Orange hosted its analyst event in Paris in July 2015, detailing its Essentials 2020 strategy for business customers. Central to Orange’s Essentials 2020 strategy is:
Pushing its customer experience capabilities. Orange shared its ambition to make its entire organization listen to its customers more effectively. In our opinion, Orange is one of the more CIO-focused telcos. One of Orange’s key goals is to support the CIO in regaining control over technology projects that have been lost to line-of-business (LOB) managers, who launch technology projects outside the CIO’s remit. Importantly, Orange also told us that it is working increasingly with LOB managers.
Driving the cultural transformation of Orange itself. Orange must become braver to disrupt itself. This includes bringing in new perspectives and experiences from outside, including other sectors. There are some encouraging signs that this is beginning to happen. For instance, Orange Business Services recruited its deputy CEO, Laurent Paillassot, from the financial services sector and put the American Diana Einterz in charge of its French Major Accounts.
Enhancing its digital solutions. Orange recognizes the greater role of software and data in its customers’ and its own business models. At the event, Orange demonstrated a number of interesting digital solutions in the Internet-of-Things (IoT), mobile, and healthcare spaces, which equal those of its leading telco peers.
The picture is slowly coming into focus, and it’s a good one. This time last year I scolded Orange Business Services for not presenting a comprehensive smart cities strategy – particularly after having announced smart cities as one of its strategic pillars for the year. The announcement at their 2012 analyst event was not about a strategy; it was an announcement that they were going to create a strategy, and that they had appointed someone to do that. Well, Nathalie Leboucher has been in her role for 18 months now and progress has been made. Orange has developed a portfolio of solutions – mostly based on pilots across France and in the Middle East – and has announced several key partnerships. Yet there is more to do to develop a comprehensive message demonstrating that Orange “gets it” with regard to cities and can leverage all its assets to help cities (and capitalize on the opportunity).
In mid-July, my colleagues and I attended Orange’s annual analyst event in Paris. There were no major announcements, but we made several observations:
ORANGE is one of the few carriers with true delivery capabilities. Its global footprint is a real advantage vis-a-vis carrier competitors, in particular in Africa and Asia. At the recent event, Vale, the Brazilian metals and mining corporation, presented a customer case study in which Vale emphasized the importance of ORANGE’s global network infrastructure for its decision to go with ORANGE as UCC and network provider. ORANGE’s global reach positions it well to address the opportunity in emerging markets, both for Western MNCs going into these markets and also to address intra-regional business in Africa and Asia. Another customer case study with the Chinese online retailer 360buy, focusing on a contact center solution, demonstrated ORANGE’s ability to win against local competitors in Asia.
Dan Bieler, Bryan Wang, Pascal Matzke, Jennifer Belissent
ORANGE held its annual analyst day in Paris recently. There were no major announcements, but we made several observations:
ORANGE is one of the few carriers with true delivery capabilities. Its global footprint is a real advantage vis-a-vis carrier competitors, in particular in Africa and Asia. Vale, the Brazilian metals and mining corporation, presented a customer case study in which Vale emphasized the importance of ORANGE’s global network infrastructure for its decision to go with ORANGE as UCC and network provider. Its global reach positions ORANGE well to address the opportunity in emerging markets, both for Western MNCs going into emerging markets and also to address intra-regional business in Africa and Asia. Another customer case study with the Chinese online retailer 360buy, focusing on a contact center solution, demonstrated ORANGE’s ability to win against local competitors in Asia.
It’s easy to bash incumbent telcos, to count them as being among the losers in the digital revolution. Cloud services players are taking business from telcos in the storage and server capacity space. Over-the-top providers are free-riding on the telco infrastructure. Software firms are eating into the communication business. Regulators are pressing for further price reductions. And to top this scenario, telcos are continuing to undercut each other in price wars.
During a round of executive discussions with Forrester, Orange Business Services (OBS) has shown that against these odds, it keeps a pretty even keel regarding the most hyped topics in ICT, most notably cloud and mobility. OBS is selective in its cloud offerings, focusing on UCaaS and IaaS. UCaaS is a natural extension of its communication business and thus falls into OBS’ home turf. All telcos should see communication services from the cloud as a natural extension of what they have always done.
OBS’ drive into IaaS, meanwhile, looks like a less convincing pitch. Its IaaS offering essentially comprises a virtual data centre offering with virtual firewalls and load balancing. The question is: How OBS can compete against the dominant cloud players in the storage and server space? In the short term, such an approach is conceivable. However, OBS will need to provide a much broader range of virtual infrastructure choices to avoid slipping into a low-margin market segment.
Business continuity is a top concern of global business and IT decision-makers. Headline news has made these concerns all the more acute – from the political unrest that characterized the “Arab Spring” and continues to plague certain countries in the Middle East to earthquakes, flooding, and other natural disasters across the globe. Those concerns become more acute as multinationals expand into new geographies such as Africa – a trend evidenced by recent announcements by HP and IBM.
Forrester’s Forrsights Budgets and Priorities Tracker Survey and Forrsights Business Decision-Makers Survey confirm that both IT and business decision-makers prioritize business continuity to ensure ongoing operations of their businesses. “Significantly upgrading disaster recovery and business continuity” was the third-highest IT priority of both IT and business decision-makers with 68% of each reporting it as a critical or high priority, behind only consolidation and greater use of analytics. That is to say, although cost controls through consolidation and better business intelligence came out ahead, keeping the lights on keeps corporate leaders up at night.