White Papers

  • Customer Experience Management

    Making Customer Experience Management work in a Managed Services Arrangement

    A paradigm shift?

    Customer Experience Management (CEM) is a hot topic for telecoms operators– and like any hot topic should be treated with excitement, trepidation and scepticism in equal measures.  Understanding how each customer experiences your product, and being able to use that information to improve their experience should revolutionise the way operators make decisions – but can it and will it? 

    On the face of it CEM could be ...

  • Smart Managed Service Providers are protecting their customers margins

    Smart Managed Service Providers are protecting their customer from threat. Are you?

    The network has changed, utterly.

    The standards of performance required on managed services 1.0 contracts were relatively for service providers easy to meet. They needed to ‘operate’ networks in an environment which was relatively stable. Revenues driven by new customers: the Service Providers’ challenge was to make money by reducing the cost base. 

    Then something dramatic and radical happened which changed networks forever. Consumers put their mobile devices at the centre of their lives – ...

  • Managed Services 1.0 to 2.0

    Moving from Managed Services 1.0 to 2.0

    The alignment of service provider key performance indicators with carrier business objectives


    Managed services 1.0:

    A pure outsourcing of network – planning, build and operate – from carrier to service provider, with a focus on the technical performance of different aspects of the network and information technology (IT).

    Managed services 2.0:

    The second iteration of thinking by the carrier often includes recognition that an early motivation for network and IT outsourcing was ...

  • Governance Capability in Shared Services

    Shared Service Centre Operations are in a cycle on continuous comparison and assessment. Comparison with older operating models before the SSC transformation, assessment against other SSC’s within the organisation, or outside, comparison with outsourced models and other transformations. There is a constant need to demonstrate value, improvement, flexibility in meeting the changing needs of the organization and in satisfying a broad, demanding and perhaps self-interested set of stakeholders.

    It is the proposition of this paper that governance, properly understood and ...

  • Customer Centric Outsourcing Governance

    Executive Summary

    This white paper tackles the question of how outsourcing companies can use effective governance to drive better margins and secure renewals with key clients.  Strong operational focus on service delivery is a key activity - but it is not the only activity required to ensure deal renewal and predictable renegotiations.

    Client companies are increasingly comfortable about the outsourcing business model.  Nevertheless outsourcing remains a major decision - clients continue to worry about the quality of service being delivered, ...

  • Governance and Entropy

    Entropy is a measure of the energy not available for useful work. In governance the entropy measure is high and increases over time.

    It is usual in the early phases of an Outsourcing or Shared Services transformation for there to be a lot of energy available for governance. It’s importance is clear, there will be numerous meetings to discuss the best process, the right metrics, how change is to be managed, what the reporting rules are, who makes decisions and ...

  • KPIs as a tool to add value in Outsourcing and Shared Services Relationships

    It is universally acknowledged that effective services management requires a well-defined, properly scoped and thoroughly understood set of Performance Indicators. Those key indicators, KPI’s, will form the bedrock of the contractual relationship and the Service Level Agreements (SLAs) that are typically an integral part of the design of Shared Service processes and of the framework for the on-going supplier/client relationship for both Shared Services and Outsourcing. It is also true that too frequently those KPI’s are less then well defined, ...

  • Aligning Organisational Activity to Strategic Targets? Using Balanced Scorecards?

    Enterprises are increasingly focused on Strategic Performance Management. In most large and diverse organizations ensuring there is a consistent alignment between day to day activities and Strategic objectives is a challenge. The list of methodologies and variants to measure the alignment of operational activity to strategic objectives is endless; among the most frequently referenced are Activity Based Costing, Control Charts, Strategy Maps, Six Sigma (lean or otherwise), Total Quality Management, Value Based Management, The Performance Prism, The Balanced Scorecard and ...