Your CSP needs its CMO, CIO, and CTO collaborating
CharlesRivet 120000F3RC Visits (2335)
In my previous post, I talked about how a Communications Service Provider's (CSP's) network is very much like a SCADA system and how there is a lot of data collected as part of the running of the network. I also finished that discussion with a teaser about moving the collaboration from across the telecom ecosystem to inside the company. Well, here we are...
For CSPs, I would add that this partnership needs to extend to the CTO so that the marketing, IT, and network organizations are all aligned on the implementation of the solution - so instead of having one communication channel (CMO <-> CIO), you now have three (CMO <-> CIO, CMO <-> CTO, and CIO <-> CTO)! The need for better communication, collaboration, and cooperation is increased if you want to be agile in delivering your new (or improved) products!
Now, luckily for CSPs, many of the interactions necessary for the delivery of these telecom products are known to the CSPs, thanks to the TM Forum Frameworx' eTOM Product Lifecycle Management flows. However, these flows only describe what needs to happen and who is responsible, it does not describe how the the various groups (Marketing, IT, and Network) need to work together to make it happen!
In this scenario, Marketing defines the new (or improved) product based on customer input, market direction, and trends. But they also need the input of the IT and Network organizations to get a complete picture of the impact of the change. Without cost estimates and schedules from these organizations, it is difficult to make a business decision that ensures alignment with the company's business objectives. So the CMO needs to provide the product definition, requirements, and financial plan (e.g., increased Aveerage Revenue Per User or ARPU), the CIO needs to determine how this new product will impact the existing services and the cost of the modification (impacting the Average Cost Per User or ACPU) so that new revenue can be tracked and the product catalog updated correctly, and the CTO needs to asses the impact on the CSP's network and whether there is a need to modify it (impacting the ACPU). Also, both CIO and CTO need to collaborate at this stage to ensure that the complete, integrated solution is put in place for the product. They must then compare the various projects to determine which is best to meet the company's business objectives. At this early stage, they all need to actively collaborate, effectively communicate, and mutually cooperate in order to determine the correct course of action.
But the collaboration does not stop there, it needs to continue to track progress and to ensure that the finale handovers of the product (service updates, resource updates, catalogue updates) is smooth and that sales can start. This is not a process that occurs at distinct points in time (although there can, of course, be milestones), it needs to be continuous so that decisions about other new/improved products can still be made with all the information being visible!
If you remember, I had talked about big data in my last posting - this is where this data comes into play - to ensure that the right decision is made.
Granted, all of this can be done in a more "traditional" way where reams of paper are tossed back and forth across the CMO/CIO/CTO silos - and that is still often the case. But in this age where new products need to be delivered with ever increasing rapidity, it may not be the right solution...