People and Organisation

There are no teams working on OAV capabilities. Only sporadic efforts by individuals that are interested in employing OAV techniques may be noted.

Initial small OAV groups are spontaneously formed based on common interests or goals. Communication, knowledge exchange and joint development efforts are on-demand.

Official OAV teams are being formed. Team management structure is being defined, team rules are established. Communication and joint development is mainly on the level of a department.

Well-established OAV teams are defined in the organisation focusing on different aspects of the OAV architecture. There is open, trusted communication and collaboration within all teams in the organisation.

The organisation teams evolve into multidisciplinary cross-functional teams that have a holistic approach to their OAV work. Open communication and cooperation is established on a cross-team level within the organisation and the ecosystem.

Self-organising agile teams are established based on the identified objectives and their results are continuously tracked on the level of an ecosystem. The ecosystem coordinates a team of teams that work on multiple projects that have a common set of objectives (i.e. joint service development).

A handful of engineers that may or may not work together in the same department are interested in implementing OAV. There is no coordination between any stakeholders that are interested in OAV.

OAV becomes the topic of discussion on a department level in operations and/or IT. The potential benefits and possible routes for implementation are considered by selected department members.

The higher-level management becomes involved, recognising the strategic potential of OAV. Attention is given to getting on-board all internal key stakeholders that are directly involved in the implementation of OAV.

OAV has been successfully adopted by the whole organisation both by management and all departments. Collaboration with external experts is initiated when necessary, OAV user requirements are considered as the organisation moves to a customer centric approach.

Partner organisations are recognised as key stakeholders as OAV provides the means to build a flexible dynamic ecosystem that can support the user requirements for multi-domain bundled services.

Using openness as a principle in advancing OAV the organisation engages in collaboration with external stakeholders on various topics (design of new services, extending the user base, etc.).

There are no envisioned opportunities for learning and building OAV skills in the organisation. Only sporadic OAV learning and skills development efforts exist on an individual basis with unpredictable results. There is only traditional network management expertise available in the organisation.

Most of the efforts are still on the level of self-upskilling. As a result, the first OAV skilled individuals are emerging and are driving an increasing demand in OAV training. Learning needs are being recognised by the organisation

A formal OAV training programme is established and upskilling and expertise development are available in a structured manner. The organisation is investing in upskilling its staff recognising the value of OAV talent. "Unicorns" (engineers with knowledge in network technologies as well as DevOps and OAV) showcase the potential of building OAV expertise.

OAV skills are considered essential in the organisation and there is a well-defined programme for continuous learning and upgrading. An effective internal talent management approach is employed to guarantee successful talent acquisition and development.

There is an effective talent management approach that supports OAV talent acquisition and development across the ecosystem. There is a joint effort in upskilling and expertise building among partners in the ecosystem.

All upskilling and talent management efforts are fully aligned with the organisation and ecosystem business drivers. Training programmes are optimised according to the innovation requirements and long-term strategies.

The organisation culture is aligned with the traditional architecture and approaches. OAV is considered as something new, not to be trusted or embraced.

The benefits of OAV implementation are being recognised by individuals within the organisation. OAV is considered as a prospective change that might be implemented. However, there are no efforts to change the traditional mindset. There is little to no trust in OAV based methods and tools.

OAV is beginning to be embraced by teams that have changed their internal culture to adopt OAV and fully trust the automated processes and related tools. The OAV benefits are clear, but there are still traditionalists that do not adopt any new initiatives.

OAV trust and implementation is spreading organisation-wide. Everyone is on-board with the changes brought by OAV adoption and is focused on the related benefits. There is a clear shared effort to replace the traditional mindset.

OAV is the new philosophy and everybody uses it for everything. OAV approaches are proposed in all projects, development and implementation efforts by all parties involved. Openness and collaboration are adopted as shared goals in the organisational culture. An agile, flexible portfolio is recognised as a must have feature.

There is deep trust and open collaboration about OAV not only within the organisation, but it is also extended externally to all stakeholders in the ecosystem. Motivation and enthusiasm are carefully nurtured so that everyone is aware that they can make a meaningful impact through effective collaboration and progressive development. OAV innovation and continuous improvement are fully coordinated in the ecosystem.

The organisation uses traditional channels for customer communication. All communication is mainly initiated as a response to a user inquiry using a manual approach. There is no feedback gathering to learn how to improve.

The information flow is improved so that users can be (semi)automatically redirected to the team that can answer their questions or fulfil their requests thus reducing response time. New communication channels such as simple bots are starting to emerge. Customer feedback is starting to be gathered.

The organisation is invested in customer experience. Customer engagement is partially proactive where users are contacted in advance to inform them about any actions that might impact their experience. To be able to do this the organisation must be able to automatically answer questions such as “which users are going to be impacted by this action?”. Regular feedback gathering is in place.

The organisation is using its connected OAV systems and unified automated processes to heighten customer experience. Customer experience is improved by making all standard actions easy to request and fast to fulfil with minimum human intervention.

Digital presence with cross channel capability is provided to users using automated context switching and intelligent suggestions. The organisation is capable of a 360-degree customer view by combining the data from different functional OAV components thus creating a full image of the user and his history. Customer experience is the main driver for all organisational strategic decisions.

The organisation exhibits omni-channel capabilities where the user context can be seamlessly switched between communication channels. Customer self-actions are available for all users with the goal being zero contact using integrated and smart OAV systems.