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Abstract ..........................................................................................................................................................................................................................................................................................................................................................................3 A dynamic decade, reshaping the communications industry..................................................................................................................................................................................................................3 The Changing Innovation and R&D landscape ............................................................................................................................................................................................................................................4 Profiting from Innovation .................................................................................................................................................................................................................................................................................................................4 Achieving profitable growth ........................................................................................................................................................................................................................................................................................................5 Collaboration is the platform for profitable Innovation .................................................................................................................................................................................................................5 Conclusion ............................................................................................................................................................................................................................................................................................................................................................6
Sustaining the pace of innovation, for both operators and equipment vendors alike, remains an ever present challenge for the industry. To derive more value from their Research and Development (R&D) spend, Equipment vendors are turning their attention to the return on their R&D capital. R&D, innovation, expertise and capital participants are much more distributed in nature today than in the past era of the large-scale centralized R&D departments. So what can be done to maximize the returns on R&D spend in this new era of distributed R&D. This paper highlights opportunities for profitable alternatives.
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Specializing in the development of technologies, process and people, some vendors have become focused, agile production centers. They have been key in extracting value from technology for operators as consumers and businesses innovate on the network. Others specialize in offering a wide range of end to end services, innovating in customer experience in areas of delivery, operation and support. Still there is steady flow of new start-ups with bright ideas, new inventions and enthusiasm despite the competitive intensity.
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Source:OECD (2011), OECD Science, Technology and Industry Scoreboard 2011, OECD Publishing.
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multiple technologies or to serve multiple markets can help shorten R&D Huawei ZTE ALU Ciena Tellabs Infinera Ericsson ADVA cycle and at the same give higher quality and profitability. Similarly, standardizing on processes for design to cost taking into consideration the macro economic factors of various geographies rather than trying to retrofit a product for all geographies can be the path to profitable growth and increased market share. The key focus areas for organizations to achieve a profitable growth are summarized below Execution is key deliver your product not your idea, Be agile rapidly adapt your product to relevant customer needs, Build and maintain access to a broad network of resources, the host ecosystem for telecom products is constantly changing,
Source: Wipro Technologies Analysis
Invest in places to co-operate with a broad range of stakeholders close to your market, Focus on working practices (be collaborative & Open) Innovation isnt just the beginning; focus on Whole Lifecycle management, re-engineering for profitability right through maturity to sustenance, Look at the supply chain; is it cost of doing business or a profit enhancing centre?
Size matters when looking for Revenue Return on R&D spend but not necessarily profitability (see figure 2 above). Using collaborative methods, organizations could seek to leverage the investment in skills and resources of partner organizations to achieve equivalence in scale.
Working with a wide variety of partners to complement in-house expertise can help to accelerate time to market, advancing revenues thereby increasing ROI (see figure 3 below). Collaborating to efficiently re-engineer throughout the product lifecycle gives potential access to wider markets, growing revenue whilst simultaneously improving margin.
Profitability
Time
Support Faster Time-to-Market Complement in-house expertise to decrease time-to-market Identify integration points with other products Drive design concepts Help maintain market share through continuous product development Help align costs to reducing margins-Consolidation Keep Costs quite Low Manage Continuous Cost improvements Source: Wipro Technologies Analysis 05
Co-Creation, incubation and development of new concepts, Best practice translating successful approaches in one industry to another, whether that is in customer care solutions or testing and verification. Whatever the challenge, collaborative approaches drawing on the widest pool of intellectual DNA is likely to have the greatest likelihood of success in bringing profitable, efficient innovation to life.
Conclusion
Partnering with skills that can extend your core competence not only increases the likelihood of successful execution but also opens up a wealth of potential for further value creation. Bringing together, complex software products and practices vertical sector knowledge such as banking and retail with TEV solutions opens up the potential for Value Added Service Creation for network operators.
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References
1.OECD (2011), OECD Science, Technology and Industry Scoreboard 2011, OECD Publishing. doi: 10.1787/sti_scoreboard-2011-en 2.National Science Board, Science and Engineering Indicators 2012; www.nsf.gov/statistics/seind12/
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