Kritiska framgångsfaktorer i teknologiska förändringstider
(2007) MIO920Production Management
- Abstract (Swedish)
- Presently the telecom industry is going through a
massive shift in technology. In the business to
business environment regarding delivery and service
of fixed telephony, the traditional circuit-switched
PBX (private branch exchange) technology is
successively replaced by a new Ip-based (Internet
protocol) PBX technology. The new way of switching
voice-calls doesn't demand a separate infrastructure
for telephony. The traffic instead takes place in the
data-infrastructure. The shift in technology
subsequently puts high demands on the players in the
business. Secondary to the technology shift
companies will, in time, have to change the ways they
work to meet the customers’ new demands. This
thesis discusses and identifies future... (More) - Presently the telecom industry is going through a
massive shift in technology. In the business to
business environment regarding delivery and service
of fixed telephony, the traditional circuit-switched
PBX (private branch exchange) technology is
successively replaced by a new Ip-based (Internet
protocol) PBX technology. The new way of switching
voice-calls doesn't demand a separate infrastructure
for telephony. The traffic instead takes place in the
data-infrastructure. The shift in technology
subsequently puts high demands on the players in the
business. Secondary to the technology shift
companies will, in time, have to change the ways they
work to meet the customers’ new demands. This
thesis discusses and identifies future critical success
factors, as a result of the change in technology.
Theoretical
framework
The purpose of the thesis has been to find the, earlier
mentioned, critical success factors. In our work we
have been using a couple of, more or less famous,
theoretical models. Among others, we have used the
PESTEL-framework, Porters five forces-model and
the cultural web. In order to really understand the
contributions made by these models, it is important to
comprehend that these models are foundations to
build the thesis around, rather than an exact science.
Method In our effort to gather a good amount of reliable data,
we have been using different methods of data
collection and the thesis has both a quantitative and a
qualitative approach. In our work, we have
interviewed a number of respondents from TDC
Dotcom. These interviews have been the basis of the
qualitative internal analysis and have enabled us to
understand problems and procedures within the
organisation. The quantitative data has been collected
from all kinds of sources, from technical literature to
market analysis, as well as from the company's intranetwork.
The data showed that there were internal
problems, mainly regarding supporting business
systems, and the view on the company's cultural
paradigm. The external analysis showed that there
will probably be a change of customers´ preferences,
and by which factors a customer will choose a future
telephony supplier.
These problems are actually important to handle in a
near future, primarily due to the changing nature of
problem management in TDC Dotcoms service
procedure.
Conclusions Our work has resulted in a couple of
recommendations to TDC Dotcom. These can be
broken down into two main areas. The first one is
how to improve the service procedure by
implementing two separate supporting business
systems.
The company lacks knowledge about its own
organisation in the sense that there is no
documentation about "in-house" competences.
For that reason our first recommendation is to
investigate and implement such a supportsystem.
This system would not only make the
service-procedure more effective, it would
also provide the company with important
structural capital.
We have also found that the process regarding
technical problems, handled by the staff, is not
fully supported. TDC Dotcom lacks a system
that helps the technicians to document known
errors. The lack of documentation makes it
hard for the technicians to work proactively.
This fact leads us to our second
recommendation. The company should
implement some kind of "known error"-
system to support the technicians and make
their work more effective and rewarding.
The last, but not at all least, recommendation is to
identify, in our opinion, the most important future
critical success factor. The declining marginal's on
telephony-service, due to the shift in technology,
results in a shift in factors to focus on. Our opinion is
that there will be higher customer demands on the
interface between customer and company. Because of
this, our third recommendation is to regard the
"customer interface" as a main strategic question, and
to start the work with incremental improvements of
this interface as soon as possible. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/1981636
- author
- Styren, Johan and Åkerlund, Joakim
- supervisor
- organization
- course
- MIO920
- year
- 2007
- type
- M1 - University Diploma
- subject
- keywords
- Critical success factors, TDC Dotcom, Technology shift, convergence, ip-telephony
- other publication id
- 07/5267
- language
- Swedish
- id
- 1981636
- date added to LUP
- 2011-06-21 13:56:08
- date last changed
- 2011-06-21 13:56:08
@misc{1981636, abstract = {{Presently the telecom industry is going through a massive shift in technology. In the business to business environment regarding delivery and service of fixed telephony, the traditional circuit-switched PBX (private branch exchange) technology is successively replaced by a new Ip-based (Internet protocol) PBX technology. The new way of switching voice-calls doesn't demand a separate infrastructure for telephony. The traffic instead takes place in the data-infrastructure. The shift in technology subsequently puts high demands on the players in the business. Secondary to the technology shift companies will, in time, have to change the ways they work to meet the customers’ new demands. This thesis discusses and identifies future critical success factors, as a result of the change in technology. Theoretical framework The purpose of the thesis has been to find the, earlier mentioned, critical success factors. In our work we have been using a couple of, more or less famous, theoretical models. Among others, we have used the PESTEL-framework, Porters five forces-model and the cultural web. In order to really understand the contributions made by these models, it is important to comprehend that these models are foundations to build the thesis around, rather than an exact science. Method In our effort to gather a good amount of reliable data, we have been using different methods of data collection and the thesis has both a quantitative and a qualitative approach. In our work, we have interviewed a number of respondents from TDC Dotcom. These interviews have been the basis of the qualitative internal analysis and have enabled us to understand problems and procedures within the organisation. The quantitative data has been collected from all kinds of sources, from technical literature to market analysis, as well as from the company's intranetwork. The data showed that there were internal problems, mainly regarding supporting business systems, and the view on the company's cultural paradigm. The external analysis showed that there will probably be a change of customers´ preferences, and by which factors a customer will choose a future telephony supplier. These problems are actually important to handle in a near future, primarily due to the changing nature of problem management in TDC Dotcoms service procedure. Conclusions Our work has resulted in a couple of recommendations to TDC Dotcom. These can be broken down into two main areas. The first one is how to improve the service procedure by implementing two separate supporting business systems. The company lacks knowledge about its own organisation in the sense that there is no documentation about "in-house" competences. For that reason our first recommendation is to investigate and implement such a supportsystem. This system would not only make the service-procedure more effective, it would also provide the company with important structural capital. We have also found that the process regarding technical problems, handled by the staff, is not fully supported. TDC Dotcom lacks a system that helps the technicians to document known errors. The lack of documentation makes it hard for the technicians to work proactively. This fact leads us to our second recommendation. The company should implement some kind of "known error"- system to support the technicians and make their work more effective and rewarding. The last, but not at all least, recommendation is to identify, in our opinion, the most important future critical success factor. The declining marginal's on telephony-service, due to the shift in technology, results in a shift in factors to focus on. Our opinion is that there will be higher customer demands on the interface between customer and company. Because of this, our third recommendation is to regard the "customer interface" as a main strategic question, and to start the work with incremental improvements of this interface as soon as possible.}}, author = {{Styren, Johan and Åkerlund, Joakim}}, language = {{swe}}, note = {{Student Paper}}, title = {{Kritiska framgångsfaktorer i teknologiska förändringstider}}, year = {{2007}}, }