Reflecting on My First Three Months with Comptel

Posted: May 15th, 2012 | Author: | Filed under: Behind the Scenes | Tags: , , , , , , , , , | Comments Off on Reflecting on My First Three Months with Comptel

I promised to write a follow-up blog post after completing Comptel’s rebranding and spending one quarter with the company. I was especially inspired to do this after one of the Finnish business papers asked me to describe how I felt after having spent 100 days in my new role—but in just one sentence.

Requests for this type of ‘elevator pitch’ can be extremely difficult, particularly to be so concise, but mine came pretty easily: “It’s refreshing to be in a company where the values are high on senior leaders’ agendas and present in everything we do.” And after sharing this ‘elevator pitch’, it became even clearer to me that my colleagues, who have been with the company a bit longer, have positively experienced the change Comptel has gone through in the past year, and that other newcomers like me have also welcomed the spirit of the highly knowledgeable and friendly people we have.

In the last blog post, I also discussed the ‘love business’ and how the majority of consumers feel like they haven’t been getting enough love from their communications service providers (CSPs). I feel like discussing this softer side of doing business is critical for any organisation that wants to succeed. So, I’ve tried to summarise our corporate values and make them a bit more concrete with a couple of my own recent experiences as examples.

For instance, last week, I had the privilege of participating in a session where the core members of our analytics team shared their backgrounds and where they would like to see Comptel go in this space. There were many fascinating stories with members of the group talking about their Ph.D.s in mathematics, shared passions for solving problems, and journeys from battling trial and error to ultimately achieving real success when demonstrating how their algorithms can help CSPs get closer to their customers (e.g. predicting the churners with extreme accuracy). This was the perfect setting for showing our excitement about the value add we deliver to our customers and our focus on constantly making things happen and improving the results. I regret that I did not capture those stories via video, but we will soon have a short one featuring Matti Aksela, vice president of analytics. (In the meantime, you can read about Matti’s views on customer experience management in the April-May issue of VanillaPlus,)

Similarly, I visited three of our main offices: Sao Paulo, Brasil; Reading, U.K.; and Kuala Lumpur, Malaysia, and found that it was really refreshing to see positive energy, close collaboration at both the global and regional levels, and a strong desire to meet our customers’ needs. And, respect, which is challenging to execute across all individuals in an organisation, was clearly evident as well. I believe the diverse cultural mix across our global organisation lends well to the way respect is shown and expressed—whether it is related to customer requirements or collegial collaboration.

Am I still in a honeymoon phase with Comptel? I don’t think so after hearing that long-time employees share the same feelings—and that they were the ones who established and have made our corporate values happen. The key to this: believing that nothing is impossible and being able to put egos aside and respecting decisions made as a team versus as individuals.

It’s interesting to see how our four values—passion, united, respect and make it happen—are related. It is a bit difficult to make the most out of oneself without passion, and business today is such a complex entity of variables that nobody can make it alone; thus, it is critical to unite and collaborate. Without respect, we cannot ensure that our work is fully resourced and timed to deliver the expected results, such as the processing of more than half a billion network transactions daily for Telefónica Central America.

Comptel’s business outlook is ambitious, requiring constantly winning new customers and enhancing our portfolio by launching new products, solutions and services—all while improving our productivity. The key to achieving these objectives is to align all of the forces needed to reach these goals, ensure a shared direction, keep people motivated and tweak the environment to produce winning teams. I believe that well-implemented values like ours provide fuel for the engine needed to deliver such promises to the market.

This was my reflection from my past three months at Comptel, but as I’m more of a forward-looking person, I would like to briefly highlight our presence at Management World 2012 next week. We are excited to meet with customers, partners and prospects, and discuss how we can help CSPs understand the status and context of their networks and their customers and their service use, rapidly respond to changing market requirements and, more importantly, institute the best approaches for predicting churners and generating new revenue opportunities for better business. We are all passionate and excited about showing how our ‘event-analysis-action’ strategic framework has been operationalised. Hope to see you in Dublin and ‘co’nverse on making data even more beautiful!


VanillaPlus Policy Control Features – A Sneak Peek

Posted: January 20th, 2012 | Author: | Filed under: Industry Insights | Tags: , , , , , , | 1 Comment »

Policy control is near and dear to us here at Comptel, and we’re very excited for the upcoming February / March issue of VanillaPlus that will have a special focus on this area. In fact, Comptel has contributed some thoughts for inclusion in that issue, and we’d like to provide you with a sneak peek.

In one feature, Comptel CEO Juhani Hintikka weighs in on policy management as a means of bandwidth conservation and as a way to create upsell opportunities. Juhani explains how this is becoming a reality as policy concepts evolve and mature, and discusses additional opportunities available to communications service providers (CSPs) if they can take advantage of this function. This becomes especially relevant with the rollout of LTE, where almost every user transaction must travel through the policy control engine. As such, the Policy Charging Rules Function (PCRF) must be able to both handle the scale and complexity of these transactions—calling for a need to combine OSS flexibility and support to fit CSPs’ business models as well as provide network-level transaction processing.

In another article, Comptel’s policy control solutions manager, Joonas Ojala, shares his thoughts on how policy management will allow CSPs to better control their bandwidth to best provide a package that fits customer needs. To do this, CSPs need to steer away from technical attributes and focus more-so on use cases and analysing customer behaviour in order to differentiate service packages appropriately. For example, those who surf the web randomly should have a different option than corporate customers who may have a higher priority allocated to them in terms of speed.

To learn more about Comptel’s thoughts on these topics, check out the upcoming issue of VanillaPlus!