Transformation lies at the heart of most telecoms operators’ strategies but change at companies is painfully slow. This report explains why agility and innovation – the goals of transformation – will remain elusive until CFOs adopt new resource allocation models at their organisations.
Telco 2.0 Transformation
How should telcos manage transformation as they adopt new business models—and what can be learned from within and outside of the TMT industry?
How a customer care simplification and automation programme achieved the double whammy: reduced costs and improved customer experience.
Strategy is shaped and constrained by company culture, and a company’s culture will negate a strategy if they are not complementary. We examine how TELUS Health has created and maintained an effective culture that has helped to deliver employee and customer engagement, and business results. How does it do it, and what should others learn?
Telcos with a clear focus on what they are trying to achieve will do better at the risky business of M&A. So who’s buying what, and who’s doing well?
Retail banks are threatened by a new breed of focused and fast digital firms – fintech – that offer cheaper and more tailored financial services. BBVA management saw this threat early and acted decisively to ensure it remained competitive. Telcos have much to learn from this.
Multinational operators have not been effectively harnessing their size and cross-country footprint. To create attractive economies of scale, they need to adopt a Telco Cloud model. Through a more common infrastructure and an innovation model which is sensibly calibrated across OpCos, large telcos will become more efficient and innovative.
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