Organisation Design for Telecom
Structure, reporting lines and who is allowed to decide what.
What this looks like in telecom
The parts of organisation design that are specific to this sector, rather than general.
Structuring Across Circles and Functions
Geography, technology and operations at once.
What this coversHide
Structuring Across Circles and Functions
Geography, technology and operations at once.
What this coversHideTelecom organisations are structured along at least two axes - geography and function - and staff frequently report into both, which has to be designed rather than allowed to happen.
Operations and field
- Circle and regional operations
- Field engineering and maintenance
- Network Operations Centre and monitoring
- Site acquisition and rollout
Technical and support
- Planning, design and optimisation
- Core network and technology functions
- Vendor and contractor management
- Quality, safety and compliance
- Matrix reporting between circle and function defined explicitly
- Escalation matrix derived from the structure, maintained live
- Authority limits for network and commercial decisions
- Contractor workforce position in the structure
- Shift structure for continuous operations
- Succession for circle, NOC and engineering leadership
Deriving the escalation matrix from the organisation structure, and maintaining it as the structure changes, prevents the outage call that reaches nobody.
The general method — what organisation design covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the organisation design page. What is above is the part that differs for telecom.
Other HR topics for telecom
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.