DMR: How do the results of the Thought Leadership Programme affect the boardroom agenda on the road to full ­convergence for you and your fellow members? 

S. Andrews: Amongst the senior management involved in the Thought Leadership Programme, there is agreement that there are three main agenda points: First of all, we need to demonstrate value for the customer in creating a deep understanding of our customers´ needs on their road to full convergence. We need to find the drivers in your customers’ business or lives – and involve our executives and make sure our organization shares a common understanding. Based upon the recommendations and learning from the convergence framework the right strategic partners have to be found.  

Secondly, we need to ensure that we have convergence-ready organizations. It has become conventional wisdom that there is the paradigm shift from “vertical silos” towards “horizontally layered organisations”. Ensuring the relevant corporate convergence mindset is critical as well. This is a challenge equal to, if not greater than, determining the appropriate business processes and technology platforms. It is more than simply an exercise in “change management”. It requires the creation of a converged mindset across the organisation, with everyone dedicated to ­acquiring and retaining customers. 

Last, but not least a key boardroom agenda point is to communicate the value of your convergence strategy both externally and internally. We need to demonstrate the economic value of the convergence strategy, like larger market, customer satisfaction, or reduced churn; and demonstrate our convergence strategy at the heart of your overall company strategy. 

DMR: Thank you very much for your time!