AOTMP, a global authority in information services across the telecom, mobility, and information technology management space, put together a report on “the 2019 state of the industry”. Since it is worth pulling away from the details of the “day to day”, to look at the “big picture” now and then, this article was prepared to give you a three minute summary of their findings.

The telecom industry has evolved into an ecosystem that includes vendors, telecom mobility, IT environments, and businesses – who are engaged in providing, managing, and consuming network services, carrier services, mobility and IT solutions, cloud solutions, software, hardware, and emerging technologies.

Technology is driving business transformation. It plays a big role in how a business transforms itself, with cloud services leading the way. The most successful and agile businesses will be the ones who innovate the fastest, using technology to do everything better, faster, cheaper. One way businesses are using technology is to create better connections with customers. Think of things like Apple Pay, Google Pay, Uber.

AOTMP says enterprise preparedness to deal with data privacy and information security is lagging. Their suggestion for global companies is to have a team who is hyper focused not just on what is happening today, but that is anticipating, going forward, changes that could occur.

Vendor management practices remain immature in organizations, and still have a lot of room for improvement. You and your peers are challenged with: contract management and negotiation, vendors who aren’t responsive, not being able to get the information you need, and inadequate vendor performance. Some suggestions:

  • Create a contract catalog, so that all your contracts are there, with addendums, for quick reference.
  • For a vendor lack of performance, create some measurement standards, like a “standardized vendor score card”.
  • Constantly challenge the “why”, until you have clear communication going back and forth with your vendors. So that you are both driving to the same result. So you can understand why things are the way they are, and you can do more of the good stuff, less of the bad, and build relationship.
  • “When you only look at your biggest vendors, you can suffer ‘death by a million paper cuts’. You can say, ‘Gee, I’ve got 100 vendors. The bulk of my spend is with 5 of them. I can’t spend the bulk of my time on the 95.’ The recommendation: look at some in the 95. You may be able to do some things that carry across to all.”

The future is all about data and analytics. Data mining and business analytics will ultimately drive business forward. All will depend on it to drive positive outcomes. Those who leverage data most effectively will have a significant advantage. This means that internally technology departments need to continually show senior management (through metrics, analytics, etc....) the department’s value to the company – otherwise it will just be seen as a cost center…as overhead.

Trailing metrics are about history; what happened yesterday. Leading metrics can provide insight into the future. They tend to communicate change in the environment. Armed with the latter, you can move the needle on the good stuff.

The full 30 minute video can be viewed at: . The company website is at: .