What do you do if your mobile communications company is struggling to innovate?

Se sua empresa de comunicações móveis está enfrentando dificuldades para inovar, abraçar a mudança é crucial. Isso envolve cultivar uma cultura organizacional que valorize a flexibilidade, a experimentação e a aprendizagem contínua, incentivando os funcionários a explorar novas ideias e abordagens sem medo do fracasso. Investir em pesquisa e desenvolvimento, estabelecer parcerias com startups tecnológicas, e manter-se atualizado com as últimas tendências e tecnologias podem acelerar o processo de inovação. Além disso, ouvir ativamente o feedback dos clientes e adaptar-se rapidamente às suas necessidades e desejos pode ajudar a empresa a se diferenciar e a liderar em um mercado altamente competitivo.

Innovation comes with company long term strategy and goals Once stakeholders agrees on innovation strategy and allocate R&D budget, SMT will disseminate policy and make sure teams freely participate in out of the box thoughts and participate openly and coat ready to invest and take risk to implement on the innovation

1. Streamlined Decision-Making Process: Streamlining decision-making means making it easier for teams to decide and try out new ideas quickly without worrying too much about making mistakes. It involves giving teams the power to make choices on their own within their areas of expertise. This helps remove unnecessary rules and lets people take risks without fear of getting in trouble if things don't work out. Instead, failures are seen as chances to learn and improve. By setting clear goals and giving teams freedom, the company can move quickly, adapt to changes, and keep coming up with new and better ways to do things in the fast-paced world of mobile communications.

In Brief Conduct through analysis to identify innovation gaps , Foster culture of innovation and empower employees, and invest in R&D , partnerships and Agile process .

Entender os usuários no contexto de comunicações móveis implica em ir além das análises superficiais para mergulhar profundamente em suas necessidades, desejos e comportamentos. Isso requer a coleta e interpretação de dados de forma ética para criar perfis de usuário detalhados, identificando padrões de uso, preferências de conteúdo e sensibilidades culturais. Uma abordagem centrada no usuário envolve a interação direta com os consumidores, por meio de pesquisas, entrevistas e testes de usabilidade, para obter insights autênticos. Ao aplicar esses conhecimentos, as empresas de comunicações móveis podem desenvolver produtos e serviços mais relevantes e personalizados, melhorar a experiência do usuário e construir uma base de clientes leal.

Consider establishing small focus or beta groups of customers who are power/expert users and are willing to collaborate with your R&D team and provide feedback regarding potential innovations and their impact on the market.

Analisar os concorrentes no setor de comunicações móveis significa realizar uma avaliação detalhada das estratégias, produtos, serviços, práticas de marketing e desempenho no mercado dos rivais. Essa análise competitiva ajuda a identificar as forças e fraquezas dos competidores, bem como oportunidades e ameaças para a própria empresa. Ao entender como os concorrentes atendem às necessidades dos clientes, quais inovações eles estão introduzindo e como posicionam suas marcas, uma empresa pode ajustar sua própria estratégia para se diferenciar no mercado, aproveitar lacunas não atendidas e antecipar movimentos competitivos.

If a mobile communications company is having trouble innovating, there are several strategies it can employ to spur innovation and improve its competitiveness. Allocates sufficient resources for research and development of new products and technologies. This could include both internal investments and collaborations with universities or research institutes. Create dedicated innovation labs where employees can experiment with new ideas without the usual operational pressures. Adopt advanced digital technologies such as artificial intelligence, Internet of Things (IoT) and 5G to improve products and services. Automate internal processes to improve efficiency and free up resources for innovation.

Given the wide reach of the mobile industry, there are many potential collaborators who have no risk of being competitors. There are many cases of mobile companies collaborating with retail, banking/financial, healthcare, entertainment and other institutions to yield added value to their customer base.

Telecoms are usually large enterprises. They believe that it is enough to create an "Innovation Department" or "R&D Department" or "Labs" to concentrate innovations in one place and derive the highest possible profits from them. And this new unit begins to bring innovative ideas to... the traditional part of the organization, because it is unable to implement any new product or service in the company on its own. The rest of the organization is completely occupied with current, ordinary projects and does not understand why they should throw everything aside and focus only on this new, innovative project. This approach causes the innovation project to fail.

I agree that setting up the Innovation Dept is not enough to make innovation happen especially in such complex and intricate companies like mobile telcos are. Nevertheless, I am personally a supporter of hybrid approach here where there is a small core team leading the innovation lifecycle process (topics triage, initial research, project portfolio mngt etc.) and significant engagement of representatives of particular topics stakeholders including sponsor (the person who is really interested in implementation) and key project members ensuring proper implementation (PM services & knowledge), change management & adoption. Inviting "interim" part may also be good occasion for people from the rest of organization for self development.

Allow and invite all employees to participate by contributing their views, experiences and knowledge to the pool of ideas on further development.