HEAL THYSELF

The lowly operational support system needs a better image. Too few people recognize that the OSS environment fundamentally differentiates a winning service provider from a loser.

Most carriers misjudge OSS value in two ways. First, they fail to recognize the critical business advantage these systems represent. Second, they fail to recognize the value (in time and money saved, and in achieving value chain automation) of using common processes and systems.

Here's a 12-step program for turning the lowly OSS into a competitive edge:

1. Admit you have a problem. A company called Customer Value Management Inc. has proved that bottom line results are directly related to customer satisfaction. Further, CVM has shown that customers care most about the very things only a solid, well-integrated operational environment can deliver-quoting a competitive service interval, meeting commitments consistently, and so on. If you are not yet a "smooth operator," you've got a problem. Come to terms with it.

2. Recognize you can't operate alone. You need to do business with other service providers. You need to count on suppliers to help you establish your networks and the systems that run them. You need to rely on companies that are experts at building OSSs to get a faster start. You can't expect to make everyone else do business "your way."

3. Get educated about how you should structure your operational processes. The TeleManagement Forum's Telecom Operations Map (TOM) is the de facto standard for how to view operational processes for service fulfillment, service assurance and billing. Find it at www.tmforum.org by clicking on "publications."

4. Map your own processes. Trace a service request from the customer through to provisioning, installation, activation and creating the billing account. Form a relationship between your processes and those shown in the TOM. Vendors know the TOM and can tell you where their software fits on it. Use it to simplify your RFP process.

5. Look at where you are in the value chain-identify other companies you need to work with. Think about the agreements you need in order to automate your "end-to-end" processes. Find out what agreements already exist from standards groups and industry associations.

6. Benchmark your performance against competitors, from the perspective of what matters to the customer. How do your service intervals stack up? How well do you meet your commitments?

7. Identify where you need to invest in process redesign and improved OSSs to keep up with-and beat-the competition. Focus on the places causing your customers the most pain and think about what you need to do to fix those problems.

8. Take a long look at your competitive strategy and determine which aspects are dependent on having a solid operational environment with well-integrated OSSs. When building brand identity, consistency is critical. Do your OSSs support the need for a consistent level of service in support of the brand?

9. Recognize that you lack the time, money and skills to build unique OSSs. A recent study on the telecom OSS market by Ovum Ltd. revealed a clear trend toward buying OSSs, not building them.

10. Think about how to invest. Look for solutions that will "fit" within your own internal processes and the larger telecom value chain. If the legacy environment is a deterrent, start with a new service area-a green field within a larger legacy estate-and establish a process and systems environment that will take you well into the future.

11. Find out what's being worked on within the industry and which vendors are putting money into common, well-integrated solutions. The TeleManagement World trade event and other forums can help.

12. Make your voice heard. Decisions are being made in real time that will determine how every service provider will do business, by influencing the development of next generation OSSs. Enlightened service providers have seen the need for an independent rallying point-a place where they can articulate their requirements and work with the vendors to meet them. You can be one of the enlightened ones, too.

The preceding was an intervention because we care and because we want you to break your bad OSS habits. Elizabeth Adams is President and CEO of the TeleManagement Forum.