PART 1: THE TRANSFORMATIVE CIO
The majority of general conclusions from the study we commissioned relate to two interrelated issues that are changing the face of the telecom industry: customer expectations and the speed of technology evolution. Expectations and technology feed each other, creating the need for faster innovation and time to market, improved network infrastructure, new approaches to management and support software, and substantial changes in the ways various areas of the organization work together. Customer expectations of total mobility, ever-faster connectivity, personalized services and perfect, instantaneous delivery seem to be growing as quickly as their data usage. At the same time, the pace of change is unprecedented cloud, M2M communications, the rapidly evolving world of devices and apps and operators are being pushed to come to grips with the complexity of these changes all at once.
Part one explores CIO wants, needs and opinions related to IT implementation and their position in today’s service provider organization
PART 2: WHAT THE JOB IS TODAY
Service provider CIOs understand that they’re jobs are not immune to the change sweeping through the industry and the technology supporting it. In part two, we look at various aspects of the CIO position’s continuing evolution. Using their own words from the IDC interviews, IT executives explore pain points like coping with the explosion in online video and other data, legacy systems and also legacy practices. The report also discusses the changing nature of IT’s relationship with the business side, and how CIOs are reaching out to forge a more effective partnership. Lastly, the report examines issues related to becoming a more customer-centric organization, and how those efforts are impacted by the use of transformative IT.
PART 3: TRANSFORMATION, NONSTOP
As one IT executive in the IDC study said, “If you like transformation and you like change, it’s going to be a lot of fun. If you don’t, if you like the traditional barriers and organizational walls, there’s a high degree of probability you’re going to freak out.” In part three, we look at the strong opinions and attitudes surrounding the subject, the implementation and even the very word, “transformation.” Part of that discussion concerns participant thoughts about becoming an ICT organization rather than remaining a service provider. As with transformation in general, the study shows strong opinions on both sides of the possibility. The report also addresses what transformation means for the IT department and company organization as a whole.
PART 4: SKILLSETS AT A VIRTUAL CROSSROAD
In part 4, we focus on the ways virtualization is driving a shift in the skills needed within the IT department, and how current network infrastructure effects CIO attitudes. In part one of this series, we identified two groups of service providers the Cautious, who are skeptical of “transformation” and of venturing outside of traditional services, and the Assertives, who are more likely to work at a smaller company that already operates according to a next generation model. This divide is explored in part four. The report also presents Ericsson’s view of infrastructure transformation, based on the attitudes and opinions expressed by IT executives in the IDC study.
PART 5: OSS/BSS MINUS THE ‘O’ and ‘B’
What is the future of operations support systems (OSS) and business support systems (BSS)? In this final part of our series, we look at CIO opinions of where support systems need to go in order to provide the agility and flexibility service providers need. Drawing directly from the IDC research study, the report shows how IT executive statements on OSS and BSS very much reflect the current environment of change and technological possibilities in the industry. The broad majority acknowledges that the lines between operations ("O") and business ("B") have become blurred such that support systems have to change more radically to accommodate a whole new realm of digital services, virtualization and the evolving management of data centers. The minority still sees support systems as tools for more traditional management and orchestration or process enablement. The report also explains how Ericsson is responding to CIO needs and opinions in shaping the support systems of the very near future.