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Learn how to illustrate the business value of your strategic telecom plan.
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Illustrating Telecom’s Business Value to the C-Suite … and BeyondPresenter: Leo Berz, Director Professional Services, Telecom – EcovaDate: 04/02/2014
Goals for this Webinar
1. Offer some level setting around what you can expect from TEM
2. Provide you the insight on how to internally sell in a new program
3. Suggest some ways of improving the results from an existing program
Agenda
Overview TEM Realities Dispelling TEM Myths TEM Touch Points Does TEM Fit into Your Corporate Goals and Initiatives? Identifying Potential Executive Sponsors Selling Benefits Beyond the C-Level Q&A
Overview
Enterprises are swamped with programs and initiatives
Most significant programs fail to launch without an Executive sponsor
20% of Executive-initiated programs fail for lack of organizational buy-in*
TEM is critical and all enterprises should have a program of some type
Critical programs must be sold at multiple levels and departments throughout the organization
* Forbes Insight Study
A Rose By Any Other Name
TEM, TLM, TCM……
Different names refer to the same basic program
Past experience creates a unique definition of telecom management for each individual
– Call Detail Reporting– Billing consolidations– Audits– AP processing– Management reporting– Procurement – Sourcing– Contract management– Inventory management– Help Desk
Types of Programs
Solution Type Pros Cons
Home Grown • Highly customizable• Low direct cost• Can be built/evolved over time
• Lack of scalability• Resource intensive• Requires self-discipline
Software • Structured program• Can be hosted in the cloud• Embedded industry knowledge
• Utilizes internal resources• Requires self-discipline• Steep learning curve
BPO • People, Process and Technology • Deep industry knowledge• Produces the highest value
• Still requires teamwork• Can cost more• Finding the right provider
TEM Realities
1. Not all programs succeed
2. Change may be painful but it is required
3. This is not a solo sport, TEM takes a team
4. A successful program requires hard work
5. TEM is not perfect
TEM Myths
1. TEM is all about savings
2. My job depends on the program’s failure
3. This is not my job
4. A tool will allow us to solve all of our problems
5. If we outsource, we can simply throw it all over the fence
MOBILE • VOICE • DATACOM
Critical TEM Touch Points
Common Corporate Initiatives
Increase efficiencies
Expansion (organic or M&A)
Improve customer experience
Employee empowerment
Quicker response to market demands
Improve sourcing
Return to core competencies
Sustainability
Regulatory and/or financial compliance
Protect intellectual property
Executive Level Hot Buttons
Chief Executive Officer– Achieving corporate goals and governance established by the board– Helping the individual C-Levels remove obstacles that might prevent them from
reaching their goals for corporate initiatives
Chief Financial Officer– Reduce expenses– Manage cash flow– Establish fiscal controls and visibility
Chief Information Officer – Empower end-users with the most cost effective technology to excel in their jobs – Maintain security and protect corporate IP and employee/customer personal
information – Establish fiscal controls and visibility
Leverage Point: The CIO might need to complete a network upgrade but lacks the budget – TEM savings would free up money
Executive Level Hot Buttons
Chief Operating Officer– The organization is meeting its production/revenue targets– Ensure all functional departments are operating smoothly– Interdepartmental cooperation is high
Chief Quality Officer– Guarantee consistent, high quality products and services – Continue to optimize efficiencies to maximize resources – Instill process improvement and quality work into the corporate culture
Chief Marketing Officer – Understand the competitive landscape – Promote the Enterprises' products and services in the marketplace– Maintain a positive public image for the company
Leverage Point: CMO may need to promote their company’s image - TEM is a very green activity resulting in significant reductions in paper, trash, electricity and carbon footprints
Key Financial Stakeholder Issues
Accounts Payable - Accurate and consistent GL coding- Tracking of payments, minimize late fees- Accrual support
Comptroller - Full visibility into expense detail- Ability to track budget performance- Ensure expenses are visible to individual cost center and budget owners
Financial Analysts - Financial tracking and reporting by vendor, service and site- Ability to run “what if” scenarios
Internal Auditors - Online access to all financial data - Invoice archives- Proof and reconciliation of payment
Key IT Stakeholder Issues
Network Engineers, Help Desk and NOC - Detailed inventory of services by type, site and vendor for optimization and
management
Project Managers- Full visibility into all service orders & assurance all services are correctly
provisioned
Wireless Administrator - Procure and track wireless devices, optimize usage, visibility into employee
abuse and resolving user problems
IT/Telecom Manager - Ensure network optimization, control expenses, vendor management & reduce
fraud
Other Key Stakeholder Issues
HR – Detailed inventory of employee-issued mobile devices, authorization codes,
calling cards and residential services
Real Estate/Facility Management– Inventory of all services installed at each every location
Procurement – Tracking of vendor contracts, full inventory of services and detailed usage data
Legal – Implement and track AUP policies, access to provider contracts ensure
adherence to financial and regulatory requirements
Department Budget Owners – Full visibility and control of their budget, manager visibility into employee
initiated expenses
Putting It All Together
TEM offers benefits at multiple levels
– Corporate– Departmental– Individual contributor
A successful program requires connecting the associated benefits to the appropriate individuals
Properly set expectations
The more cross-functional and Executive support you get the more successful your program will be
Q&A
Thank You for Attending