The shift from vertical integration to convergent platforms with horizontal structures demands a basic change in the network operator’s operative processes and organization. Instead of a provisioning process which is optimized in terms of the entire ­value chain what is now needed is multi-sourcing of managed services and the consequent micro-economic optimization of the ­horizontal players. Key here are the interfaces between infrastructure, product development and sales and their clear definition based on Service Level Agreements (SLA) and Key Performance Indicators (KPIs). This article describes a method with which target-­oriented SLAs and KPIs can be structured for the operation of convergent networks as well as the related concepts for the provision of managed network services.

History


For a long time it was standard for telecommunications network operators to provide all the functional areas necessary for the implementation of "Plan", "Build" and "Operate" of their network platforms as vertical units within their organizational structures. The same went for product and service development as well as for the sales organization. Within the company structure IT led an independent life, despite obvious common ground with these productive areas in hardware and applications. These parallel worlds were often visible as the CTO had the responsibility for everything that came under the name of telecommunications network and the CIO managed anything that was "without doubt" IT. In particular the network infrastructure as a production platform was treated as a core competence which was to be protected and cared for under all circumstances. The question "make or buy" was simply not posed and if it had of been, the answer would have been "make" as long as no external supplier could carry out the task better or more efficiently. Not even internal synergy potential between telecommunications and IT was used.


Present


With the establishment of new technologies (such as all-IP) the telecommunications and information technology worlds have practically converged overnight in technical terms. The separation into mobile or fixed and voice or data is also losing relevance. Experience however shows that the adaptation of company structures can take a lot longer than the technological change behind it. In most telecommunications companies there is still the traditional separation of the areas previously described. It can however be seen clearly that there are plans for organizational adjustments to suit new technologies. The real opportunities offered by new network technologies, such as for example the synergetic use of infrastructure both within a telecommunications company and virtually beyond its boundaries, are still in their infancy.
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