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Can Predictable Performance be Guaranteed in a High Growth Environment?

Can Predictable Performance be Guaranteed in a High Growth Environment?. Utility Executive Leadership Institute Jim Patterson September 20, 2013. Patterson Advisory Group Dallas, TX.

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Can Predictable Performance be Guaranteed in a High Growth Environment?

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  1. Can Predictable Performance be Guaranteed in a High Growth Environment? Utility Executive Leadership Institute Jim Patterson September 20, 2013 Patterson Advisory Group Dallas, TX

  2. Add a ________ to one half of our homes and small businesses in five years (this device has not been deployed en masse yet). • This ________ needs to be seamless to the customer, and be a compelling value to each of them (as well as to our shareholders).  • Cannotrun out of ________ supply so you had better get the forecast right.  • This has to be a cash generator for our company and cannot drive up rates.  The Challenge Patterson Advisory Group Dallas, TX For UELI Use only

  3. April 2003: Sprint internal strategy note completed; CEO transition April 2004: First voice customers (Kansas City) Feb 2005: Verizon buys MCI for $7.65 billion Feb 2006: Sprint and Time Warner Cable agree to migrate all MCI customers Sprint’s Cable Solutions Journey Nov 2005: Sprint and four cable companies form wireless joint venture (d.b.a, Pivot) Dec 2004: ~200,000 customers across three cable companies; Sprint/ Nextel merger announced Dec 2003: Time Warner Cable/ Sprint/ MCI announcement Patterson Advisory Group Dallas, TX For UELI Use only

  4. April 2006: Sprint crosses 1 million cable telephony subscribers April 2009: Pivot disbanded; Clearwire investment announced ($14.5 billion) March 2010: Time Warner Cable announces platform “insourcing” 2015: All Sprint migrations scheduled to be completed Sprint’s Cable Solutions Journey (cont.) Nov 2009: 5 million cable telephony subscribers Dec 2011: Verizon buys wireless spectrum from cable companies Oct 2007: 3 million cable telephony customers Dec 2008: Dan Hesse announced as new Sprint CEO Patterson Advisory Group Dallas, TX For UELI Use only

  5. Hurdle #3: Organizational Dynamics/ Resourcing Hurdle #2: Consistent Network Performance Hurdle #1: Consistent Orders Predictable Performance Hurdles • E-911 address accuracy • Services accuracy • Number portability • Systems performance • Executive support • Organizational uncertainty • Hypergrowth mindset • Employee rewards • Interconnections • Supplier volatility • Customer communication • Growing pains Patterson Advisory Group Dallas, TX For UELI Use only

  6. Everyone saw the same enemy • The Friday 3 p.m. call • Best resources from across the company • Make quick yet fact-based course corrections • Demand productivity gains even when at scale • Dedicated systems design/ production support • Dedicated network support How We Did It “Be kind but relentlessly impatient.” Patterson Advisory Group Dallas, TX For UELI Use only

  7. Engagement Implications/ Lessons Learned Management Improvement Acknowledgement Patterson Advisory Group Dallas, TX For UELI Use only

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