• MNCs want to be serviced in a consistent, cohesive and competent manner.
• MNCs are by definition multi-territory pressuring the decentralized self-determining entities within a CSP group to align somehow.
• Five major challenges to get this right:

• 1. Sub-scale products and practices can compromise integrity
  2. Immaturity and degradation within each product
  3. Scale compromises company and other important identifiers
  4. IT stacks for different lines-of-business
  5. Implementations differ by opco
• How do you provide a consistent and cohesive experience to MNC customers?

• Easy introduction into environments.
• Get going with data extracts and spreadsheets.
• Deliver visibility, measurement and trending to MNC and business stakeholders.
• Create a clear view of everything that is important. Bring immediate insight into end-to-end performance and process.
• Stable base for ongoing practice improvement. Enable across multiple entities: Pragmatic workflow and automation.
• Updated in real-time.
• Interact seamlessly with MNC customers through digital customer experiences.

Often multi-territory CSPs are structured in a federated operational model.

There are many good reasons for CSPs choose to strongly empower their opcos. Some of these include:

• Ensures accountability and focus
• Unlocks funding from a larger number of investors
• Regulations and licensing

This model has proven to be a particularly effective way to establish a competitive mobile operator.

In this case each opco has its own:

• Product definitions
• Networks and equipment
• IT Systems
• Processes and practices

Invariably increased pressure on the margins of mobile operators results in a choice to diversify their product portfolios.

This diversification of service offerings into fixed, ICT and IOT in smaller markets has not always been effective for two primary reasons:

• Products are characterised by high-complexity at a low volume (compared to mobile service).
• Low demand for services in the local market limits the investment made into people, processes, systems and technologies.
• Major practices are not adequately established for each new line-of-business.

As a result the maturity of practices supporting line-of-business (Mobile; Fixed; IOT; etc.) differ dramatically within an opco: fairly-mature mobile practices and chaotic fixed/ ICT practices.

Data within large BSS & OSS systems tends get horribly out of line. Why is that?

Within each business process underpinning the delivery of a service, data related to the customer’s service is captured into IT applications.

The data captured should align for all services, but from time-to-time it gets compromised.

What do you experience?

1. Customer is being billed for services they do not have.
2. Services where built without orders being processed. Commercial controls get bypassed.
3. Services are running but do not exist in ordering or billing systems. Revenue leakage.

Why did this happen?

• Staff manually worked around slow or broken systems.
• Business processes are not followed because they delay service delivery.
• Systems are unable to cater for use-cases needed to get the work done.
• Changes to systems, or processes or organisations compromised what should have happened.

It is very difficult to fix cross practice data challenges within traditional IT architectures, requiring operational reporting and revenue assurance practices.

It is expensive to remedy and cleaning up would most often compromise available capacity which generates additional revenue.

Every CSP makes a decision at some point about how they define a customer. The definition of a customer to a CSP selling consumer mobile services will differ dramatically to a CSP focused on selling ICT services to large businesses.

A mature definition of a customer will include the concept of: a owner account (normally a legal entity); a billing account (paying entity); a service account (location or site to whom services are provided); contacts (with different roles).

Ideally you would use either the owner account or billing account as a unique references to a “single” business.

Too often it is not so simple:

• definition of a customer within the CSP changes over-time,
• account management principles changed (for example, a change from regional to centralised account management),
• structural choices and changes by the customer,
• mergers and acquisitions,
• different IT platforms are used in the delivery of different services, and
• IT platform migrations

As a result, very often large-businesses end up with numerous separate accounts within a CSP. All other data in the eco-system is complicated by this.

Multi-nation corporates inherit:

• Sub-scale products and practices from smaller opcos
• Inherent immaturity and degradation problems within each product
• Compromised company and other important identifiers across systems

In addition: organisation, system and process implementations in each opco differ per product.

As a result MNCs often receive a very fragmented experience.

Creating a single clean view of an MNC requires the intervention and manipulation (often in spreadsheets) by capable analysts.