Regaining ownership of telecoms data
Assessing maturity, restructuring the pathway and relaunching execution three years after the initial diagnosis · A telecommunications operator, Central Africa.
Customer, network and revenue data were spread across several systems, with no shared identifiers or reference data. Controls rested largely on manual processing and on a few key people. Management therefore lacked a sufficiently reliable view to settle its commercial, network and operational priorities.
Take stock objectively
Assess the maturity of the data function against an international framework, map the risks and establish a baseline shared by the executive committee.
Structure
Define the target organisation scenarios, the responsibilities, the priority processes and a directly usable roadmap.
Relaunch execution
Three years on, reassess progress, tighten the priorities, introduce a data-product logic and standardise the critical processes.
Three years after the initial audit, the client entrusted the team with relaunching and leading the implementation. This new phase made it possible to tighten priorities and to establish data governance as a lasting function of the business.
Reliable reference data, standardised processes, data governance set up, and reduced dependence on a few key individuals.
Dimensions at the heart of the mission : Decision-making · Technology and information · Human and institutional
A comparable challenge in your organisation?