The large, slow moving, highly profitable incumbent wireline and long distance companies of the 19th and 20th century has become the new, lean, mean, highly flexible (and loosely assembled) telecom of the 21st century. But the modern telecommunications company is also a chaotic, confusing, pressure cooker of change: changing technology, changing markets, changing consumer attitudes, changing competitive landscape.
In the modern world of telecommunications, competitors can become partners in the blink of an eye as companies struggle to balance, risk, revenue, capital outlay and expertise against each other. In the midst of all this mess we find, the humble revenue assurance practitioner (that’s you and me, my friend).
Given this background, the chaos, confusion, profit and loss that typifies the telecommunications company today, where exactly does the revenue assurance job fit in, you might ask. What do managers expect from a revenue assurance department? How are revenue assurance groups measured? How are they organized? How do you know if you are doing it right or not?
These are all extremely difficult questions.
Revenue assurance, like everything else in telecommunications today, is typified by a wide range of different implementations and interpretations depending upon where you go and who you ask. I think that’s why GRAPA is such an important key component to revenue assurance professionals today
In telco’s around the world, the revenue assurance professional is being asked to wrestle with all of these issues and more. As the old telecom model falls further and further into disuse and disgrace, the new, modern telco executive has discovered that in the lean, mean world of 21st century telcoms, having a team of sharp, revenue, technology and operation savvy professionals who focus on the bottom line can be an incredibly useful, and in many cases, a critical component of success.
It is into this wild, crazy, confusing world of conflicting missions, objectives and operational assumptions that most modern revenue assurance departments find themselves. While almost every telco on the planet today has a revenue assurance department, the disparity in staffing, mission, responsibility and charter can be immense. Even in multi-national telcos, where one parent corporation oversees dozens of subsidiaries, the mission , make up and role of the revenue assurance department can be quite disparate.
But this is where an organization like GRAPA has undertaken the task of developing a consensus across the industry defining exactly what the scope, depth and breadth of the revenue assurance job should be. With GRAPA, we can begin to further revolutionize the field of revenue assurance and work with other professionals to improve inconsistencies and standards within the field.
After all, if we don’t do it, who will?