The journey from a Communication Service Provider (CSP) to a digital service provider (DSP) is not easy, nor a linear process. The transformation requirements, extent and priorities will vary for individual CSPs. However, the business outcome should increase revenue and streamline service delivery for CSPs, while customers receive an improved user experience, contextual, real-time service and support.
Barcelona and Mumbai, 28 February 2017 – Tata Communications Transformation Services Limited (TCTSL), a leading Telco transformation and managed services provider and wholly owned subsidiary of Tata Communications, launches the digital transformation roadmap to enable CSPs to derisk their transformation journey at Mobile World Congress (MWC) 2017. The roadmap prepared in partnership and consultation with OVUM Consulting, systematically lists out impending priorities for CSP types belonging to various market segments and is a starting point for CSP leaders, managers and evangelists to build their unique transformation roadmap.
The digital transformation roadmap will help CSPs identify and prioritise their transformation programs and derisk their transformation journey. In this roadmap, OVUM with TCTSL has identified transformation priorities which span across network technologies and network management systems, digital support systems (OSS/BSS), business process systems and functions and business-led tasks. The nature and the size of the transformation priorities depend on the maturity and the nature of the CSP.
The digital transformation undertaken by CSPs will vary because every service provider has a different starting point with regards to existing platforms, processes, and organisational structures. However, there are considerations and steps that are common to CSPs of a similar type. These common considerations make it possible to create a framework or roadmap to guide particular categories of CSPs through their journey. Ovum has identified indicative roadmaps for six key service provider segments, outlining the steps that typically need to be taken by these CSPs across a number of different domains if they want to deliver a successful transformation. The findings to these roadmaps for different CSPs market segments was primary research conducted with 60 global service providers, which has helped identify the key short-term, mid-term and longer term priorities for each segment.
Key service provider segments identified in the report include,
- Players with a large home market that are also present in multiple geographies - Large international players are leading the way with radical network technology change (e.g. virtualisation), investment in business process systems (e.g. big data analytics), and agile/automated operations. Their lead is partly due to their size and the resources they have at their disposal.
- Large national players with some international investments - Large national players place a lot of emphasis on network technology change but tend to be less radical than the large international players in Segment 1. Among Segment 2 players, there is more focus on improving operational efficiency, migrating legacy networks, retaining customers, and maintaining revenue. These players typically do not invest as much as Segment 1 players in innovative areas such as business process systems.
- Smaller national players with limited international investments - Smaller national players place a lot of emphasis on network technology change and improving operational efficiency. They tend to see IT transformation as a longer term project, but prioritise improving customer experience and digital relationships with clients.
- Mobile-first players - Mobile-first players place a lot of emphasis on network technology and network management system change. Compared to players in other segments, they appear to have less focus on business process systems. Their key considerations include customer satisfaction scores and the revenue contribution of new products and services.
- Internet cloud players - Internet cloud players also have network investment at the heart of their concerns. However, they are also more focused on investment in business process systems and business process change than other players in other segments. Because of their strong customer experience focus, internet cloud players put customer satisfaction at the center of their KPIs.
- Smaller national, niche, and virtualized players - Smaller niche players are fairly similar to smaller national players in their emphasis on network technology change. However, they are less burdened by legacy network issues, and focus more on business process systems and OSS. Their key considerations include customer satisfaction and retention and revenue contribution from new services.
This report accompanies and supports these six transformation roadmaps and summarise the key activities that need to be carried out over a short-term (0–6 months), medium-term (7–24 months), and longer term (over 24 months) timescale. The report also explains why certain CSP segments should prioritise particular tasks at different stages of their development.
Speaking at the launch, TCTSL Chairman Madhusudhan Mysore noted: “We are in the midst of digital revolution. Operators will have to quickly rethink their approach to transformation to drive web-scale efficiencies, co-innovate or collaborate with technology innovators to rapidly identify new sources of revenue. The change will not only entail processes, people, technology and operating models but would also permeate across the department boundaries within the Telco organisation as well as the associated ecosystem of partners, vendors and eventually the customers.”
These roadmaps will act as a starting point for CSPs community to not just in implementing specific platform, process, organisational, and cultural changes, but in also providing guidance on their overall journey. Such guidance can take various forms, but at its heart there needs a transformation.
“With the digital transformation roadmap for communication service providers we plan to meet Telco CxOs and their teams globally in our Telco Transformation workshops. During these events, we will discuss and detail-out transformation priorities for individual Telcos to build custom transformation roadmaps and deliberate on larger partnership in areas where TCTS can help,” mentioned TCTSL, Chief Executive Officer, Sandeep Bhatnagar. “We believe that while individual transformation priorities for each service provider will be unique, an indicative framework for transformation can help operators with more efficient execution and de-risk their transformation projects.”
To schedule a digital transformation workshop and receive your copy of the report, write to us at firstname.lastname@example.org.
This report is prepared by OVUM consulting, in partnership with Tata Communications Transformation Services (TCTSL), based on a combination of primary and secondary research, including briefings, interviews, surveys, and industry events. It also utilises Ovum’s ongoing research into service provider networks, operations and IT.
About Tata Communications Transformation Services Limited
Tata Communications Transformation Services Limited (TCTSL), a 100% subsidiary of Tata Communications Ltd, provides business transformation, managed network operations, network outsourcing and consultancy services to telecom companies around the world. TCTSL delivers operational efficiency, cost transformation and revenue acceleration solutions for all the stages of the carrier process lifecycle, including but not limited to network engineering and design, implementation and operations functions. TCTSL offerings are predominantly targeted to Communication Services Providers (CSPs) globally and provides the much desired FREEDOM and CHOICE for CSPs to avoid vendor lock-ins by partnering with a neutral TRANSFORMATION SERVICES provider with multi-domain, multi-vendor skillset.
TCTS is a part of the US$100+ billion Tata Group.
TCTS is headquartered in Mumbai, India with global offices spread across Europe, North America, Middle East and Asia. TCTS has two world class India delivery centres in Pune and Chennai. These facilities operate completely independently from its parent affiliate, preserving full confidentially in managing all customers' business processes and operations.
About Tata Communications
Tata Communications Limited (CIN no: L64200MH1986PLC039266) along with its subsidiaries (Tata Communications) is a leading global provider of A New World of Communications™. With a leadership position in emerging markets, Tata Communications leverages its advanced solutions capabilities and domain expertise across its global and pan-India network to deliver managed solutions to multi-national enterprises, service providers and Indian consumers.
The Tata Communications global network includes one of the most advanced and largest submarine cable networks and a Tier-1 IP network with connectivity to more than 240 countries and territories across 400 PoPs, as well as nearly 1 million square feet of data centre and collocation space worldwide.
Tata Communications’ depth and breadth of reach in emerging markets includes leadership in Indian enterprise data services and leadership in global international voice. Tata Communications Limited is listed on the Bombay Stock Exchange and the National Stock Exchange of India.
Forward-looking and cautionary statements
Certain words and statements in this release concerning Tata Communications and its prospects, and other statements, including those relating to Tata Communications’ expected financial position, business strategy, the future development of Tata Communications’ operations, and the general economy in India, are forward-looking statements. Such statements involve known and unknown risks, uncertainties and other factors, including financial, regulatory and environmental, as well as those relating to industry growth and trend projections, which may cause actual results, performance or achievements of Tata Communications, or industry results, to differ materially from those expressed or implied by such forward-looking statements. The important factors that could cause actual results, performance or achievements to differ materially from such forward-looking statements include, among others, failure to increase the volume of traffic on Tata Communications’ network; failure to develop new products and services that meet customer demands and generate acceptable margins; failure to successfully complete commercial testing of new technology and information systems to support new products and services, including voice transmission services; failure to stabilize or reduce the rate of price compression on certain of the company’s communications services; failure to integrate strategic acquisitions and changes in government policies or regulations of India and, in particular, changes relating to the administration of Tata Communications’ industry; and, in general, the economic, business and credit conditions in India. Additional factors that could cause actual results, performance or achievements to differ materially from such forward-looking statements, many of which are not in Tata Communications’ control, include, but are not limited to, those risk factors discussed in Tata Communications Limited’s Annual Reports. The Annual Reports of Tata Communications Limited are available at www.tatacommunications.com. Tata Communications is under no obligation to, and expressly disclaims any obligation to, update or alter its forward-looking statements.
Tata Communications Transformation Services Limited