Discover Your Digital Quotient (DQ)
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18
Discover Your Digital Quotient (DQ)
01
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15
01

What is the % share of digital of core revenue?

Discover Your Digital Quotient (DQ)
02
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Discover Your Digital Quotient (DQ)
02
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02

What is the % of gross adds acquired from digital channels?

Discover Your Digital Quotient (DQ)
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Discover Your Digital Quotient (DQ)
03
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03

What is your LTV: Digital CAC ratio?

Discover Your Digital Quotient (DQ)
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Discover Your Digital Quotient (DQ)
04
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04

What is your monthly churn rate?

Discover Your Digital Quotient (DQ)
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Discover Your Digital Quotient (DQ)
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What % of your customers are high value?

Discover Your Digital Quotient (DQ)
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Discover Your Digital Quotient (DQ)
06
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06

How many charging capabilities are available in the app? (Example: Prepaid, Postpaid, Devices, VAS Bundling, Roaming etc.)

Discover Your Digital Quotient (DQ)
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Discover Your Digital Quotient (DQ)
07
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07

How agile is product development in response to market needs, measured by average time from ideation to launch?

Discover Your Digital Quotient (DQ)
08
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Discover Your Digital Quotient (DQ)
08
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08

How long is your customer feedback loop? Is A/B testing built into your platform?

Discover Your Digital Quotient (DQ)
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Discover Your Digital Quotient (DQ)
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What is your ARPU rank vs market?

Discover Your Digital Quotient (DQ)
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18
Discover Your Digital Quotient (DQ)
10
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15
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What % of your advertising spend is on digital?

Discover Your Digital Quotient (DQ)
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18
Discover Your Digital Quotient (DQ)
11
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How well does your brand resonate with your target audience on digital platforms, measured by NPS?

Discover Your Digital Quotient (DQ)
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18
Discover Your Digital Quotient (DQ)
12
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12

How frequently do users use the app, indicating top of mind and stay engaged - measured by App rating?

Discover Your Digital Quotient (DQ)
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Discover Your Digital Quotient (DQ)
13
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13

What is the extent of App usage & stickiness of app engagement, measured by DAU/ MAU ratio?

Discover Your Digital Quotient (DQ)
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14
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14

Does your app enable non telco facilities?

Discover Your Digital Quotient (DQ)
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Discover Your Digital Quotient (DQ)
15
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15
15

How quickly can you integrate with third party partners (e.g. Netflix, Stripe)?

Discover Your Digital Quotient (DQ)
16
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18
Discover Your Digital Quotient (DQ)
16
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15
16

To what extent is AI embedded in core operational and commercial decisions (network, pricing, churn, CX, fraud)?

Discover Your Digital Quotient (DQ)
17
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18
Discover Your Digital Quotient (DQ)
17
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17

How mature is the telco’s data infrastructure, quality, and governance to support AI at scale?

Discover Your Digital Quotient (DQ)
18
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18
Discover Your Digital Quotient (DQ)
18
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How effectively does the telco monetize AI through customer-facing products and internal efficiency gains?

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The Traditionalist
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1/7

Ground Zero

Operationally stable, network-centric, and reliable — but structurally disconnected from digital velocity.

Potential Watch Outs

Organisational Ways of Working

  • Strong governance but rigid decision hierarchies
  • Functional silos (network, IT, commercial) inhibit end-to-end ownership
  • Change management is episodic, not continuous

Limits to delivering best-in-class Customer Experience

  • Experiences are consistent but undifferentiated
  • Slow response to changing customer expectations
  • Limited ability to personalise or innovate beyond core connectivity
  • Market relevance erodes as faster competitors reframe customer value

Technical Challenges

  • Heavy dependence on monolithic legacy platforms - structural growth constraint
  • Digital initiatives stall at proof-of-concept stage
  • Low API exposure and poor system interoperability
  • Long release cycles tied to infrastructure constraints

Preliminary Assessment


The business is centered around uptime, predictability, and risk containment. Legacy OSS/BSS, waterfall delivery, and functionally siloed teams dominate. Digital is treated as an add-on rather than a core operating model.

Circles recommendation to unblock next growth phase

  • Ring-fence low-risk digital pilots with clear commercial outcomes - Acquisition, ARPU, Churn reduction, NPS
  • Establish cross-functional delivery teams to deliver high NPS journeys
  • Modernise architecture through cloud-native deployments, API-led, AI-enabled applications
  • Shift operating cadence from “projects” to “autonomous & continuoous workflows”

Preliminary Assessment


The business is centered around uptime, predictability, and risk containment. Legacy OSS/BSS, waterfall delivery, and functionally siloed teams dominate. Digital is treated as an add-on rather than a core operating model.

Potential Watch Outs

Organisational Ways of Working

  • Strong governance but rigid decision hierarchies
  • Functional silos (network, IT, commercial) inhibit end-to-end ownership
  • Change management is episodic, not continuous

Limits to delivering best-in-class Customer Experience

  • Experiences are consistent but undifferentiated
  • Slow response to changing customer expectations
  • Limited ability to personalise or innovate beyond core connectivity
  • Market relevance erodes as faster competitors reframe customer value

Technical Challenges

  • Heavy dependence on monolithic legacy platforms - structural growth constraint
  • Digital initiatives stall at proof-of-concept stage
  • Low API exposure and poor system interoperability
  • Long release cycles tied to infrastructure constraints

Circles recommendation to unblock next growth phase

  • Ring-fence low-risk digital pilots with clear commercial outcomes - Acquisition, ARPU, Churn reduction, NPS
  • Establish cross-functional delivery teams to deliver high NPS journeys
  • Modernise architecture through cloud-native deployments, API-led, AI-enabled applications
  • Shift operating cadence from “projects” to “autonomous & continuoous workflows”

Digital Advisory Support Services (DASS)

Digital Advisory Support Services (DASS) provides hands-on strategic and operational guidance to help operators turn digital ambition into measurable outcomes. Working alongside your teams, our experts support everything from market strategy and go-to-market execution to operational optimisation and customer value management.

The focus is pragmatic and data-driven, ensuring decisions are grounded in real customer insights, clear KPIs, and proven operating models that drive growth, efficiency, and long-term competitiveness.

What DASS helps you achieve

Define clear market strategies, business plans, and performance KPIs aligned to your growth goals
Optimise operations across customer experience, distribution, and partner management
Execute go-to-market and digital marketing strategies that reach the right segments effectively
Leverage advanced analytics and CVM frameworks to improve engagement, retention, and lifetime value
Strengthen business performance through ongoing reviews, partnerships, and phygital strategies

Content You'd be

Interested In

A Telco’s Digital Transformation Playbook: Connect, Delight, Beyond

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YOU’VE LANDED ON:
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The Unifier
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2/7

Strong internal alignment and trust

But limited translation of strategy into execution for digital experiences for customers & operators.

Potential Watch Outs

Organisational Ways of Working

  • Decision rights are diffuse and unclear - Momentum dissipates after alignment phases and Cultural energy fails to translate into business impact
  • Alignment substitutes for ownership deprioritizing execution rigor & discipline
  • Cultural initiatives operate separately from delivery metrics

Limits to delivering best-in-class Customer Experience

  • Intent to improve experience is high, impact is inconsistent
  • Slow execution delays tangible customer benefits
  • Faster competitors out-execute despite weaker internal cohesion
  • Feedback loops exist but rarely drive prioritisation

Technical Challenges

  • Agile tools & collaboration platforms exist but are not enforced through delivery
  • Data is shared inconsistently rather than unified across pipelines such as channels, partners, customer segments

Preliminary Assessment


The organisation has invested heavily in values, engagement, and alignment. While buy-in is high, execution velocity is low. Consensus dominates decision-making, often at the expense of speed and accountability.

Circles recommendation to unblock next growth phase

  • Establish clear decision rights and single-threaded ownership
  • Tie individual performance KPIs directly to business KPIs - revenue, CX, or efficiency outcomes
  • Implement time-boxed agile operating models
  • Increase leadership tolerance for controlled execution risk

Preliminary Assessment


The organisation has invested heavily in values, engagement, and alignment. While buy-in is high, execution velocity is low. Consensus dominates decision-making, often at the expense of speed and accountability.

Potential Watch Outs

Organisational Ways of Working

  • Decision rights are diffuse and unclear - Momentum dissipates after alignment phases and Cultural energy fails to translate into business impact
  • Alignment substitutes for ownership deprioritizing execution rigor & discipline
  • Cultural initiatives operate separately from delivery metrics

Limits to delivering best-in-class Customer Experience

  • Intent to improve experience is high, impact is inconsistent
  • Slow execution delays tangible customer benefits
  • Faster competitors out-execute despite weaker internal cohesion
  • Feedback loops exist but rarely drive prioritisation

Technical Challenges

  • Agile tools & collaboration platforms exist but are not enforced through delivery
  • Data is shared inconsistently rather than unified across pipelines such as channels, partners, customer segments

Circles recommendation to unblock next growth phase

  • Establish clear decision rights and single-threaded ownership
  • Tie individual performance KPIs directly to business KPIs - revenue, CX, or efficiency outcomes
  • Implement time-boxed agile operating models
  • Increase leadership tolerance for controlled execution risk

Digital Advisory Support Services (DASS)

Digital Advisory Support Services (DASS) provides hands-on strategic and operational guidance to help operators turn digital ambition into measurable outcomes. Working alongside your teams, our experts support everything from market strategy and go-to-market execution to operational optimisation and customer value management.

The focus is pragmatic and data-driven, ensuring decisions are grounded in real customer insights, clear KPIs, and proven operating models that drive growth, efficiency, and long-term competitiveness.

What DASS helps you achieve

Define clear market strategies, business plans, and performance KPIs aligned to your growth goals
Optimise operations across customer experience, distribution, and partner management
Execute go-to-market and digital marketing strategies that reach the right segments effectively
Leverage advanced analytics and CVM frameworks to improve engagement, retention, and lifetime value
Strengthen business performance through ongoing reviews, partnerships, and phygital strategies

Content You'd be

Interested In

Digital Pioneers Part 4: Winning Over Generation Z

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3/7

Technologically Strong

Technically advanced and automation-driven — but weakly anchored to business and customer value.

Potential Watch Outs

Organisational Ways of Working

  • Technology operates as a parallel organisation - impressive but underused tools and automation
  • Limited shared language between tech, product, and commercial teams
  • Innovation occurs in pockets, not as a system integrated with business strategy, talent build, and customer outcomes

Limits to delivering best-in-class Customer Experience

  • Feature velocity does not translate into better customer journeys (NPS), revenue diversification (% non-telco revenues), or churn reduction
  • Data insights from technical teams unable to influence customer experience design end-to-end
  • Continued dependence on human intervention to resolve customer complaints, encourage subscriber upgrades, deliver ongoing support

Technical Challenges

  • Platform sprawl and overlapping capabilities
  • Limited reuse across domains
  • Weak linkage between architecture decisions and value realisation

Preliminary Assessment


The organisation invests aggressively in platforms, data, cloud, and automation. Technology teams move fast, but initiatives are often inward-looking, driven by capability rather than commercial or experiential outcomes.

Circles recommendation to unblock next growth phase

  • Anchor technology roadmaps to explicit business and CX outcomes
  • Prioritise modularity, interoperability, and reuse
  • Align OKRs across tech, product, and commercial functions

Preliminary Assessment


The organisation invests aggressively in platforms, data, cloud, and automation. Technology teams move fast, but initiatives are often inward-looking, driven by capability rather than commercial or experiential outcomes.

Potential Watch Outs

Organisational Ways of Working

  • Technology operates as a parallel organisation - impressive but underused tools and automation
  • Limited shared language between tech, product, and commercial teams
  • Innovation occurs in pockets, not as a system integrated with business strategy, talent build, and customer outcomes

Limits to delivering best-in-class Customer Experience

  • Feature velocity does not translate into better customer journeys (NPS), revenue diversification (% non-telco revenues), or churn reduction
  • Data insights from technical teams unable to influence customer experience design end-to-end
  • Continued dependence on human intervention to resolve customer complaints, encourage subscriber upgrades, deliver ongoing support

Technical Challenges

  • Platform sprawl and overlapping capabilities
  • Limited reuse across domains
  • Weak linkage between architecture decisions and value realisation

Circles recommendation to unblock next growth phase

  • Anchor technology roadmaps to explicit business and CX outcomes
  • Prioritise modularity, interoperability, and reuse
  • Align OKRs across tech, product, and commercial functions

Digital Advisory Support Services (DASS)

Digital Advisory Support Services (DASS) provides hands-on strategic and operational guidance to help operators turn digital ambition into measurable outcomes. Working alongside your teams, our experts support everything from market strategy and go-to-market execution to operational optimisation and customer value management.

The focus is pragmatic and data-driven, ensuring decisions are grounded in real customer insights, clear KPIs, and proven operating models that drive growth, efficiency, and long-term competitiveness.

What DASS helps you achieve

Define clear market strategies, business plans, and performance KPIs aligned to your growth goals
Optimise operations across customer experience, distribution, and partner management
Execute go-to-market and digital marketing strategies that reach the right segments effectively
Leverage advanced analytics and CVM frameworks to improve engagement, retention, and lifetime value
Strengthen business performance through ongoing reviews, partnerships, and phygital strategies

Content You'd be

Interested In

The Role of Telco Software and Customer Experience in Churn Reduction and Loyalty

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YOU’VE LANDED ON:
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!
The Strategist
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Tech
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Talent
CX
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4/7

High clarity and performance

Commercially sharp and execution-driven — but structurally dated.

Potential Watch Outs

Organisational Ways of Working

  • Top-down execution limits frontline insight - Structural inertia limits response to market shifts
  • Innovation is constrained by existing P&L structures - Short-term optimisation undermines long-term resilience & Disruptive opportunities are missed
  • Cross-functional collaboration is incentivised weakly

Limits to delivering best-in-class Customer Experience

  • Offers perform well but evolve slowly
  • Differentiation is hard to sustain
  • Experience improvements lag market expectations

Technical Challenges

  • Systems are tightly coupled to current business models
  • Change introduces operational friction
  • Adaptability is costly and slow

Preliminary Assessment


The organisation scales what works with discipline. Decisions are data-driven and results-oriented. However, systems, culture, and architecture are optimised for current success, not future disruption.

Circles recommendation to unblock next growth phase

  • Invest in connective platforms across functions
  • Introduce lightweight innovation paths linked to strategy
  • Incentivise collaboration beyond business unit, embedding cross-functional KPIs into individual OKRs

Preliminary Assessment


The organisation scales what works with discipline. Decisions are data-driven and results-oriented. However, systems, culture, and architecture are optimised for current success, not future disruption.

Potential Watch Outs

Organisational Ways of Working

  • Top-down execution limits frontline insight - Structural inertia limits response to market shifts
  • Innovation is constrained by existing P&L structures - Short-term optimisation undermines long-term resilience & Disruptive opportunities are missed
  • Cross-functional collaboration is incentivised weakly

Limits to delivering best-in-class Customer Experience

  • Offers perform well but evolve slowly
  • Differentiation is hard to sustain
  • Experience improvements lag market expectations

Technical Challenges

  • Systems are tightly coupled to current business models
  • Change introduces operational friction
  • Adaptability is costly and slow

Circles recommendation to unblock next growth phase

  • Invest in connective platforms across functions
  • Introduce lightweight innovation paths linked to strategy
  • Incentivise collaboration beyond business unit, embedding cross-functional KPIs into individual OKRs

Digital Advisory Support Services (DASS)

Digital Advisory Support Services (DASS) provides hands-on strategic and operational guidance to help operators turn digital ambition into measurable outcomes. Working alongside your teams, our experts support everything from market strategy and go-to-market execution to operational optimisation and customer value management.

The focus is pragmatic and data-driven, ensuring decisions are grounded in real customer insights, clear KPIs, and proven operating models that drive growth, efficiency, and long-term competitiveness.

What DASS helps you achieve

Define clear market strategies, business plans, and performance KPIs aligned to your growth goals
Optimise operations across customer experience, distribution, and partner management
Execute go-to-market and digital marketing strategies that reach the right segments effectively
Leverage advanced analytics and CVM frameworks to improve engagement, retention, and lifetime value
Strengthen business performance through ongoing reviews, partnerships, and phygital strategies

Content You'd be

Interested In

How Standalone Innovation Sandboxes Help Overcome Telco Innovation Challenges

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5/7

People-centric and adaptive

But insufficiently systematised.

Potential Watch Outs

Organisational Ways of Working

  • Capability development lacks standardised playbooks, processes and enablement
  • Performance varies widely across teams
  • Knowledge retention is inconsistent

Limits to delivering best-in-class Customer Experience

  • Experience quality depends on individual or bot who owns the interaction
  • Best practices are not replicated at scale
  • Frontline empowerment outpaces system support

Technical Challenges

  • Digital enablement tools lag organisational ambition
  • Learning platforms are fragmented
  • Feedback data is under-used

Preliminary Assessment


The organisation prioritises learning, empowerment, and leadership development. Talent quality is high, but performance depends on individuals rather than scalable systems and data-driven enablement.

Circles recommendation to unblock next growth phase

  • Define structured capability pathways linked to business value - pitch packs, functional onboarding kits, product & engineering tools & trainings
  • Deploy digital tools that scale learning and collaboration - AI-first enablement, budget planning & allocation
  • Connect talent metrics to operational and commercial KPIs
  • Systematise feedback, coaching, and performance data

Preliminary Assessment


The organisation prioritises learning, empowerment, and leadership development. Talent quality is high, but performance depends on individuals rather than scalable systems and data-driven enablement.

Potential Watch Outs

Organisational Ways of Working

  • Capability development lacks standardised playbooks, processes and enablement
  • Performance varies widely across teams
  • Knowledge retention is inconsistent

Limits to delivering best-in-class Customer Experience

  • Experience quality depends on individual or bot who owns the interaction
  • Best practices are not replicated at scale
  • Frontline empowerment outpaces system support

Technical Challenges

  • Digital enablement tools lag organisational ambition
  • Learning platforms are fragmented
  • Feedback data is under-used

Circles recommendation to unblock next growth phase

  • Define structured capability pathways linked to business value - pitch packs, functional onboarding kits, product & engineering tools & trainings
  • Deploy digital tools that scale learning and collaboration - AI-first enablement, budget planning & allocation
  • Connect talent metrics to operational and commercial KPIs
  • Systematise feedback, coaching, and performance data

Digital Advisory Support Services (DASS)

Digital Advisory Support Services (DASS) provides hands-on strategic and operational guidance to help operators turn digital ambition into measurable outcomes. Working alongside your teams, our experts support everything from market strategy and go-to-market execution to operational optimisation and customer value management.

The focus is pragmatic and data-driven, ensuring decisions are grounded in real customer insights, clear KPIs, and proven operating models that drive growth, efficiency, and long-term competitiveness.

What DASS helps you achieve

Define clear market strategies, business plans, and performance KPIs aligned to your growth goals
Optimise operations across customer experience, distribution, and partner management
Execute go-to-market and digital marketing strategies that reach the right segments effectively
Leverage advanced analytics and CVM frameworks to improve engagement, retention, and lifetime value
Strengthen business performance through ongoing reviews, partnerships, and phygital strategies

Content You'd be

Interested In

Building a Winning Digital Telco: Software’s Role in Flexible Offers and Seamless Customer Experiences

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6/7

Exceptional touchpoints

Customer-led and experience-driven but backend systems need to catch up.

Potential Watch Outs

Organisational Ways of Working

  • CX teams operate downstream of core decisions with CX gains potentially stalling at the interface level
  • Limited integration with network, IT, and operations - Customer Experience ownership is fragmented

Limits to delivering best-in-class Customer Experience

  • Promises outpace delivery resulting in low customer satisfaction (low CSAT, high tickets per sub), low order to activation etc.
  • Personalisation is inconsistent and costly - low conversion rates, poor return on ad spend
  • Omnichannel experiences break under load

Technical Challenges

  • Disconnected data across channels
  • Manual workarounds behind digital fronts
  • Limited real-time decisioning

Preliminary Assessment


The organisation excels at designing intuitive, emotionally resonant journeys. However, legacy processes, fragmented data, and inflexible platforms limit consistency and scalability.

Circles recommendation to unblock next growth phase

  • Align backend systems with CX ambition - Availability, NPS, CSAT
  • Integrate CX teams with tech, ops, and data
  • Build adaptive personalisation engines
  • Tie customer metrics to internal enablement KPIs

Preliminary Assessment


The organisation excels at designing intuitive, emotionally resonant journeys. However, legacy processes, fragmented data, and inflexible platforms limit consistency and scalability.

Potential Watch Outs

Organisational Ways of Working

  • CX teams operate downstream of core decisions with CX gains potentially stalling at the interface level
  • Limited integration with network, IT, and operations - Customer Experience ownership is fragmented

Limits to delivering best-in-class Customer Experience

  • Promises outpace delivery resulting in low customer satisfaction (low CSAT, high tickets per sub), low order to activation etc.
  • Personalisation is inconsistent and costly - low conversion rates, poor return on ad spend
  • Omnichannel experiences break under load

Technical Challenges

  • Disconnected data across channels
  • Manual workarounds behind digital fronts
  • Limited real-time decisioning

Circles recommendation to unblock next growth phase

  • Align backend systems with CX ambition - Availability, NPS, CSAT
  • Integrate CX teams with tech, ops, and data
  • Build adaptive personalisation engines
  • Tie customer metrics to internal enablement KPIs

Digital Advisory Support Services (DASS)

Digital Advisory Support Services (DASS) provides hands-on strategic and operational guidance to help operators turn digital ambition into measurable outcomes. Working alongside your teams, our experts support everything from market strategy and go-to-market execution to operational optimisation and customer value management.

The focus is pragmatic and data-driven, ensuring decisions are grounded in real customer insights, clear KPIs, and proven operating models that drive growth, efficiency, and long-term competitiveness.

What DASS helps you achieve

Define clear market strategies, business plans, and performance KPIs aligned to your growth goals
Optimise operations across customer experience, distribution, and partner management
Execute go-to-market and digital marketing strategies that reach the right segments effectively
Leverage advanced analytics and CVM frameworks to improve engagement, retention, and lifetime value
Strengthen business performance through ongoing reviews, partnerships, and phygital strategies

Content You'd be

Interested In

Why Scalability in Software Architecture Matters in Telco BSS/OSS

Read Article
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!
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7/7

Full integration achieved

Fully integrated AI Native Telco, adaptive, and outcome-driven — with the challenge of staying ahead.

Potential Watch Outs

Organisational Ways of Working

  • Preventing success from hardening into rigidity - continuous improvement / development to be prioritised across technology, people, data & experiences
  • Avoiding over-standardisation

Limits to delivering best-in-class Customer Experience

  • Anticipating needs before demand signals appear
  • Continuously redefining value beyond connectivity

Technical Challenges

  • Managing complexity without slowing innovation
  • Continuously renewing architecture and skills

Preliminary Assessment


Technology, people, data, and experience operate as a single system. Transformation is embedded into strategy, governance, and daily execution. The organisation behaves more like a platform than a pipeline.

Circles recommendation to unblock next growth phase

  • Institutionalise continuous transformation cycles
  • Regularly reassess market, technology, and ecosystem shifts
  • Empower small, edge teams to explore new growth vectors
  • Maintain leadership focus on future readiness

Preliminary Assessment


Technology, people, data, and experience operate as a single system. Transformation is embedded into strategy, governance, and daily execution. The organisation behaves more like a platform than a pipeline.

Potential Watch Outs

Organisational Ways of Working

  • Preventing success from hardening into rigidity - continuous improvement / development to be prioritised across technology, people, data & experiences
  • Avoiding over-standardisation

Limits to delivering best-in-class Customer Experience

  • Anticipating needs before demand signals appear
  • Continuously redefining value beyond connectivity

Technical Challenges

  • Managing complexity without slowing innovation
  • Continuously renewing architecture and skills

Circles recommendation to unblock next growth phase

  • Institutionalise continuous transformation cycles
  • Regularly reassess market, technology, and ecosystem shifts
  • Empower small, edge teams to explore new growth vectors
  • Maintain leadership focus on future readiness

Digital Advisory Support Services (DASS)

Digital Advisory Support Services (DASS) provides hands-on strategic and operational guidance to help operators turn digital ambition into measurable outcomes. Working alongside your teams, our experts support everything from market strategy and go-to-market execution to operational optimisation and customer value management.

The focus is pragmatic and data-driven, ensuring decisions are grounded in real customer insights, clear KPIs, and proven operating models that drive growth, efficiency, and long-term competitiveness.

What DASS helps you achieve

Define clear market strategies, business plans, and performance KPIs aligned to your growth goals
Optimise operations across customer experience, distribution, and partner management
Execute go-to-market and digital marketing strategies that reach the right segments effectively
Leverage advanced analytics and CVM frameworks to improve engagement, retention, and lifetime value
Strengthen business performance through ongoing reviews, partnerships, and phygital strategies

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