Telecoms.com periodically invites third parties to share their views on the industry’s most pressing issues. In this piece Simon Osborne, Head of Nokia Software Portfolio, offers some insight into customer service best practice as we move into the 5G era.
When reflecting on the word “service,” it can clearly be defined as the act of serving. But who exactly are communication service providers (CSPs) serving?
In the telecom industry, traditional service development has either been driven by what the network can do or what competitors are doing. This service tactic doesn’t always have a lot to do with the customer, and is ultimately a reactionary approach to innovation. The old define-and-push approach no longer works, and service providers everywhere know this has to change if they want to stay relevant.
Today, the vital approach needed is a demand-and-pull model that embraces the new ways people and companies consume services and content, rooted in the best possible experience. It requires reimagining the entire process to be based on “experience outcomes” and it has a direct impact on service provider operations.
Opening up the ecosystem to integrate the business
In order to embrace a demand-and-pull model, service providers must understand their business in totality, rather than simply the infrastructure elements behind individual customer touchpoints. The service is not just about what they provide or how they provide it or troubleshoot it when there are issues. It’s about all of those things combined.
CSPs who get this right by leveraging their customer insights will have the power to drive a different experience — and different outcomes.
The good news is that they don’t have to do it alone. In the 5G era, networks can be transformed into a platform that providers and their partners can utilize together to create services that meet customer needs, whether it be online gaming packages with the network built in or industrial automation services. The sky’s the limit.
Prioritizing the User Experience Above Everything
The ways people use their devices and data today aren’t yet reflected in the structure of the service provider industry. I think about the times I’ve tried to use online banking or a rideshare app while traveling, only to be hit with a roaming charge. As a user, I don’t care whose network I’m on – I just want to use my apps.
Imagine a scenario in which my provider offered me a premium to use my apps anywhere, rather than penalizing me for trying to use my device. I’d feel more taken care of – and I’d likely take the offer. For service providers, this is about seizing the moment in order to monetize it while also fostering relationships.
It is vital to begin viewing the network as a fluid platform for services that support those kinds of relationships with end customers. In order to make that happen, traditional processes need to be re-centered around the customer’s need so that all the handoffs within the network are geared toward meeting that need.
Designing service-centric operations
It takes more than putting a digital veneer on existing processes in order to shift to an outcomes-driven demand-and-pull model. Traditional CSPs have to become digital service providers. It’s a mindset that alters everything from service delivery to the innovation journey and requires being much more service-centric by getting past the idea that operations are simply the network operations center.
5G is changing the network and the customer journey — profoundly, and operations will need to change, too. We must break down the silos and move to a closed-loop approach that’s driven by business outcomes – not by simply what the network can do. It is vital that better balance be found between supply and demand based on intelligent, on-demand processes that support the management of digital services from end to end over a software-based network.
These kinds of services will be more complex than the ones offered today, without a doubt. However, this outcome-driven approach to service is vital for the 5G future by putting the focus on serving, above all else, the customer.
As the Head of Portfolio Strategy, Simon is responsible for the direction of the Nokia Software Portfolio. While the industry embraces all aspects of digitalization, Simon works with CSPs to solve these challenges by ensuring they have new software tools, approaches and architectures to be successful. During 25+ years in the OSS/BSS industry he has held senior positions in professional services, consulting, product engineering, product management and product strategy.