Operator business heritage is based on regional licences, capital intensive network assets and hardware expertise.  These have led to the customer propositions of the past.  But digital developments have enabled the emergence of customer-led competitors, who are asset-light, borderless, agile and responsive.  Operators require new businesses practices to stake their claim in the digital age, while maintaining their core network capabilities. 

This report examines some of the internal changes undertaken by companies who are well-progressed towards digital transformation in order to guide others along their own digital journeys.

 

Companies: Verizon, Spark, Telia, McKinsey, BCG, Telstra, Facebook, Renault, Grind,

Countries: Sweden, New Zealand, USA, Global, Australia, France,

Keywords: failure, Division X, continuous improvement, innovation, wider digital context, employee engagement, Credo, key performance indicators, digital culture, employee empowerment, Agile@Scale, risk, collaboration, collaboration tools, partnership, distributed decision making, learning opportunities, digital KPIs, people analytics, employee experience, talent pool, lagging KPI, self-directed development, customer experience, co-design, digital maturity, culture change, agile, Telia Zone, experimentation, digital workplace, shared vision, customer centric, shared value creation, digital transformation, cross-function, continuous learning, Telco 2.0, leading KPI, network organisation,

1	Overview	1
2	Introduction	2
2.1	Background to the Report	2
2.2	Report Content	3
2.3	Currency and Conversions	3
2.4	Further Questions and Feedback	3
3	Arriving at Digital Maturity	5
4	The Practices of the Digitally Mature	7
4.1	Digitally-oriented Strategy	7
4.1.1	New Senior Leaders, New Ideas	7
4.1.2	New Business Models	7
4.1.3	Digital KPIs	8
4.1.4	Recognition of Wider Digital Context	8
4.1.5	Selective Digital Engagement	9
4.2	Culture Change	9
4.2.1	Management-Driven Change Initiative	9
4.2.2	Engaged Employees	10
4.3	Job Change	11
4.3.1	Business-led Job Change	11
4.3.2	Continuous Learning	11
4.3.3	Changing Employment Practices	12
4.4	New Work Styles	13
4.4.1	Customer Centric	13
4.4.2	Agile	13
4.4.3	Collaborative (Internally and Externally)	14
4.4.4	Continuous Improvement and Risk Acceptance	15
4.5	Digital Employee Experience	15
4.5.1	Collaboration Tools	15
4.5.2	Digital Human Resources Management	16
5	MNOs Progressing to Digital Maturity	18
5.1	Telia Company, Sweden	18
5.2	Spark, New Zealand	21
5.3	Verizon, USA	26
6	Key Findings	30
7	Recommendations	33
	Appendix – Feedback Questions	35