The first step towards migrating telecom operations and services from the wire closet to the executive suite is attaching value to telecom services. This happens by working with business unit stakeholders to gain understanding of how and why these services are used. Probing questions around the necessity for the services and how they support day-to-day operations provides insight into their value. The question to ask every stakeholder is, "What is the impact to you when telecom services are not available or do not work as expected?" This will open a floodgate of individual and business-impacting objections that, in turn, clarify the necessity to the organization as whole.
The second step is to internalize the information learned. Parallels between telecom services and business operations should be drawn. For example, a mobile sales executive might comment that without cellphone and BlackBerry service, contact with prospects and clients would be hindered, inability to contact sales engineers would stall sales progress, and sales would suffer overall. While framed in the negative, these comments all lead to the conclusion that wireless voice and data telecom services enable mobile sales executives to effectively generate revenue for themselves and the business.
The third step in the process of raising the value of telecom operations and services in the eyes of the organization is to sell the telecom operations plan internally. If management appreciates the value of the plan and the services delivered in terms of enabling growth and success, then the status of telecom is increased.
The final step is execution. Delivery of expectations established in the operations plan is the ultimate catalyst for solidifying telecom as a valuable business enabler. Increasing the status of telecom operations and services bears a risk, as flaws will be more visible. This risk is mitigated with a calculated plan and the honest desire to move telecom operations and services to the level of importance they deserve.
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