Elisa has developed a culture and an approach to business that has seen it grow capital value, deliver dividends, keep customers happy, and attract and develop talent. We outline how, and what other telcos can learn based on our in-depth research, including interviews with CEO Veli-Matti Mattila and the wider team.
Analysis of the results of the first phase of our telecoms industry survey on purpose, leadership and culture shows the status of the industry and key drivers, and uncovers some important barriers to progress.
Telecoms is moving into its third age: the Coordination Age. Why was it so hard for telcos to adapt when content shifted from the physical to the virtual world with the growth of the Internet, and how can they learn from past experience to create new value in the next seismic change in telecoms and content?
Although nearly all operators aspire to deploy autonomous networks and personalised customer services, few have actually implemented advanced analytics at scale across their organisations. Almost universally, telcos are hampered by incomplete and siloed data sets and cultural resistance. What have the industry’s leaders done to overcome these challenges?
The global digital economy is moving into a new age: The Coordination Age. A global need to improve the efficiency of resource utilisation is manifesting in industries and individuals as a desire to “make the world work better”. What role can telcos play in this, and will that ultimately mean the break-up of the telco as we know it?
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?
M&A is a key tool in building digital businesses, but is the telco sector investing enough? We examine the key drivers and barriers to telco digital M&A strategies, comparing investment levels to other verticals, and compare and contrast M&A activity with our previous findings.
Our latest adjacent market case study analyses Axel Springer’s successful 10 year digital transformation from print to online publisher, and holds many lessons for telcos, not least of which are the pitfalls of under commitment, and the required level of investment in M&A.
Despite the need for a shift to a digital culture being felt by many operators, the task of changing culture is viewed as a real challenge and the most difficult domain to change in the context of digital transformation.
Many telcos are trying to change, to become more agile and move from infrastructure- to software-led business models. But change is hard, especially because to be successful they need to adapt their culture and employee skill-sets which is a notoriously difficult task. In our latest report we analyse change strategies used by AT&T, Telkom Indonesia, and three other telcos in the context of insights from neuroscience, and show that change is possible with the right strategy and leadership.
The findings of a senior exec summit we ran last week in Asia present a fascinating snapshot of the global telecoms industry. They highlight views on the key goals of and barriers to transformation, and point to some key actions needed to move forward.
The early high hopes for SDN and NFV have given way to the realization that the road to cloud-telco ‘heaven’ is strewn with ‘infernal’ rocks and pitfalls. We present the “devil’s advocate’s” (i.e. an extremely sceptical) view of NFV set out in eight indictments. We then examine the argument for the defence.
In the first of two reports, STL Partners evaluates how several powerful forces, within and beyond the control of telcos, look set to change the shape of the European market and considers the options for how these forces might develop going forward.
STL Partners’ industry transformation analysis, including a recent global survey of telco executives, suggests operators’ digital ambitions are rising fast but, given 9 substantial implementation challenges, too little is currently being done to engender successful industry-wide business model transformation. We also look at the lessons from NTT DoCoMo, one of the operators that has made the most overall progress towards a ‘digital’ model.