Poorly aligned managed services partners have destructive, combative relationships. In many cases a blame game plays out, although often because the relationships are treated as master-servant hierarchies the managed services partner spends its time complaining about the operator behind its back.
These days, the more forward-thinking telecom managed services providers are looking beyond performance reporting to see how they can more closely align their service provision with the business objectives of their operator customers.
A lot of our time is spent helping Service Providers and Operators create a framework for managing what is most important to both businesses.
“End to end metrics” (or is that “end to end metric”?) is a term which is, some might say, bandied about in the telecoms managed services industry – but what does it actually mean? As part of the process of authoring our next thought leadership piece, I searched around for a concise definition – needless to say, I did not find one.
Many Shared Services organisations struggle to get their internal clients to focus on the benefits of the new approach to service delivery. Internal clients tend to highlight the limitations of services and resources which are ‘shared’ – immediately implying that there is a reduced level of service, a deterioration in quality and a lack of focus on their ‘specific needs’. We are used to these objections and challenges – in some cases they are true – in most cases Shared Services teams can demonstrate that their approach leads to better service. The ongoing solution is to ensure clear communication and visibility of what is actually being delivered – nevertheless most Shared Services organisations still fail to communicate clearly to their clients exactly what service is being provided on an ongoing basis. As I have stated before the Hackett Group’s most recent study in this area highlights Best Practice Shared Services organisations as those who manage and communicate on Service Levels effectively. Here’s why…..