The Case for becoming commercially agile
CSPs are stuck between a rock and a hard place, with too many goals and too few resources to deliver them.
Digital transformation remains a significant hurdle for CSPs planning to diversify their market offerings, expand beyond the network connection, and achieve operational efficiencies through automation. However, the complex nature of legacy systems often impedes progress, meaning CSPs should consider a different approach to their transformation strategy.
Hansen believes that to accelerate new business models, monetise the network, and realise new revenue opportunities beyond core network connectivity, CSPs must place priority focus on the systems and processes which improve their commercial agility, explicitly their ability to create, sell, and deliver new offerings to market.
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In the report, we explore the need for CSPs to attain commercial agility, a key trait that allows them to quickly adapt to changing market conditions and consumer preferences without significant investments in staff, processes, or tools. This agility enables them to rapidly introduce next-generation products to market, engage customers in the manner of best-in-class retailers, and flawlessly fulfil orders, irrespective of their size or complexity. The report goes on to examine the specific capabilities that make such agility possible, from a centralised enterprise product catalogue to digital governance workflows and omni-channel sales strategies.
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