
25 | What customers really want – A customer-centric strategy for telecom operators
The business process adaptations have to be translated into reliable technical
software specifications. Operators have to review IT solutions proposed by
vendors in terms of feasibility of implementation, hardware requirements
and costs. The results need to be discussed with the divisions in another
feedback loop.
Gartner's "Magic Quadrant for Data Warehouse/Database Management
Systems" or the Forrester Wave for "Enterprise Data Warehousing Platforms"
can serve as an initial source of potential vendors. The market leaders are
Teradata, IBM and Oracle.
As soon as the vendor has been chosen and the business process adapta-
tions have been designed, implementation planning must be finalized. We
recommend conducting the software transformation with a professional
project management team. It makes sense for the system vendor to work
closely with the divisions of the telecom operators. The project team should
be responsible for carrying out and managing new software and hardware
installations and training the employees.
The system should be introduced step by step so as to reduce risks. It is
reasonable to work on selective business processes at the beginning, e.g.
merging fixed and mobile data silos, before implementing voice analysis
systems. It is much better to have partial results early than wait for the
complete picture. Such a gradual approach helps integrate the lessons
learned from the first tests and initial operations.
The complexity of the transformation and the IT implementation should be
mapped in a robust business plan that evaluates all costs and benefits. The
main direct costs of the project are in the external support for introducing
the new systems, training in-house employees, acquiring software licenses
and new hardware. Then, maintenance, hardware replacement, energy,
floor space and personnel costs incurred when the old systems are phased
out have to be taken into account.
In many cases, the investment is well worth it. Direct costs that can be
saved by replacing disparate systems pay off in the initial phases of intro-
ducing a single integrated solution. Realistic savings should be evaluated
in close collaboration with the vendors.
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