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VISION & STRATEGY

PARTNER SELECTION

NEGOTIATION & CONTRACTING

TRANSITION & TRANSFORMATION

SERVICE DELIVERY

Define a clear vision and strategy , guiding the transformation to the new service delivery model and serving as a motivation for the people involved . Given the broad implications of such a move , companies require a clear , longterm strategy that can serve as guideline and motivation for the entire organization , as it embarks on this journey . This is especially important as the full transition can take years to complete and key decision makers might change in the process .

Select a partner able to meet the current and future needs of the business ( e . g ., service levels , technology , and changing service requirements ) at attractive conditions . The selection of the right partner is key for the success of a move to a TowerCo model . When moving to a Captive TowerCo ( which is typically a carve-out from the organization ) or forming a Joint Venture , the partner is often already set . There are other cases , where the MNO must select among multiple independent TowerCos .

When planning the transition , TowerCos must first define processes , related roles and responsibilities to move to the TowerCo . The question is : Which part of the network service will not be performed inhouse anymore ? Plan and execute the transition to the new TowerCo model , transforming the own organization from the in-house delivery of network services to a retained organization .

Ensure successful service delivery and a mutually beneficial relationship through regular , trustful exchange with the TowerCo . A major step in this regard is conducting regular monthly or even weekly meetings with the TowerCo to review the quality of service delivery . The foundation for this are Service Level Agreements and KPIs , which are agreed as part of the contract and continuously tracked and documented .

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