OSS Transformation

OSS Transformation BUGS 456 Picture

Service Providers would benefit from removing legacy stovepipe OSS solutions – dedicated to specific network technologies and services – and adopt a business-driven framework that links business functions with a set of common work processes and systems.

We have the capability to help service providers manage this change from a holistic perspective – people, organization, processes, procedures, tools and IT infrastructure.

This is

In a competitive market you are forced to quickly adapt to changing customer expectations and market trends to differentiate yourself with innovative and attractive services and best-in-class customer experience. At the same time, declining price levels are generating an internal cost pressure, forcing you to become leaner and to reduce your costs to produce the services and operate the networks.

By creating an agile Operations Support environment covering operational processes, the service and resource information and data, as well as the OSS systems, these challenges can be met.

The OSS domains we address are Service Provisioning and Service Assurance as well as Network Provisioning and Network Assurance, both from an operational readiness and a 24/7 operations perspective.

Every service provider’s business situation is unique in regards to offerings, services, organizations, processes and current systems. Therefore the business cases as well as the evolution paths for an OSS transformation will be different.

The recommended starting point is therefore an OSS Transformation Assessment to define the baseline and to identify, define and prioritize the steps needed to move forward.

Benefits

The main business objectives with OSS Transformation are:

  • Systems Consolidation
    Minimizing the Total Cost of Ownership of the complete OSS systems landscape, by reducing the number of tools and replacing them with fewer, more generic and flexible systems. 
     
  • Operational Effectiveness and Efficiency
    Reducing opex by implementing a common way of working, as well as increasing the levels of automation and simplification in operational process implementations. 
     
  • Operations Readiness
    Decreasing the Time-To-Market when, introducing new technologies (e.g. LTE) and launching new services (e.g. Mobile TV), by deploying agile, multi-vendor and multi-technology processes and systems, easily adaptable to changing market requirements.