Digital Transformation of Telecom Operators (Ⅱ)

The classic three-stage analysis method is: "Why? What? How come? " . Use this method to talk about what and how.

Martin kree Na believes that operators may have several transformation directions:

Operators focus on B2B to provide network connection wholesale, and customers may be other operators. Ten years ago, this "dumb pipeline" was a mockery and warning to operators, but after many years, it is also a bad direction for operators to re-examine the "dumb pipeline". The establishment of China Tower Group is also an attempt in this direction.

Maintain the status quo, keep the communication infrastructure, and continue to provide communication services for individual customers and corporate customers. This state may not be a stable state for operation, and it may eventually be like the result of "boiling frogs in warm water".

On the basis of "traditional players", we can also provide enough investment to build an open API platform, and we are willing to cooperate with a wide range of "OTT players" to bring new digital services to the market. Martin believes that this is the "best solution" for operators.

On the existing basis, become a similar OTT manufacturer. However, Martin believes that only a few existing operators can do this, and operators' internal capabilities, financial framework and regulatory restrictions will prevent operators from becoming IDSP.

We no longer have network infrastructure, but focus on developing and providing services, similar to the existing virtual operator (VNO). Martin believes that this model should not be regarded as the ultimate state of operator transformation. At first, an operator may be divided into two entities, namely "dumb pipeline" and "service enabler", but after getting rid of the shackles of network connection, operators can compete with "OTT" players in an equal environment.

In addition, Martin put forward the four aspects of the operator and the ten major journeys:

Journey 1: Transition from discrete network elements to self-management and virtualization of communication and cloud infrastructure.

Journey 2: From the passive security policy of a specific product to the active unified security policy.

Journey 3: Change from limited data usage to an enterprise centered on uniformly arranged data.

Journey 4: Transition from a closed management system to an open API platform architecture.

Journey 5: Transform from a limited traditional product service portfolio to a diversified digital service portfolio.

Journey 6: From a limited supplier to an active partner ecosystem.

Journey 7: Change from a limited business model to a diversified business model.

Journey 8: The transformation from traditional telecom operators' organization and culture to digital organization and culture.

Journey 9: From focusing on traditional channels to multi-market channels.

Journey 10: From one-dimensional customer relationship management to 360 omni-channel customer experience management.

In addition, I saw an article in China sorting out a transformation model, and I felt very clear. I also listed it as a reference.

In fact, the methodology is similar in abstraction, and many general management principles can be used. Let me give two examples:

Digital transformation strategy mainly includes:

Digital transformation needs the support of powerful organizations, and it needs to clarify the responsible subjects of transformation, formulate reasonable organizational business objectives, support assessment and incentive mechanisms, and optimize cross-organizational collaboration processes. Under suitable conditions, we should also set up a special digital transformation organization to coordinate business and technical departments, establish a collaborative operation mechanism between the digital world and the physical world, and promote digital transformation as a whole.

Corporate culture is the key factor for the success of digital transformation. We should constantly cultivate the concept of transformation culture, stimulate individual vitality, create a good transformation environment for employees, and form the power source of digital transformation.

Principle 1, strategy and implementation planning.

Principle two, commercial and technological two-wheel drive.

Principle 3: Pay equal attention to independence and cooperation.

First, top-level design

Second, platform empowerment

Third, ecological landing.

Fourth, continuous iteration.