Organizational Transformation and Process Modeling in Modern Telecommunications Companies

Abstract

The telecommunications industry has presented a healthy growth over the recent years, and generated combined revenues of approximately 700 billion Euros in 1995 worldwide, while it is estimated that in 2005, this number will rise to 970 billion Euros in the European Union alone. This growth is directly associated, apart of the strong direct dependence on informatics and digital technology, to the international policies followed, as regards the transition from a monopolistic environment towards a liberalized one, through various deregulation stages. Despite the obvious benefits for the end-user, which are further emphasized as a deregulation process evolves, the telecommunications market providers must face a continuously changing environment, which necessitates the research, selection and adoption of new technologies, the flexibility to adapt to rapid market changes through focused and flexible marketing programs, the agility to provide customized services, and the ability to integrate services, solutions, and equipment for the end-users. A critical step in the attempt to meet the above requirements is business modeling. The present work examines organizational methodologies for an entrant small-size telecom company, which would attempt to meet the above criteria. The study introduces the concept of process modeling in a general business environment and analyses the way in which a telecom company should be organized and structured. A SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis initially defines the operational environment of the corporation. Case models are created as interim stages for the support of the interactions between the business entities. The external influences are enumerated and their role is highlighted. The business processes are then identified, analyzed and evaluated, and typical process flowcharts are generated and documented.