Posted: February 11th, 2013 | Author: Steve Hateley | Filed under: Behind the Scenes, Events | Tags: analytics, CIQ4T, fulfillment, Mobile World Congress, order management, Service order management | No Comments »
Most order management implementations rely on an ‘order entry – order orchestration – order execution’ philosophy. It’s a commonly used model, although providers are regularly heard to comment about a lack of visibility into orders, once a service delivery process has begun. This lack of visibility leads to a poor experience for customers who in many cases suffer a poorly configured service and are generally first to flag that there is an issue. The problem is likely to grow and become more relevant to mobile operators, as end-to-end LTE service rollouts and complex Enterprise mobility solutions (including BYOD), add an increasing amount of touch points in the network.
A big challenge faced by CSPs with traditional order management is costly order fallouts. With a lack of visibility and control throughout the order orchestration process, both network resources and the workforce can be deployed or dispatched at incorrect times – typically when earlier pre-qualification stages of service order orchestration have failed to complete. This can be costly in operational and investment terms.
What if you could intelligently and proactively analyse requests for service, before they are placed as orders in the system? What if you could use predictive analytics to perform “smart validation” of orders as they come in, to judge which orders are expected to cause problems? What if you could proactively treat these orders differently? – assign them to a special queue to specifically address and ensure customer satisfaction. Is it possible to leverage fulfillment and analytics to be preventative instead of purely reactive?
Deep analysis into the data used at each critical stage of order orchestration can help to predictively validate feasibility, reveal patterns and identify input behaviour that contributes to higher order fallout rates. Armed with advanced and analytically-enriched information, CSPs can effect real improvements to service delivery accuracy, aid in the improvement of business processes and help to drive down operational costs.
Comptel are available at Mobile World Congress in Barcelona 25-28 February to discuss this and other topics including:-
- Personalising policy and charging powered by predictive analytics
- Monetising mobile broadband with contextual marketing
- Improving QoE based on expected customer value
- “Making inventory work” with a federated approach
Posted: February 8th, 2013 | Author: Jani Virkkula | Filed under: Behind the Scenes | Tags: analytics, big data, binary | 1 Comment »
010000100110010101100001011101010111010001111001….This is what data often might look like to many of us, including CSPs, and at a first glance might not look like much. Many CSPs are also worried about the inevitable and immense data growth in their network which means that there’ll be no shortage of available zeroes and ones. However, this is more than just random bits and pieces. Inside the binary universe lies the key to understanding your customer which means that you can stop worrying about the Big Data and embrace it as an unprecedented opportunity instead. Let us tell you how.
If you take a seemingly meaningless binary string and apply advanced analytics to it, you get ”010000100110010101100001011101010111010001111001”: this translates to ‘Beauty’. The same goes for “01001101 01100101 01100001 01101110 01110011” which actually converts to “Means”. This is what we do: we tap into your data, no matter how unstructured or disorganized it may seem on the surface, make the data more beautiful and eventually turn it into valuable information. The more data you have at your disposal, the more information we can generate for you – and the more opportunities for customer delight and generated revenue you have.
So, what to do with all that beautiful information you’re now comfortably sitting on? How about turning the information into action by applying contextual intelligence to it? This allows you to identify what types of customers you have, what kind of services or offers do they find attractive, and react to your customers’ needs instantly. There’s a group of young, vibrant, business-like, party-hardy, happy-go-lucky and funky customers just waiting for you to make an offer that is tailor-made for their individual needs. Many require services that fulfill their needs at a specific moment (for example, want a temporary turbo-boost for video downloading or to join a video conference). You have all the required information at your disposal not only to serve your customers better but also to grab hold of that precious piece of revenue that you’d otherwise have missed, because you didn’t have the tools to react at the right time. Seize the day and dive deep into the data pool: we’ll teach you how to swim in it effortlessly to find the treasure trove that is hidden at the bottom of the pool. 01000001 01110011 01110011 01100101 01110100 spells for “Asset”.
Comptel – 01000011 01101111 01101101 01110000 01110100 01100101 01101100
Makes It – 01001101 01100001 01101011 01100101 01110011 00100000 01001001 01110100
Happen – 01001000 01100001 01110000 01110000 01100101 01101110
For You - 01000110 01101111 01110010 00100000 01011001 01101111 01110101
Posted: November 30th, 2012 | Author: Ulla Koivukoski | Filed under: Behind the Scenes, Events | Tags: Australia, CIQ4T, OSS | No Comments »
We all know that during these uncertain economic times, life in business might not be always that easy, don’t we? However, I’m a strong believer in positivism and its power of energizing people. Therefore, I took the opportunity to write this small blog to share the joy and enthusiasm of my dear colleagues Down Under.
We in Comptel have worked hard to transform the company from a traditional, if I dare to say maybe a bit dull telco engineering company, to a faster moving and an agile Internet-age software company. After ten months in Comptel, I have experienced an amazing spirit of ”Make it Happen”, which is also one of our four core values. The recent recognition by Frost & Sullivan is only one example of the results of our dedication.
I was personally inspired by the pictures the team sent to me after the Awards Banquet on the 20th of November 2012 in Australia. It is wonderful to see Men at Work Down Under with such big smiles while knowing that they really put their hearts into it and give their best effort to bring the highest customer value in their respective markets.
The other reason to write this blog is to remind of our thought leadership in Contextual Intelligence For Telco (CIQ4T). The comment from Mr. Mark Dougan, managing director, Australia & New Zealand, Frost & Sullivan confirms that we have succeeded in differentiating with our approach: “The company has proven its ability to not only effectively operate and grow in the competitive market, but also, with the debut of its CIQ4T, fuel OSS innovation and raise the bar for CSPs’ customer engagement practices.”
Simply put, Contextual Intelligence (CI) is the principle of understanding a uniqueness of a person and the circumstances, ( i.e. the context) and turning that understanding into an opportunity. This is a valid guideline for various business situations as well as for life in general. If you happen to be around Orlando next week, visit us at Management World Americas, 2-6 December 2012 to hear more.
Posted: November 27th, 2012 | Author: Afaq Bashir | Filed under: Behind the Scenes | Tags: OSS/BSS, Project Management, telecoms | No Comments »
Recently, the U.S. Air Force announced that it is shutting down its next-generation, billion-dollar logistics management software project after its implementation was consistently stalled, and goals went unmet. This multi-stakeholder project started in 2005 and was designed to save billions of dollars by streamlining supply chain management and replacing more than 200 legacy IT systems and 500 interfaces. With such promising benefits, the decision to scrap this project raises more questions than answers: Why did it take so long, and so much money, to realise this project wasn’t going to pan out? What planning process was in place that allowed this to happen?
Drawing Parallels with Telecom and OSS Projects
Projects in the telecom industry have similar implementation challenges, especially because of the numerous stakeholders involved like network suppliers, OSS/BSS vendors, system integrators, VAS providers, in-house IT and various communications service provider (CSP) departments. Such a landscape of not just stakeholders but also systems and processes results in high complexity and risk, meaning there are many ways project execution can go wrong. For instance, individual vendors may promise more than they can deliver, system integrators might not take end-to-end responsibility, and CSPs could miss some important details. These gaps in ownerships, stakes, understandings, initiatives and interoperability create a snowball effect over time, leading to project delays that could mean disaster.
Insistence on Collective Responsibility
To help prevent this, it’s important for CSPs to be very knowledgeable about the big picture apart from being very detail oriented. Knowing the big picture ensures that the CSP can keep a firm grasp on the various parties engaged, and to what capacity, as well as each party’s weight and significance during the course of a project. On the other hand, being detail-oriented ensures that the CSP knows how to negotiate a meaningful, clear and unrelenting scope of work for each party. The scope of work distributed across different stakeholders should be collectively exhaustive and aspects like dependencies and engagement service level agreements (SLAs) should be very clearly stated and agreed upon in advance.
This can ensure that any conflicts of interest are alleviated, so vendors can act in the best interest of the project at hand to guarantee its collective success. Vendors like Comptel can play a very leading and helpful role in bringing different parties together to agree on a clearly documented scope at the very outset. This can involve details such as key objectives, success factors, project scheduling and budgeting, and risks.
Ensuring a Collaborative Project Roadmap
In my opinion, the CSP’s role in ensuring a collaborative project roadmap involving OSS/BSS vendors and system integrators is crucial. CSPs can define project execution models at the very outset and play an important role in overall project leadership and governance to ensure delivery within the constraints of budget, time and scope.
Furthermore, it is the CSP’s leadership alone that can contain the many simultaneous business-to-business relationships at any cost and without letting any party indulge in a game of blames. Success being the only ultimate benchmark, CSPs should trickle it down to all of its suppliers in unequivocal terms.
Posted: November 11th, 2012 | Author: Afaq Bashir | Filed under: Behind the Scenes, Uncategorized | Tags: Middle East, OSS, Project Management | No Comments »
A learning organisation is the sum-total of the experiences of its people. At Comptel, we take great pride in having delivered on excellent projects, and the lessons we have learned through them are our prised possession. To a large extent, a distinctive pattern begins to emerge from the various projects and engagements conducted in each region. The Middle East and Africa (MEA) is no exception – its unique characteristics come through its many region-specific best practices, as well as the lessons and cultural themes we have accumulated through our commitment to our customers.
When it comes to the success of a project, leadership is an important aspect– from managing project charters and negotiating scopes, to resolving conflicts and involving stakeholders, to addressing resources and process implications. From my experience in MEA, I’ve seen six elements of success emerge that stem from strong leadership.
First, it is very important that a project be ‘trademarked’ both internally and externally. This should go hand-in-hand with the company’s corporate strategy and bear an inspiring slogan that attracts everyone’s contribution. Externally, with the customer, the trademark should bear in succinct terms the top 2-3 goals and objectives sought from the project. These should be posted at all times as the overriding milestones for all stakeholders, especially the customer. Internally, this should become more of a symbol that people can relate to in daily activities, when talking by the water coolers, for instance. Last, it should be attached to a group of influential sponsors, decision-makers and key participants, who can help develop an inclination across company ranks to make the project successful.
2. Strong Launch
The project should be kicked off like the Olympics. What I mean by this is that everyone should feel willing and ready to be a part of an exciting new journey. The most important thing is making sure that the project leadership is technology savvy and capable of understanding the complexities involved. A sense of control, responsibility, raw skill and effective management can only be inculcated by a project manager with extensive domain expertise. This, in my humble opinion, can be a deciding factor for a project’s success at the very outset. The project leader should then be able to recruit a balanced team and prepare for a strong launch.
The project leader should have a comprehensive, organisation-wide understanding of the customer’s business units (e.g. commercial, network, human resources, finance), business processes (TM Forum standards can help), key stakeholders, parallel vendors and existing IT and systems landscape. This helps align the project to all of these various entities, so that any risk is taken care of proactively, and all parties/resources are marshaled to a collective success.
4. Clear Scope
It’s important that the project leader is actively involved alongside any sales staff in negotiating, understanding and freezing the scope of a project. The scope should be very clearly documented and have approval from all key stakeholders. This can involve details such as key objectives, success factors, project scheduling and budgeting, and risks. Again, it takes a project leader proficient in that domain to effectively record the different requirements, needs, assumptions and risks.
The project leader should be able to develop a very clear communications methodology to ensure transparency and a real-time window into the project’s workings. He or she should be able to identify ‘what messages’ need to be passed to ‘which stakeholders’ at ‘what intervals’ through ‘what methods and channels’ with ‘what level of severity’. The communications methodology should be able to integrate and harmonise the many artifacts of project communication including meetings, emails, progress reports, workshops and portals.
Finally, and perhaps most importantly, the project leader should strive to be a true source of motivation, energy and inspiration for the whole team. A confident and independent leader can take hold of a project without letting control sink away to distant and irrelevant corners of the organisation. He or she should be bold enough to take calculated risks and use the team’s best energies to create win-win situations with the customer. An effective project leader manages and resolves conflicts through creative ideas and through the power of communication. A dynamic leader is imaginative enough to adapt the fabric of the project to the changing strategic needs of the customer and of his or her own organisation. Finally, he or she should be able to culminate all of these leadership themes into closing the project, celebrating it like a hard-earned victory, learning from its course and moving on to the next challenge with a bigger, more self-assured poise.
These types of leaders deliver on strategic opportunities, resulting in increased revenues through cross-sell and up-sell opportunities and references, and ultimately happier customers.
Posted: October 25th, 2012 | Author: Mauro Carobene | Filed under: Behind the Scenes | Tags: 3G, Comptel, LTE, OSS/BSS, telecom | 1 Comment »
Let me briefly introduce myself. I am Mauro Carobene. I have been appointed CMO in Comptel
a few days ago. I have been in the BSS/OSS business since 1996, when I started my career in Italtel. Since then, for one reason or another, I haven’t been able to leave the OSS/BSS arena. I have been in R&D, technical support, consultancy, sales and sales management roles.
I was asked me why I am still in this niche of the telecom market and not looking to do something else. I have asked myself the same question many times. If I look back to 1996 and consider what was understood as OSS back then, we have taken huge steps forward. Back in the day, most of the actions were completed manually on a type of VT100 terminal
using MML commands
. Today the situation has improved a lot on the one hand, but on the other the system complexity is growing exponentially. It is true that we have pretty user interfaces and nice tools to control the network, but it is equally true that the complexity of services and the time to launch and activate these services are growing exponentially.
To launch a new tariff plan five years ago required at least six months of planning. While still working in a different company, I remember working – already in March – in preparation for the Christmas campaign for one of our big customers… and I also remember how we failed the delivery already in November and how that customer was not able to run the campaign as planned. Nowadays, the marketing department of each operator (or Communication Service Provider since the difference between the two is getting bigger and bigger) can execute plans within a few hours. “Operators XYZ launched a flat fee campaign yesterday, we need to do it immediately as well!” and the CIO/CTO needs to execute immediately.
If someone asked me if operators have reached the right level of automation in running their operations, my answer is no. If we consider all the progress made in all the other fields of technology, I think that OSS/BSS is lagging behind.
What is missing?
1: “Plug and play” integration capabilities. When I buy an USB, I can plug it in to my computer and it works. I don’t need to care about the brand or the technology. I simply buy it, plug it in and I’m ready to watch movies, get auxiliary light or use a cup that keeps my coffee hot while I’m writing an email. This is USB
. Does the USB “Plug and play” concept exist in today ‘s OSS/BSS? The answer is a definite no. Operators are still spending a fortune to integrate different components and applications. There are naturally good reasons for the current state of business, but the fact remains that we are still behind.
2: Time to market for new services. Ideally, every service should be 100% modular and completely separate from technology. The capability to build customised services should be available for everybody directly from a Web UI. If I buy a car, I don’t have to waste time thinking about the asphalt or the type of road in general when I drive. The level of expectation should be the same for telecommunications. We shouldn’t need to care about 3G
or whatever technology. OSS/BSS should enable operators to completely separate the service layer from network layer, enabling them to build an overall service where each single service component can be hand-picked from a catalogue.
3: “Real decision automation”. Every CSP collects a huge amount of data and is capable of using different tools to correlate and post-process this data. The real issue is this: “Can these tools make decisions and make these decisions happen – and not just analyse?” If I drive a car and I have an ABS system
, when I hit the brakes and the wheels start to swerve, the ABS takes immediate action. It doesn’t generate a report that says “you hit your brakes too hard and now you have crashed the car!” Just image what the driver of the said car would do with such report…Transforming analysis into action will be the key success factor in enabling automatic decisions.
This is why I am still in this business. I dream of the day when the operator CEOs will able to decide which component to choose without thinking about the possible hidden costs of the integration, will be able to launch a new tariff plan or a new service simply by asking for the PowerPoint presentation from their marketing department and last but not least, will be able to automate all the phases of the process without ‘having to hit a wall’ and then simply receive a report that states the obvious. This is what we want to achieve in Comptel and this is the mandate that will keep me in the OSS/BSS business for a time to come.
Posted: July 6th, 2012 | Author: OSS Team | Filed under: Behind the Scenes | Tags: Comptel, Comptel User Group, innovation, Simo Isomaki, video | No Comments »
Rounding out our series of videos from the 2012 Comptel User Group is Simo Isomäki, vice president of global business support at Comptel. In this video, learn why Simo was drawn to Comptel – more than a decade ago – and what he considers to be the most dramatic technological invention of our time.
Posted: June 29th, 2012 | Author: OSS Team | Filed under: Behind the Scenes | Tags: analytics, CIQ4T, Comptel User Group, contextual intelligence, Making Data Beautiful, Matti Aksela, video | No Comments »
Curious about what ‘Making Data Beautiful’ means to Matti Aksela, Comptel’s vice president of analytics? Watch this video in which he discusses how communications service providers can truly benefit from leveraging their data and taking a “Contextual Intelligence for Telecoms” (CIQ4T) approach. Don’t miss the surprising fact Matti shares about himself as well!
Posted: June 21st, 2012 | Author: OSS Team | Filed under: Behind the Scenes | Tags: Comptel, Comptel User Group, innovation, Steve Hateley, video | No Comments »
Adding to our series of videos from the 2012 Comptel User Group in Copenhagen, Steve Hateley, director of product marketing, shares what his favorite ‘co’ word is and the technology innovation that excites him most. Watch and hear a surprising, little-known fact about him, too!
Posted: June 19th, 2012 | Author: OSS Team | Filed under: Behind the Scenes | Tags: Comptel, Comptel User Group, event, fulfillment, Simon Osborne | No Comments »
Like CEO Juhani Hintikka, Simon Osborne, vice president of Comptel’s fulfillment business, took a few minutes to discuss some of the company’s recent happenings. In this video, he covers why communications service providers should be excited about the launch of Comptel Fulfillment 8, explains how the new product fits into Comptel’s event-analysis-action strategy, and shares why he’s looking forward to spending time in London this summer.