The culture required to support Telkomsel’s OSS/BSS transformation

Yesterday’s post described the ways in which Telkomsel has strategically changed their value-chain to attract revenues with greater premiums than the traditional model of a telco. They’ve used a new digital core and an API framework to help facilitate their business model transformation. As promised yesterday, we’ll take a slightly closer look at the culture of Telkomsel’s transformation today.

Monty Hong of Telkomsel presented the following slides during a presentation at TM Forum’s DTA (Digital Transformation Asia) last week.

The diagram below shows a graph showing the need for patience and ongoing commitment to major structural transformations like the one Telkomsel underwent.

Telkomsel's commitment to transformation

The curve above tends to represent the momentum and morale I’ve felt on most large OSS projects. Unfortunately, I’ve also been involved in projects where project sponsors haven’t stayed the journey beyond the dip (Q4/5 in the graph above) and haven’t experienced the benefits of the proposed project. This graph articulates the message well that change management and stakeholder / sponsor champions are an important, but often overlooked component of an OSS transformation.

The diagram below helps to articulate the benefits of an open API model being made accessible to external market-places. We’re entering an exciting time for OSS, with previously hidden, back-end telco functionality now being increasingly presented to the market (if even only as APIs into the black-box).

Telkomsel's internal/external API influences

Amongst many other benefits, it helps to bring the customer closer to implementers of these back-end systems.

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