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ON THE ROAD TO OPERATIONAL EXCELLENCE AN OPERATIONAL EXCELLENCE
MODEL FOR MANAGED SERVICE PROVIDERSSTRATEGIC WHITE PAPER
Traditionally, service provider efforts to create a high quality
of experience
(QoE) for end users have been focused on deploying and
maintaining a state-
of-the-art network infrastructure to provide connectivity and
advanced
communication services. More recently, these efforts have
included new
business processes that improve customer service, such as the
introduction
of detailed billing and self-care portals. Some providers have
realized that
a managed service delivery model is a viable option to achieve
increased
levels of operational excellence while they concentrate on their
core business
functions, such as marketing and customer service. This white
paper describes
an operational excellence model that can be used by managed
service
providers to create higher levels of operational excellence in a
managed
service organization. With this model, managed service providers
can improve
operations in support of their service provider customers
efforts to enhance
end user QoE.
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TABLE OF CONTENTS
Operational excellence for managed service providers / 1
Enhancing managed services with operational excellence / 3
Foundation levers / 3
Cultural levers / 8
Implementing operational excellence / 10
Foundation levers / 10
Cultural levers / 11
Conclusion / 11
Acronyms / 12
Author / 12
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OPERATIONAL EXCELLENCE FOR MANAGED SERVICE PROVIDERSIn todays
everchanging telecom market, end user demands are increasing and
customers are becoming extremely conscious of the quality of
service (QoS) they get from their service providers. As a result,
service providers are increasingly focusing on improving QoS and
quality of experience (QoE) through innovative efforts to manage
their business.
For service providers, this means going beyond independent
efforts to improve network infrastructure, services, or customer
service. It requires operational excellence in every area of the
business that contributes to an end users overall experience. And
it requires service providers to move from network-centric to
service-centric Key Performance Indicators (KPIs) and Key Quality
Indicators (KQIs) that shift the metrics from measuring the network
to those measuring services and experience. This can only be
achieved through proactive planning across the entire organization,
including network, marketing, and customer care.
Customer research indicates that network quality is the second
most important factor service providers must consider to create a
high level of end user satisfaction(Figure 1). But while service
providers strive to improve network quality, they must also reduce
costs and extract the maximum value from their existing
investments. Some service providers have realized that a managed
service delivery model is a viable way to achieve increased levels
of operational excellence while they concentrate on their core
business functions, such as marketing and customer service.
Figure 1. Customer perception and key satisfaction drivers
Source: Integrated Customer Experience Management, McKinsey
& Company, February 2010.
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Meanwhile, telecommunications product companies have evolved
their position in the telecom product and service value chain. They
have shifted from being niche product suppliers to managers of
multi-vendor networks.At the core of this shift is the premise that
these organizations are more adept at managing multi-technology,
multi-vendor networks and make them more operationally efficient by
synergizing their product knowhow with the service delivery
paradigm.
As a result of this shift, the onus for network quality is
transferred to managed service providers. Therefore, managed
service providers must ensure they manage their customers networks
as efficiently as possible to satisfy the main reasons for service
providers outsourcing network operations and management
functions:
Improvethebottomline
Realizeincreasedoperationalefficiencies
Enablequickdeploymentofnewservices
Meetincreasedcompetenceneedstomanagemulti-technology,multi-vendornetworks
This paper describes an operational excellence model (Figure 2)
that can be used by managed service providers to better manage
their customers networks and ensure desired network quality levels
are maintained. It explains the internal foundation and cultural
levers managed service providers can manipulate to achieve higher
levels of operational efficiencies for their customers
networks.Foundation levers form the core operating execution base
for an organization, which can catapult it to higher levels of
operational excellence. Cultural levers are those that reflect
organizational values or beliefs that an organization and its
individuals should live by. With this model, managed service
providers can improve operations in support of their customers
efforts to enhance end user QoE.
Figure 2. An operational excellence model for managed service
providers
Governance
Strategic alignment
Leadership
Delivery model
Operationalexcellence
The core
Process & service excellence
Learning & development
Tools & technology
Employeeengagement
Customercentricity
Foundation leversCultural levers
Delivery excellence
Accountability
Problemsolving
Team work
Innovation
Continuous improvement
OE benefits
Customersatisfaction
Increasedrevenues
Lowercosts
Improvedcompetitive
position
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ENHANCING MANAGED SERVICES WITH OPERATIONAL
EXCELLENCEOperational excellence is a structured approach to
business management to steer the organization to world class
performance by the apt amalgamation and implementation of the
foundation and cultural levers in the Operational Excellence
model.
When a managed service provider accepts the responsibility to
maintain a desired level of network quality for service provider
customers, it must deliver a combination of quality, price, ease of
purchase, and service that no other organization can match.This can
be achieved by implementation of an operational excellence (Figure
2) model that:
Alignsmanagementsystemswiththeneedsofserviceproviders
Runsoperationsthatarestandardized,optimized,simplifiedandcontrolled
Fostersaculturethatcentersonexcellenceandaccountability
By carefully managing the foundation and cultural levers that
enable the implementation of this model, managed service providers
can achieve their operational excellence objectives and deliver on
network quality commitments.
Foundation leversThere are eight key foundation levers (Figure
3) that a managed service provider organi-zation must be able to
leverage to achieve operational excellence.
Figure 3. Foundation levers in an operational excellence
model
Governance
Strategic alignment
Leadership
Delivery model
Operationalexcellence
The core
Process & service excellence
Learning & development
Tools & technology
Employeeengagement
Customercentricity
Foundation leversCultural levers
Delivery excellence
Accountability
Problemsolving
Team work
Innovation
Continuous improvement
OE benefits
Customersatisfaction
Increasedrevenues
Lowercosts
Improvedcompetitive
position
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Strategic alignmentAny organization striving for operational
excellence must have strategic alignment in four key areas.
First, it must ensure its corporate strategy is defined based on
business and customer needs. A corporate strategy must always flow
from the needs of the business and its customers. An organization
with a corporate strategy not aligned to business and customer
needs will lose its focus over a period of time and will not be
able to sustain its competitive advantage.
Second, it must ensure its operations strategy is always aligned
with its corporate strat-egy. In this way, an effective operations
strategy becomes an enabler for the organization to achieve its
business goals, rather than an obstacle.
Third, the organization must ensure that individual business
unit operations are aligned to function as a cohesive whole. In
todays dynamic market environment, it is important that individual
departments do not operate or try to achieve excellence in silos.
By coordinating efforts, the organization can ensure a focused
delivery of products and services aligned to customer needs.
Therefore, any initiative taken by the organization must be agreed
to by all business unit heads. With this approach, the organization
can move from a functional organizational structure towards a
process- or service-oriented organizational structure where the
spotlight is on processes executed or services delivered to the
customer and not on individual department deliverables.
Finally, the organization must ensure it develops and introduces
an organizational performance scorecard to continuously monitor
performance. It is important for all organizations to continuously
monitor organizational performance and improvements. A corporate
performance management system, such as a Balanced Scorecard, is an
effective way to ensure the organization stays on course in all
efforts to meet and exceed customer expectations.
With these elements in place, the strategic alignment lever
ensures the managed service provider has its management system
synchronized with customer needs.
LeadershipBut understanding the need for strategic alignment as
part of an overall operational excellence effort is not enough on
its own. An organization must also have senior managers
whocanleadtheorganizationthroughallstrategicalignmentinitiatives.Researchhasshown
that leaders who have been instrumental in developing operationally
efficient organizations share similar character traits. Usually,
these leaders are:
Visionary: A leader with a vision has a clear sense of where the
organization is supposed to go, is going, and how to keep it on
track. Usually, the leader is able to clearly and passionately
communicate the organizational vision to the team and explain how
each employees contribution plays a role in achieving key goals. In
addition, the leader is able to manage the team and steer the
organization on the path towards achieving the vision. Throughout
the process, an effective leader always maintains focus on the
vision and never loses sight of it. He or she is able to see the
big picture and make adjustments as needed. Most importantly, a
true leader is able to get the entire team enthused about the
vision and inspire the team to work together to achieve
objectives.
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Perseverantandunrelenting: A truly effective leader is
unrelenting in efforts to achieve the final goal. The leader steers
the team in the right direction and helps it overcome obstacles on
the path to success. Typically, the leader will persevere until all
goals are achieved. In short, an effective leader actually walks
the talk and inspires employees to emulate the traits the leader
demonstrates.
Motivating: A leader who is visionary, perseverant and
unrelenting also has a motivating influence on employees. Under the
right leadership, employees are motivated to follow the leaders
example and strive towards achieving the leaders vision. Motivated
employees have the drive to accept accountability and take
ownership of their work because it will help the organization meet
its operational goals.
Empathetic: Finally, any leader with the first four traits
mentioned above is also empathetic. Typically, the leader
understands an employees position and empathizes with any problems
the employee may face. Of course, there may be issues the leader
may not be aware of on a daily basis. Therefore, to keep a finger
on the pulse of the organization, the leader must perform a status
check periodically to assess the teams performance and ensure it is
still aligned with strategic objectives. When required, the leader
steps in and eliminates any issues that may affectteam operations
and make it harder to attain business goals.
Delivery modelA truly effective leader is also instrumental in
ensuring the organization has a delivery model in place, which
defines its management style, service delivery approach, and human
resource philosophy. A delivery model specifically designed to help
an organiza-tion achieve operational excellence is usually built
based on three key considerations.
First, the organization must consider the appropriate sourcing
model to fulfill human resource needs. Hiring, in-sourcing and
outsourcing all have pros and cons, and creating the right balance
of approaches can be difficult. The right blend must be selected
based on a variety of factors, such as the need for knowledge
versus operational competencies in an organization, associated
costs, the impact on organizational efficiencies, and expected
productivity.
Second, the organization must create the right balance between
centralized and decentralized decision making and day-to-day
operations to ensure optimum delivery of services to customers. An
organization striving to achieve higher levels of operational
excellence cannot operate on either extreme of the centralization
or decentralization models. Some amount of centralization keeps the
organization aligned with a particular focus and goal. Whereas
decentralization helps translate and percolate this focus on a
wider scale throughout an organization by creating levels of
leadership and decision making across the entire chain of command.
It also empowers employees and allows them to improve their
performance by acting to address deficient or inefficient areas
immediately without approval from the top of the organization.
Plus, decentralization allows managers of business areas to
actually use their firsthand knowledge and experience to improve
operations in their specific domains.
Finally, the organization must also consider an appropriate
approach to service delivery. Shared service delivery allows a
common pool of organizational resources to be used to provide
services to multiple customers. With this approach, the focus is on
the service provided. The same service can be provided to multiple
customers using the same set of resources. On the other hand, a
project-based delivery model allows every customer
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project to have a different set of organizational resources
responsible for the projects delivery. Choosing the right delivery
model may depend on factors like the number of projects the
organization is running, their scale, customer needs and the
organizational vision for service delivery.
Process excellenceAnother key foundation lever required to
achieve higher levels of operational efficiencies is process
excellence. Quite simply, process excellence is achieved in a
process-oriented organization because there is awareness of the
core operational and support processes at all levels. Plus, the
owners of each process are clearly defined.
A process owner is the person responsible for process
definition, implementation and adherence, as well as performance
monitoring and visibility, and continuous process improvement.
Every process owner must execute a specific process and take
complete ownership of that process.
To ensure an organization continues to demonstrate increasing
levels of process maturity, it is essential that a baseline process
repository is created and maintained for all organi-zational
processes. Where needed, processes must be standardized.
Organizations with offices in geographically diverse locations must
standardize their processes across these locations to ensure
consistent design, standardized execution, and uniform
monitoring.
In addition, organizations must standardize processes where
differentiation brings little or no incremental value. This allows
them to avoid the huge inefficiencies involved in re-inventing the
same process over and over again, and allows them to apply their
energies to innovating around those processes and business models
that bring true differentiation and value to the business.
Of course, deployed processes must be monitored for their
performance and continuously improved. This requires monitoring
process KPIs and analyzing if they are meeting defined Service
Level Agreements (SLAs) and Operating Level Agreements
(OLAs).Process adherence checks are used to determine if a process
is being executed as designed, and quality or process audits are
used to ensure adherence. Gaps identified in process execution must
be analyzed and bridged and the new optimized process should be put
into operation. Ultimately, process and quality excellence is
abundantly rewarded.
Customer centricityCustomers are the be-all and end-all of any
organizations existence. An organization that is not focused on the
needs of its customers will find it difficult to sustain and grow
its market position. For this reason, customer centricity is an
important foundation lever on the road to operational
excellence.
What is customer centricity? Simply put, it is knowing a
customers needs and aligning service delivery to meet and exceed
customer expectations. The stress here is on exceeding customer
expectations because, in todays market, it is no longer sufficient
for organiza-tions to just meet customer needs. Only when an
organization and its employees change their operating paradigm from
one designed to meet expectations to one designed to exceed
expectations, will their efforts to improve a customers network and
business succeed.
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For this to happen, customer centricity must be more than a
corporate buzzword used by the leadership team. A customer-centric
culture must be an intrinsic part of the structural fabric of the
organization and a fundamental goal of every employee in the
organization. Therefore, every employee must assess every action to
determine how every process can be improved to better serve
customers and exceed their expectations. When such think-ing is
ingrained in every employee, the entire organization will catapult
itself towards becoming a highly successful business in the global
marketplace and set ever new benchmarks for operational
excellence.
Finally, to ensure a customer-centric culture is maintained,
managed service providers must keep a constant tab on customer
centricity. This can be achieved by measuring customer satisfaction
levels with customer satisfaction surveys, or by eliciting feedback
in governance meets.
Employee engagementOf course, customer centricity can only be
achieved by organizations who have fully engaged employees. An
engaged employee is one who is fully involved in and enthusiastic
about his or her work and, therefore, will act in a way that
furthers the organizations interests. According to Scarlett
Surveys, Employee engagement is a measureable degree of an
employees positive or negative emotional attachment to their job,
colleagues and organization, which profoundly influences their
willingness to learn and perform at work.1
Employee engagement is a heightened level of ownership or
accountability that ensures all employees want to do whatever they
can for the benefit of their internal and external customers, and
for the success of the organization as a whole. Managed service
provider organizations can increase employee engagement by:
Introducingrewardsandrecognitionprogramsthatacknowledgeandrewardparticulartraits
in the organization
Creatinginternalbrandingthatmakesemployeesproudtobeapartofthemanagedservice
provider brand
Bringingclarityinemployeeroles
ClearlydefiningemployeeKeyResponsibilityAreas(KRAs)andexplainingthelinkbetween
their role and the organizations ability to achieve business
objectives
Definingcareerroadmaps
Definingcareeradvancementopportunities
Emphasizingemployeebenefitsbeyondwork
Sendingsufficientandrelevantinternalcommunication
Stressingthevaluesoftheorganizationattherightforumsandattherightintervals
Learning and developmentLearning is a never-ending process. This
is true for an organization as much as it is for an individual. For
this reason, the learning and development lever can have a
substantial impact on an organization striving for operational
excellence. At all times, every organi-zation must ensure it has
mechanisms in place to enable the learning and development of its
individual employees and the entire organization.
1 What is Employee Engagement, Ken Scarlett, Scarlett Surveys
International,
http://scarlettsurveys.com/employee_engagement.cfm.
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Individual learning and development refers to how an individual
in an organization learns various skills (behavioral, technical,
and managerial) and competencies and progresses from beginner to
expert on each. Organizational learning and development refers to
how an organization goes through the process of learning to become
a continuously learning organization.
Managed service providers must have learning programs to meet
the competence needs of their organizations. Typically, these are
structured around the multi-technology, multi-vendor expertise
needed to manage their service providers networks and make them
more operationally efficient. By carefully managing individual and
organizational learning processes, organizations striving for
operational excellence can better manage their customer networks
and serve their customers.
Tools and technologyThe final foundation lever in the
operational excellence model is related to tools and
technology.
In todays competitive, ever-changing market, tools and
technologies are very important enablers for an organization
working to improve its efficiency and productivity as part of an
operational excellence program. To ensure all its processes are
able to achieve operational excellence, an organization must
identify the tool and technology investments suited to its business
needs, and it must integrate them in its operations. With the right
tools and technologies, an organization can drastically reduce
manual effort and improve employee efficiency.
Cultural leversIn addition to foundation levers, a managed
service provider organization must also be able to leverage six
cultural levers in the operational excellence model. Each of these
levers plays a specific role in an organizations efforts to build a
culture focused on operational excellence (Figure 4).
Figure 4. Cultural levers in an operational excellence model
Governance
Strategic alignment
Leadership
Delivery model
Operationalexcellence
The core
Process & service excellence
Learning & development
Tools & technology
Employeeengagement
Customercentricity
Foundation leversCultural levers
Delivery excellence
Accountability
Problemsolving
Team work
Innovation
Continuous improvement
OE benefits
Customersatisfaction
Increasedrevenues
Lowercosts
Improvedcompetitive
position
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Delivery excellenceThe delivery excellencelever refers to the
ability of an organization to consistently deliver on time,
reliable, high quality services. The objective of delivery
excellence is to delight the customer by ensuring the organization
and each individual in it strives to deliver on customer
expectations, and meet and exceed those expectations at all
times.
AccountabilityTo ensure delivery excellence, employees and the
organization must be accountable. Therefore, the accountability
lever refers to the ability of all employees to be account-able for
the work they do and what they deliver to customers.It is
aboutempowering employees to take end-to-end ownership for the
tasks they perform and the subsequent outcomes of those tasks.
Ultimately, it is about honoring commitments the organization has
made to each customer and striving to live up to those
commitments.
Problem solvingAn organization focused on delivery excellence by
accountable employees must also be able to solve problems as they
arise. The problem solving lever refers to the ability of employees
to first acknowledge the existence of a problem because a problem
acknowledged is a problem half solved. Once the problem is
acknowledged, the organization must have the mechanisms in place to
empower employees to work on developing and delivering optimum
solutions.
TeamworkAn organization can facilitate the development of more
effectivesolutions by enabling the creation of multi-disciplinary
teams that can tackle complex problems more efficiently than could
otherwise be achieved by an individual employee. Therefore, the
teamwork lever is an important consideration. Organizations
striving for operational excellence need to recognize the
importance of teamwork and team spirit in achieving organizational
goals.
InnovationOf course, to continuously meet and exceed customer
expectations, all managed service providers must not only consider
what customers need today, but what they will need in the future.
In todays agile business world where market demands are constantly
changing and customers are becoming choosier by the day, the
innovation leveris the key to continuously ensuring an organization
remains ahead of the curve. By focusing on innovation, managed
service providers can ensure their operational excellence efforts
enable them to have the most efficient backend processes, offer the
most effective customer touch points, and deliver the most advanced
services.
Continuous improvementObviously, an organization that continues
to innovate has the foundation for the final cultural lever,
continuous improvement. Over the years, this concept and
catchphrase has been overused and misunderstood. What does it mean
within the context of opera-tional excellence? Quite simply, it
implies being aware of individual, organizational, and system
performance indicators, viewing these performance indicators with
an objective eye and continuously making improvements to ensure the
organization continues to deliver superior service.
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To chart their continuous improvement efforts, managed service
providers can use the operational excellence continuum. This tool
helps organizations assess where they are on the continuum and
re-align their efforts to achieve higher efficiencies. Figure 5
shows the operational excellence continuum for the six cultural
levers outlined in this paper. It compares the traits of an
organization with low operational efficiencies with those of an
organization with high operational efficiencies.
Figure 5. Operational excellence continuum for an organizations
operational excellence cultural levers
IMPLEMENTING OPERATIONAL EXCELLENCEAppropriate implementation of
the operational excellence model can steer a managed service
provider organization to increased levels of performance.
Ultimately, better performance will affect network quality and
support service providers with their efforts to meet customer
quality expectations. This will increase service provider and end
user satisfaction and delight. Although there are many ways for a
managed service provider organization to manipulate the foundation
and cultural levers of the operational excel-lence model, there are
a few guidelines that can be followed to ensure success:
Foundation levers
AligntheManagedServicebusinessdeliverywiththecustomersbusinessobjectivesby
translating the customers Key Business Objectives(KBOs) to the
Managed Service providers KQIs (Key Quality Indicators) and KPIs
(Key Performance Indicators).
Strategicallymovetoaprocess-andservice-basedorganizationinsteadofafunctionalorganization.
Implementacorporateperformancemanagementinitiative,suchastheBalancedScorecard,to
balance the organizations delivery in four key areas: customer
satisfaction, financial performance, process health, learning and
knowledge management.
Low operationaleffectivenessand efficiency
Ad hoc delivery
Responsibility assignment unclear
Problems due to other departments
Working in silos
Few or zeroinnovations acrossthe organization
Reactive approachto bridging operationsgaps
Managed delivery
Shared responsibility
Intermittent problem acceptance and solving
Teams working together,however individual agendas take
priority
Conscious approach to innovating
Improvement projects planned and executed when needed
Optimized delivery
Accepting responsibility and owning the results
Innovative and proactive problem solving techniquesin
operation
Output bigger than the sum of individual efforts- team synergy
at work
Innovation a way of life
Continuous Improvement part of day-to-day operations DNA
High operationaleffectivenessand efficiency
Deliveryexcellence
Accountability
Problemsolving
Team work
Innovation
Continuous improvement
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Groomleadersatdifferentlevelsintheorganizationwithleadershipprogramsand
workshops. Leadership can be classified into business leadership,
functional leadership, project and team leadership and individual
leadership.
Selecttheappropriatehumanresourcedeliverymodelwiththerightmix(betweenhiring,
insourcing and outsourcing).
Selectandimplementappropriatelevelsofcentralizationanddecentralization.
Identifyandassignprocessownershipforeveryprocessandservice.Developanddeploy
a process repository of the organizational processes and monitor
process execution on a periodic basis.
Implementprocessimprovementinitiatives,suchasSixSigmaandLeanAnalysis,to
identify bottlenecks and improve processes. Consider implementing a
process automation system to reduce manual intervention and improve
process performance.
Usesurveysand/orperiodicgovernancemeetingstomonitorcustomersatisfaction
and feed results back into the operation to enable continuous
improvement.
Createaninternalbrandthatemployeesareproudtobeapartof.
Appropriatelyrewardemployeesforajobwelldone.Alsorewardparticulartraitsthatthe
organization wants to foster in its work processes and culture.
Clearlydefinecareerroadmapsandcareeradvancementopportunitiesforemployees.
Communicatetheorganizationbrand,vision,missionandvaluesatappropriateintervals
and forums.
Identifythecompetencyneedsoftheorganizationandindividualsanddevelopalearning
plan for both.
Identifythetechnologyinvestmentsrequiredandimplementthem.
Cultural levers
Rewardindividualswhoreflectthetraitstheorganizationwantstofoster.
Makeindividualsaccountablefortheirdeliveryandlinkindividualperformancewithorganizational
goals.
ImplementinitiativeslikeManagementbyObjectiveswhereindividualobjectivesflowfrom
organizational objectives to increase alignment.
Identifyandimplementtherightbehavioralandleadershiptrainingrequiredtosupportoperational
excellence efforts.
Stressonthesynergycreatedbyteamworkandrewardindividualandteamperformance
in different scenarios.
Fosteracultureofinnovationandcontinuousimprovement.
CONCLUSIONWith this model, managed service providers canachieve
operational excellence in a managed service organization. More
importantly, by carefully managing and manipulating the internal
foundation and cultural levers,managed service providers can
achieve higher levels of operational efficiencies for their
customers networks. Foundation levers enhance the organizations
core operating execution base. Cultural levers enhance
organizational values or beliefs that the organization and its
individuals should live by.
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www.alcatel-lucent.com Alcatel, Lucent, Alcatel-Lucent and the
Alcatel-Lucent logo are trademarks of Alcatel-Lucent. All other
trademarks are the property of their respective owners. The
information presented is subject to change without notice.
Alcatel-Lucent assumes no responsibility for inaccuracies contained
herein. Copyright 2011 Alcatel-Lucent. All rights reserved.
SBG5677110506 (September)
Of course, as the model shows, any efforts to manage foundation
and cultural levers must be supported by effective governance. With
proper governance, the foundation and cultural levers can be
institutionalized and carefully monitored to ensure they are
functioning as desired. In addition, governance ensures the
organization can makechanges, as required, to keep itself aligned
to customer and business goals.
An organization that successfully implements this model will
improve operations in support of its customers efforts to enhance
end user QoE. Ultimately, this creates higher levels of customer
satisfaction, lowers costs, improves revenues, and enhances the
organizations competitive position.
ACRONYMSKPI Key Performance Indicators
KQI Key Quality Indicators
KRA Key Responsibility Areas
OLA Operational Level Agreement
SLA Service Level Agreement
QoE quality of experience
QoS quality of service
AUTHORDuhita DharwadkarHead of Process & Quality
Alcatel-Lucent Managed Solutions
DuhitaDharwadkarisHeadofProcessandQualityatAlcatel-LucentManagedSolutions.Inthis
position, she is responsible for implementation of Process and
Quality Management initiatives like Process Architecture creation,
Process Performance Monitoring and Analysis and CMMI for services
implementation.
Operational excellence for managed service providersEnhancing
managed services with operational excellenceFoundation
leversCultural levers
Implementing operational excellenceFoundation leversCultural
levers
ConclusionAcronymsAuthor