Driven by the investor the responsibility was to form in a small team (personally leading the core IT-strategy, Business/IT-Alignment and Governance) the future of the IT of a formerly governmental Telco with around 36,000 employees consisting of a profitable mobile and a non profitable fixed Telco and some additional subsidiaries.

The challenge was to create an understanding about the role of a centralized IT (Shared Service Center) as there are 30 fixed-line "kingdoms" united to one fixed incumbent during the project.

Esp. to define the bussines setup, governance, sourcing strategies (HR related, Mergers), possible processes-improvements and financial / business planning for establishing the Shared Service Center made this project interesting.

Overall this was a challenging strategy project with a lot of political aspects, aiming to create a leading converged telco (headword: FMC, OTT-Strategies, eTOM, SID, Common Data Architecture BSS and OSS, ITIL/Cobit-Processes, Financial Mgmt, etc.) whose maturity was - similar to other incumbents worldwide – in the beginning very low.

Key charackteristics of this project:

• Real Strategy project (which is not possible in Europe or US anymore)
• Building up good relations to top CxO's (on investor level and on both -fixed + mobile- company levels)
• Highly political, as a big unification was ongoing at TCI-Holding and profitable MCI was fighting against overall governance
• Political aspects like sanctions
• Cultural differences