Telkom Integrated Report 2017

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61 Telkom Integrated Report 2017
For our strategy to be successful and sustainable, we rely
on the following key enablers:
Evolving operating model
A competitive cost base and efficiency
A sustainable regulatory stance
People and organisational capabilities
Service delivery excellence
Lead in integrated/
transformation
solutions for
enterprise and
government
customers
Be South Africa’s
number-one
broadband and
data services
business
Be the
communications
infrastructure
provider of choice
Be the largest
data-driven digital
marketing solutions
provider for South
African SMEs
Each business unit has a strategic ambition built on the foundation
of putting the customer first
An operating model that reflects changes in the external environment and improves the group’s competitiveness.
People with the right skills and capabilities to ensure successful delivery of our strategic objectives. Refer to human
capital on page 76
A cost base that reflects efficiencies and that will ensure thatTelkom remains competitive with smaller players.
Refer to financial capital on page 66
An effective and efficient service delivery model that improves customer experience. Refer to productive capital on
page 70
An operating model that is future-proof and consistent with regulatory and policy developments.
Be the leading
sustainable
property and
infrastructure
business in Africa
and providing end-
to-end solutions
by leveraging the
Telkomgroup
property assets
and ICT capabilities
76
Benefits of the new operating model
> Business units will be
more responsive in
addressing customer
needs through:
• innovation and
solutions
• connectivity and
value-added services
> Provides a greater
choice and control
over service provider
and proposition
selection for fixed-
services
> More commitment to
high-quality service
for other licensed
operator channels
> Greater flexibility
in developing of
service propositions
for customers
> Equal footing
withTelkomRetail
businesses in terms
of access to services
and prioritising of
needs
> Greater service
providers
competition and
innovation resulting
from a higher degree
of open access
> Fair and equal
treatment ofTelkom
retail and other
licensed operators
> Clearer sense of
identity and mission
within each business
unit
> Clearer decision-
making
responsibilities to
make it easier to
take action with
more clarity between
business units
For customers For service providers For government/
regulators
ForTelkom
employees
Consumer
66
70