Page 280 - Performance Leadership

Chapter 15 Telecom Performance Network • 269

F igur e 15.1
An Example of a Telecom Performance Network

Outsourced Core business
Activities
Sales Planning Operations Billing

Website
Retail Internet Internet Internet
channel
IP IP IP
Call Center Telephony Telephony Telephony
Customer
Branded Digital TV Digital TV Digital TV
Shops
Support business

Hardware,
software, Helpdesk Helpdesk Helpdesk Integrated
services Internet Telephony Digital TV billing
providers

Marketing

separate product divisions. Although the figure looks complex, it is a
highly simplified version of reality.

Managing Internal Relationships

Traditionally, internal relationships in telecoms—and in many other
divisionally oriented organizations—are rather transactional. The style
of alignment is often vertical, senior management treating the divisions
as a portfolio. However, with the telecom market becoming more inte-
grated and product offerings being combined, horizontal alignment
becomes more important. In order to manage the internal perform-
ance network, we need to have an understanding of the following:

• The nature of the relationship between the stakeholders
• Which level of transparency is needed to be able to collaborate