Telcos must improve their ability to attract and retain top talent to meet their transformation goals. By improving their employer brand, telcos can compete for key skills and secure a foundation for long-term growth.
Telcos are getting moving with cloud-native. We have asked executives at seven such telcos about the process and what it has meant for their organisations, skills requirements and ways of working.
Nine change stakeholders describe their experience of telco transformation, providing insights on the change process and learnings for others that are remodelling their organisations for the future.
Stakeholders have a critical bearing on the success or failure of telco growth plans. What are the key groups, what’s needed to optimise chances of success, and how does the Coordination Age help?
Over the next 10 years, advances in automation, analytics and AI (A3) are going to drastically change the way telcos manage their core businesses, how their businesses are organised, and the demands of their customers. We outline the core capabilities A3 capabilities telcos will need to remain competitive in their core business and to be effective ecosystem players over the next five to ten years.
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.
Our latest research shows that only one in five telco AI projects has made the leap from proof of concept (PoC) to live deployment. How can telcos improve the hit rate and achieve real performance improvements?
Big data analytics could help telcos improve performance, rebuild revenues and regain relevance with consumers, but it is not a quick fix. This report looks at what telcos have done in this area so far and what they need to do next.
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.
Changing telcos’ systems from a legacy to a virtualised model is a bit like building an autonomous car from a moving steam locomotive. In this report, we look at the relationship between NFV (Network Functions Virtualization) and OSS (Operations Support Systems), and the difficulties that operators and the developer community are facing in migrating from legacy OSS to NFV-based methods for delivering and managing communications services.
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.