(Published on LinkedIn May 2nd, 2017)
Over the last many years in our engagements with our multinational customers, we, at StrateValue, have seen TEM deployments in Asia Pacific either stall or fail. Granted, we’ve also seen successful TEM deployments but, truth be told, those are few and far between.
Why has this been so?
Asia Pacific typically represents the last frontier in a (non-Asian) multinational company’s TEM deployment after North America, Europe, and LATAM. With successful TEM rollouts in those aforementioned regions, the natural assumption is that Asia Pacific would also garner a high success rate. Unfortunately, this assumpition is not always true.
Most TEM projects in Asia Pacific have failed due to the following challenges:
TEM vendor did not perform a baseline gap analysis study of the customer’s pre and post-TEM environment before they started the project.
TEM vendor’s Statement of Work (SOW) was over-committed and under-delivered.
TEM vendor delivered poor project management.
TEM vendor lacked knowledge of the Asian telecommunications landscape.
Customer did not perform an internal baseline gap analysis study of their pre and post-TEM environment before the start of the project.
Customer lacked TEM knowledge.
Customer did not commit a project manager to take ownership of the TEM project internally.
Customer simply did not follow through with the TEM vendor’s process improvement or cost optimization recommendations.
TEM project lacked regional senior management support.
Successful TEM deployments in Asia Pacific must always start with the customer’s commitment to drive their regional in-house TEM programme to success. This means they must:
Perform a gap analysis study of their pre and post-TEM environment to understand where they are now, what they need, and where they need to go to successfully deploy TEM. They could either hire an external independent TEM consultant to help them drive this study or they could hire an experienced TEM professional internally to perform this study in-house.
Allocate a project manager to the TEM project. This project manager should receive some level of TEM subject knowledge training if they are not already a TEM expert.
Obtain senior management support for this project with its associated budget to drive the TEM programme to completion.
With the proper strategic and operational commitment in place from the customer, they can properly manage and set the right expectations with the TEM vendor to deliver the results that best fits their organization and to drive their TEM programme to success.