Telecom Italia Aims to Achieve Operational Excellence With its Mobility Strategy
The Head of Program Planning & Transformation Projects at Telecom Italia about his mobility strategy, key challenges and what companies he believes lead the way when it comes to mobility.
Marco Daccó is the Head of Program Planning & Transformation Projects at Telecom Italia. As an ICT engineer, Daccó has over 20 years experience in the ICT sector in the telecommunications industry. He has a wide knowledge of TLC processes, of enabling technologies in support and the main methodologies of the sector.
Daccó has been with Telecom Italia since 2002, first as OSS Chief Architect, where he managed projects and architectures in the Operating Support System (OSS) operating in the "Next Generation OSS programme". Later he directed the "IT Vertical Solutions Division" developing ICT services in eHealth, InfoMobility and eTourism.
In this interview with Enterprise Mobility Exchange, Daccó talks about the enterprise mobility strategy at Telecom Italia, the biggest challenge he’s facing in his role and what companies he believes lead the way when it comes to mobility.
Hi Marco, welcome to Enterprise Mobility Exchange Can you tell me what your role as Head of IT Program Planning entails and what involvement you have with Telecom Italia’s wider mobility strategy?
I’m responsible for planning of all the software development activities to be implemented on Telecom Italia’s (TI) software platform from CRM/billing to network activation and job/workforce management.
Furthermore, I am in charge of the start up of the digital transformation programme; the evolution of the legacy system that addresses the paradigm of "digital telco".
Can you give an overview of your current mobile strategy and innovative initiatives you’ve implemented or are looking to implement in the near future?
Mobile dimension is part of the TI strategy to compete in the new market arena (with telco peers, but also with over-the-top (OTT) players) and, above, all to achieve operational excellence.
For example, in terms of innovative ways to manage field service operation (e.g. management of network last mile) and also to guarantee the best customer experience when the touch point is represented by field services.
Earlier this year Telecom Italia implemented a new company strategy to achieve excellence, what has been the direct impact from this on the IT, and specifically mobile, strategy?
In May 2016, Telecom Italy renewed its commercial brand "TIM" for all of our customer segments and products. As we all know, behind a new brand there is much more from business strategy to operations.
For IT this led to a wave of bettering the quality (e.g. new models of automatic software testing) and the security of our software platform. It is important also to ensure a level of excellence of the IT stack to help maintain and increase the level of trust that our brand deserves.
So, what did this mean for your mobility strategy?
Our new workforce management platform has benefits related to cost optimisation (due to increased automation and optimisation of our dispatching engine) and customer interaction (e.g. capability to perform network configuration activities and testing on customer premises using the mobile handset).
What are the biggest challenges you’re currently facing in your role in regards to enterprise mobility?
The biggest challenge is to overcome a cultural paradigm that investment in enterprise mobility is not only related to "cost reduction" through operational excellence, but is also a key factor in differentiating the telco value proposition.
Customer proximity can, and must be, the differentiating factor with OTT players. Capability to offer in mobility, on customer premises, a fully orchestrated service and support package is a strategic value for the final customer.
In other words, we have spoken a lot in the last 3 years about digital telco, but the new frontier of digital is actually physical proximity.
Which companies do you feel are currently leading the way in enterprise mobility? How are they ahead of their competitors?
Telco operators are regularly benchmarking each other. I believe that even this paradigm is superseded by the OTT environment.
For example, the Amazon delivery model is a powerful pattern not only from a logistics point of view but also from a customer experience viewpoint. Another area of interest could be represented by a top player involved in internet of things for automotive. Context awareness and infomobility are really transforming the value chain.