Comments
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.
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
8/9/2016 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.
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
8/8/2016 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.
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 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.
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
8/1/2016 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.
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.
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