Reading the recent news on talkRA of the merger of EcTel and cVidya, and financial results for Subex got me thinking. Add to that when I was on an internal call last week, I was asked why we need to use the RA tool to perform a reconciliation, and not just use SAS.
Is it the case that the RA tool, as a specialised piece of software, that can command a premium price, is going the way of the dinosaur? On the phone call, I was able to argue that the configuration work had already been done so it was pointless to repeat it, but would I have an easy as response as this, if the work had not yet been started?
I have recently been thinking again about the TMF’s RA maturity model. What I am sure on is that the benefits from an RA investment (be that time, people or tool), will not be more than the lowest individual dimension of maturity. So if 4 of the 5 dimensions of the TMF maturity are high, but the “people” dimension (for example) is low; then only low benefits will be realised (don’t ask me to define low vs. high benefit).
And so the RA manager’s role must be to align each dimension to deliver and sustain the next level of maturity. Delivering this though requires thought, based on an honest appreciation of where capability is currently at, and strategic leadership to see how to move in the next level.
To bring this back to why I was thinking about this originally, there seems a disconnect between the seemingly unflattering business performance of RA vendors, and the apparent growing need for RA work. It raises the question that, in general, are RA tools and software more mature than the people and processes, or is it the other way around? And depending on that answer, is this recognised by the RA software vendors, and if so what could, or must, they do to lift their own profit?