“The other part of outsourcing is this: it simply says where the work can be done outside better than it can be done inside, we should do it.”
In this last of a nine-part series on non-traditional OSS markets, we touch on the possible business model differences to support and implement OSS.
With a CSP, the business is focussed on delivering communication services. As such, a majority of the staff across most business units are familiar with communications services. The CEO, the CTO, GM/VPs, etc will all generally understand the importance of the communication network. Core business, core focus.
But in the case of utilities, the comms network is important but secondary to what the organisation does. There are ICT business unit leaders within some utilities that I know of who understand the core business deeply but have little understanding of ICT and even less understanding of what the OSS delivers for their organisation. It means that the OSS business case must be very compelling to divert investment dollars away from core business.
The utility will almost always have the staff required to operate and manage the comms network. But it is less common to have in-house resources that specialise in designing and implementing OSS. This is where specialist OSS implementers and consultants are often required to help guide existing staff on the delivery of an OSS.
In some cases, outsourcing or OSSaaS (OSS as a Service) potentially becomes an attractive proposition for a vendor to offer to their utility customers.