This document discusses managing change in telecommunications organizations. It identifies key performance and opportunity gaps facing telecom operators, such as declining voice and messaging revenues and an inability to monetize excess network capabilities. It recommends transforming the service delivery platform to expose more network capabilities through APIs and enable third-party developers to create new services. This would create a marketplace that generates new revenue streams and improves the customer experience. The document also stresses the need to unify information technology and operational technology within telecom operators to better support digital services and innovation.
This document summarizes a project report on enhancing customer experience through efficient telecom order management systems (TOMS). The report was submitted by a group of students towards their Master's degree in telecom management. It discusses the relevance of TOMS for telecom service providers to address business imperatives and improve customer experience. It then reviews literature and presents case studies on how various telecom companies like Bharti Airtel and Vodafone have implemented TOMS. The remainder of the report describes the research methodology, limitations, analysis of findings from industry experts, and conclusions.
Telecom Billing's evolving role in post pc eraEhtisham Rao
With OTT proliferation in the mobile business, telecom operators are struggling to redefine the value of their services for operators. Business models abound, billing remains a key opportunity area for telecoms. this talk covers high level telecom interventions related to billing and their evaluation as source of sustainable competitive advantage.
Telecommunication Business Process - eTOM FlowsRobert Bratulic
For related eTOM Flows blog: https://modelitics.wordpress.com/2015/07/06/etom-process-flows-not-just-hierarchies
For related eTOM Flows lecture: https://www.youtube.com/watch?v=r62ZjpnjJI0
Applying eTOM (enhanced Telecom Operations Map) Framework to Non-Telecommunic...Alan McSweeney
The document discusses applying the eTOM (enhanced Telecom Operations Map) framework to non-telecommunications companies for product/service/solution innovation. It describes eTOM's processes for product/solution/service lifecycle management from concept to delivery and operation. It also discusses the changes required for companies transitioning to a greater service orientation like utility-based services, including changes to business models, costs, services provided, and customer information and relationships.
A condensed two slide Power Point file demonstrating the end to end process from the Pre Product launch process to Post Product launch CRM life cycle support.
The document proposes training on the Business Process Framework (eTOM) which is part of the TM Forum Frameworx, a suite of best practices and standards that provides a blueprint for effective and efficient business operations; the training will provide an understanding of how to rationalize business processes using a common framework and identify opportunities for improvement like reduced costs and increased efficiency; attendees will learn about the different levels of the Business Process Framework and how it can be used to scope projects, enable partnerships and assess impacts of changes.
Business process modelling and e tom telecomKate Koltunova
This document discusses process mapping and modeling for a mobile telecom operator. It recommends taking an evolutionary approach to process modeling using basic tools like MS Visio initially. It emphasizes starting with core processes that influence strategic objectives and working with process owners. The document recommends using the eTOM framework to identify processes and map them to the company's organizational structure. It also discusses establishing a process management framework, potential risks, and characteristics of process ownership.
The document discusses the eTOM (enhanced Telecom Operations Map) framework. eTOM is a widely used standard for defining business processes in the telecommunications industry. It provides a common framework and terminology for service providers to describe their processes, interfaces, and information requirements. The goal of eTOM is to help service providers improve integration, automation, and customer service.
This document summarizes a project report on enhancing customer experience through efficient telecom order management systems (TOMS). The report was submitted by a group of students towards their Master's degree in telecom management. It discusses the relevance of TOMS for telecom service providers to address business imperatives and improve customer experience. It then reviews literature and presents case studies on how various telecom companies like Bharti Airtel and Vodafone have implemented TOMS. The remainder of the report describes the research methodology, limitations, analysis of findings from industry experts, and conclusions.
Telecom Billing's evolving role in post pc eraEhtisham Rao
With OTT proliferation in the mobile business, telecom operators are struggling to redefine the value of their services for operators. Business models abound, billing remains a key opportunity area for telecoms. this talk covers high level telecom interventions related to billing and their evaluation as source of sustainable competitive advantage.
Telecommunication Business Process - eTOM FlowsRobert Bratulic
For related eTOM Flows blog: https://modelitics.wordpress.com/2015/07/06/etom-process-flows-not-just-hierarchies
For related eTOM Flows lecture: https://www.youtube.com/watch?v=r62ZjpnjJI0
Applying eTOM (enhanced Telecom Operations Map) Framework to Non-Telecommunic...Alan McSweeney
The document discusses applying the eTOM (enhanced Telecom Operations Map) framework to non-telecommunications companies for product/service/solution innovation. It describes eTOM's processes for product/solution/service lifecycle management from concept to delivery and operation. It also discusses the changes required for companies transitioning to a greater service orientation like utility-based services, including changes to business models, costs, services provided, and customer information and relationships.
A condensed two slide Power Point file demonstrating the end to end process from the Pre Product launch process to Post Product launch CRM life cycle support.
The document proposes training on the Business Process Framework (eTOM) which is part of the TM Forum Frameworx, a suite of best practices and standards that provides a blueprint for effective and efficient business operations; the training will provide an understanding of how to rationalize business processes using a common framework and identify opportunities for improvement like reduced costs and increased efficiency; attendees will learn about the different levels of the Business Process Framework and how it can be used to scope projects, enable partnerships and assess impacts of changes.
Business process modelling and e tom telecomKate Koltunova
This document discusses process mapping and modeling for a mobile telecom operator. It recommends taking an evolutionary approach to process modeling using basic tools like MS Visio initially. It emphasizes starting with core processes that influence strategic objectives and working with process owners. The document recommends using the eTOM framework to identify processes and map them to the company's organizational structure. It also discusses establishing a process management framework, potential risks, and characteristics of process ownership.
The document discusses the eTOM (enhanced Telecom Operations Map) framework. eTOM is a widely used standard for defining business processes in the telecommunications industry. It provides a common framework and terminology for service providers to describe their processes, interfaces, and information requirements. The goal of eTOM is to help service providers improve integration, automation, and customer service.
This document provides an overview of a course on the TMForum Frameworx. The course contains 8 modules that cover: an introduction to Frameworx and how enterprises conduct business digitally; the business process, information, application, and integration frameworks; business metrics; framework best practices; and a wrap-up. Module 1 introduces Frameworx and how it provides a foundation for enterprises to collaborate and overcome common challenges. It also contains a case study on how one TMForum member uses Frameworx in its business.
eTOM awareness presentation. Covers an introduction to NGOSS, TOM to ETOM, exploded view of eTOM 9.0, success steps to transitioning and road map to process management.
This document discusses how mobile operators in the UK can make business process management (BPM) more successful and deliver tangible benefits. It outlines some promises that BPM has made, such as removing silos and aligning processes to strategy, but notes that success is often measured by operational efficiency and compliance rather than top-line growth. The document suggests that to fully realize BPM's potential, organizations need to align their process structure to processes rather than functions, carefully select appropriate modeling and tools based on their process maturity, and ensure tools meet the needs of process owners not just analysts.
enhanced Telecommunication Operating Model (e-TOM) is part of TM Frameworx. The eTOM is a comprehensive standard business processes framework. It is industry standard best practices and recommends for all business processes and or rules to support Business Support Systems (BSS) /Operation Support Systems (OSS) for communications Service providers (CSP) space. Please visit the TM Forum site for details:
https://www.tmforum.org/business-process-framework/
Automated application testing for the telecommunication industry using Framew...TransWare AG
+Gain insights into a methodology of how to align the business with the IT view +How to incorporate Enterprise Architect for modeling and test automation in your test management strategy + Live demonstration showing eTOM-based process models with
Enterprise Architect for test automation with tools like HP ALM + Q&A
A Context Diagram for Business Transformation & Related DomainsRobert Bratulic
How do terms like Business Transformation, Business Architecture, Business Process, and Business Analysis relate?
This is a Venn diagram that is an informal, intuitive and incomplete depiction of how these domains overlap, don’t overlap, and depend on each other.
Goal: to stimulate further exchange and discussion.
This document provides an overview of eTOM (enhanced Telecom Operations Map) and ITIL (Information Technology Infrastructure Library) frameworks and how they can be combined. It introduces eTOM as a business process framework that represents the processes and functions of a telecommunications enterprise. ITIL is introduced as a collection of best practices for managing IT services. The document explains that eTOM and ITIL have complementary strengths and are mutually supportive, with eTOM providing a business-focused view of processes and ITIL providing IT-focused best practices to support business needs. It outlines how the two frameworks can be viewed as orthogonal and combined by mapping ITIL practices into specific eTOM processes.
This document discusses process architecture and how to identify and scope processes. It defines different levels in a process hierarchy from high-level value chains to detailed tasks. Guidelines are provided for vertical decomposition based on business objects, resources, or modeling readability. Reference models can be used as templates to design process architectures. Processes should be prioritized based on importance, health, and feasibility for improvement. Pitfalls of identification include unclear purpose, too narrow or broad scope, and poor stakeholder involvement.
eTOM framework as key component of process reengineering during implementatio...Comarch
E-plus and Comarch presentation during TM Forum Team Action Week in Paris in January 2011 titled: eTOM framework as key component of process reengineering during implementation of Network Planning system
This document provides an overview of TM Forum's Frameworx, which is a suite of standards-based tools and best practices that provides a blueprint for effective and efficient business operations. Frameworx consists of four core frameworks: the Business Process Framework (eTOM) which defines business processes; the Information Framework (SID) which provides data definitions; the Application Framework (TAM) which maps processes to applications; and the Integration Framework which provides guidance on integrating systems. Frameworx helps reduce costs and risks for projects involving service management, integration, and business process optimization. Several case studies in the document showcase how various companies have benefited from using Frameworx.
The document discusses the challenges CIOs face with multi-sourcing IT services and the importance of service integration and management (SIAM). It notes that Horizons 2012 identified multi-sourcing and SIAM as leading CIO issues. CIOs are looking to improve internal IT capabilities and better control outsourced services. Additionally, business requirements are evolving with front office systems requiring speed and agility while back office prioritize efficiency and stability. The document advocates that CIOs develop service integration layers and partner with providers to help transform IT delivery for multi-sourcing over the next 2-3 years.
The document discusses ERP (Enterprise Resource Planning) systems as the technological backbone for e-business. It describes how ERP integrated software suites automate back-office functions like finance, manufacturing, distribution, HR, and more. ERP allows companies to link processes like sales, inventory management, production, and finance. The document also covers the evolution of ERP systems and key decisions around selecting and implementing an ERP solution.
The document describes the Enhanced Telecom Operations Map (eTOM) Business Process Framework Release 6.0. It provides information on where to find the complete eTOM documentation online. It also includes a poster with the eTOM framework, which outlines various business processes related to enterprise management, strategy, infrastructure, product operations, operations support, fulfillment, billing, service management, resource management, supplier/partner relationship management, and customer relationship management.
The document provides an overview of e-business and e-commerce. It discusses how e-business goes beyond e-commerce to include backend business processes and applications. Visionary companies integrate e-business throughout their organizations to better serve changing customer needs. Leading companies share traits like strategic focus, innovative business models, and aligning strategies, processes and technology. The document outlines 10 rules for successful e-business, emphasizing the need to make technology a business driver and streamline information flows.
The document discusses the challenges of improving IT service delivery and the importance of leadership teams having a shared point of view. It notes that while there are many ideas on improving services, sustained change is difficult without a holistic, insight-based approach. Successful leadership teams have a shared understanding based on common frameworks, models, practices and language. The document outlines nine crucial elements that should be aligned for an effective IT operating model and shares the perspective that has been developed to help leadership teams improve service delivery.
The document discusses two articles about customer relationship management (CRM) and how it relates to e-business strategies. The articles examine where e-business is concentrated, why it is occurring, and the benefits of CRM technology investments. The document also provides background on the author and outlines qualitative benefits of CRM through a case study of a software company.
Polymita is a world leading Software Company specialized in Business Process Management. We allow companies to identify the key processes that add value to a company and then optimize them providing operational excellence, agile business cycles and accountabiliy on the activities.
Maximizing your Global Delivery Strategy (ADM Outsourcing)Steven Hall
Want to really understand how to maximize performance in an outsourced ADM environment? Global Delivery is powerful, and with some straigh-forward rules, can increase productivty and improve software quality.
Digital Telcos leverage a Cloud ,Software infrastructure and excellent customer service, aimed at disseminating premium services and digital content within a customisable platform, accessible anywhere and on any device.
The document discusses the challenges facing telecom companies in upgrading their billing and revenue management systems. It notes that legacy systems cannot support the growing complexity of services and slow time-to-market for new services. Additionally, billing systems are siloed and do not integrate well with other parts of the business. The top priorities for telecom companies include restructuring roaming tariffs, consolidating revenue management systems, and adding convergence capabilities to billing systems. The document provides recommendations for both telecom companies and vendors on how to address these challenges.
This document provides an overview of a course on the TMForum Frameworx. The course contains 8 modules that cover: an introduction to Frameworx and how enterprises conduct business digitally; the business process, information, application, and integration frameworks; business metrics; framework best practices; and a wrap-up. Module 1 introduces Frameworx and how it provides a foundation for enterprises to collaborate and overcome common challenges. It also contains a case study on how one TMForum member uses Frameworx in its business.
eTOM awareness presentation. Covers an introduction to NGOSS, TOM to ETOM, exploded view of eTOM 9.0, success steps to transitioning and road map to process management.
This document discusses how mobile operators in the UK can make business process management (BPM) more successful and deliver tangible benefits. It outlines some promises that BPM has made, such as removing silos and aligning processes to strategy, but notes that success is often measured by operational efficiency and compliance rather than top-line growth. The document suggests that to fully realize BPM's potential, organizations need to align their process structure to processes rather than functions, carefully select appropriate modeling and tools based on their process maturity, and ensure tools meet the needs of process owners not just analysts.
enhanced Telecommunication Operating Model (e-TOM) is part of TM Frameworx. The eTOM is a comprehensive standard business processes framework. It is industry standard best practices and recommends for all business processes and or rules to support Business Support Systems (BSS) /Operation Support Systems (OSS) for communications Service providers (CSP) space. Please visit the TM Forum site for details:
https://www.tmforum.org/business-process-framework/
Automated application testing for the telecommunication industry using Framew...TransWare AG
+Gain insights into a methodology of how to align the business with the IT view +How to incorporate Enterprise Architect for modeling and test automation in your test management strategy + Live demonstration showing eTOM-based process models with
Enterprise Architect for test automation with tools like HP ALM + Q&A
A Context Diagram for Business Transformation & Related DomainsRobert Bratulic
How do terms like Business Transformation, Business Architecture, Business Process, and Business Analysis relate?
This is a Venn diagram that is an informal, intuitive and incomplete depiction of how these domains overlap, don’t overlap, and depend on each other.
Goal: to stimulate further exchange and discussion.
This document provides an overview of eTOM (enhanced Telecom Operations Map) and ITIL (Information Technology Infrastructure Library) frameworks and how they can be combined. It introduces eTOM as a business process framework that represents the processes and functions of a telecommunications enterprise. ITIL is introduced as a collection of best practices for managing IT services. The document explains that eTOM and ITIL have complementary strengths and are mutually supportive, with eTOM providing a business-focused view of processes and ITIL providing IT-focused best practices to support business needs. It outlines how the two frameworks can be viewed as orthogonal and combined by mapping ITIL practices into specific eTOM processes.
This document discusses process architecture and how to identify and scope processes. It defines different levels in a process hierarchy from high-level value chains to detailed tasks. Guidelines are provided for vertical decomposition based on business objects, resources, or modeling readability. Reference models can be used as templates to design process architectures. Processes should be prioritized based on importance, health, and feasibility for improvement. Pitfalls of identification include unclear purpose, too narrow or broad scope, and poor stakeholder involvement.
eTOM framework as key component of process reengineering during implementatio...Comarch
E-plus and Comarch presentation during TM Forum Team Action Week in Paris in January 2011 titled: eTOM framework as key component of process reengineering during implementation of Network Planning system
This document provides an overview of TM Forum's Frameworx, which is a suite of standards-based tools and best practices that provides a blueprint for effective and efficient business operations. Frameworx consists of four core frameworks: the Business Process Framework (eTOM) which defines business processes; the Information Framework (SID) which provides data definitions; the Application Framework (TAM) which maps processes to applications; and the Integration Framework which provides guidance on integrating systems. Frameworx helps reduce costs and risks for projects involving service management, integration, and business process optimization. Several case studies in the document showcase how various companies have benefited from using Frameworx.
The document discusses the challenges CIOs face with multi-sourcing IT services and the importance of service integration and management (SIAM). It notes that Horizons 2012 identified multi-sourcing and SIAM as leading CIO issues. CIOs are looking to improve internal IT capabilities and better control outsourced services. Additionally, business requirements are evolving with front office systems requiring speed and agility while back office prioritize efficiency and stability. The document advocates that CIOs develop service integration layers and partner with providers to help transform IT delivery for multi-sourcing over the next 2-3 years.
The document discusses ERP (Enterprise Resource Planning) systems as the technological backbone for e-business. It describes how ERP integrated software suites automate back-office functions like finance, manufacturing, distribution, HR, and more. ERP allows companies to link processes like sales, inventory management, production, and finance. The document also covers the evolution of ERP systems and key decisions around selecting and implementing an ERP solution.
The document describes the Enhanced Telecom Operations Map (eTOM) Business Process Framework Release 6.0. It provides information on where to find the complete eTOM documentation online. It also includes a poster with the eTOM framework, which outlines various business processes related to enterprise management, strategy, infrastructure, product operations, operations support, fulfillment, billing, service management, resource management, supplier/partner relationship management, and customer relationship management.
The document provides an overview of e-business and e-commerce. It discusses how e-business goes beyond e-commerce to include backend business processes and applications. Visionary companies integrate e-business throughout their organizations to better serve changing customer needs. Leading companies share traits like strategic focus, innovative business models, and aligning strategies, processes and technology. The document outlines 10 rules for successful e-business, emphasizing the need to make technology a business driver and streamline information flows.
The document discusses the challenges of improving IT service delivery and the importance of leadership teams having a shared point of view. It notes that while there are many ideas on improving services, sustained change is difficult without a holistic, insight-based approach. Successful leadership teams have a shared understanding based on common frameworks, models, practices and language. The document outlines nine crucial elements that should be aligned for an effective IT operating model and shares the perspective that has been developed to help leadership teams improve service delivery.
The document discusses two articles about customer relationship management (CRM) and how it relates to e-business strategies. The articles examine where e-business is concentrated, why it is occurring, and the benefits of CRM technology investments. The document also provides background on the author and outlines qualitative benefits of CRM through a case study of a software company.
Polymita is a world leading Software Company specialized in Business Process Management. We allow companies to identify the key processes that add value to a company and then optimize them providing operational excellence, agile business cycles and accountabiliy on the activities.
Maximizing your Global Delivery Strategy (ADM Outsourcing)Steven Hall
Want to really understand how to maximize performance in an outsourced ADM environment? Global Delivery is powerful, and with some straigh-forward rules, can increase productivty and improve software quality.
Digital Telcos leverage a Cloud ,Software infrastructure and excellent customer service, aimed at disseminating premium services and digital content within a customisable platform, accessible anywhere and on any device.
The document discusses the challenges facing telecom companies in upgrading their billing and revenue management systems. It notes that legacy systems cannot support the growing complexity of services and slow time-to-market for new services. Additionally, billing systems are siloed and do not integrate well with other parts of the business. The top priorities for telecom companies include restructuring roaming tariffs, consolidating revenue management systems, and adding convergence capabilities to billing systems. The document provides recommendations for both telecom companies and vendors on how to address these challenges.
The document discusses the challenges facing telecom companies in upgrading their billing and revenue management systems. It finds that legacy systems cannot support the growing complexity of services needed to compete in today's digital environment. Additionally, mergers and acquisitions have led to a proliferation of redundant billing systems. The top priorities for telecom companies are restructuring roaming tariffs, consolidating revenue systems, and integrating billing with customer relationship management. Vendors need to offer flexible pricing and cloud-based or managed service solutions to meet telecom companies' modernization needs.
This document discusses service delivery platforms (SDPs) in emerging telecommunications markets. It outlines the needs and challenges of telcos in these markets, including high subscriber growth but low average revenue per user. Successful SDP providers align their offerings with telco priorities like service provisioning and assurance. Key components of competitive SDP frameworks include support for services creation, control, and monetization across diverse networks and devices. Major SDP providers differentiate through approaches like standards-based offerings, professional services, and strategic partnerships. The document also examines new revenue opportunities for telcos and SDP providers in emerging markets through expanded services and infrastructure sharing.
Operators’ Positioning as a Digital Lifestyle Solution ProviderAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Positioning as a Digital Lifestyle Solution Provider.
This presentation includes topics such as:
Service Provider Opportunities & Challenges in the New Digital World
Matching the Customers’ Demands
end-to-end ICT service provision
Digital convergence is driving overlaps
How can Operators become Digital Lifestyle Solution Providers (DLSP)?
Steps to becoming a Digital Lifestyle Solution Provider
How to Build a Successful Digital Services Business
Essentials of Being a Digital Lifestyle Player
2017 Top Issues Core Transformation - January 2017PwC
The document discusses trends in property and casualty insurance core system transformations. It notes that insurers are looking to extend core platforms to develop foundations for digital transformation and analytics to drive growth strategies. Insurers are also exploring greenfield and cloud-based approaches. Additionally, the next wave of transformations is expected to impact specialty insurers like E&S carriers as they seek to automate processes while empowering underwriters.
Telcos need to develop cloud partnering strategies to remain competitive and expand their business offerings quickly. This document discusses how telcos can leverage their existing infrastructure and partner with cloud solution providers to offer cloud services and fulfill their ambitions in the cloud space. It provides recommendations for telcos such as emphasizing their differentiated capabilities in multi-device cloud delivery, removing silos across customer segments, and promoting trust over cost to help small and medium enterprises use cloud services.
Organizing for a digital age: an operator’s guideomarvl
As we enter the digital age, entire industries are
being disrupted by new digitally savvy businesses.
For telecom operators this represents a major
threat, but also opens opportunities to launch
digital services. In order to pursue those opportunities,
however, operators need to transform.
They require organizational structures that allow
new digital initiatives to start up and thrive.
At the same time, the structure should enable
the operator to continue capitalizing on existing
core businesses. In addition, operators need the
people and culture, resources and capabilities,
and systems and management performance metrics
that are suitable for the digital marketplace.
However, it is not simply about trying to replicate
start-up operational ways. Operators do
have unique resources and capabilities that are
difficult for other players to replicate, and these
must be exploited. The sweet spot is definitely
somewhere in between.
WHITE PAPER: building the foundation for LTE revenueCorine Suscens
LTE has been expanding much faster than predicted, driving more volume, more complexity, and more use cases. This whitepaper discusses the necessity for operators to evolve their legacy Intelligent Network (IN) charging and billing infrastructures in order to have the foundation in place to really profit from the rise of high speed data / LTE
How we see transformation withing the Financial Services World, thats applicable to other industries, please note integration models and diagrams are examples for presentation purposes, but have proven backgrounds.
This document discusses ReadyForTheNet's SME Clustering concept to enable small and medium enterprises to leverage information technologies. The concept involves grouping SMEs together geographically and providing shared IT infrastructure and applications as a service to achieve economies of scale. This reduces costs for SMEs while also generating revenue from tenants for building owners. ReadyForTheNet plans to be the dominant IT provider for these SME clusters by removing barriers SMEs face in adopting IT.
Why New-age IT Operating Models are Necessary for Enhanced Operational AgilityCognizant
IT organizations need a new operating model consisting of automated tools, refined thinking around operating discipline, and more relevant talent acquisition and management strategies. This new model will not only help IT deliver tailored services to a new generation of users, but it will also unlock the vast potential of emerging digital business opportunities made possible by the quickly maturing SMAC Stack.
Sample proposal summary for quality arbitrage business unitMartin Geddes
The telecoms industry is getting to grips with quality and performance. The current system has a weak control over quality, and many pricing mismatches. As a result, there are arbitrage opportunities everywhere. This presentation for a global telco proposed a new business unit to take advantage of them.
Equipping IT to Deliver Faster, More Flexible Service ManagementCognizant
IT must apply new strategies and tools to the service management function, in order to address fundamental changes in how end-users consume technology and services. Here's how IT can increase service delivery speeds and user satisfaction, while delivering greater business value.
To achieve their business
objectives, increase competitiveness, and improve end user QoE, Communication Service Providers need to achieve a level of operational excellence — a philosophy of leadership, teamwork and problem solving resulting in continuous improvement throughout the organization — in all functional areas. This requires effective integration of network transformation programs
with efforts to consolidate the previous separate worlds of IT, network operations and customer care.
The overwhelming challenges of IT infrastructure managementNIIT Technologies
CIOs are now looking at IT infrastructure management as a mean to drive business transformation. To transform the way businesses work, CIOs need responsive systems and processes to bridge the gap between operations and business. With this understanding, IT leaders need to align IT with business and manage IT infrastructure as a service model. This paper surveys the challenges service providers face in managing IT infrastructures. It also lists down solutions for the effective management of IT infrastructures.
This document provides an executive briefing on how telecommunications companies can translate new capabilities enabled by network functions virtualization (NFV), software defined networking (SDN), and distributed compute into new revenue growth. It defines the concept of "Telco Cloud" as the adoption of virtualization technologies and cloud business practices. The briefing estimates that a converged telco operator could potentially increase revenues by 10.5% by 2021 by launching new network-integrated services enabled by Telco Cloud, with the majority of new revenue coming from connectivity services and new digital services.
White Paper: How to bridge the gap between business, IT and networks – applyi...Ericsson
For operators, a digital telco approach represents a new business and operating model for creating digital services and responding to consumer demands. This model provides the agility required to manage the entire digital ecosystem. However, the model also calls for an ICT transformation of both the front end and back end of an operator’s business.
Similar to Managing change in telecom industry from network centric to customer-centric (20)
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Managing change in telecom industry from network centric to customer-centric
1. EMBA#7 Managing Change in Organizations Salim SAYOURI
pg. 1
ENPC EXECUTIVE MBA
Module: Managing Change in Organizations
Professor: Pr. Holger Sommerfeldt
Assignment:
Professor Assignment Evaluation Grid:
Criterion Very Good Good Satisfactory Unsatisfactory N/A
Comprehension of key issues
Analysis
Conclusions & recommendations
Structure & presentation
References & citation
Other:
Professor comments:
Grade: /20
Declaration of Authorship
“I (We) hereby declare that I (we) have neither given nor received unauthorized help on this assignment,
that all work is my (our) own unless otherwise stated, and that all sources used in the preparation of this
assignment have been properly cited.”
Name of participant/participants:
1. Salim SAYOURI
2.
3.
4.
5.
2. EMBA#7 Managing Change in Organizations Salim SAYOURI
pg. 2
Executive Summary
The last 10 years were eventful for the Telecommunications industry; managing rapid change is not
only essential but vital to remain competitive in the market. The telecom industry is very mature in
practically all markets. The growth is almost sought through merger and acquisition as markets don’t
offer a lot of potential for organic growth. This statement applies for both: Telecom Operators,
Telecom vendors and Value Added Service (VAS) Providers.
The Value Added Service Telecom Segment is facing a fierce competition; the irruption of some IT
companies in the value chain has reshaped the segment, traditionally dominated by a plentiful of SMEs
Telecom providers working in partnerships with Large Telecom Equipment Manufacturers or directly
with Telecoms Operators. The new entrants to this segment, essentially Over-The-Top (OTT) Content
Provider alike Apple and Google, have moved the service value to outside the legacy Operators
network.
From the Value Added Service (VAS) Telco providers’ perspectives, the value provided to end users is
more about service rather than manufacturing product, there are less tangible goods. Competition
with pure IT Companies in this sector tends to be very tough as they already have proven track record
experience in the IT service industry. Consumer preferences and demand is constantly shifting forcing
Telco’s providers to churn their content and application portfolio repeatedly.
The rivalry looming on the horizon between Telecom Providers and Over-The-Top (OTT) firms is
unpromising for Telecom Providers unless radical change is undertaken to provide superior and more
customized value than IT Companies.
Last but not least, Cut throat competition in this industry dictates rapid solutions deployment with the
fastest ROI and lowest Total Cost of Ownership.
On the basis of the above fact, the need to shift the Services Delivered Platform (SDPs) in Telecom
Operators from a merely enabling value-added services for subscribers to a “Service Innovation
Enabler”, with a neutral network and technology service delivery system that allows third-party
developers to automatically create, deploy and manage new innovative services.
Service innovation is occurring outside telecoms domain, and by incorporating this change the new
SDPs will be a key business enabler as the focus shifts toward new business models that entail third-
party participation, revenue generation and improvements to customer experience.
To tap into these new business models for connected media services and remain relevant for their
customers, Telecom Operators need to expose their network and IT capabilities and manage partner
relationships better with the ecosystem of third-party developers and content and application
providers.
The need for a new Service Developer ecosystem in the Telecom
Operator business
The Telecom Operator players were for long recognized simple providers for telephony and data
services and used to operate a well-built telecommunication infrastructure. The emergence of
3. EMBA#7 Managing Change in Organizations Salim SAYOURI
pg. 3
smartphone or phone web-connected has permanently disrupted the classical business model of Telco
Operators.
For instance, to retain existing customers and attract new ones, Telco Operators must deliver a
superior collection of new products, services and applications. They also must provide a web-interface
user experience to accommodate users more and more connecting on the web, and the most
important, make content available and usable compliant to an increasing mix of Operating Systems
(OS) and devices. Telco Operators also have to leverage internal resources and assets in sophisticated
ways to offset the decline in traditional revenue streams and margins due to the fierce competition
from Voice-Over-IP Providers.
The new requirements for Telco’s players to face the digital challenge and in the same time cope with
the revenue decline and the shift of the business are:
Leverage the IT structure to be more customer-centric
Enable multiple flexible business model where culture of customer focus and risk-tolerant
entrepreneurial attitude prevails.
Create an open ecosystem where third developers can innovate, mash-up and make
improvements of existing Telco’s services;
Define and expose a standard set of management functions;
Provide structured capability to expose service across many developer communities.
Telco’s Operators have to provide more flexibility, facilitate faster service creation and enable the
combination of many services features (Low CAPEX/OPEX).
To fulfill these requirements, seize the digital era opportunity and meet sustainable growth, we will
apply the congruence model of change.
Step 1: Identify the Unit’s Crucial Performance or Opportunity Gaps
The performance gap facing the Telco’s operators can be summarized in tow points:
1- The erosion of voice and message revenues as well as a little re-use of existing technologies;
2- Difficulty or even impossibility to monetize the excess capabilities in network resources to
generate new revenue channels.
While the opportunity gap is characterized by the failure to seize the innovation occurring on the web
and which is bypassing the Telco’s operators. In today Internet-connected world where Time to
market is becoming a critical differentiator within the value added service industry, internal innovation
inside the Telco’s Operators is costly and very slow.
To face the falling revenue from legacy services, many Telco’s Operators are actively considering
development of customer-oriented digital services, such as machine-to-machine (M2M), rich media,
Mobile Payment, cloud, contextual and analytical services, billing services, among others. However,
most of these new digital services relay profoundly on IT skills for development, support and
maintenance. Hence the challenge for many of Telco’ Operators that lack the skills required to excel
in this new role. They used to be network-centric and settled risk-averse attitude while in the new
business of customer-oriented digital services, content and mobile application development skills
are needed as well as risk-tolerance.
4. EMBA#7 Managing Change in Organizations Salim SAYOURI
pg. 4
In the light of this actual fact, IT department in Telco business has to change their roles from a merely
IT support, which endeavor to maintain legacy systems and support the internal IT system, to a real
IT business enabler with considerable IT budget and business objectives.
Step 2: Critical tasks and Work process description
The new vision of Telco’s Operators is to be the fundamental key in the new digital economy. With
the objectives of getting the most out of it in term of sustainable growth, new revenue channels
generation and the best customer experiences ever.
Among the Critical aspects of improvement that Telco’s Operators should undertake to achieve these
objectives. We have the transformation of the existing Telco’s service delivery platform from a too API
Telco’s centric with few and rigid business models, to web-oriented API that exposes more and richer
capabilities from the Network with structured capability and a quick enabler for new business models.
The fundamental goal of such change is to create a lucrative ecosystem for independent service
providers to build, market and deliver services within or external the operator subscribers base; it
aims also to wholesale the excess capacity in billing systems, location engines, CRM systems, content
management and user profiling to generate new revenue channels.
To succeed in this transformation, Telco’s Operators need to unify their OT (Operational Technology)
with their IT (Information Technology) businesses.IT was traditionally associated with back-office
business systems such as accounting, billing and customer relationship management. OT was more
associated with operating the network infrastructure to enhance the service value by controlling
quality of service and Policy Management.
Typically OT business was the critical process in the traditional business model of Telco’s Operators. It
was not only the visible part of the iceberg and the part on which the competition was the most
intense but also the leverage to exploit new opportunities, improve the quality of service and
introduce new features to differentiate from other zebras.
In contrary to OT employees, IT employees aren't oriented towards a 24x7 and always-on mentality.
They also don't have the culture or the pay structure to support round-the-clock operations.
Step 3: Check for Organizational congruence
The IT transformation of the traditional in-house IT organization into a group capable of providing
innovative, customer-oriented digital services will be recognized successful only when:
1. The Operator’s IT brand will play a fundamental role in the establishment of a digital ecosystem
fostering the creation and innovation of new services with sustainable added value;
2. The contribution to the organization business value in terms of revenue growth and sustainable
competitive advantage;
3. Sufficient flexibility to be able to adapt when needed with managed cost and well-controlled
risk.
An efficient formal organization is doubtlessly relevant for the IT organization change; an alignment of
the three organizational building blocks, formal organization, People and Culture, is vital for the
sustainability of the new business model.
5. EMBA#7 Managing Change in Organizations Salim SAYOURI
pg. 5
Formal organization alignment:
Telco’s firms have been traditionally organized on formal structure partitioned around by specialties (OT
engineering & operation, Customer Care, Marketing, Finance, IT, legal and regulatory, etc…). Over time,
each department has developed and promoted unique management values and processes. A future
success in the digital services will depend on the effective processes coordination within the different
department as well as the convergence between OT and IT services. Such actions will result in deeper
integration of development and operations processes.
IT department headers have to build strong IT structure that deliver high added value framework to end
users and partners and at the same time setting a strong two-way cooperation mechanisms between
technology and the business.
Such transformation of the IT department couldn’t fit into the new strategy without a cross-functional
structure made up of people from different functional eras within the company (Figure 1): Business
Risk, Engineering, Operations, Sales, Marketing, Human Resources, Finance and Customer Care.The new
IT business unit will aim to unify development and data management processes drawing on the expertise
of the others departments.
Figure 1: Example of change required on Telco’ Operators IT structure
For such structure transformation, tools and processes alone do not create collaboration, therefore the
new teams will need to improve their collaboration, both internally within the different contributors and
externally with marketing and business partners.
6. EMBA#7 Managing Change in Organizations Salim SAYOURI
pg. 6
Human Resource Alignment, execution, not only design:
A clear value proposition that contributes to the success of the business and support the organization
in carrying out its strategy. HR activities including recruitment, selection, training and rewarding are
done by keeping in view the firm’s goals and objectives, and also the optimization of the value
delivered to the customer. Furthermore HR culture should be settled in the intention to foster the
business strategy and improve the new strategic directions required by the change.
To succeed in the IT Transformation, a challenging program to hire adequate talents should be
established with a strong balance between internal and external recruitment. The ultimate goal is to
have the right person for the right place at the right moment. To achieve this goal, human resource
have to ensure optimum use of existing HR assets to forecast future talents requirements and
introducing new blood with different views and fresh ideas.
Adequate leading KPIs and metrics have to be formalized to build a deep business awareness as
Percentage of sales made to new customers; Percentage of new products introduced; Evolution of
Profit Margin / customers; percentage of new products in the funnel.
These indicators will help in the performance evaluation process, which is a key factor to enhance
employee motivation, commitment and productivity. Coupling this with an effective pay structure
based on lead strategy that accents on performance and skills, it will undeniably attract and keep high
performance employees with established track records. Such approach will absolutely remove pay as
a leading reason to leave the new structure.
In addition, the board manager should frequently communicate with Human Resource about new KPI
and Performance Indicators that are relevant to the competition market, not only in the Telecom
Industry but also in the digital market.
A smart designed HR approach is indispensable but not sufficient to get an efficient HR strategy. Well-
executed HR strategy is fundamental not only to organization long term success, but to its survival and
the outline of the firm’s competitive advantage.
Culture Alignment
Apparently the most difficult task by its absolute abstract aspect, ensuring the congruence between
the new business unit‘s culture with the required critical tasks is the most challenging. The trend to
shift from an internal in-home support, risk-averse mindset to a customer-oriented digital services
and risk-tolerant of change and innovation may seem far too simple.
In one sentence, Telco’ IT department have to move from a business support-oriented to a client-
centric business. Two approaches could be used:
Build from scratch a new digital IT business unit that is totally decorrelated from the in-house
IT structure. The new digital business unit will be empowered by the innovation and creativity;
Second option, is shifting the existing in-house IT culture. It’s more challenging than the first
one, but in principle, it can be achieved by keeping motivated persons and train them to adopt
the innovation and creativity thinking where all aspects of value chain are focused on
customer needs.
Third option, is a mismatch of the previous one. Leveraging the skills of staffs already in IT
using intensive development and training to improve on critical business skills on the new IT
organization and in the same time, bringing individuals and consultancies from outside to help
forging the culture of innovation, creation, leadership and igniting creative thinking.
7. EMBA#7 Managing Change in Organizations Salim SAYOURI
pg. 7
Step 4: develop solution and take corrective actions
The earliest steps to implement the change are:
1- Create the IT brand and associate it with the business value. In the digital business, IT is seen
as innovation trigger and on opportunity for new customer-centric digital services;
2- Develop more flexibility and agility in the engineering process. Traditional Telco’s are more
conservative and risk-averse with all focus on quality and reliability. The digital shifting
requires a differential approach accepting change when needed at managed cost and
managed risk.
3- Develop and hire adequate skills and talents to cultivate the adaptive and reuse attitudes with
special focus on data and content analysis.
4- Instigate the culture of customer focus, risk-tolerant entrepreneurial and go to market
mindset;
5- Highlight the collaborative management and cross-functional structure to design, develop,
operate and support customer-centric digital services.
6- Improve the process workflow inside the organization to stimulate and optimize the
processing of complex tasks. Promote decentralized policy with local empowerment.
Figure 2 Establishing new congruencies for Telco’s Operators
Development environments too domain specific;
Cost and complexity of establishing business
relationships;
Few and rigid business models
digital IT business unit empowered
by the innovation and creativity;
Cost and complexity of establishing
digital business relationships;
culture of customer focus, risk-
tolerant entrepreneurial;
Flexible business model.
Motivate & Develop talents;
Foster the mainstreaming of
responsible business practices.
Cross-functional structure;
New Digital IT business unit empowered by
the innovation and creativity;
Cost and complexity of establishing business
relationships;
Few and rigid business models
Strategy
Enable multiple flexible business models
Provide digital ecosystem where 3rd party
can innovate and build new Telco services;
Provide structured capability to monetize
extra-capacity in network resources.
Vision:
Be a key factor in the Digital Service
Transformation
Critical Tasks
Culture
Formal
Organization
People
8. EMBA#7 Managing Change in Organizations Salim SAYOURI
pg. 8
Step 5: Observe the response and learn from the consequences
Those actions presented in step 4 and depicting the actions priorities and the degree of the required
changes. It’s certainly that these actions will not fix all performance and opportunity gaps and even
more the implementation of these actions will reveal and even create other challenges that should be
tackled as they arise. The aim of this method is that managers and decision makers have to learn from
the outcomes and reinitiate the process. It is a continual improvement in terms of outcomes analysis
and readjustment of the internal congruence of the unit.
Conclusion
Before mobile phones got smart, Telco Operators controlled the user experience (Voice Calls,
SMS/MMS, few basic games/services, ringtones and ring back tones, etc…). Now that mobile devises
have evolved to Web-Connected computers, user experience has increased with the million
applications stored in the different Market Store.
Today Operators are facing ‘Revenue Erosion’ due to OTT value shifting but other challenges is looming
in the near future, most of them is related to the big data trend which is driving the traffic tornado to
a new level of intensity. Customers value access to data more than they do voice and Telco’s Operators
are not making any extra income off of the extra bandwidth that customers are demanding.
This is just to say that Telco Marketplace is moving fast and Telco operators must remain responsive
in order to sustain.
Reference
[M. Tushman and C. O'Reilly, 2002]: Winning through Innovation: A Practical Guide to Leading
Organizational Change and Renewal, Harvard Business School Press, June 2002
[N. Osmond, A. Rowsell-Jones, 2013]: Seven Organizational Implications for CSPs Embarking on
Digital Service Transformation, Gartner 2013