Telco Response Business Environment

Digital business affects Telco or CSP (Communication Service Provider) to response quickly. Why? Because telco has limited time and the same time make operation more effective. Standardization is one way to decrease operational cost and increase value of infrastructure. For Example TMF has release Digital Maturity Model (DMM) to measure digital maturity and plan digital transformation across organization. The final goals of DMM is decreasing time consuming and neglect failure and assure digital transformation of enterprise. Several dimensions should we know and measure periodically like customer, strategy, technology, Operations, Culture, People and Organization. Standardization promote collaboration and create new solution that can be used by other as lessons learned. CSP can provide input and testing model, applying in real field of business and improve the solution.

Picture : Pexels Telecom

Telecom must response Over The Top Content (OTT) as new business in disruptive era. This era came and registered in value chain of CSP value in long time previously. Provider can access customer directly through internet provider to win the business. Of course this business model can decrease cost with decreasing integration with customer called Moment of Truth (MoT) to simplify business process and deliver service. Why Internet Of Things (IoT) is preferred by customer? Because of this simplify and decrease time consumption of business processes between provider and customer and deliver service as spoon as possible. There as so many things of customer in real life can be integrated with this business. The Revolution of internet and access has form this earth more flat and the key of this business is still internet provider with special value that can be increased through standardization.

Convergence communication and information (ICT) that represented by internet and application (software) and people culture create business opportunity.  Mobile software divide by open source (Android) and licensed based (IOS) and others like clouds and virtualization. This ecosystem build interdependent relationship that should be maintained to provide best quality of product of customer consist of free layer and non free layer.  Of course business player will choose internet provider with high Service Level Agreement (SLA) supported by standardized configuration. This relationship can put equal position dealing with cost, quality and time as triple crown with unique combination in business environment.

eTOM and other family like frameworx release several version as evaluation result. Enterprise should increase agility to response business environment through collaboration internally and externally. Customer focus and feedback is aligned with enterprise response to maintain and wow the customer expectation. Cost should spend out of this transformation and standardization issues to meet requirements and effective communication and collaboration.

Links :

1. Six ways to be disruptive and win TMForum
2. The disruptive force of NFV and SDN TMForum
3. Digital transformation needs a digital TMForum
4. TM Forum launches Digital Maturity Model
5. Standards for Digital Revolution Pipeline
6. TM Forum Activity Update
7. Digital business : transformation and disruption
8. Digital Transformation for 2020 Report PDF
9. Digital Transformation for Telco Operators
10. Telecommunications Goes All In On Digital

 

 

Enterprises and Startup Incubators

Enterprises manage  business efficiently and effectively to create value both in telecommunication and digital business. However there is limitation of money to invest in new business such of unit business. Telco must look forward to neutralize this disruption era dealing with speed of response to be passive entity or active entity after managing operational effectively with certain framework. As active entity, telco should facilitate startup ecology incubation and spend money selectively on this method when creating value successfully.  Startup can decrease process business with digital approach and cutting the production cost.

The mix generation such of Gen Y, Gen X and Gen Z not only occur on telco but most of company today. There are a lot of young people out there with high research and innovation who have this challenge in limitation speed called it incubation. Several company pull this talent and ask them the solution of several faced current and future problem. This generation is not working in traditional enterprise but start new entity business with limitation money and other capital. There are not all invested money will create the same value through incubation depend on maturity and endurance of startup in competitive era. However telco and other company can facilitate this opportunity and buy several startup with intuitive and strategic program. If we fail a plan we plan a fail, this idiom indicate the important of strategic execution. This approach will help enterprise to survive and sustain to run this business through open innovation and shared investment.

Picture : Pexels Startup

Telco will run different of business that managed in different way to form such of synergy in both side. It is very dynamic and short of time to find solution to keep this entity work well. Telco must know this business and involve day by day to identify while this startup must be bought and integrate or spine out of new business. The amount of money depend on characteristic of business, varies like Big Data, Internet of Things (IoT), energy or other startup core business approach. The business depend on core of business that combine many expert in different competence and investment.

Telco and other business like banking and public service in current era not only grab the business from telecom especially internet provider, but also from digital business. Because income from digital business greater than infrastructure business based on value chain preposition. However telcom must run proper approach because of limitation money, time and specific generation refer to build and buy resousce strategy, voice of customer focus and product available on market. Combination of this valuable approach and percentage depend on enterprise investment and dynamic time.   This interdependent ecosystem can be maintained to decrease or manage  investment in the beginning and focus on selective startup with value of business.

 

Links

1. From Incubator to IPO The SAS Growht 
2. Business Incubator Wikipedia
3. Five Key Things To Consider When Investing in Startup Incubator
4. Startup Accelerator vs Incubators
5. Four Things for an Enterprise to Consider When Acquiring s Startup
6. Should You Buy Enterprise Application from Startup
7. How Startups Can Sell to Large Enterprise
8. Managing a portfolio of startup ivestment
9. How to Manage Equity in Your Startup
10. The basic of startup syndicate funding
11. Startup investing : key strategis to avoid mistakes
12. Portfolio Management Tips for Young Investors

Telcos Opportunity of Business

Today telcos response the new era dealing with business.  We know about SWOT analysis and dynamic strategy to design future enterprise roadmap.  This strategic tools divide environment in two part.  First part is internally consist of strengths (S) should be maximized advantages and weaknesses that should be minimized.  Second is externally consist of the opportunities (O) that should be exploited and threats (T) that should be neutralized. It forms minimum four strategy in quadrant with x axis (S-W)  and y axis (O-T).  Enterprise will migrate in on conditions to next conditions by changing balanced scorecard  dimensions (finance, customer, internal business process and learning & growth).   It must be combined with dynamic strategy that generate more than one strategy prioritized by environment variable conditions. in eTOM there is Enterprise Strategy in Enterprise Management boxes that inspire Strategy and Commit what should do in future like infrastructure and product life cycle as the result of marketing research from big data customer and social media.  The key are marketing research and product development and retirement to assess customer need and want faster than before.  Lost opportunities of services and products should evaluated periodically faster than before too and this situation will change in dynamic situation with high agility and change internal business.

One thing is opportunity of business.  In future telcos have to move from internet and digital provider to the player of online business, Internet of Things (IoT), Big Data and Data Meaning for example, with any digital resources.  Online business transaction increase rapidly today with decrease human resources and online technology (cloud and virtualization)  and business process with decreasing time cycle.  Digital player touch directly his costumer borderlessly.   This opportunities or threats should be exploited and neutralized by managing by time dimension to migrate current resources more efficient and effective than before.  However telcos have a big problem in this migration without standard and limited time to do the business.  Reading trend and business environment dealing with efficiency cost to generate new revenue and profit is one consideration.  We have to increase our sensitivity of business to choose proper decision to win the business.  This writing will illustrate big opportunity of telcos as digital player have to be grabbed as soon as possible by decision maker.

Picture : pixabay

The Internet of Things (IoT) is is the network of physical devices, vehicles, home appliances and other items embedded with electronics, software, sensors, actuators, and connectivity which enables these objects to connect and exchange data.  Each thing is uniquely identifiable through its embedded computing system but is able to inter-operate within the existing Internet infrastructure.  Big data is data sets that are so voluminous and complex that traditional data-processing application software are inadequate to deal with them (Wiki).  The difference of IoT and other online transaction is real things called Things connected with internet.  Such of online doctor (Internet of Medical Things) who analize patient through gadget and internet and advanced body sensor without coming to patient’s home.

Telcos can increase role of  this game by entering the business of IoT, Big Data and Online Business Transactions.  This three business decrease business process significantly through internet technology and role the biggest value of business.   Telcos can push themselves more effective and efficient in network and business management to create new value of telecommunication and internet infrastructure.  Time is limited resources and our most important things that should be managed to create value. Telcos and internet are near to grab the above business (IoT and Big Data).  Cloud business such of an umbrella to facilitate internet computing of this business to customer.  Of course Network Management and IT Service Management (ITSM) should be performed to provide customer with good Service Level Assurance (SLA).  There is no issues about infrastructure of internet means that all resources and services can be managed effectively with international standard and integration with supplier/partner to run the business.

 

Links :

1. IoT, Big Data Mean Big Opportunities for Telcos
2. Telcos : The untapped promise of big data
3. Eleven interesting Big Data case studies in Telecom
4. Reshaping Telecoms: Rise of OTT, IoT and Big Data
5. Big Data and Internet of Things (IoT)
6. Ten Important Trend in Startup Internet Business
7. IoT for insight from connected device IBM Clouds

How does eTOM Help Telco More Efficient and Effective?

eTOM can help Telco to be more effective and efficient by manage it’s processes more strutcturally advenced to allocate more time to new business in disruptif era.  Firstly, eTOM has tree processes area : strategic, operational and enterprise management.  Like value chain to deliver valuable service to customer, we devide core business and support business.  Why does eTOM devide three area to structure processes?  Because in fact there are three major area in time dimensions : long term (stretegically), Short time (operational) and box that support both of them (strategic and operations) called enterprise management.  Today there is one time dimension called disruptive era that management give attention or strategic approach because limited time dan cost.

Picture : Pixabay

Management can migrate from old architecture toward Next Generation Network (NGN).  In traditional architecture of network management allocate special resources to each services to cistomer.  In NGN framework we can use the same network to each services.  By Unity of resources and database parameterizable we can deliver more services to customer by Internet and digital technology approach.  The key is make processes more effective and efficient and allocated or buy human from market into business and new business.

eTOM has five level from process area dan end to end processes toward activties each resources distnguise by brand.  Different brand can has different activities in fulltillment or Assurance processes.   After processes area (leve-0), we enter to end to end processes (level-1).  There are 3 (three) in strategic area, 4 (four) in operational area and 7 (seven) in enterprise support area.  The end to end process is cross function or domain or organizaton structure strategically and operationally.  There are domain stratetegic and operation in etom such of customer, service, resoucre and supplier/partner.  Third party is supplier or partner depend on percentage profit sharing and no enterprises build their own resources.  They should integrate the system with third party with international standard easiely.  The eTOM level-2 is functional processes dealing with division in several enterprise such of function that has specifik task force.  Level 3 and Level 4 are dealing with activity and level-5 has difference with resources brand.  However telcos have service and resource and most of them based in IT like gateways and routers.  We should understand IT Service and integrating them with eTOM.  As business processes framework, eTOM is integrated with integrated technology (TNA) with data framework (SID) and application framework (TAM).  Why do we integrate eTOM with other framewori like data and application? Because services are growing up with mimimum resources.  Each services should have an id that related to all resources involved with customers in database Service Catalog and Resources Interaction.

The core of structured eTOM, SID, TAM and TNA are business event. When and where does business event occur? It is easier to trace and manage business event driven from customer (external) or network (internal) on structured business process in telco enterprise.  By groping processes horizontally and vertically dealing with organization structure. we can create approach to make enterpirse be better than before.  Management has an options and limitation of time between revenue and profit and migrate toward operation excellence and make strategic processes lead operation processes.  However there is different time dimenson of disruptive that push management to migrate network to be better to response enough time of this era.

Enterprise increases their performance by settting SMART goals periodically.  In eTOM each domain has qalitative and quantitative key indicators to achieve that force intenal process business and learning & growth  deliver valuable services to customer profitability.   eTOM has specific domain and function that integrated with end to end processes to achieve enterprise goals.  Management should make clear difference about intagible (telco) and intangible business (disruptive business).  Both of them has difference activities and agility to response business environment like artist and canvas on their work.

Link :

1. Business Process Framwork (eTOM) TM Forum frameworx
2. What are eTOM and TAM? Should you be using them?
3. The Enhanced Telcom Operation Map (eTOM) pdf
4. Simple and Digital : Happier Custmer and Radically Low Costs in Telecom
5. It’s time for a Telco BSS Revolution
6. How U.S. Telecoms Can More Effectively Convert Data to Foresight pdf
7. Maximizing value from advances analytics in telco service operations
8. Lessons from digital telcos : Five initiatives to improve business performance
9. How to Capture the B2B Growth Opportunity in Telecom
10. Applying Enterprise Achitecture model to Digitalize Telco IT
11. Why Banks and Telcoms Must Merge to Surge
12. eTOM and IT Infrastrucure Library (ITIL) mapping pdf
13. A Practical Approach to the Operation Telecommunication Service pdf
14. Open Network Automation Platform (ONAP) pdf
15. Standardization Trend in The TeleManagement Forum (TM Forum)
16. TeleManagement Forum (TM Forum) Frameworx version and download

Telecommunication in Disruptive Era

Today we enter a disruptive era.  Every business not only telecommunication should invest in research and innovation especially to response the future as a part of this era.  Research and innovation must be put on operationally response and future in time dimension.  One thing we should consider is decreasing of telecom revenue and profit.  Telecom should be in this game, involve of digital issue that most of revenue as player not as infrastructure provider. Telecom as digital Internet and Communication Technology (ICT) player, become the active side to overcome this situation and convert it to challenge.  Not only on infrastructure provider but in content provider. Something that usually provide to our customer, big opportunity to decrease business process and selling a product and service by online condition.

Picture : https://pixabay.com

Telecom movement from traditional to disruptive depend on their maturity.  There are two group to response this situation. The first group we called passive entity and the other is active entity.  Passive entity is entity that response this era with strategic program to maintain it’s role in telecommunication.  Active entity invest a  lot of money in new business especially in content provider with cloud approach.  However we can  compare between active entity and telecom player is about cost.  This issue should be minimize in communication with regulator and customer dealing with price strategy, products and services.  Although advantages competitiveness should be maintained to make it grow and sustain.

The other approach is crossword and open innovation with startup ecological solution to speed up time.  Human resource is an art to buy or built as researcher and building new business.  However only minimum percentage startup being success like re-engineering craft in short time to win the business.  Intuitive and dynamic strategy should be taken by management to arrange current business and future business.  Time is up, and disruptive and digital  era will come to grab the business.

eTOM has processes box in enterprise management Knowledge and Research Management with definition and description.  The Knowledge and Research Management process grouping performs knowledge management and research management within the enterprise including evaluation of potential technology acquisitions.  This process tell the management about priority of research management dealing with spin out the unit business into special task force to response this era.  Telecom should find the new way to create value chain from internet provider to the digital player of this business.  Digital is near from ICT framework so that network should be managed to excellence operation towards customer intimacy and innovation through Next Generation Network (NGN).  NGN push the operator to manage their services with the same network and efficiency raise optimum value. The Rest of time and resource can be arranged to new business to grab the market.

The Difference between enterprise and knowlege and research management is about vision and agility.  Why should research management spin out from the enterprise? Because enterprise and research management and innovatioon have their own strategy about business.  Second is about time cosumption.  Research management has a limit time to pull enterprise toward the future this era and difference remuneration to researcher.  Research management has own competition with other global research and innovation and different process with enterprise. eTOM teachs us what should we do.  How do we do is defend us to reach the goals of business.

 

Links :

1. Connecting digital ecosystem-turning the threar of digital disruption TMForum
2. eTOM Knowlege and Research Management TMForum
3. Disruptive Telecom Era TelecomDrive.com
4. How telecom company can win in digital revolution
5. Telco operators in the digital disruption era
6. Market Trends Disrupting Telco’s Business pdf
7. Disuptive Technologies McKinesey
8. 12 Disruptive Tech Trends Fortune
9. Powering a connected world : Telco Sector KPMG
10. Disruptive technologies and networking in telecom industries paper
11. Top 10 risk in telcommunications 2014 pdf
12. Disruptive technology definition
13. Disrupting Telco Business Through SDN/NFV Deloite
14. Disruption In Telecom Industry Making The Elephants Dance
15. Future 5G Networks – Revolutionary Capabilities
16. Leading in the era of disruption
17. Leadership in an era of disruption – HR 2013 Summit pdf
18. Business Strategy In An Era of Digital Disruption 
19. MR in an Era of Disruption
20. The Digital Economy : Disruption, Tranformation, Opportunity
21. Other Link

 

eTOM and Corporate University as Valuable Knowledge Engine

“Life is like riding bicycle, to keep your balance you must keep moving” (Albert Enistein). Today enterprise must survive, grow and sustain to deliver valuable product and service and achieve customer successful outcomes through increasing intangible asset value greater than tangible asset. Intangible asset dealing with complex social network among primary actors such of individual competence, internal structure and external structure. Learning process should be put as an effective aligner between strategy capabilities and production capability. However it is difficult to create a lot of talent that align with dynamic corporate strategy to win the business. Learning process based on corporate learning center sometimes has different domain and context of knowledge value chain with effective high performance internal process.

Corporate university as know as CorpU is one valuable initiative to fulfill learning’s gap dealing with enterprise strategy and focus. Learning process can take significant role as knowledge engine in CorpU. The essential principle of Knowledge Engine dealing with setting up the condition for learning by strategy that setup execution. Execution must produce result and capture learning that informs strategy. A corporate university is an educational entity that is a strategic tool designed to assist its parent organization in achieving its mission by conducting activities that cultivate individual and organizational learning, knowledge, and wisdom.” Source: Allen, The Corporate University Handbook (2002), p. 9.

Process is most significant knowledge shared context dealing domain of internal structure (system, organization, values, culture and leadership). eTOM as process reference with level of strategical and operational views can be put as knowledge creation and internalization based on Corporate vision, mission and values. Leader can inject new knowledge that align with leadership style and high performance behavior as an outcome of effective learning process and accelerate enterprise become learning organization and high competitive organizational capacity to response dynamic customer need, want and successful outcomes.

to be continued …

Read The Next Generation of Corporate University PPT …
Read General Electric Corporate University Slide Share …
Read Handbook Corporate University by Rob Paton Google Book …
Read Developing and Implementing CorpU by Jeffrey W. Grenzer Google Book …
Read Baca slide Corporate Universities and its Strategic Role in an Organisation …
Read Raise of Corporate Colledge Newsweek pdf …
Read Effective Corporate Universities oleh Natalie Caldwell …
Read Defining Your Corporate University oleh Linda Dausen Part-1 and Part-2
Read Comparing a CorpU, Group Learning Centre & Training Department …
Read Starting a Corporate University …
Read Implementing Corporate University of companies in Indonesia …

eTOM as Lead Measures Four Disciplines Of Execution (4DX)

eTOM is complete process references “what should we do” from zero level into third level that should be executed to create value for customer, enterprise’s system and employee. However it is difficult to increase defined process maturity level to align between process as operational production capability and strategy capability. There are six basic components should be addresses to find root cause problem. Information and data, human resource, device and tools, processes itself, output and outcome. Interrelationship among them form specific behavior direct correspondingly with specific outcome. Why behavior? Organization need proper shared context to combine and integrate all capacity focus on achievable shared goals. Harmonization in behavior to be involved and engaged indicate proper BA (share context) has been created naturally with proper change management and effective leadership in each level. From just simple and natural activity to be great successful enterprise culture to win the business goals.

“Innovation is rewarded, but execution is worshipped.” We don’t know who said this, but it’s true. Here’s the problem. Most small business owners and entrepreneurs spend most of their time developing strategy, but little time executing it. Even business schools and MBA programs don’t have courses on execution. So how do we things get done? Most of the time we don’t. Here’s another problem. In the “whirlwind” of today’s business, execution gets lost to challenges of employee management, understanding financial statements, paying the rent, dealing with problem customers, and much more. We just don’t take the time to focus on our goals, because we can’t. (Kip Marlow)

The successive waves of revolution in the telecom industry have always been about more: more network coverage, more devices, more features, more processing power, more apps. Today, it’s about better: better understanding of customers, better fulfillment of their needs, and better end-user experience. It’s no longer simply a question of superior technology, but of finding ways to deliver higher-value solutions to customers in the new competitive spaces opened up by the convergence of social media, mobility, and the cloud. Identifying and executing the requisite strategies will require talented leaders with some highly specific (Michel Deschapelles).

Four Discipline of Execution as known as 4DX in one initiative early years to build this successful behavior to be a bussiness winner. In Telecom entities it can be implement in simple way through eTOM four level of processes as lead measure to achieve our lag measure. eTOM has 7 core end to end processes that integrate four domain (customer, service, resource and supplier/partner) in creating value to customer. After identifying Wildly Important Goal (WIG) we can easily identify what kind of domain and level to put it in leverage processes that assure achieve each WIGs. However it is not easy to make sure this behavior change to be habit in continuous work’s culture. It will create supporter and inhibitor dealing with statistical normal curve or other reason. 4DX is not such of framework or methodology. It is just behavior and habit from basic value what we think, do and get in our life cycle. Telecom enterprise is mostly operational cycle organization that have peak load daily service activity dealing time constraint if 4DX spent new slot of work time. Community of Practices (CoPs) and WIG Session can be execute together to drive creating new knowledge and solution based on proper IT based accessibility issues such of compelling scoring board weekly. More that tools, 4DX will increase people engagement and exiting work like playing game and create our new color of our more than half life time with happiness and success.

Read 4DX Resume on presentation PPT file …
Read 4DX Summary book page …
Read MASTER THE 4 DISCIPLINES OF EXECUTION …
Read 4DX in Forbes.com interview …
Read How to really make it happen – The Four Disciplines of Execution …
Read 4DX Press Kit …
Read A four-step process to get jobs done by HARVEY SCHACHTER …
Read Business Process leveraging PDF …
Read Strategic KPI management …
Read Process Based Organization as 4DX Enabler …
Read Are There Three or Four Disciplines to Execution? …
Read and download 4DX Book Chapter one …
Read Grab Hold of Performance FranclinCovey …
Read “Innovation is rewarded, but execution is worshipped…
Watch Franklin Covey Youtube …
Read 4DX at BUssiness901 …
Watch Marriott 4DX Successful Story in Youtube …
Read and download Smart Telecom, Smarter Leadership pdf by Michel Deschapelles …
Read Execution: The Key to Great Results and download pdf …
Read Revenue Assurance in telecom wiki …

eTOM and Human Capital in Third Generation KM

Human capital improvement processes is one strategic issue among other learning and growth perspectives such of information capital and organization capital. A lot of HR Management’s process has been implemented to increase organizational capacity to grab market and maintain business continuity. However it is still difficult to convert this initiative into real organizational business value such revenue and profit. There are additional dimension to make strong relationship between business strategy and knowledge strategy dealing with social capital to view in another side to manage social network relationship role in organization, value chain and competitive advantages.

eTOM has Human Resource Management and Knowledge Management processes in enterprise management process group that can be align with third generation KM based on social network value perspective to support other group processes such strategic and operation. This balance management can increase productivity and growth with value relationship of each stream competencies and skill that usually connected each other to provide problem solution, team work and learning to win the business. Dynamic competitive business environment need agile and high flexibility in value network between internal (employee and organizational system) and external (customer) dealing with strategy focus both business and corporate strategy. This complex learning and growth perspective alignment should support suitable internal process to deliver valuable service to the customer with triple crown vision and goals. Talent management can not solve all human capital issues dealing with business issues and should be integrated with social network role such of central, broker, boundary spanner and peripheral in proper business process configuration in each level for continuous learning analysis and speed decision. The dream winning team can not be viewed just in cultural dimension without real social network power behind the formal organizational structure and chart. These new essential dimensions dealing with network connectivity, knowledge and subject matter expert awareness, accessibility and energizing will create valuable breakthrough over leadership, communications, motivation and strategy focus issues.

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Read Social Networks Role and view online learning module using free-ap2s …
Read How the Organic Design Organization cooperates with the Mechanistic …
Read Mechanistic vs. Organic Organizational Structure (Contingency Theory) …
Read Learning Through Knowledge Management by Pervaiz K Ahmed google book …
Read The fit between strategy and strategic human resource management by Andersen …
Read Social Network Analysis in HR Development; A New Methodology by Hatala pdf …
Read Social Networking and Human Resource Management by Peter Holland …
Read A Social Network Perspective on Industrial/Organizational Psychology by Brass …
Read The Future of Human Resources and Social Media by Lauby …
Read Talent management is not the same as human capital management in Taylor Blog …
Read Do HR Leaders understand social media? …
Read SAS® Human Capital Management …
Read Online Skills Metrics and HCM,Tools and Strategies Deliver Performance Results …
Read Human Capital KM Magister Degree University of Indonesia by Rudy Siahaan …
Read Business SNA of HCKM Magister University of Indonesia by Rudy Siahaan …

Using Minto Pyramid Principle as effective shared context in daily strategy focus objective

In knowledge era enterprise needs an effective approach to create more knowledge caused of dynamic external business needs, wants and expectation. Knowledge strategy as value relationship between employee, system and customer should be evaluated periodically to keep enterprise’s capacity to deliver product and service dealing with cost, competitive value advantage and time as triple crown objectives. To grab the market, exploit it and win the business speed of knowledge (who know how) creation is one of early initiative to solve the problem, improve and remove internal process effectively based on customer expectation and strategy focus organization. However this organization’s level of strategy can not be copied from best practice implementation from benchmark competitor as differentiation that difficult to imitated to lower level as team learning and personal mastery of individual level. Dynamic situation produce a lot of silo information and challenges as barrier to create shared context (ba) as essential place for knowledge creation such of externalization (metaphor and analogy) and combination for internalized innovation and continuous improvement. Competitive advantage should be built from individual, group, organization and external entities ontologically. How can we use simple way and daily practice to overcome this complex relationship problem? Is there any practical wisdom to create effective solution for here now need rather than then there normative management approach to align with organizational strategy objectives?

We do from what we think and we get from what we do. The first step toward this solution’s journey is using same structured approach logic of thinking, writing, problem solving and presenting as effective shared context and communication as knowledge socialization in individual level based on organizational problem issue. This personal mastery based on knowledgeable enterprise mission will build wining and learning team that can externalize their expertise to create new knowledge to fulfill organizational nutrition to survive, growth and sustain.

One of practical methodology known as “Minto Pyramid Principle” that use simple classic pattern of story-telling-Situation-Complication-Question and Answer (SCQA) that using pyramid as natural sorting information in human brain memorizing work. The mind cannot hold more than about seven items in the short term memory at any on time, so it start to group them into logical categories to be retained. The mind naturally sorts information into pyramidal groupings to comprehend it. Ideas that arrive pre-sorted into pyramids are more easily understood. A pyramid structure should therefore be the natural form for communicating. In telecom enterprise’s context, this structural logic can be aligned with structural pyramid process dealing with eTOM as organizational network analysis. Vertical and horizontal relationship can be used as effective shared context that enriched with effective logical of thinking and problem solving. This value relationship will force enterprise to create more solution and improving internal process and capacities to response dynamic market to win the business.

Jump to Minto Pyramid Spatial free-ap2s with knowledge object relational learning …
Learn spatial learning object free-ap2s Next Generation OSS (eTOM, SID, TNA and TAM) …
Learn Social Networks in spatial learning object based on free-ap2s …
Read SCQA Framework from Barbara Minto official website …
Read Magical Number Seven Wikipedia …
Read The Pyramid Principle & Logical Development by Robert Machin …
Read Hierarchically structured logic, thinking and communication …
Read the most common mistakes made when using the minto principle by Stormer …
Read logic of writing with Minto Principle by ConsultingMethodology …
Read Minto Principle in The Encyclopedia of Operations Management by Athur Google Book…
Read Minto Pyramid the structural thinking pdf by Gatterbauer …
Learn Minto Pyramid Mind Map visually by RICHARD HARE …
Read using SCQA Minto Pyramid with example Soller Thoughts …
Learn using Minto Principle for writing Equity research reports, Business plan, Strategy reports pdf …
Read Minto Pyramid in market research presentation approach by Sarstedt google book …
Read Differences Minto Principle with Narative Document (DN) by Silva and Henderson …
Read The Benefits of Top-Down Thinking & Why it is Critical to Entrepreneurs by MARK SUSTER …
Read using deductive and inductive in structured thinking by Dave Pollard …
Learn Pyramid Principle introduction workshop MBA Library …

eTOM and Web 2.0 as Value Relationship Management

We work in agile organization that response Third Generation Knowledge Management (TGKM) dealing with value relationship management in social networking era that move towards Forth Generation KM (FGKM) that more aesthetic, relationship, subjective practical wisdom knowledge creation here now rather than there. It is not only focus on financial profit but keeping in balance more social profit as an peace and harmony networks. There is another domain that react as compensation of this rapid change of social capital value from Web 1.0 towards Web 2.0 even Web 3.0. From Information resource, high role of collaboration and affect decision towards more generate new information based on semantik web and personalization. Scientific Management that focus to control all process for valuable service to customer will move forward to Customer Expectation Management. Find the best trade off between inside out and outside in approach to win the successful outcomes. Web 2.0 represent the power of hidden social network that should be align with enterprise strategy dealing with how service can be deliver based on triple crown principle: quality of services, cost and delivery time.



One of important issue in Knowledge Enterprise is service standardization to make integration easier based on valuable partnership interdependently and using the same shared context to create knowledge and enrich service differentiation to win the business. eTOM as global generic process shared context take a benefit role for improving process out come especially in first level of organizational value. Most of standardization is product of not profit organization based on community of practice that tend to decide critical issue with best consensus as market driven as Web 2.0 evidence. This value driven force to network provider more flexible to manage internal resources and fit service delivery requirements with global service standardization as value relationship that change in dynamic customer need, wants and expectation. Service standardization itself force to more flexible, manageable and customize package that shift their role from inside out domain toward outside in valuable shared context should be achieve in continuous improvement effectively. eTOM has a wide range of process library vertically and horizontally that used as best process shared context with knowledge creation dealing with value relationship among information, materials, human resource, ITs and outcome control feedback both positive double loop learning or negative feedback single loop learning. eTOM will be shifted towards Web 2.0 and Web 3.0 environment that tend not to thinks complexity with control all internal value network in fact not usually match with customer need and expectation. With Web 2.0 standardization firm can focus to improve or remove internal process and achieve global service standardization as value shared context among providers and customers.



One of global standardization of telecom service is ethernet called Carrier Ethernet standardized by Metro Ethernet Forum (MEF) supported by Iometrix as global non profit ethernet community based on Web 2.0 movement social network business era. There are new layer of foundation in MEF/CE 2.0 that match with market driven community: Class of Services, Managed and Interconnected. All of requirements of this valuable shared context should be tested successfully by all providers to prove their have capability enough and assure Standardized Quality Of Service in value relationship global network with flexibility creating internal differentiation to win the business and grab the market. MEF move towards from rigid network element standardization and configuration to global interconnect program that more focus to service domain where all nodes of value network relationship share their know how to provide better service and customer outcomes in clear shared context as innovation process, product and services.

MEF Global Interconnect Defined: “The interconnection of autonomous Carrier Ethernet networks to enable standardized and streamlined delivery of MEF-certified Carrier Ethernet services with end-to-end Class of Service, management and protection. Since 2001 when the MEF was formed, Carrier Ethernet services and networks have grown from almost zero to a US$22 billion in 2008 to US$34 billion in 2013 having a $142 billion 5-year total 2009—2013. Acheiving significant milestones along the way, the MEF’s strategy between 2008 and 2010 incorporates all elements for global Ethernet Interconnect including service levels, ENNI, management and processes such as provisioning, into place to enable Ethernet services throughout the world.

Read Global Interconnect description from Metro Ethernet Forum (MEF) site …
Read MEF Services Certification Program from Iometrix …
Read Web 2.0, Web 3.0 Wikipedia .., Web 3.0 Marvel and Service Web 3.0 …
Watch Web 2.0 from youtube smart tv and difference between Web 1.0 vs Web 2.0 and their evolution …
Read The use of Social Network Analysis in Innovation Research pdf …
Watch short understanding about KM in you tube and Enterprise Analysis Knowledge Area …
Read Social Network is the essence of innovation pdf …
Read The Social Network Behind TELECOM Network pdf …
Read Mobile Service Pricing Strategy Analysis from Social Tie and Network Effects …
Read Pipeline Magazine on article Machine to Machine (M2M) Landscape …
Read Service Activation Using MEF Service Attribute Mappings to Element Management by Pugaczewski …
Watch Introducing the Second Generation Carrier Ethernet CE 2.0 youtube …
Read Accelerating Revenue through Carrier Ethernet Service Differentiation by infovista pdf …
Watch It’s Just the Beginning for Carrier Ethernet from youtube …
Learn Carrier Ethernet Services Overview PPT from MEF …
Learn eTOM framework through free-ap2s spatial page and download eTOM xls file with comments…