Telecommunications Is Strategic - Executive Sponsors Secure Competitive Advantage for Enterprises (Part 3)
As we discussed in the last blog, the case for executive involvement is very important from a buy-in and adoption perspective, specifically the role of Finance and Technology. In this blog, we will discuss the involvement of Human Resources as well as Procurement and Sourcing Executives that play a pivotal role in the environment.
The Role of Human Resources Executives
At first, it may appear that human resource professionals do not play a role in telecommunications, but there are several areas where their team does become involved. First, employee benefits packages and job offers often include corporate paid mobile devices and services. Second, human resource professionals may participate in committees that create corporate mobile policies and determine eligibility for Bring Your Own Device (BYOD) programs. Human resources will often assist with the on boarding process for new employees. Assistance from human resources on communications to new employees can help set expectations for the value of communications and expectations for expenses. In addition, HR executives can help measure and promote productivity benefits from mobility and unified communications initiatives.
The Role of Procurement and Sourcing Executives
The Chief Procurement Officer (CPO) and members of the sourcing team play a vital role negotiating contracts with telecom providers. Procurement executives create an environment that ensures new and incumbent carriers provide competitive pricing for business. Procurement executives play a critical role helping to evaluate alternative technology for communications. This helps to insure that contracts are based on future needs. When telecom professionals partner with the sourcing team, enterprises avoid long-term agreements with Minimum Annual Revenue Commitments (MARCs) and other provisions that prevent enterprises from adopting new technology.
Telecommunications is more than a simple utility. Visionary executives can utilize unified communications deployments, cloud computing, mobile services, apps and TEM programs to drive competitive advantage. Telecommunications technology improves customer relations, business processes, productivity through communications technology.
Organizations that use telecommunications most strategically are those that have C-Level involvement. It is important to obtain an executive sponsor at the outset. Executives can contribute their buy-in on projects. This is one of the most important factors in successful deployments of innovative telecommunications tools.
CFOs can establish rules for recognition and reporting of productivity gains and costs savings. For projects that seek higher operating margins, finance can work with HR executives to measure gains in revenue per employee and revenue from telecommunications. Finance also sets the rules for how to track and recognize savings.
CTOs help the enterprise gain competitive advantage and advance their careers by identifying innovative uses from deployments of unified communications, cloud computing, mobility, M2M and the IoT. Visionary CIOs can partner with CTOs and executives from business units to leverage telecommunications technology for new products and better ways to interact with customers.
CDOs can leverage data to improve operations and find new ways to interact with customers. CPOs and members of the sourcing team can identify the best suppliers, negotiate optimal contracts and insure that contracts meet the enterprises’ changing needs.
Telecommunications managers need to get executives more involved in using communications technology to transform their organization. Gaining executive sponsorship of programs will have a significant impact in the success of technology deployments. Ultimately, executives are better positioned to secure resources and funding for these programs. Executive sponsorship will help drive more rapid adoption of new technology, which will help secure better returns and competitive advantage for the enterprise.
The content of this article was provided by TEMIA. For more information, visit www.temia.org.