Implementing change to suit revenue control.
The client is one of the world’s leading communications services providers, headquartered in UK catering to the needs of customers in over 170 countries worldwide. Their main activity is provisioning of fixed-line services, broadband, mobile and TV products and services as well as networked IT services.
The telecommunications industry is characterized by new technologies, services, and huge capital investments to make content accessible through any device anywhere. About 2 to 5 percent of all the services delivered by the world’s largest telecom providers is unbilled because of ineficient or misaligned processes. Despite significant investments in new and upgraded solutions, order-to-cash processes remain ineficient.
The client was receiving high amount of unclean orders (>25%) and the cycle time was 5 to 7 times higher compared to a clean order. Around 50% of orders were failing straight through processing, that resulted in increased volumes and affected delivery timelines. Service introduction and deployment management activities were significantly cut down by around 60%. Savings were not made from labour arbitrage but from better management of processes.