The central challenge facing telecommunications companies is therefore the establishment of a professional partnering system, complemented by the subjects of customer and supplier integration or an external technology sourcing system. 

Product lifecycle management offers the full picture 

In consultancy projects concerning the optimization of innovations and complexity management it has been found that integrated product lifecycle management (PLM) can be useful or even necessary. Such a method is characterized by its reflection of process models and end-to-end IT support. In addition the products or their components can be structured in such a way that communality at product level, through the management of common parts for example, but also in the processing of the products can be achieved throughout the life cycle.  

Our experience shows us that this implementation-near method increases innovation strength. The method is supported by four pillars: ‚process & organization’ provides the basis for successful implementation in that on the one hand work processes are improved to increase efficiency, and on the other hand these operative processes can be better aligned with the strategic product portfolio of the company to improve effectiveness. The ‘product-meta model’ breaks down complex products into technical components, so that these can be assessed for re-use within defined limits and rules. The ‘IT architecture’, as the best possible information system with inter-related modules, enables efficiency improvements in the implementation of the entire PLM process. ‘Lifecycle value management’ is used to ensure that the market is continuously being observed to recognize customer needs and uncertainties and thus to improve the verification of the product portfolio.  

These four pillars are supported by a system to control progress. The implementation components are driven on by project management measures in order to achieve transparency, to identify critical paths, and to avoid bottlenecks. Further support is provided by the company’s innovation and PLM culture which is to be actively encouraged so that the PLM orientation also becomes firmly established in the employees’ mindset. The improvement of innovation-centric processes within the framework of an integrated PLM system, along with the strengthening of the implementation competence of telecommunications companies will provide them with new opportunities for differentiation in the market. In addition this may also enable them to identify hidden opportunities for improving efficiency. Concentrating on the drivers of implementation success is a pragmatic answer to the telecommunications companies’ need to achieve an advantage in their dynamic market environment.