Telenor's - Ericsson

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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 <strong>Ericsson</strong>, 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 <strong>Ericsson</strong>, 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.
innovation and the internet forecast EBR #3 2010 53
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