, IP Communications nTelos - David Maccarelli - Senior Vice President, Chief Technology Officer Openwave - Jon Shantz - Senior Vice President, Business Development, Acquisitions & Investments Qualcomm - Dr. Mark Epstein - Senior Vice President, Development Qwest - Pieter Poll - Vice President, Emerging Technologies Spirent Communications - Dave Gellerman - Vice President - Technology & Corporate Development Sprint - Loren V. Sprouse - Vice President, Service Operations T-Mobile - James Murrell - Vice President, Business Development Telcordia Technologies - David E. Burns - Corporate VP & Group President, Professional Services Telephone & Data Systems - Rudolph E. Hornacek - Vice President, Engineering Trendium - Hanafy Meleis - President & CEO Underwriters Laboratories - Scott Griggs - General Manager Network Verizon - Mark A. Wegleitner - Senior Vice President, Technology & CTO ATIS Board of Directors (cont. . . . )

  6. This approach needs to achieve the following: Prioritization of needed standards work; Interoperable and implementable outputs; Coordination of priorities within ATIS and its Committees as well as with other Standards Development Organizations (SDOs); Elimination of duplicative efforts and creation of cost/process efficiencies; Move “stuck” technologies forward and bring products to market faster; Provide one voice for the U.S. in the global marketplace. The Answer: The industry is demanding a new approach to standardization.

  7. ATIS is a United States-based body that is committed to the rapid development and promotion of technical and operations standards for the communications and related information technologies industry worldwide using a pragmatic, flexible, and open approach. (New Mission Statement). (cont.) What Will the Role of ATIS Be?

  8. An “ATIS Standard” shall define frameworks for service and performance requirements, interfaces and physical characteristics for technologies, systems, and business processes, and ensure interoperability. (New Definition). ATIS will identify the industry’s priorities and execute its plan to develop implementable, priority standards - ATIS Standards. ATIS will actively promote its role within the industry. What Will the Role of ATIS Be?

  9. The ATIS Board formed the Technical Operations Council - the TOPS Council. Comprised of 21 Board members charged with: Identifying the industry’s top technical/operational priorities; and Defining the process for moving TOPS priorities to resolution. Analyzed the industry’s priority standards needs including: When they are needed; Where they are being done; and If not being done, where they should be done. How will ATIS Execute this Role?

  10. Initial Launch of Five: VoIP Wide Area Ethernet Mobile Wireless Services Security Issues Network Security 802.11 Security IP Network Security Data Interchange (Billing) Other: Optical Networks DSL Evolution Wireless Evolution IP Telecom Network Management Reliability Measurements Wide Area Storage Numbering ETS for IP CALEA E911 Evolution Priority Access The TOPS Priorities

  11. Partial List

  12. Partial List

  13. Issue Development Process

  14. Next Steps by the TOPS Council • Further Development of the Priority Issue Process. • Further Definition of the Priority Issues (e.g., VoIP Summit, Security Summit). • Process for establishing and strengthening relationships with other SDOs to support and coordinate work on the TOPs-identified priorities.

  15. Ongoing Strategic Discussions by the ATIS Board • Are ATIS and its Committees structured correctly to produce ATIS standards and address the identified priorities? • Is there a need for an alternative funding model to support these activities? • What stakeholders do we need to bring to the table?

  16. What Does this Mean for the OBF? • Communications To Date: • “Pilot Interface” Program for September/October TOPs Council meeting with OBF and Committee T1 leadership. • Letter from ATIS Board Chairman and ATIS President. • This presentation. • Communications Forthcoming: • Internal ATIS Member Company communications, including committee participants and mid-level management. • External roll-out.

  17. What Does this Mean for the OBF? • Goal: That the ATIS Committees and their work are aligned with and support the objectives and priorities of ATIS. • That the OBF will become the premier forum where the communications and the related information technologies industries address business process standards. • That the OBF will be supported in its efforts by the senior executives of the industry who need these priority issues addressed and standards developed to move business forward. • That the OBF will be doing the work which will maximize its value to the industry, thereby enhancing value to your company.

  18. What Does this Mean for the OBF? • Opportunities and Challenges: • That the OBF position its process and structure to address and support resolution of the priority issues; • That the OBF’s ultimate approach address the priorities in a timely manner; and • That the OBF remain flexible and responsive, and execute based on this new direction and the identified priorities.

  19. The Value Proposition • That the companies through ATIS, representing a broad cross-section of the industry, will realize the opportunity to: • Influence the strategic direction of the industry; • Determine, prioritize, and execute the top technical and operational priorities for the industry; • Achieve cost and process efficiencies; • Optimize company investment and resources allocated to standards development; and • As a result, enhance their bottom-line.

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