What benefits can CSPs expect once they have broken free of the triple constraint?
As the 5G era continues to unfold, it’s becoming clear that Communication Service Providers (CSPs) need to go beyond just offering network connectivity. However, in this current phase where significant investments in 5G have been made but returns are yet to fully materialise, a crucial question arises: ‘What steps do CSPs need to take now to ensure successful 5G monetisation once new applications emerge?’
In the first part of the Hansen Breaking Free of the Triple Constraint to Monetise 5G series, ‘Why CSPs must overcome the triple constraint to effectively monetise 5G’, we explored why CSPs need to move beyond the conventional limits imposed by the framework known as the triple constraint for effective 5G monetisation. We emphasised the importance of adopting more flexible and responsive commercial operations.
Now, we turn our focus to the tangible benefits. This part explores the key advantages CSPs can anticipate as they arm themselves with advanced commercial capabilities. We’re talking about the real game-changers here – the factors that will not only enable CSPs to monetise 5G effectively but also position them as digital service leaders of tomorrow.
Disrupting the Triple Constraint with Modern Business Support Systems
Embracing modern, cloud-native Business Support Systems (BSS) is vital for CSPs aiming to transform into digital service leaders and venture beyond traditional network connectivity.
Modern BSS enable CSPs to adopt more flexible and dynamic operational methods – a foundation for achieving commercial agility. This agility is essential for CSPs to efficiently create, sell, and deliver complex 5G propositions comprised of innovative next-generation products and services in both consumer and enterprise spaces. Crucially, these modern commercial systems can disrupt the traditional triple constraint model of time, scope, and resources.
By streamlining processes and applying automation, CSPs can make these constraints more fluid, enabling the reallocation or optimisation of resources. This flexibility allows for an accelerated time-to-market, expanded scope of offerings, or the redirection of resources towards other strategic areas such as customer insights and market, or competitor research. It’s this level of adaptability that positions a commercially agile CSP to effectively navigate and thrive in the rapidly evolving digital marketplace.
The Benefits to Breaking Free of the Triple Constraint
Streamlining Processes through Automation and Standardisation: Modern BSS can streamline processes by automating routine tasks and standardising complex workflows, affording employees the time to focus on more valuable activities rather than getting bogged down by administrative duties. For CSPs, this means being able to deploy more resources toward strategic initiatives like developing innovative 5G services, rather than being constrained by operational bottlenecks.
Democratising Task Execution: Technology often lowers barriers to entry for executing various tasks. Tools with intuitive user interfaces and embedded intelligence enable a wider range of personnel to undertake tasks that previously required specialised skills. In the context of CSPs, this could mean more team members being able to contribute to the development and rollout of new services, not just those with deep technical expertise. Effectively giving autonomy back to the commercial team and liberating IT from the proposition development process.
Enhancing Collaboration and Accountability: Modern platforms facilitate enhanced collaboration by allowing multiple stakeholders to engage simultaneously. For CSPs, this means more efficient decision-making and alignment, as technology reduces or eliminates the need for cumbersome in-person processes. Matrix organisations benefit greatly as technology provides a common platform for cross-departmental interaction, ensuring that all relevant parties are on the same page.
Reducing Human Error: By standardising processes and introducing automation, made possible by leveraging capabilities such as a common data model, modern BSS significantly reduces the risk of human error –especially useful as propositions become more complex with 5G.
Accelerated Time-to-Market: With streamlined processes, automation, and a reduced dependency on specialised skills, CSPs can expedite the launch of new services. These time efficiencies reduce the risk involved in releasing new market offerings, as any proposition that doesn’t meet expectations can be quickly iterated upon or replaced entirely.
Expanding Scope with Existing Resources: The democratisation of tasks and reduction in manual, repetitive work empowers CSPs to undertake more complex and ambitious projects without necessarily increasing resource input. This means that the same team that previously managed contemporary service offerings can now handle more intricate and sophisticated 5G propositions, enhancing the company’s competitive edge.
Strategic Reinvestment of Time: The time saved through technological efficiencies opens opportunities for CSPs to invest in areas that drive long-term growth. This could involve deeper customer research, developing more customer-centric propositions, or exploring innovative applications of 5G technology. Such strategic reinvestment ensures that CSPs are not just keeping pace with the market but actively shaping it.
Combining Speed and Complexity: Perhaps the most significant benefit is the potential for CSPs to simultaneously increase both the speed and complexity of their service offerings. Advanced technology could enable them to launch more sophisticated services in a shorter timeframe than what was required for simpler, previous-generation services. This dual advantage is crucial in an industry where speed and innovation are key determinants of market leadership.
MOVING BEYOND THE TRADITIONAL PROJECT MANAGEMENT LIMITATIONS
Disrupting the triple constraint is about more than just changing operational methods for CSPs, it’s a fundamental shift in how they redefine their market offerings and increase value to customers, all while effectively managing risk. By moving beyond traditional project management limitations, CSPs can unlock significant efficiency gains. These gains not only make new offerings less risky but also provide a robust platform for expansion and the opportunity to venture beyond basic network services.
The real game-changer occurs when a CSP can introduce a new offering to the market without excessive investment in resources or time. This capability is key to enabling effective and efficient experimentation with new market offerings. It positions CSPs to rapidly respond to market needs and customer preferences, fostering an environment where innovation thrives, and new opportunities are continually explored and capitalised upon.
Next, watch for the final blog in this Hansen mini-series where we showcase how Hansen applications enable CSPs to achieve the commercial agility needed to break free of the triple constraint and build the foundation required now, ahead of next-generation 5G applications coming to fruition.
Bruce Williams
Product Marketing Manager
The Hansen Suite for Communications, Technology & Media