A strategic OSS expert: Work smart, work lazy, build assets
Whilst reading an article on Business Insider called, “A Gen Z software engineer at Google reportedly earns $150,000 working one hour a day,” I found
“The buck stops here!”
Harry S. Truman
A CSP starts with it’s evolving service catalog (ie the definition of the services that it offers) and ends with the ongoing reliability of the network and associated services.
If these steps, or any of the other steps in between fall away, then the CSP’s brand power will diminish.
The OSS is a guiding hand in most of these steps so it fundamentally a tool that is tasked with brand protection. The brand value buck stops here (at the OSS).
If your OSS isn’t enhancing the organisation’s brand then it’s not fulfilling its main purpose for being.
Whilst reading an article on Business Insider called, “A Gen Z software engineer at Google reportedly earns $150,000 working one hour a day,” I found
In a recent article, we compared how telco holds itself accountable to its internally adored five-nine availability standards, yet still has cellar-dwelling customer satisfaction scores.
Large carriers (let’s call them T1’s) tend to approach OSS procurement projects very differently from small to medium sized carriers (let’s call them T2’s). This
I really enjoy the musings of Jason Fried. He blogs over here at 37signals, has written books such as “Re-work” and runs a successful (bootstrapped)
Here at Passionate About OSS, we are exactly that – Passionate About OSS (Operational Support Systems). We’re also passionate about BSS, NMS, or any other names you call the tools that help to operationalise your network.