Driving new business through successful proof of concept (POC) deployment in a challenging political environment
The Situation
Our client is a company with a unique, next generation model based autonomous operations frameworkdeploying their product into key strategic customers.
Our client has a key strategic engagement with a tier 1 telecommunications company where an important POC was required to open further opportunities in deploying their platform as part of a major transformation initiative.
The Task
We were engaged to act as an on-site extension of our client’s team with the objective of architecting the POC, managing its successful deployment into the end environment and performing a demonstration of the use case and evangelising the framework capabilities to the key executive stakeholders responsible for commissioning the transformation initiative.
The Action / Approach
Became familiar with the technology and represented the client at the customer site.
Working remotely with the clients development team, clarified the scope of the POC and built a plan for deployment in the end environment. Working in unison to resolve the end customer environment and third party supplier issues.
Managed the customer expectation in terms of POC features and timelines, aligning with third party deliverable and executive milestones.
In parallel we embarked upon a benefits marketing campaign, evangelising the framework features and advantages to the sub-divisions within the customer.
Managed customer stakeholder resistance to change and acceptance of the new technology.
The Result
The POC was successfully delivered in the agreed time frame and the end customer commissioned two more POC use cases of expanding scope which were delivered.
The end customer commissioned the platform as a core technology within their transformation initiative – a deal of significant commercial value to our client.
Our client has expanded their engagement to provide ongoing professional services to maximise revenue and adoption throughout the telco.
Value was delivered by;
-Able to Clearly Demonstrate Value to the Business
-Improved credibility with and confidence from across the business
-Greater acceptance of change
-Improved support of Business Directives
-Improving customer and colleague service and satisfaction
-Validation of the IT Change Strategy
Focus In On: Responsible for Project and Programme Delivery
New Areas of Value:
Ability to clearly demonstrate value to the business
Increased credibility with and confidence from across the business
Greater acceptance of change – quicker to implement new changes
Better support of business directives
Improved customer and colleague service and satisfaction
Validation of the IT change strategy
Improvements around:
Weak project prioritisation, approval, compliance and sponsorship
Poor communication of requirements, progress and expectations
Lack of clarity or understanding on operational readiness requirements
