Comments
JohnBarnes
7/23/2016 8:36:04 PM
User Rank Platinum
Agility and the short cycle
Excellent breakdown of the implications for different offices, but to suggest a unifying theme: agility means the time between noticing a need and filling it is much, much shorter. This means several fundamental changes:
1) Noticing problems and opportunities pays off better (the "delay discount" is reduced), so there's apt to be much more innovation and more innovative workers will be promoted faster. Time is money because of interest ($100 today is worth $104 next year if the interest rate is 4%) and the faster that cycle from problem-to-solution increases the value of finding problems.
2) A gradual decrease in fatalism and an increase in willingness to try to fix things. If it takes 2.5 years to find, specify, prototype, solve, and deploy, that breeds an attitude of "nothing ever changes", "you can't fight City Hall," and "that's just the way things are." If the same cycle takes six weeks (admittedly this would be extreme!), problems are just "those things we solve, it's part of the job." The cycle time is the time a problem has to be lived with after someone spots it and comments on it. Shorten the cycle, increase proactivity and commitment. Thus every company is more likely to reach for solutions rather than just live with the pain.
3) In a competitive environment, agility in information basically means you know what's going on before the competition does; this is why politicians and generals try to get "inside the decision cycle" of the other side. So early adapters of agile ops are going to acquire an advantage, and the only way to wrest it back from them will be for their laggard competitors to become agile themselves.
faryl
7/24/2016 9:38:43 PM
User Rank Platinum
Re: Agility and the short cycle
I worked for a large accounting firm for a while doing enterprise risk assessments of clients - usually to support our internal audit team, sometimes to support audits.
It's been years since I've done that work, but the idea of putting so much technology into the hands of c-suite executives makes me curious about the compliance aspect that goes along with it.
JohnBarnes
7/24/2016 11:11:40 PM
User Rank Platinum
Re: Agility and the short cycle
faryl,
Excellent point. C-suite executives haven't really had as much hands-on control over the day-to-day since the 1940s or so. And unlike the old generation, they weren't brought up to have it, either. Henry Ford could run Ford Motor or JP Morgan could run his bank network because they'd grown up with it, it was nearly an extension of them. No C-suite type has that kind of experience in depth anymore, except in small new firms.
faryl
7/25/2016 6:27:12 PM
User Rank Platinum
Re: Agility and the short cycle
Agreed. The way technology changes so quickly, even those who worked their way up from within usually only have hands on experience with the more dinosaur technologies. (The exception being - as you mentioned - smaller companies or tech/start-ups)
Granted, someone doesn't need to know how to build networks or code to manage those that do....as I think we talked about in comments elsewhere, the criteria for the executive level is on strategy & managment skills vs. hands-on knowledge.
We've also talked about how the value of all that data that's become available relies on the ability to analyze & use it - this article seems to cover the ways to make that happen.
batye
7/25/2016 8:08:25 PM
User Rank Platinum
Re: Agility and the short cycle
@faryl I could not agree more as technology changing rapidly yes rapidly, but with new reality is the only way - how I see it...
faryl
7/25/2016 10:16:18 PM
User Rank Platinum
Re: Agility and the short cycle
I guess that's where the need for agility fits in :)
batye
7/25/2016 10:18:01 PM
User Rank Platinum
Re: Agility and the short cycle
@faryl yes I would think so...
JohnBarnes
7/26/2016 10:50:51 PM
User Rank Platinum
Re: Agility and the short cycle
faryl, batye,
Oddly enough, I wasn't actually thinking about understanding the tech, which I agree is irrelevant. Alfred P. Sloan managed all of General Motors in a very detailed way during the time when it was by far the world's largest corporation, but he himself confessed that he never did really understand how an automatic transmission worked or the design issues in the electric starter (the two innovations GM used to overtake and surpass Ford). Similarly, Bill Gates was and is a brillliant administrator and manager but I really doubt anyone mainly admires him for his code!
I was thinking of business operations rather than details of engineering. C-level decisions for big organizations used to require large teams of skilled specialists to research, formulate, and execute; modern tools are taking us back eighty years or so to when an exec could do that at his desk. That's not technical design -- that's the application of big data to purely business matters.
faryl
7/27/2016 12:33:06 AM
User Rank Platinum
Re: Agility and the short cycle
They don't make businessmen like they used to anymore! :)
JohnBarnes
7/27/2016 6:56:38 AM
User Rank Platinum
Re: Agility and the short cycle
faryl,
They never did and probably they never will. Business people sometimes create a little bit of their circumstances but circumstances define what it is to be a businessperson in any generation.
Re: Partner network stimulated by customer loyalty
As is often said, "when the going gets tough, the tough gets going". The best way to deal with digital explosion is to take it by its horns. However, it would be a nice experience to tread with a partner (as in one's private life).
I happened to participate in a solution delivery engagement in one of the emerging markets where the Telco was extending its IT infrastructure to offer customer care from its dealer shops. And, they were keen to know about how their investment would give them the best returns. As the Telco was also looking at Loyalty Mgmt System, it was relatively easy to advise them that it was only appropriate to look at their Partner network in conjuction with the Loyalty mgmt initiatives. The next question was How ?
As the service provider had a narrow view about customer loyalty, that gave the right entry point. With an added dimension of "end customer's loyalty to the Partner or Partner's group of companies", the initial breakthrough was achieved during the discussions. It was explained that many high value customers of the Telco were even more loyal to their partners as they opted the Telco services based on the trust they had in the partner network of the Telco. It was also pointed out that many of the partners had established businesses even before the Telco was licensed to operate in the country gaining reputation and market goodwill.
The Telco recognized this factor and decided to combine the initiatives on Loyalty Mgmt with its partners.
So, I think, such quickwin cases can help Telco transformation gain momentum who are waiting on the sidelines looking for success stories.
vishalaug
8/8/2016 7:44:21 AM
User Rank Author
Re: Partner network stimulated by customer loyalty
@transformravi, Yes. There can be multiple entry points. But the benefits of 'Agile and Digital' should be there staring right at the C-level. An operations that can make the E2E Partner ecosystem Agile and Digital will certainly benefit the CSP and the Partner. E.g. easy partner on-boarding through Digital Approach – like how eCommerce companies do - will reduce the on-boarding cycle time significantly. OR a ticket management system to easily handle Partner Tickets. All these will help the CSP to attract more partners and create a loyalty system that ripples beyond the partners and into the end-customer terrain.
vishalaug
7/25/2016 5:42:18 PM
User Rank Author
Re: Agility and the short cycle
Agree, many C-Suit do not know about the technology. But they surely know about the goal and strategy.
In my recent engagement with a customer, I had the privilege to introduce the Digital Solution & Value, to not just multiple C-Levels, but also to the Key-Shareholders – with all sitting in a single room. The shareholders were pushing the Group CEO to make the company like a major OTT, in which they had started investing.
The focus was fully on Customer Experience, Partners, Products - and above all - making all Digital and Agile. They clearly could associate the relationship between the share-market and the need-to-become-agile-and-digital. So they do understand the need.
A side-note: This article is more about the 'offices' that each C-Level hold. It tries to answer the question 'What's-in-it-for Me?', and how their offices can rely on Digital Platforms to improve their stakes.
faryl
7/25/2016 6:18:43 PM
User Rank Platinum
Re: Agility and the short cycle
Ah - thanks for the clarification. I had read that from the perspective that this was streamlining processes using api's & gui so that c-suite execs could implement changes without having to rely on vendors/partners or technical staff. (Which is why I was wondering where change control management, etc. fit in).
(Now I'm going to re-read it from the "proper" perspective!)
vishalaug
7/25/2016 5:20:53 PM
User Rank Author
Re: Agility and the short cycle
Thankyou.
Yes. Agility is about moving & responding in a faster manner. To do that if the fundamentals itself are not right, achieving that will be difficult. E.g. If the CSP plans to launch a new Product Category (which doesn't fit within the conventional telco products category) and the existing Systems & Processes do not support it - it will severely impact the agility.
The NPV (Net Present Value) of Digital Initiative is expected to be positive, especially because of Agility. The right platforms can increase the Agility and reduces the cycle time of problem-to-solution. Even the mindset of the people has to change. But as I said in the first section of the article, such changes are not always easy in existing old organizations. However there has to be some starting point.
Tools that promotes Agile development & deployment is certainly part of Digital. OTTs don't take years & years to roll out new ideas (products/services). And that is well rewarded in the financial market. Look at the Enterprise Multiple (EV/EBITDA) of many OTTs. They are far higher than traditional CSPs.
Agree- there is no choice for the laggards, but to become agile & digital.
JohnBarnes
7/26/2016 10:59:28 PM
User Rank Platinum
Re: Agility and the short cycle
vishalaug,
Yes, right again! And anyway if there's any industry where you can't lag or take too long, it's entertainment -- which is the main revenue source for OTT. They have to have what the customer will want tomorrow by the day before yesterday, and their whole culture reflects that, which is why they are so naturally pioneers in agility.
Key
It tries to answer the question 'What's-in-it-for Me?', and how their offices can rely on Digital Platforms to improve their stakes.
@vishalaugustein: Very nice post. Thanks for sharing.
'What's-in-it-for me' - This is they key to any C level executive of an organization. They first need to understand the response to this question well enough from all different perspecives. That's when they can start thinking how to introduce. But they always think - whether this transformation yields into positive ROI and how it will.
vishalaug
8/1/2016 2:16:01 AM
User Rank Author
Re: Key
Thanks @ms.akkineni .
Yes you are right. The NPV (Net Present Value) plays an important role. NPV of 'Agile Digital Operations' is usually positive, and brings benefit to each C-Level office as shown in the article.
The key point is that - they need not wait for any major changes viz. making organization flat, initiatives to changes the mindset etc.
Each C-Level can start digital initiatives that will fetch them benefits, which in turn will further propel more digitalization, and create more value to the shareholders.
Re: Key
So true.
'Pro Active' and 'Ability to think ahead' are couple of key fators that play tole in this digital race. There is absolutely no time to wait and react. You will only end up finding you are just a littlle too late to cathc up.
dlr5288
10/31/2016 6:34:46 PM
User Rank Platinum
Re: Key
I agree! Timing is everything and companies have to be able to move fast in order to stay ahead and keep growing.
batye
2/5/2017 11:42:11 PM
User Rank Platinum
Re: Key
@dlr5288 I could not agree more, how I see it it like Co. must follow the hype and jump on the wave at the right time... not easy... but rewards could be great at the end....
dlr5288
2/28/2017 2:15:24 PM
User Rank Platinum
Re: Key
Definitely not easy. As long as businesses stay on top of things and move along with how fast technology is changing they should make a smooth transition.
batye
3/2/2017 1:06:07 AM
User Rank Platinum
Re: Key
@dlr5288 transition never easy or simple but it a growing process - like a life itself...
dlr5288
3/30/2017 11:02:35 AM
User Rank Platinum
Re: Key
Yeah for a company to grow with the never ending change of technology and just find their groove is crucial.
batye
4/2/2017 2:20:52 PM
User Rank Platinum
Re: Key
@dlr5288 yes, as how I see it it could make or brake the Co. at the end....
dlr5288
4/27/2017 11:35:56 AM
User Rank Platinum
Re: Key
Yeah I think as long as they can follow trends and really make sure they're keeping up with their containers..they'll be okay.
Re: Key
Hum..thai is very interesting for me..
Thanks for it..
dlr5288
1/25/2018 10:46:15 AM
User Rank Platinum
Re: Key
Yeah it’s definitely I’m portent for companies to keep up. Not other because other companies are trying to move ahead of them, but because of their already loyal customers.
batye
2/5/2017 11:43:26 PM
User Rank Platinum
Re: Key
@ms.akkineni yes, I could not agree more as right timing is a must and it could break or make Co at the end...
Re: Key
@bayte:
This whole timing thing is turning out to be little tricky in this racing game these days. One has to really be diligent in terms of when to jump the guns, as sometimes that may turn out to be little too early and may get burnt. Valid due diligence, digging into details will pay off in such situation.
batye
3/2/2017 1:05:10 AM
User Rank Platinum
Re: Key
@ms.akkineni not an easy process but we should not give up as we must continue it - how I see it... it like a learning curve... but things will get better...
Re: Key
@batye:
Well, there is always hope and we must keep that alive all the time. Getting something new, something better is always a process and that surely takes time.
batye
4/2/2017 2:19:30 PM
User Rank Platinum
Re: Key
@ms.akkineni for me it a never ending process... but I try to hold on to the old technology like my tape and LP collection... after my NES died I got retron 1 clone to play my old games... but technology keep changing and it process and any process take time...
Re: Key
@bayte:
Interesting to know how you preserve your old things. It is always good for collection. I do the same with certain things.
Data Usage
We've also talked about how the value of all that data that's become available relies on the ability to analyze & use it
@faryl: So true. Data would only become valuable if used right, for right purpose in right ways. Data analysis plays a key role here. The ability to drill down or up also be very helpful for grouping data appropriately. I believe enterprises now realize importance of data and are already spending time, energy and money in this area.
dlr5288
7/31/2016 5:37:03 PM
User Rank Platinum
Re: Data Usage
Very good points!
I agree. I think that businesses are becoming more and more aware about how important data really is. It's aweome and I hope that they keep building and understand how it really drives digital transformation.
vishalaug
8/1/2016 2:19:14 AM
User Rank Author
Re: Data Usage
@faryl, @ms.akkineni, Agree. And this is one reason BigData has to sit in the heart. Because BigData feeds into multiple application across the board.
Re: Data Usage
Yup, I see and hear BIG DATA playing a big role in enterprise world. I also see that for companies that are still not there in that direction, they are trying to get maximum out of their exisiting analytices platform. All i can say is - the executive team is totally into data analysis to understand the trend based on 'what happened' and then put their brains together to come up with new strategies.
Control and agility
Control and agility
Operations being the main topic, going digital will entail large volumes of digital contents. The key will be the attainment of agile operations with less control and more flexibility. An ecosystem that can be 'self-governing' and 'self-policing' is ideal.
Runing digital operations is new to most CSPs. With more cross domain content and partners, higher speed of transactions, inventory and fulfillment, etc the CSP is challenged on new fronts. Add to the mix, requirements for audit, checks and balances and regulatory compliance.
Learning to be agile is not enough, being agile on a smooth operations built for a new digital business model is essential for success.
vishalaug
8/8/2016 4:20:15 AM
User Rank Author
Re: Control and agility
@Principa14891, Absolutely. More flexibility is important. With flexible process engines, and intelligence built in it, that flexibility and autonomy (with less manual intervention) is anticipated.
Yes. Transforming the Operations is not easy. But it is doable. The motivation factors for each C-Level is out there to see.
Timothy
8/9/2016 3:07:23 AM
User Rank Steel
transformational mindset
A very good thoughs elaborating the way of approaching agile from different CXO's perspective.
Also, towards agile, I think the most inportant thing for all CXOs is to always keep a transformational mindset...e.g., sometimes they have to give up the historical successful achievements, and take some necessary risks for exploring bigger success.
vishalaug
8/9/2016 4:20:08 AM
User Rank Author
Re: transformational mindset
@Timothy Thanks.
Yes. Mindset change is important, but difficult. It becomes much easier to change the mindset when the fruits (benefits) become visible.
AGILE DIGITAL OPERATION
Nicely described views to know the AGILE DIGITAL OPERATION in the context of ongoing need of Telco.
The article has clearly described the principle of agile digital with additional outcomes like data service on demand, and new business models.
But need more flexibility for the starting. Because, its really hard to start without any visible outcomes.
vishalaug
8/12/2016 1:17:10 AM
User Rank Author
Re: AGILE DIGITAL OPERATION
@ArpitaDass, Thanks. Yes... there has to be a starting point, and has to connect it with the holistic picture and roadmap of benefits.
chra411
8/11/2016 9:12:26 AM
User Rank Steel
Agile Transformation.
Its a good thought and nicely taken through with information in steps.
Its a good awareness for digital Agile transformation and importance of adaptive campaign & promotions.
In the angle of C level office change in mindset for the transformation is a value add and way forward.
vishalaug
8/12/2016 1:25:05 AM
User Rank Author
Re: Agile Transformation.
@chra411. Thanks. Yes.. As organizations start their digital journey, they can start realizing the benefits during their transformation journey. That can help in convincing key stakeholders on why they need to invest, and why the foundation for the digital world needs to be laid. Yes.. they can start with campaigns - i.e. having Social & digital based precise campaigns with the 5R pinciples.
Perfect List
Example are: data service on demand, C2C (Customer to Customer) trading, socialized charging, transparency with full visible bill runs, easy merger and acquisitions and easy rollout of new business models such as cloud, IoT and mobile money.
Very nice. This is the perfect list that could grab a CEO/CFO attention. I am sure they will b eeasily able to relate for their own enterprise.
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