Last week, an anonymous individual explained why they were frustrated with their telco’s approach to revenue assurance. Ultimately, the complaint was that management pursued the wrong objectives, focusing too much on short-term money-grabbing targets, and not enough on the treatment of the root causes of leakage. This prompted a question in my mind. How representative is this individual’s experience? Maybe most of you feel unhappy with the progress made in your telco. Or perhaps you feel that executive support for revenue assurance has improved greatly, and keeps getting better.
My own experience is mixed, but as my experience has been accumulated over time, it is not fair to compare executives I met 10 years ago with those I have dealt with more recently. Revenue assurance has changed a lot. People know more about revenue assurance than they used to, but that also means we should expect people to know more. And whilst I have worked in various countries, I would not claim they are a representative sample. In short, I have met good and bad, but I am reluctant to jump to conclusions about the current state of play worldwide. Will you help me to assess current satisfaction with how CEOs approach revenue assurance?
Look to the right-hand sidebar, and you will find a new poll, asking your opinion about CEOs and whether they understand revenue assurance. Please click on the answer that is the closest match to your personal experience.
The results are updated in real-time. That means the graph below will keep changing, as new responses come in!
My aim is to cut through the hype, and to identify if the world of revenue assurance should be doing a better job of communicating with the top dog in every telco. After all, CEOs have the ultimate say on how the telco’s employees are incentivized. They determine how much reward is given for delivering this quarter’s recovery targets, compared to the appreciation shown for implementing preventative and proactive assurance strategies. Alternatively, maybe you feel that CEOs are doing a good job, and if attitudes do need to be changed, the focus belongs elsewhere. Please treat this as a starting point, as we collectively explore how to improve the understanding of revenue assurance. It would be great if we could change perceptions in positive ways, meaning fewer of you endure the kinds of troubles recounted by last week’s anonymous blogger.
Where will this lead? I do not know. But then, when I started working in revenue assurance, or when I started blogging, I had no idea it would lead to this! All I know is that we can keep striving to do better, and to make telcos better. That starts by identifying where we are doing well, and where we need to improve. Vendors do a lot of work promoting RA to execs, but it would be naive to rely upon them to push hard for changes that will yield them no reward. For example, root cause analysis is important, but it is harder to monetize than the reconciliation of large volumes of data. So whilst we can thank them for the work they do in promoting in revenue assurance, the community should not solely rely upon their efforts. Let us look to increase our efforts, first by asking where they should be focused. Is it on the CEO? Or should the revenue assurance community seek to increase its influence elsewhere? I can imagine it will take a while to reach any valuable conclusions, but that should not discourage us from beginning this endeavour. After all, the history of revenue assurance is a story of daunting challenges that were overcome, even though there was no guarantee of success or of what the rewards would be. We have already travelled from there to here. If we work together, we can go further.