This blog is by Elisa Saari at Nokia Siemens Networks.
Does this sound like a familiar scenario: all network KPIs are on green, but at the same time, customer care is flooded with complaints that YouTube is too slow?
One of our customers, a leading European operator, certainly thought yes and wanted to find a way to bridge the gap between network and service operations.
The operator had struggled earlier with a multitude of vertical management systems for managing one network or service domain. The data flow was massive, over 20 million alarms every day, but it was difficult to see the big picture – and with the new emerging technologies, network operations was not optimized for monitoring service quality end-to-end. Troubleshooting was also time-consuming, and there were no means to monitor services proactively before the customers started to suffer from bad quality. And to add a final twist to the story, the operator needed to cut its OPEX.
Goodbye firefighting, hello OPEX savings
The operator realized that in order to keep its “service quality promise” to its customers, it needed to build a service-centric view on top of its network-centric operations. This meant making the service quality and customer experience the key business drivers. So, we rolled up our sleeves and worked together with the operator on this. The target was to have all operations and organization working with the same principles so the operator could really focus its actions on issues that had the biggest impact on its customers or business. As a result, the operator now has one of the first and most innovative Service Operations Center (SOC) solutions in the world, covering tools, people, and processes.
Currently, the SOC is up and running and manages billions of data points for service monitoring daily. Service models translate the network events into relevant, real-time service insight. The SOC personnel can use this insight to immediately identify arising problems that may impact the service or customer experience – and prioritize solving them before the customer care lines heat up.
Finally, with improved efficiency through integrated, end-to-end tools and processes, the SOC personnel needed less time and effort for troubleshooting. So yes, the goal of cutting down OPEX was also reached.