Page 281 - Performance Leadership

270 • Part IV Implementing the Performance Leadership Framework

• Which reciprocal metrics are needed to manage the relationship
• The trust between the stakeholders in order to form a single
value proposition that focuses on the customer

Telecoms have tons of different products, service delivery processes,
and associated departments. In offering integrated telecommunication
services, the various parts of the organization are highly interdependent.
Many departments are involved in installing triple play. The operations
departments in the back office need to program the infrastructure, and
usually multiple services and service companies are involved, for the
basic connection, for ADSLs (asymmetric digital subscriber lines), and
for additional telecommunication equipment. This is typically not a sin-
gle process.
Often every department has its own planning process. This makes it
hard to coordinate a single installation, since there is a specific order of
how an installation needs to take place. The order fulfillment time is
negatively affected by such a process. What further complicates the
service is that equipment is often sent by yet another department or
comes from the hardware vendor of choice, by mail. If the wrong mate-
rial is sent, or incomplete material has been sent, the service company
has to return on another date. The call center needs to be called again
for a next appointment. If there is a problem with the installation, each
division has its own help desk. This makes taking ownership of a prob-
lem (Internet doesn’t work) very hard, help desks start referring to each
other. For a complete installation, customers have to fill out different
forms. In addition to that, there are different billing systems; however,
sometimes there is an integrated billing system, overlaying the various
product-specific billing systems. All the coordination required makes a
triple-play installation very error prone.
Often, when confronted with suboptimal overall results, divisions or
departments invest in a more added-value relationship with each other.
This translates in, for instance, internal account management offering
internal customers a single person to coordinate horizontal alignment.
Although this will help fix problems, it doesn’t solve the issue of a fun-
damentally disconnected process. It will help further to connect
processes by, for instance, swapping planning data between systems.
However, there are still multiple systems in place. Service will still not