Telenor's - Ericsson

management how to share with a competitor
52 EBR #3 2010
and sponsored from the beginning, and
that cultural alignment is both fostered
and managed throughout.
It is clear from previous sharing partnerships
that it is vital for the executive team to
establish and implement a structured
approach that will:
▶ Actively manage the tensions between the
two operators and the network sharing team.
▶ Identify early in the process the appropriate
operating model and governance structure.
▶ Ensure that the entire business has bought
into the decisions and agreement.
▶ Establish the roles and engagement model
of key delivery partners early in the process.
With most operators likely to consider or
review sharing opportunities in their market,
it is essential that they do so primarily from
a business perspective – and keep this
consistently aligned with the feasibility of
actually undertaking the technical and
operational aspects of sharing. ●
The three major phases of a structured approach
Organization
hierarchy
C suite
Director
Technical
and
engineering
1.
Foundation
2.
Feasibility
and
program
design
3.
Program
initiation
Market and
competitive
positioning
Evaluation n of
market and an
competitive iti
impact
Joint
network
strategy
Network scope
and scenarios
Evaluation n of
technicall and a
operational on
approaches ch
Agreed
detailed design
Typical approach often taken by operators as natural course
High level
benefits and
financial
drivers
Eva E luation n of o
financial
benefits fi s aand
equity
investment me
Detailed
equity, asset
and benefit
management
AUTHOR
▶ MIKE TANKARD is head of
Network Sharing for the
Western & Central Europe region
at Ericsson, with a primary
focus on developing
the company’s approach and capabilities in network
sharing and consolidation. He has 20 years of experience
in customer management, consulting and business
development within telecoms and IT. Prior to
joining Ericsson, he worked for Hewlett Packard and
Nortel, developing their telecoms business and capabilities
across Europe, the Middle East and Africa.
(mike.tankard@ericsson.com)
High level
organization
agreement
Evalluation
on of
operratingg
mod dels
Detailed
governance
and stakeholder
organization
Gated success
criteria
The red line shows the typical path taken by operators when a relatively quick executive agreement in principle is delegated to a joint network
technology and operations team to build the detailed case. This can spoil alignment of the business requirements and increase the risk of failure.