best practices for communications transformation ... best... · best practices for communications...

Best Practices for Communications Transformation:

Transportation, Energy, and the Public Sector

A Stratecast Whitepaper

Sponsored by Alcatel-Lucent

Author: Becky Watson, Program Manager,

Communications Infrastructure and Convergence

January 2009

Frost & Sullivan reports are limited publications containingvaluable market information provided to a select group of customers in response to orders. Our customersacknowledge when ordering that Frost & Sullivan reportsare for our customers internal use and not for generalpublication or disclosure to third parties.

No part of this report may be given, lent, resold, ordisclosed to non-customers without written permission.Furthermore, no part may be reproduced, stored in aretrieval system, or transmitted in any form or by anymeans, electronic, mechanical, photocopying, recording,or otherwise, without the permission of the publisher.For information regarding permission, write:

Frost & Sullivan7550 West Interstate 10, Suite 400San Antonio, TX 78229United States

2009 Stratecast Page 1

Best Practices for Communications Transformation: Transportation, Energy, and the Public Sector

Table of Contents

Executive Summary 3

Introduction 4

Communications Services Providers and IPS Entities: Similarities and Differences 5

Transportation Sector 5

Energy Sector 6

Public Sector 6

A Critical Key to Success A Strong Business Partner 7

Alcatel-Lucent Customer Successes and Case Study Highlights 7

Transportation: Highways Agency, UK 7

Energy: Transpower, New Zealand 8

Public Sector: Federal Ministry of the Interior, Austria 9

Meeting the Challenge: Why Alcatel-Lucent? 9


Best Practices for Communications Transformation: Transportation, Energy, and the Public SectorStratecast Whitepaper

Best Practices for Communications Transformation: Transportation, Energy, and the Public Sector

Executive Summary

Transportation, energy and government organizations have complex communications issues that are necessary to operate theirbusinesses efficiently but are not part of their core business. Communications transformation projects within these industrysegments have extensive regulatory, safety, technology, company and industry-specific requirements that necessitate industryexpertise from their vendor partners. Companies within these industries typically rely on trusted partners to enable theircommunications infrastructures.

Companies within these industry segments have different business models and strategies to address their communicationstransformation projects. There is a spectrum of strategies that are potentially involved in engaging vendor partners to enabletransformation projects. At one end of the spectrum, are individual, one-time engagements that can include design, planning,deployment and eventual hand-off to the customer or a subset. At the other end of the spectrum is complete outsourcing forshort or very long-term intervals20 years plus.

As with any business entity, the companies within this sector have their own threshold for adoption of new technologies, solutionsand products with regard to their communications infrastructure; however, the bottom line is that the solutions deployed must becompletely reliable and always available. In this regard, these large industries have similar requirements as those of the largecommunications service providers (CSPs). However, unlike the CSPs, communications services for transportation, energy, and thepublic sector must be available 100% of the time, whereas CSPs typically build networks with a 99.999% reliability level.

Although these industries are not selling communications services to their customers, their communications infrastructure ismission critical to the operation of the business itself. The safety of their employees, their clients and the public, adherence tospecific domain regulatory requirements, and the nature of the business itself are all key characteristics of the communicationsrequirements for these industries. An example in the transportation industry is a specific time requirement for response from arailway operator to its base operations center and back to the operator to support safe command of the railway operations and itspassengers.

Internal communications of these companies are integral to their business but it is not their primary business and thereforecompanies typically look to experienced vendors to provide them with proven, tested and reliable communications solutions.

In this Alcatel-Lucent sponsored whitepaper, Stratecast will provide insight into:

1. The communications requirements of three specific industry segments (transportation, energy and the public sector),

2. Best practices to deliver the services and manage the projects efficiently, and

3. Innovative solutions and strategies deployed by these industry segments.

Finally, we will provide insight into, and analysis of, Alcatel-Lucents services and solutions it offers to the overall IPS market.Alcatel-Lucent defines IPS industries as transportation, energy, and the public sector. The public sector includes local and publicsafety agencies, (police, fire, etc.) and government entities.



INTRODUCTION

The transportation, energy, and public sector segments, collectively Industry and Public Sector (IPS), have individualcommunications requirements, both within the segment itself as well as within each company within the segments. From atechnology perspective, these industries and individual companies may not realize the full benefits of IP-based communicationsservices and are conservative with regard to adopting newer technologies. The old adage, if it aint broke, dont fix it, applies forthe most part. However, in many instances the communications infrastructure of these companies is outdated and they mustexplore and transform their infrastructures to support their core business initiatives. Consideration of IP-based solutions is partof the process, but not the main consideration nor a foregone conclusion for the next step in communications infrastructuretransformation. The first and foremost considerations are availability and reliability as communications are mission critical.

Transportation, energy, and the public sector typically do not have vast, internal resources with a breadth of communicationsknowledge or the time to focus on communications transformation initiatives. Ultimately, it is not their primary job function toenable communications infrastructure changes. For this reason, along with the criticality of success for communicationstransformation, these entities will typically look to their vendors for the expertise required to enable their communicationsinfrastructures.

When contemplating communications transformation, there are a few key requirements that the IPS sectors need to consider whenchoosing communication vendor partners to enable communications transformation projects. Some of these are:

Specific industry domain knowledge Within the transportation, energy, and public sector each have specificregulatory, safety, technological, and partner requirements and preferences.

Project Management Expertise The communications infrastructure is important but is not part of the companies core business and competency; therefore, each company must be able to rely on vendors for complete project management so it can focus on its core business.

Project management can include a very diverse ecosystem of partners, including managing government and civic entities, construction companies, regulatory agencies and other communications and IT vendors.

Multi-Vendor Knowledge No one vendor will supply an entire solution; multi-vendor solutions are inherent incomplex communications infrastructures. Instead, vendors that understand and have in-depth knowledge of other vendors products and solutions are required to offer a best of breed solution.

Companies require one vendor partner to take the lead for an entire project which can include design, planning, procurement, deployment, maintenance, training, and complete project management.

Integration Expertise In-depth knowledge of other vendors products is one part of a network integration vendors(Network Integrator) value; other important qualities are the ability to bring global and local facilities, resources andlabs to the table to pre-test and prove the solution prior to deployment, and to install and maintain the solution. Thesefactors are critical for project success.

References Strong references are very important, due to the criticality of the projects. IPS customers require references from peer companies who have engaged in similar network transformation projects. Due diligence with references is a key part of the vendor selection process.

IPS customers realize that they do not have in-house expertise to transform their communications infrastructure, nor do theytypically have budgets to hire additional staff to manage complex communications projects. For these projects, IPS entities lookto communications equipment and services vendors, IT vendors and other integration and services vendors to provide theexpertise, products, services, project management, partners, partner ecosystem management and, partial to complete outsourcingof the projects including ongoing maintenance, short and long term management and maintenance of their communications.



Communications Services Providers and IPS Entities: Similarities and Differences

For Communications Services Providers, time-to-market is a key requirement for network infrastructure enhancement and servicesrollout. In contrast, the IPS sector is not as concerned with time-to-market, per se, but does want a project brought in at budgetand within the timeframe specified and, most importantly, one that meets the reliability and safety requirements necessary for eachindustry.

There are some similar features and requirements for communications among transportation, energy and the public sector.Examples of similarities include:

1. The companies have multiple, widely distributed communications environments as part of their infrastructures. As a result, they are building private communications networks to support their core business;

2. Typically they have multiple, complex communications requirements that include high performance requirements,multiple technologies and multi-vendor products and solutions. Conversely, they are also conservative by nature and looking for tried and tested (vs. cutting edge/next generation) solutions;

3. Communications is not their core business but is mission critical to the operations of their core business;

4. Complex back-office infrastructures must be integrated with their communications infrastructures

What are the differences that add more complexity in the IPS sector? There are many, including:

1. Public financing in many cases Public Private Partnerships (PPP) and Private Finance Initiatives (PFI) are requiredto procure services over a prescribed period (a typical period could be in excess of 20 years). PPI/PFI financial backing requirements, processes, timelines and accountability for public long-term projects put significant financial onus on vendors as well as adding complexity.

2. Project partner management - construction, technology, regulatory, government, IT vendors, contractors, and many others

3. Inter-agency interoperability, multiple government regulations, multiple technologies, multiple back-office requirements and public and internal safety requirements

4. Longevity of projects and outsourcing requirements; as these networks are not upgraded in response to consumer demands clients are often concerned about managing obsolescence

5. Specific industry requirements and business initiatives as described in subsequent sections

Transportation Sector

Transportation operators, such as metro and regional railways, highways, and airports, have key performance criteria that they mustmeet and constantly address. Key performance criteria include reliability; timely route expansion to meet increased demand; trafficgrowth forecasting and meeting the increasing demand for public transportation; punctuality and traffic control; regulatory issuesassociated with safety for customers and employees; environmental concerns; and meeting specific efficiency and cost parameters.Added to these performance requirements is the underlying fact that transportation companies must make improvements withlittle to no disruption in service. The services and operations mentioned above constitute transportation companies core business.Closely intermingled with these core business initiatives are communications related projects that are not the core business oftransportation companies. Significant communications projects for transportation companies include:

Closed-circuit television (CCTV) that can provide monitoring activities along the rail path, the highways, and othertransportation entities for safety, protection and real-time and near real-time assessment of infrastructure occurrences

CCTV data and other network data consolidation and updating of internal systems to provide the company and itsclients with real-time information and alerts

A network infrastructure including access and transport connectivity solutions (DSL, optical, Ethernet, and othertechnologies), multiple technology network infrastructure (PMR/LMR, GSM-R, WiMAX, IP, IP/MPLS and others)to support internal and external communications, signaling and voice, video and data services



Customer facing services such as Internet access, entertainment solutions and content information services related to the transportation companies operations

Operations management of the communications systems and services

Design, testing, deployment and maintenance of communications systems and services

Real estate development within the transport infrastructure that has the potential to drive new revenue streams from video advertising and public space targeted news and infomercials.

Energy Sector

Energy includes power utilities and oil and gas companies. The global energy sector is facing higher consumption demands,increased regulatory requirements, and has extensive pressure to reduce carbon footprints with alternative power sources. Internalresources are focusing on core business initiatives; enabling communications infrastructure enhancements to support the businessinitiatives is not a top priority, nor their expertise. For these reasons and others, energy companies look to their vendors forcommunications solutions and expertise, project management, outsourcing and other innovative business strategies.Communications projects within the energy industry include:

Communications infrastructure builds to connect sites that are both numerous and remote to enable efficientoperation of energy grids

Enabling internal monitoring and maintenance of communications infrastructure from centralized operations centers

Providing communications infrastructure for smart metering

Building communications infrastructure to provide operational support systems that allow the operator to ensure energy availability in high demand periods in order to protect the overall system and its customers

Design and planning strategy projects to migrate from legacy infrastructure to next-generation infrastructure

Public Sector

With increased security requirements, as well as, the need for coordinated efforts between local, regional and national authorities,aging internal communications infrastructure and budget constraints, the public sector faces serious challenges in regards to itscommunications infrastructure. However, the need for sophisticated communications services to meet the complex requirementsfor public safety and security is a common requirement for these entities. Projects within this sector can include:

First responder mobile infrastructure deployments with individual agency and inter-agency security communications requirements

Communications infrastructure enhancements and deployments to enable data sharing between and among agenciesand regions and interoperability of technologies.

Video camera operations for public safety in common areas, border areas with remote monitoring and support operations

E-government initiatives

Bridging the digital divide



A Critical Key to Success A Strong Business Partner

The transportation, energy, and public sectors require partners with extensive communications knowledge, domain-specificexperience, strong and proven expertise in project management, and a record of industry-specific, successful communicationstransformation projects. Prior experience is particularly important due to the inter-relational nature of industry-specific corebusiness initiatives along with the requirement for mission critical communications services.

Beyond the natural need for experts in communications is the increased need for a company that can bring forward new businessmodels to assist public bodies struggling to finance new infrastructure and services. This has become even more critical with thecurrent instability in the world economy. In particular, the need for a partner that can sufficiently absorb the risks of Public PrivateFinance Initiative/Public Private Partnerships (PFI/PPP) and very long-term contracting responsibilities. To finance these large-scale multi-million Euro projects, clients look to collaborate with companies that have strong balance sheetsto ensure that:

1. They can raise the initial financing required,

2. They have a high probability of being around in the long term to deliver the project, and,

3. They have the experience of major project management utilizing the PFI/PPP model.

Experienced network equipment vendors have developed distinct core competencies with CSPs that can be leveraged in othercomplex industries such as transportation, energy, and the public sector (police, government, etc.). CSP networks are similar tothose of transportation, energy, and the public sector networks as they are multi-site, distance networks, have multi-technologysolutions and have critical communications requirements such as reliability and availability.

These competencies include successful and timely multi-vendor procurement, project management, network design anddeployment, a deep understanding of multiple communications technologies and experience in providing end-to-end solutions andservices that are both standardized and customized to meet individual requirements. Network equipment vendors have keystrengths that differentiate them from their competition of IT vendors, CSPs, and other network integrators. These key strengthsinclude:

Expertise in Technology Network equipment vendors not only invent the new technology, they spearhead the industry technology associations and provide end-to-end design, planning and proving of new technologies.

Strong Program Management Capabilities Supporting all of the critical network elements including existing infrastructure, those of other vendors, and parties involved in the projects.

Enabling Proven Solutions - Establishing accurate trial and test frameworks to enable objective and thorough evaluation of operational processes, interoperability, feature readiness and assessing readiness for commercial service is a core competency.

Outsourcing Outsourcing, whether partial or complete, of communications services, operations and maintenance can be enabled by the majority of network equipment manufacturers.

Alcatel-Lucent Customer Successes and Case Study Highlights

Transportation: Highways Agency, UK

In many transportation projects a group of vendors, contractors and subject matter experts perform against a contract that hasbeen outsourced to one public, private or combined entity, known as a Special Purpose Vehicle (SPV). This entity, more often thannot, does not have the technological expertise with complex IP-based projects. For this reason, these entities must rely on partnersthat have multiple successes, extensive references with similar transportation projects, and have the organizational resources tosuccessfully support and enable the project.

Alcatel-Lucent has many deployments and successful project completions in the transportation segment including the GotthardBase Tunnel and the Swiss Railway (SBB) in Switzerland, the S-Bahn in Berlin, Germany, and the Paris Metro in Paris, France.These projects include both network and Operational Support System (OSS) IP transformation and integration. Some notablefacets of these projects include extensive route mile and multiple node, multiple technology, network infrastructure deployment,web-based network monitoring, closed-circuit television (CCTV) monitoring, and data storage and management of the video images.



As indicated, Alcatel-Lucent possesses many notable references and successes and for these reasons and others, was chosen as thedesign authority and active equipment integrator on the Highways Agency NRTS (National Roads Telecommunications ServicesContract) project. The Highways Agency contracted Alcatel-Lucent, through a consortium that was responsible for implementingNRTS via a performance-based PFI contract for the Highways Agency and its network IP transformation project.

The NRTS project entailed building an IP Ethernet over Wave-Division-Multiplexing (WDM) network and providing a customizedOSS that met specific requirements for video monitoring for base operations to remote communications across all of Englandsmotorways.

The NRTS project required Alcatel-Lucent to design and build a system that enabled web-based communications between adiverse partner ecosystem including partner contractors, internal network operators and the UKs external customers, and thetravelers using the highways system. Key attributes that Alcatel-Lucent possesses that the Highways Agency found favorable wereAlcatel-Lucents extensive references from other transportation projects such as the Network Rail and the Paris RATP network.Representatives from the partner consortium that was engaged with the project mentioned in an interview that they felt Alcatel-Lucent has the experience, the technological expertise and the capabilities and solutions to meet todays communications challengesas well as tomorrows unknown requirements.

Alcatel-Lucent has also contributed to the SPV and has been recognized for more than one million safe working hours on theproject demonstrating their expertise in operating in hazardous environments.

Energy: Transpower, New Zealand

Alcatel-Lucent has many successful deployments in the energy sector including Transpower, New Zealand. Transpower owns andruns the national electricity grid in New Zealand. Transpower New Zealand represents a multi-faceted network transformationproject that highlights Alcatel-Lucents strengths in technology, project and partner management skills, industry-specificknowledge, and its long-term commitment to IPS customers. Transpower recognized that its aging transmission infrastructureposed a threat to its ability to provide its core services, supplying New Zealand with its power. Transpower also recognized itneeded a more efficient and cost-effective method of operating, monitoring and maintaining its communications infrastructurethat connected to its power infrastructure. Transpowers transformation encompassed both legacy and next-generationinfrastructure requirements. Transpower required a vendor that could support many technologies including Synchronous DigitalHierarchy (SDH) for some of its existing communications applications and network elements, and IP-based technologies for thenewer applications.

The criticality of Transpowers core business coupled with the need to be able to seamlessly control power resources during peakperiods brought Transpower to the realization that it needed a long-term, committed partner to transform its communicationsinfrastructure. Transpower needed a partner to consult with, and to design and deploy an advanced communications infrastructureand, when complete, operate the network so Transpower could concentrate on the business of supplying power to its customers.Transpower contracted with Alcatel-Lucent to enable an IP/MPLS network to connect its sites and enable 192 new sites with IPnetwork connectivity. Additionally, Transpower contracted with Alcatel-Lucent to provide and enable an outsourced solution fornetwork management and monitoring; and enabling operational support system (OSS) for fault notification, inventorymanagement, and provide a future-proof OSS infrastructure that would allow Transpower New Zealand to bring new services toboth its internal and external customers.

For the Transpower project, Alcatel-Lucent combined many company strengths such as its deep knowledge of IP/MPLStechnologies and networks, its project management and industry-specific expertise. These attributes provide the foundation tobring this project to fruition within the timeframe specified, following strict safety and utility regulations and enabling a multi-vendor environment to meet customer requirements.

In addition to the network requirements, Alcatel-Lucent leveraged its service provider OSS knowledge and its Network OperationsCenters (NOCs) to enable and integrate a system that allows Transpower to reduce its operational costs by outsourcing the entirenetwork, and the monitoring and maintenance of its multi-vendor infrastructure. These capabilities provide Transpower with apartner that manages its mission-critical network so that Transpower can focus on its core businessproviding power to itscustomers all across New Zealand when power loads are both stable as well as during times when power loads are extremely high.



Public Sector: Federal Ministry of the Interior, Austria

A typical strategy for the public sector is to have a blueprint or plan designed by reliable consultants that have previous experiencewith similar projects. An example of a public sector project is inter- and intra-agency (local authorities, public safety, etc.)communications strategies and technologies. Although the overriding goal of these projects is to enable quick, efficient and securecommunications, each project has custom requirements based on existing infrastructure, funding, and safety and securityrequirements. When the design blueprint is complete, the public sector agency or its designer typically bids out the project basedon requirements, pricing, and timeline guidelines.

These public sector projects can include sourcing, design, installation, configuration, operations and maintenance of theinfrastructure. First responder mobile networks are a key trend in the public sector with regards to efficient communications.

An example of Alcatel-Lucents success in this sector is with the Federal Ministry of the Interior (BMI) in Austria. Through apublic private partnership, the Austrian BMI selected TETRON, a joint venture between Motorola and Alcatel-Lucent formed tooversee the nationwide project, to deliver a single network infrastructure that serves as the communications backbone for Austriaspolice, fire, ambulance and other rescue and first responder agencies. This project will utilize TETRA technology (TerrestrialTrunked Radio, an ETSI standard), and provide a digital radio communications system that allows inter- and intra-agencycommunications.

Key requirements of the project were to:

1. Improve coordination between multiple public safety agencies

2. Enhance the reliability and security of communications

3. Enable new functionality for first responders and public safety agencies to improve efficiency and enhance public safety overall

Alcatel-Lucent has engaged with its technology partner Motorola for the TETRA solution and Alcatel-Lucent is responsible fora turnkey network rollout within a 5-year deployment term and maintenance of the multi-vendor solution for 25 years.

Meeting the Challenge: Why Alcatel-Lucent?

Stratecast provides extensive analysis of Managed and Professional Services (M&PS) solutions offered by network equipmentproviders (NEPs) in its M&PS Module. Stratecast believes NEPs are uniquely qualified to offer complete outsourced services forIP transformation including turnkey design, deployment, maintenance and monitoring solutions, and complete outsourcingutilizing NEP facilities, personnel, and incorporating their technology expertise. In its recent study, NEP Outsourcing forCommunications Service Providers and Large Industry, Stratecast provides insight and rational into NEP abilities to provideworld-class outsourced services. Alcatel-Lucent possesses the infrastructure, services and expertise that Stratecast believes isnecessary to provide these valuable outsourced services.1

Alcatel-Lucent has a long and respected history of inventing, designing, planning, implementing and maintaining complexcommunications infrastructure.

Alcatel-Lucent features expertise in multiple domains, multiple, successful IP and diverse technology network transformationprojects, with long-term contracts, and numerous client references. Alcatel-Lucent brings a proven best of breed, flexible solutionand service strategy that enables the IPS market segment to architect customized and standards-based solutions to addressindividual financial models, technologies and services.

From initial infrastructure design through to project completion and to ongoing operational support, Alcatel-Lucent IPS Servicesdraws on many years of experience architecting and delivering customized, standards-based solutions. Alcatel-Lucent brings thisexperience, along with its extensive understanding of technologies and IP services, program management skills, planning,engineering, deployment, and operations expertise, to its IPS Services Practice to provide a full solution for its IPS clients.

1Stratecast has published many studies on network outsourcing and managed services in its Managed and Professional Services (M&PS) Module and other Stratecast programs. In October2008, Stratecast published in its weekly publication, Stratecast Perspective and Insight for Executives (SPIE), analysis on NEP strategies for outsourced services. This analysis discussesstrengths of NEPs such as Alcatel-Lucent in regards to outsourced services. Please see Stratecast report SPIE 2008 41, NEP Outsourcing for Communications Service Providers and LargeIndustry. For more information about this or any Stratecast report, please visit www.stratecast.com, call 877-463-7678, or e-mail [email protected].



What differentiates Alcatel-Lucent from its network equipment vendor, IT vendor and network integrator competitors? In anutshell, technological expertise, experience, a long list of references, expertise in project management, and a compellingcommitment to serve the transportation, energy, and public sector. For total outsourced solutions, Alcatel-Lucent provides strongplanning, procurement, project management, solutions, and end-to-end testing capabilities.

It may be perceived that Alcatel-Lucent would have a tendency to provide its own products and solutions for outsourced projects.However, Alcatel-Lucent has repeatedly shown that it is very adept and open towards enabling multi-vendor solutions and workingwith other vendors equipment. Alcatel-Lucent has strong buying power that makes it an asset for procurement and overall vendormanagement.

From a scale perspective, the Alcatel-Lucent organization can leverage existing organizational resources to provide the IPS sectorwith the services it requires. It does not need to build a new organization and for this reason, Alcatel-Lucent is uniquely qualifiedto provide IPS services and outsourced solutions.

Alcatel-Lucent has the banking relationships and credibility in the financial markets to raise capital for PFI/PPP contracts.Critically, it is willing to step up to performance-based contracts for government-backed entities in transportation, energy andgovernment projects.

Alcatel-Lucent personnel resources for network transformation projects include industry domain experts, project managementexperts, other vendor product experts, technology experts, and individual expert consultants that are assigned to specific projects.Additionally, the IPS organization within Alcatel-Lucent has the technological resources of the entire company to draw upon whendesigning and building a communications transformation solution.

From a physical facility perspective, Alcatel-Lucent is a global organization and provides support to its IPS customers with its local,regional, national, and global operations. Local and regional support and maintenance facilities (network operations centers) forcomplete network outsourcing provides superior customer support and assumes the risk for complex communications solutions.

Stratecast believes that Alcatel-Lucents commitment to, and proven expertise in the IPS segment, along with its core technological,project management, and operations and outsourcing expertise, makes it a leader in network transformation. Finally, the singlemost compelling reason that Stratecast believes Alcatel-Lucent provides a valuable solution for network transformationis its commitment to each individual customer. Alcatel-Lucent is the provider of services and solutions and is not justanother vendor. It takes the responsibility not only for its primary IPS customer, but also to each of their customers.

IPS clients have chosen Alcatel-Lucent repeatedly, as their Network Integrator for large, complex communications andIT projects and, Alcatel-Lucent has proven its network integration expertise by continually meeting and exceeding itsclients expectations.

Becky Watson

Program Manager Communications Infrastructure and Convergence

Stratecast (a Division of Frost & Sullivan)

[email protected]



CONTACT US For more information, visit www.stratecast.com, dial 877-463-7678, or email [email protected].

About StratecastStratecast assists clients in achieving their strategic and growth objectives by providing critical, objective and accurate strategicinsight on the global communications industry. As a division of Frost & Sullivan, Stratecasts strategic consulting and analysisservices complement Frost & Sullivan's Market Engineering and Growth Partnership services. Stratecast's product lineincludes subscription-based recurring analysis programs focused on Business Communication Services (BCS), ConsumerCommunication Services (CCS), Communications Infrastructure and Convergence (CIC), OSS and BSS Global CompetitiveStrategies (OSSCS), and our weekly opinion editorial, Stratecast Perspectives and Insight for Executives (SPIE). Stratecastalso produces research modules focused on a single research theme or technology area such as IMS and Service DeliveryPlatforms (IMS&SDP), Managed and Professional Services (M&PS), Mobility and Wireless (M&W), Multi-Channel VideoProgramming Distribution (MVPD), Network Infrastructure and OSS (NIO), Secure Networking (SN) and UnifiedCommunications (UC). Custom consulting engagements are available. Contact your Stratecast Account Executive for adviceon the best collection of services for your growth needs.

About Frost & Sullivan Frost & Sullivan, the Growth Partnership Company, partners with clients to accelerate their growth. The company's TEAMResearch, Growth Consulting, and Growth Team Membership empower clients to create a growth-focused culture thatgenerates, evaluates, and implements effective growth strategies. Frost & Sullivan employs over 45 years of experience inpartnering with Global 1000 companies, emerging businesses, and the investment community from more than 30 offices onsix continents. For more information about Frost & Sullivans Growth Partnership Services, visit http://www.frost.com.


best practices for communications transformation ... best... · best practices for communications...

Documents