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Author: mohamedezawi

Reaching Peak Network Autonomy

Written on . Posted in Autonomous Networks, Autonomy.

The concept of autonomy in the realm of telecommunications represents a pivotal shift in how networks are managed and services are delivered. In theory, full autonomy might be envisioned as a state of complete, self-governing operations, where human intervention is eliminated. This aligns with the aspirational vision of fully autonomous networks, capable of self-configuration, self-healing, and self-optimization. However, the practical reality is far more nuanced. Achieving full autonomy across complex, dynamic telecom environments presents significant challenges, leading to a critical question: Is full autonomy always the ultimate goal, or is there an optimal level of autonomy that balances efficiency, cost, risk, and human oversight?

Artificial Intelligence (AI) is rapidly emerging as a transformative force in this evolving landscape. Its growing role in network operations and service delivery is enabling unprecedented levels of automation and intelligence, moving beyond traditional scripting and rule-based systems to more adaptive and predictive capabilities.

To provide a standardized framework for understanding and measuring autonomy in networks, the TM Forum® and its members have developed a widely recognized maturity model, classifying autonomous networks into six distinct levels (L0 to L5):

  • L0 (Manual Operations): At this foundational level, all network operations, including configuration, monitoring, fault management, and service provisioning, are performed manually by human operators. There is minimal to no automation in place.
  • L1 (Assisted Operations): This level introduces basic automation for repetitive and routine tasks. Human operators are still heavily involved in decision-making, analysis, and execution, but they are assisted by tools and scripts that streamline certain processes. The primary goal is to increase operational efficiency for specific subtasks.
  • L2 (Partial Autonomous Networks): Automation extends to specific domains or functions within the network, allowing for automated execution of certain tasks or processes. While some closed-loop automation may exist within these isolated domains, human intervention is still required for cross-domain coordination, complex problem-solving, and overall strategic decision-making. This level often involves partial automation of operations and maintenance.
  • L3 (Conditional Autonomous Networks): This level signifies a more advanced stage where automated operations span multiple domains, with some degree of cross-domain coordination. The system gains the ability to analyze situations and make decisions autonomously in predefined scenarios. However, human oversight remains critical for handling complex or unforeseen situations, and for validating decisions before execution. This is often characterized by conditional automation, where human approval is needed for certain actions.
  • L4 (High Autonomous Networks): At this level, automation is extensive and dynamic, covering most operational processes across multiple domains. The system can analyze and make decisions in a wide range of complex scenarios, often with minimal human intervention. Human involvement is primarily reserved for governance, ethical considerations, strategic planning, and managing rare exceptions that fall outside the system’s learned parameters. This represents a significant leap towards self-governing capabilities.
  • L5 (Full Autonomous Network): This is the pinnacle of network autonomy, characterized by complete, end-to-end automation across all network domains. The system is fully self-configuring, self-healing, and self-optimizing, operating with no human intervention. Human roles are limited to high-level strategic direction and extreme, unforeseen circumstances. This level embodies a truly zero-touch operational model.

Challenges to Autonomy

It is important to clarify that, as of today, there are no telecom operators who have reached L5 full autonomous networks. The journey to higher levels of autonomy is complex and ongoing. Several factors contribute to this, including:

  • Cultural resistance: A significant barrier is the human element. Employees may fear job displacement, loss of control, or a lack of understanding of AI-driven decisions. This can lead to resistance to change and a reluctance to fully embrace autonomous operations.
  • Unclear ROI: The upfront investment in technologies and processes required for higher levels of autonomy can be substantial. Operators may struggle to clearly quantify the financial benefits, making it difficult to justify the investment, especially when competing with other strategic priorities. While some studies suggest significant ROI, the perception of unclear returns can slow adoption.
  • Legacy infrastructure and systems: Many existing telecom networks are built on complex, siloed legacy systems (OSS/BSS). Integrating new AI-driven autonomous solutions with these older systems is a massive undertaking, often fraught with technical difficulties and high costs. This complexity can derail automation efforts.
  • Technological feasibility: Even in cases where legacy systems are not a constraint, the technology required to support full autonomy is not yet fully available. Level 5 capabilities—such as strategic decision-making, self-evolving policies, and autonomous intent generation—depend on technologies like Artificial General Intelligence (AGI), which remain in early stages of development. As a result, some autonomy goals are currently beyond reach.
  • Trust in AI-driven decisions: A critical aspect is building trust in AI systems. Operators need to be confident that autonomous systems will make correct and reliable decisions, especially in critical network operations.
  • Skills and talent: Moving from traditional operations to AI-enabled autonomy demands specialized expertise in areas such as DevOps, MLOps, and AIOps. Many telecom operators face significant challenges in attracting, developing, and retaining such talent. This is not merely a cultural issue—it is a structural skills gap. Without the right human capital, even the most advanced tools cannot be effectively deployed or scaled.

According to recent research by the Capgemini Research Institute, conducted in collaboration with TM Forum, 84% of telecommunications operators currently operate at Level 1 or Level 2 autonomy, with 61% of operators planning to achieve at least Level 3 autonomy within the next five years. However, despite this growing ambition, most use cases remain at the proof-of-concept stage. And while they recognize the benefits of higher autonomy, they are often ‘stuck’ due to a combination of the factors aforementioned, particularly the challenges of integrating disparate systems and overcoming internal cultural resistance.

Peak Autonomy vs. Full Autonomy

While the concept of full autonomy might seem like the ultimate goal, not all telecom operators are actively pursuing it, nor do all contexts benefit from it. The desirability of full autonomy often clashes with practical realities, leading many to aim for an optimal level rather than the maximum.

For many operators, achieving L5 is neither necessary nor desirable given their specific business needs and operational contexts. Instead, levels like L3 or L4 may represent their practical “peak autonomy,” offering substantial benefits without the prohibitive costs and complexities of L5.

Peak autonomy can be defined as the maximum beneficial level of autonomy within a given system or context. This does not necessarily mean reaching the highest possible level (L5), but rather identifying the point where the benefits of increased autonomy—such as efficiency, cost reduction, faster service delivery, and improved reliability—are maximized, while associated complexities, risks, and investments remain manageable. Beyond this point, the marginal gains may diminish, or the trade-offs may outweigh the benefits.

Peak Autonomy in Telecom: What It Looks Like

For telecom operators, achieving higher levels of autonomy translates into tangible benefits across various operational domains. While L5 full autonomy remains a distant goal for most, significant progress is being made in implementing advanced automation and AI-driven capabilities that exemplify peak autonomy in practical terms.

Here are a few examples:

Network Operations

  • Predictive maintenance: AI and machine learning models analyze vast amounts of network data (e.g., sensor readings, performance metrics, historical fault data) to predict potential equipment failures or performance degradation before they occur. This allows operators to proactively schedule maintenance, replace components, and prevent service outages, shifting from reactive to proactive network management. This reduces downtime and operational costs.
  • Closed-loop fault detection and resolution: This involves automated systems that can detect network faults, diagnose their root causes, and initiate corrective actions without human involvement. This closed-loop automation significantly reduces the time to resolve issues, minimizes service impact, and improves network reliability. It moves beyond simple alarms to intelligent analysis and automated remediation.

Customer Experience

  • Personalized service delivery: AI enables telecom providers to offer highly customized services and experiences based on individual customer behavior, preferences, and usage patterns. This includes personalized product recommendations, tailored service plans, and proactive support based on predicted needs.
  • Intent-Based service provisioning: While still in early stages, this involves translating high-level business intents (e.g., “provide high-bandwidth connectivity for a new enterprise customer”) into automated network configurations and service deployments. AI interprets the intent and orchestrates the necessary network changes, enabling rapid and error-free service provisioning.

Service Delivery and Lifecycle

  • Zero-touch onboarding and provisioning: Automation streamlines the process of onboarding new customers and provisioning services, eliminating manual steps and reducing errors. This enables faster service activation and a seamless customer experience.
  • Dynamic service scaling: Networks can automatically scale resources up or down based on demand fluctuations, ensuring optimal performance and efficient resource utilization. This is particularly crucial for managing traffic spikes and supporting dynamic services.

Human + Machine: Not an Either/Or

The increasing autonomy in telecom networks does not signal the end of human involvement. Instead, it marks a shift in workforce roles—from manual operators to orchestrators, overseers, and strategic decision-makers. The relationship between humans and machines in autonomous networks is symbiotic, not a zero-sum game.

Makman’s CEO, Luqman Shantal, during his keynote in DTW 2025.

As our CEO, who is also a Co-chair on the Measuring and Managing Autonomy (MAMA) Project at the TM Forum®, Luqman Shantal, puts it, “The more systems automate, the more humans matter.” In his keynote at DTW, he emphasized that in an era where machines optimize decisions and processes, it is human qualities like emotional clarity, strategic discernment, and the ability to lead through uncertainty that become the defining advantages. Automation may handle the technical, but it is human insight that guides direction, inspires confidence, and transforms complexity into coordinated action.

We believe that even at the highest autonomy level, human oversight should remain essential—especially in areas such as governance, ethics, exception handling, and strategic alignment, where AI lacks judgment and contextual awareness. To meet these demands, telecom professionals must build new capabilities in data literacy, AI oversight, critical thinking, and communication—ensuring effective human-AI collaboration across autonomous network operations.

In conclusion, peak autonomy in telecom is not about reaching a theoretical maximum, but about finding the most effective and beneficial level of automation for a given context. It is a journey of continuous improvement, driven by AI and data, and characterized by a collaborative human-machine partnership that prioritizes optimal outcomes over absolute automation. The road ahead is not about a single destination, but a series of evolving milestones that enable telecom operators to build more resilient, efficient, and customer-centric networks for the future.

Reaching Your Peak Network Autonomy

Reaching your peak network autonomy starts with a clear understanding of where you stand today. Telecom operators must begin by assessing their current level of network autonomy—technically, operationally, and organizationally. This as-is assessment helps define a realistic target: the next level of maturity that aligns with their business priorities and operating context.

From there, the journey forward doesn’t have to be disruptive. Instead of large-scale transformations, operators can move through iterative steps—pilots, focused initiatives, or domain-specific upgrades. This Minimum Viable Transformation (MVT) approach reduces risk, builds internal momentum, and delivers measurable impact without overwhelming the organization.

There’s no universal blueprint. But with the right foundation, a clear ambition, and a pragmatic path forward, operators can advance toward smarter, more autonomous networks—at a pace and scale that works for them.

Optimizing Order-to-Cash

Written on . Posted in Business Process Framework (eTOM), Open Digital Architecture (ODA).

The digital economy has made operational agility a necessity, not just a competitive advantage. As telecom operators strive to deliver seamless, digital-first customer experiences, it becomes critical to examine the entire operational lifecycle—especially the Order-to-Cash process (O2C, sometimes referred to as “OTC”). While relatively straightforward in cases like prepaid cards or one-off payments, complexity increases significantly when organizations introduce tiered digital products, subscription models, loyalty programs, or gamified services. In such environments, a seamless O2C process is essential to sustaining performance at scale.

The O2C process—spanning customer orders, service activation, invoicing, payment collection, and sometimes even some parts of the supply chain—is a critical enabler in both product-based and service-driven businesses. Yet in many telecom organizations, this process remains fragmented, manual, and misaligned with customer expectations. The consequences are delayed revenue realization, inconsistent service delivery, and operational inefficiencies such as disjointed integrations that constrain growth.

Why Order-to-Cash Deserves Attention

The O2C journey touches nearly every critical function: sales, fulfillment, finance, and customer service. When executed well, it ensures a smooth transition from customer interest to business income—reinforcing trust and accelerating performance. When broken, it reveals structural issues that cannot be masked by marketing spend or product innovation.

Consider this scenario: a customer signs up for a premium subscription with a promotional offer. The onboarding experience is smooth, but after payment, the service fails to activate for several days due to internal coordination issues. The customer contacts support, only to be passed between departments with no clear resolution. The result? Frustration, a likely cancellation, and lasting brand damage. This is not a rare edge case—it’s a common consequence of poorly orchestrated O2C processes.

O2C is not just a back-office function—it’s a strategic lever where the promises we make to our customers meet operational reality. A frictionless O2C flow translates into faster revenue realization, reduced revenue leakage, and improved customer satisfaction.

According to BCG, transforming O2C can boost annual revenues by 1–3%. McKinsey reinforces this perspective, estimating that inefficiencies in the O2C process can result in a 3–5% loss of EBITDA. Optimizing O2C can reclaim this lost value—often amounting to millions of dollars in recovered revenue and business growth. The actual financial impact may vary depending on the specific context and the implementation of the O2C process.

While these financial gains are compelling, the true value of optimizing O2C extends beyond the bottom line. It enhances the customer experience, strengthens operational resilience, and builds the agility needed to respond quickly to market shifts—benefits that are equally, if not more, critical to long-term success.

The Business Process Lens

Solving O2C challenges requires more than digitizing forms or automating emails and notifications. It demands a process-first mindset—one that maps how work should flow across departments, platforms, people, machines, digital agents, etc., and aligns these flows with measurable business outcomes.

This is where frameworks like TM Forum’s Business Process Framework (eTOM) become invaluable. They provide a standardized, end-to-end view of telecom and digital service operations. More importantly, they enable a shared transformation language—allowing business and IT teams to co-create solutions that are scalable, interoperable, and future-ready.

At the heart of this shift is a question every executive must ask: Are our processes designed around the customer, or around internal convenience? Legacy processes, though once designed to ensure quality and control, often now prioritize internal efficiency at the expense of customer outcomes. The result is organizational inertia—systems that resist change even as customer needs evolve.

From Fragmentation to Flow

Leading telecom organizations are re-engineering their O2C processes to achieve real-time responsiveness, operational clarity, and cost efficiency. This transformation typically involves:

  • Breaking down silos between sales, operations, and finance
  • Automating decision points to reduce human error and eliminate manual handoffs
  • Embedding analytics to monitor process health and identify bottlenecks
  • Aligning with Open Digital Architecture (ODA) to enable modular, plug-and-play systems

The most effective transformations don’t just digitize inefficiencies—they redesign how value flows through the organization.

As consultants, we urge clients to view operational processes not as static workflows, but as dynamic capabilities that fuel business performance. The O2C process is a prime candidate for such reimagination. When optimized, it unlocks:

  • Faster and more predictable revenue realization
  • Lower operational costs
  • Improved compliance and audit readiness
  • Higher customer satisfaction and retention

And most importantly, it lays the foundation for genuine digital transformation—not just in terms of technology, but in how people work, collaborate, and deliver value.

Start with the Flow

In transformation efforts, it’s tempting to adopt the latest technologies or platforms. But without addressing the flow of work—such as the O2C process—technology risks automating dysfunction rather than eliminating it.

Whether you are a telecom operator rethinking your service value chain or a business in any sector aiming to improve cash flow visibility, start with your processes. Fix the flow, and everything else will follow.

Looking for O2C training?

Streamline your end-to-end Order-to-Cash (O2C) process by aligning it with TM Forum’s eTOM and Open Digital Architecture to enhance agility and elevate customer satisfaction. This TM Forum–accredited course empowers implementers to design, optimize, and integrate O2C flows that support seamless digital business operations. Contact us to learn more about our accredited O2C training.

Sprinting Toward TechCo

Written on . Posted in TechCo.

You may have heard the term “TechCo” by now. It might sound like a buzzword to some, but we assure you, it isn’t. In fact, the term “TechCo” captures a vital and strategic evolution in the telecom industry.

TechCo—a Technology Company —is a telecom operator that leverages advanced technologies to enhance operational autonomy, create seamless customer experiences, and/or offer services well beyond basic connectivity.

TechCo is More Than Just Technology

While technology serves as the engine of the TechCo transformation, becoming a true TechCo demands a complete rethinking of mindset, culture, and operations. It is not enough to adopt digital tools; successful TechCos undergo a systemic shift that touches every layer of the organization.

TechCo organizations often share defining characteristics that set them apart, such as:

  1. Customer-Centric Agility: TechCos are built around their customers. They rely on deep customer insights to refine products and services continuously, aiming for seamless, personalized experiences. Internal silos are dismantled in favor of alignment around customer value.
  2. Innovative Talent and Culture: Innovation is cultivated within cultures that reward experimentation and embrace learning. TechCos attract multidisciplinary talent and foster environments where failing fast is viewed as a key driver of progress.
    Research shows Telcos are lagging behind not only in digital capabilities but also in employee value proposition—scoring 8% lower on average than consumer tech companies, which TechCos aim to emulate, in Glassdoor reviews, particularly in culture and values. This gap weakens their ability to attract the digital-native talent essential to meet rising customer demands (McKinsey 2024).
  3. Agile Operating Models: Cross-functional teams, rapid iteration cycles, and outcome-based metrics enable TechCos to adapt quickly to emerging needs and market shifts.
  4. Ecosystem-Oriented Partnerships: Rather than going it alone, TechCos flourish through strategic partnerships—with startups, hyperscalers, and others—expanding their capabilities and market reach.
  5. New Revenue Models: Moving beyond traditional connectivity services, TechCos develop high-margin, recurring offerings such as platforms, cloud-based services, and other digital solutions.

TechCo is A Strategic Imperative

Transformation to TechCo is no longer optional; it has become a matter of survival in today’s rapidly evolving market landscape. When current business conditions can no longer sustain growth, organizations must be ready to imagine—and build—entirely new ways of operating.

Let us illustrate the urgency of the shift using a simple SWOT that you and your team can build on and maybe present to your management:

Opportunities:

  • 5G as an Enabler: The deployment of 5G opens the door to scalable IoT, AI, and automation, setting the stage for smart cities, connected healthcare, and other next-gen services.
  • Revenue Growth: Digital-first telecoms are already achieving extraordinary growth, far outpacing their traditional counterparts. The TechCo model paves the way for more sustainable and diversified revenue streams.
Consider the current trajectory: the global telecommunications sector’s average revenue growth fell from 3.9% in Q1-2023 to just 2.2% in Q1-2024 (Twimbit 2024), with overall growth hovering around 2% (McKinsey 2024). This stagnation contrasts sharply with digital transformation revenues, such as China Mobile’s, which grew by over 22% in 2023 and now account for nearly 30% of its service income (Omidia 2024 via TelecomTV).

Threats:

  • Market Saturation: Connectivity alone is no longer enough. Without meaningful reinvention, growth will stagnate—and OTT platforms will continue eroding legacy revenue streams.
  • Rising Customer Expectations: Today’s customers expect comprehensive digital solutions, not just voice calls and Internet access. Those who fail to meet this demand will inevitably be replaced by those who can.

We’ll leave assessing your company’s Strengths and Weaknesses that complete the SWOT to you and your team, as they are very specific to each company, but the broader direction is clear: the future belongs to the TechCo model.

A Smarter Path Toward TechCo

The path to becoming a TechCo can be daunting. Traditional transformation methods often rely on high-risk, multi-year programs or large-scale acquisitions. These “big bang” efforts frequently fall short due to cultural mismatches, integration challenges, or sheer complexity. A more pragmatic approach is gaining traction with Makman’s clients: Minimum Viable Transformation (MVT). Borrowed from startup thinking, MVT offers a low-risk, high-impact alternative.

Here’s how:

Rather than overhauling the entire organization at once, MVT begins with launching a small but fully functional pilot environment of the future TechCo. This internal pilot tests critical assumptions, delivers quick wins, and guides the broader transformation roadmap through real-world learning.

Makman’s client, HLC, provides a compelling example of this methodology in action. HLC’s journey toward Zero-Touch Operations followed a phased approach—beginning with a proof of concept, evolving into a pilot phase, and eventually scaling toward full deployment. This structured pathway enabled the organization to learn, adapt, and reduce risk at every stage.

“Makman has been an invaluable partner in our transformation journey. Their unique Minimum Viable Transformation (MVT) approach allowed us to move quickly from strategy to execution, delivering tangible results while keeping our long-term vision in focus.”

– Mr. Ahmed Jarallah, Chief Strategy Officer, HLC.

The Bottom Line: It’s Time to Act!

TechCo transformation is no longer a distant vision—it is an existential imperative. Inaction carries greater risk than calculated forward movement. Yet, transformation need not be massive to be meaningful. With MVT, organizations can move deliberately, learn continuously, and build momentum with each step.

Experience the Journey

Before embarking on your MVT to TechCo, your organization can gain firsthand insight through a multi-week MVT Simulation Workshop. This structured program guides key stakeholders through the process of designing and executing a “minimum viable TechCo” within their context.

The first step is often the hardest—take it now. Reach out to begin your transformation into TechCo.

Getting Started with Autonomous Operations

Written on . Posted in Autonomous Operations, Autonomy.

In today’s fast-paced digital landscape, organizations are constantly seeking ways to enhance efficiency, reduce costs, and improve service delivery. One of the most promising approaches to achieving these objectives is Autonomous Operations—a field that leverages Intelligent Automation to create integrated, self-sustaining processes with minimal human intervention.

To guide telecoms and digital service providers on their journey toward operational autonomy, TM Forum’s Autonomous Operations Maturity Model (AOMM) serves as an invaluable framework. The AOMM provides a structured pathway to assess and improve an organization’s maturity in autonomous operations, ensuring a seamless transition toward fully automated, intelligent processes.

Understanding the AOMM dimensions

The Autonomous Operations Maturity Model (AOMM) consists of six key dimensions that collectively determine an organization’s level of maturity in autonomous operations. They are, in no specific order:

  1. Party – Involves intelligent automation in customer, partner, and device interactions, ensuring seamless communication across all stakeholders.
  2. Technology – Focuses on the technological infrastructure that supports digital transformation, automation, and innovation.
  3. Culture – Encourages an organizational mindset shift toward adaptability, innovation, and collaboration to drive automation efforts forward.
  4. Strategy – Establishes a clear roadmap for transitioning to autonomous operations, ensuring alignment with business goals.
  5. Operations – Enhances processes by leveraging automation to maximize efficiency and minimize human errors.
  6. Data – Utilizes self-analysis and automated decision-making processes to achieve full-scale automation.

Understanding the AOMM maturity levels

The AOMM (Autonomous Operations Maturity Model) taxonomy categorizes organizations based on their maturity in adopting autonomy-backed technology and business operations. The levels progress as follows. Each level reflects an increasing contribution to business outcomes as organizations mature in their adoption of autonomous operations.

  1. Initiating: The organization is in the early stages of formulating autonomy-backed technology, behaviors, and capabilities.
  2. Emerging: Isolated cases of autonomy-backed technology and business operations are implemented in specific parts of the enterprise, with targeted improvements.
  3. Performing: A coordinated and innovative approach is taken, with autonomy-backed technology expanding across multiple areas of the enterprise. Ongoing improvements aim to achieve scale and scope.
  4. Advancing: Organization-wide implementation of autonomy-backed technology is realized, with operations designed to achieve competitive advantage.
  5. Leading: Represents best-in-class adoption, where autonomy-backed technology is embedded into enterprise and ecosystem lifecycle management. The organization leverages best practices to drive leadership in autonomous operations.

The Role of AOMM in Digital Transformation

Autonomous operations go beyond traditional automation by integrating self-learning, self-governance, and self-adaptation into organizational workflows. The AOMM framework helps businesses assess their current state of automation, identify gaps, and implement targeted strategies for improving operational maturity.

And by leveraging AI-driven insights, closed-loop automation, and data-driven decision-making, organizations can:

  • Enhance efficiency and reduce operational costs
  • Improve agility and scalability
  • Minimize human errors and optimize resource utilization
  • Foster innovation and accelerate digital transformation

Useful Resources

For organizations looking to deepen their understanding of Autonomous Operations, TM Forum offers several essential resources (membership required for access):

  • GB1042A: Autonomous Operations Maturity Model (AOMM) – Offers a structured approach to assessing automation performance, integrating various industry maturity models.
  • GB1042B: AOMM Operations Best Practice – Serves as a practical guide for organizations to evaluate their autonomous operations maturity and set strategic transformation targets.
  • IG1346: TM Forum AOMM Survey Report – Presents industry insights and detailed observations on Autonomous Operations, serving as a self-assessment tool for organizations.
  • IG1403: Comparing AOMM and Autonomous Network Levels Evaluations – Provides insights into how AOMM supports enterprise-wide maturity assessment, while the Autonomous Network Level Evaluation Tool (ANLET) focuses on domain-specific network scenarios.

The journey toward autonomous operations is a strategic imperative for organizations striving for digital excellence. By adopting the Autonomous Operations Maturity Model (AOMM), businesses can systematically enhance their automation capabilities, align their strategies with technological advancements, and drive meaningful innovation.

With the right framework, resources, and commitment to transformation, organizations can unlock new levels of efficiency, agility, and competitiveness—ensuring sustained growth in an increasingly automated world.

Explore how our structured approach to assessing operational maturity enables organizations to gain clarity, align stakeholders, and identify practical next steps toward autonomy.

How Makman and Its Clients Are Transforming the Business Landscape in Libya

Written on . Posted in Minimum Viable Transformation (MVT), Talent Development.

In a world filled with challenges and rapid transformations, companies that embrace creative thinking and break traditional molds emerge as leaders of change. Makman, a pioneer in consultancy in Libya and beyond, is not just a model of innovation within Libya but an inspiration proving that success lies in daring to think and act differently. This article explores how Makman and its clients go beyond the familiar to drive fundamental changes in business management and transformation.

Makman: Research and Development at Minimal Cost

While many companies primarily focus on commercial aspects, Makman believes in the importance of Thought Leadership, fueled by Research and Development (R&D) as a cornerstone for achieving success and sustainability in the business world.

Makman’s institutional R&D philosophy revolves around the idea that R&D does not have to be expensive or complicated. Instead, it can start small and grow gradually and strategically.

At Makman, we implement two types of R&D: internal and external:

  1. Internal R&D focuses on addressing internal challenges and launching products or services aimed at both internal (employees) and external (customers) stakeholders. Here, we adopt the Minimum Viable Product (MVP) approach, where we do not deliver the final product all at once but instead develop a phased release plan. For example, in 2024, when automating the preparation of technical and financial proposals for one of our services, we began with a simple workflow on a digital board and called it MVP 1. After obtaining stakeholder consensus, we turned it into an Automated Template named MVP 2. In the next phase (MVP 3), we added Generative AI (Gen AI) technologies, making the process intelligently automated.
  2. External R&D involves engaging in Collaborative R&D Projects with other local and international organizations to solve shared challenges. This collaborative approach accelerates innovation, reduces R&D costs for all parties, and achieves better results through collective efforts. For instance, the devastating floods in Derna, eastern Libya, served as a humanitarian incentive for Makman to participate in a vital global project aimed at providing reliable communication services during disasters. In this project, Makman unified efforts between telecom companies and satellite communication providers to offer flexible and reliable communication solutions. Ensuring connectivity during disasters is crucial for linking affected individuals to authorities, emergency services, and loved ones. Makman’s efforts were recognized with two prestigious global awards: the 2024 Tech for Good Award and the 2024 Innovative and Futuristic Award, granted by the TM Forum® during the 2024 DTW Digital Transformation Conference in Copenhagen, Denmark.

By adopting these approaches, Makman moved away from the traditional model requiring significant investments in infrastructure, equipment, and specialized teams to establish a full R&D department. Instead, we achieved substantial progress in R&D through innovation, collaboration, and effective resource utilization, enabling us to deliver outstanding results while minimizing costs and risks.

LPTIC: Talent Development with an Unconventional Approach

One of Makman’s notable success stories in 2024 was its collaboration with the Libyan Post, Telecommunication, and Information Technology Company (LPTIC) to launch the Resource Exchange (REX) program. This innovative initiative represents a groundbreaking approach to local talent development in Libya. The first of its kind in the country, the program allows employees of LPTIC and its subsidiaries to gain direct exposure to dynamic work environments.

The REX Program is a platform for exchanging expertise and fostering a culture of continuous learning and creativity. Upon returning to their original companies, these employees become Change Agents, bringing with them new perspectives and ideas that drive positive transformations in their organizations.

The program’s impact extended beyond its participants to include Makman’s team as well. By working with individuals who bring insights and experiences from their original companies, Makman’s team gained fresh perspectives on business management. This cultural and professional exchange aligns with Makman’s core values: learning, creativity, and grit. It also reinforced our commitment to fostering a culture of innovation and continuous development. Furthermore, the program helped Makman build strong relationships with participants, who became not only ambassadors of Makman’s values within their organizations but also cherished colleagues. These connections demonstrate the profound impact of collaboration in driving positive and comprehensive transformations.

Mr. Mohamed Ben Ayad, Chairman, LPTIC“Disruption in the telco industry demands bold strategies and a relentless focus on talent. With Makman’s expertise, we’ve embraced an AI-driven talent analytics approach to uncover hidden potential within our teams. By onboarding our first batch in Q4 and exposing them to cutting-edge, agile environments, we’ve seen rapid skill development and a renewed sense of purpose. This program isn’t just about upskilling–it’s about future-proofing our organization and setting a benchmark for the industry.” – Mr. Mohamed Ben Ayad, Chairman, LPTIC

Hatif Libya: Digital Transformation Through a Smart Approach

Hatif Libya (HLC), one of Makman’s clients, chose an unconventional path in its journey toward Zero-touch Operations. Instead of opting for a “big bang” transformation, Hatif Libya adopted a phased approach beginning with a Proof of Concept (PoC), followed by a Pilot Phase, before transitioning to full deployment. This method demonstrates Hatif Libya’s deep understanding of the importance of learning from experience and minimizing the risks associated with large-scale transformations.

Additionally, Hatif Libya aimed to achieve Zero-touch Operations, a globally emerging field. This not only highlights the company’s bold leadership in innovative thinking but also underscores its commitment to creating a radical and sustainable change in operational management. Consequently, many Libyan companies have started showing interest in Hatif Libya’s achievements. This growing attention reflects the company’s influence as an inspiration and raises curiosity about applying this model to other companies, motivating the sector to explore new and innovative ways to enhance efficiency and operations.

Mr. Ahmed Jarallah, Chief Strategy Officer, Hatif Libya“Makman has been an invaluable partner in our transformation journey. Their unique Minimum Viable Transformation (MVT) approach allowed us to move quickly from strategy to execution, delivering tangible results while keeping our long-term vision in focus. Their expertise in defining requirements, building teams, and guiding us through proof of concepts has set a strong foundation for success. As we now move into the next phase with international software providers, we are confident that Makman’s continued support will ensure seamless execution and scalability. They are not just consultants; they are true collaborators in shaping the future of HLC.” – Mr. Ahmed Jarallah, Chief Strategy Officer, Hatif Libya

In a world characterized by challenges and rapid transformations, where traditional models are no longer sufficient to meet contemporary demands, companies like Makman and its clients demonstrate that creativity and innovative thinking are the keys to success. By adopting unconventional approaches—whether in R&D, talent development, or digital transformation—these companies are reshaping the business landscape in Libya and beyond. As Makman and its clients continue to push beyond traditional boundaries, they exemplify how businesses can drive fundamental change and contribute to a more sustainable and innovative future.

Building Scalable and Interoperable Digital Solutions Using ODA

Written on . Posted in Open Digital Architecture (ODA).

Open Digital Architecture (ODA) is a cutting-edge business and technology architecture crafted to meet the evolving needs of telecoms and digital service providers.

In an era of digital transformation, ODA enables telecoms and digital service providers to stay competitive, reduce complexity, and drive innovation while improving cost efficiency. It does so by facilitating the creation of digital services through reusable, interoperable software blocks that run natively in the cloud.

“ODA is crucial for creating more value for customers and staying ahead of the competition. It accelerates time to market, simplifies integrations within the digital ecosystem, and enhances customer experience and engagement management. By incorporating intelligent ODA Components, such as anomaly prediction and detection, ODA enables a shift from traditional BSS/OSS architecture to a modern DSS architecture.”—Luqman Shantal, CEO at Makman.

Foundational to the ODA are:

  • ODA Components: Reusable and interoperable software blocks used to build digital services
  • ODA Component Directory: Where you can find and procure ODA Components
  • ODA Canvas: Where you can deploy, run, and test ODA components

Together, these three elements provide a holistic and interoperable framework for building, deploying, and managing digital business solutions. This article explores each element in detail and examines how they integrate seamlessly.

ODA Components

At the heart of ODA are its reusable software blocks, known as ODA Components. These components serve as building blocks for crafting digital services. The ODA Component are ① Reusable, ② Modular, ③ Standardized, and ④ Machine-readable software components.

Represented visually by a hexagon (Check the following image), each ODA component conveys key information about its functionalities and operations:

  • A green rhombus at the top illustrates the functional scope (i.e. the core function of the component, for example: the function of the component could be “Bill Generation Management”)
  • Lollipops extending from the hexagon edges symbolize the Open APIs exposed by the component.
  • Other colored segments within the hexagon highlight aspects such as security, observability, and operational management.

ODA components are developed through the ODA Components & Canvas collaboration project, where TM Forum members work together to set standards and drive innovation.

 

The ODA Component Directory

The ODA Component Directory serves as a repository and marketplace for exploring and procuring ODA Components. It acts as a bridge between buyers and software providers, ensuring that components meet the stringent requirements of plug-and-play interoperability within a standardized deployment environment, the ODA Canvas (explained in the next section).

Buyers (i.e., CSPs or DSPs) can search the ODA Component Directory by a specific component OR component provider/ vendor, access metadata, review API exposure, and evaluate vendor details, including conformance levels. Refer to the following two images for a preview of the directory’s interface.

To maximize the utility of the ODA directory:

  • Identify the necessary ODA components by reviewing their specifications and functional mappings.
  • Check open API certifications for insights into vendor deployments.
  • Reference certification data in your RFPs and use it as an acceptance criterion for transformation projects.
  • Encourage vendors to achieve level 1 conformance and list their products in the directory.

For more details, visit the ODA Component Directory or the ODA Software Providers Directory.

The ODA Canvas

The ODA Canvas delivers an automated operational platform for running ODA components. Its primary mission is to provide:

  • Tools and frameworks for CSPs and DSPs to establish a standardized deployment environment using the ODA Canvas.
  • A mechanism for vendors to deliver ODA Components that seamlessly integrate into the Canvas.

Set to launch for general availability in January 2025, the Canvas is already being used by CSPs and cloud platforms to integrate and deploy ODA components. One of its key features is its ability to enable workload portability across different cloud environments. Leading cloud providers, such as Google and Microsoft, are making significant contributions to the reference Canvas through the TM Forum’s Innovation Hub. Meanwhile, Amazon Web Services (AWS) has developed its own ODA-compliant Canvas but has not yet joined the Hub.

As more CSPs adopt the Canvas, hyperscalers plan to offer prebuilt versions through their marketplaces, simplifying deployment for digital service providers without proprietary solutions.

Getting the ODA Canvas:

The Reference Implementation of the ODA Canvas, also called “Canvas in a Bottle,” is deployable on the Kubernetes platform and available for download. It can be set up locally and is designed for simplicity, requiring minimal experience with Kubernetes. The implementation also includes TM Forum Open API references to speed up application development. You can access it through GitHub.

The Reference Implementation, also known as Canvas in a Bottle, can be accessed via GitHub.

By leveraging Open Digital Architecture—through its Components, Component Directory, and Canvas—telecom and digital service providers can achieve new levels of scalability, interoperability, and growth in today’s fast-paced digital landscape.

Copyright disclaimer: All images and terminology used are copyrighted by TM Forum. This article is based on publicly available content and resources from the TM Forum website. You can access more resources by becoming a member of the TM Forum.

Getting Started with ODA: Open Digital Architecture

Written on . Posted in Open Digital Architecture (ODA).

Imagine instead of having to procure a massive, expensive business support system that takes ages to deploy, you could build a custom system tailored to your needs for a fraction of the cost and time. Well, you don’t have to imagine anymore because it’s already here. Companies around the world are embracing it— it’s called Open Digital Architecture (ODA).

What is ODA?

Open Digital Architecture (ODA) is a comprehensive business and technology framework specifically designed for telecoms and digital service providers. In today’s digital age, ODA helps companies stay competitive, reduce complexity, and drive innovation and cost efficiency.

However, it’s essential to clarify two things upfront:

  1. ODA isn’t just about technology: It’s not about buying new software or hardware. Instead, it’s a complete suite of frameworks and standards to guide telecoms in transforming into digital businesses capable of meeting modern demands.
  2. ODA is neither a trend nor a fad: ODA is a relatively recent initiative by TM Forum; however, it is building on over 20 years of industry collaboration and standards development. ODA represents the latest evolution of TM Forum’s efforts to standardize and modernize telecom architecture.

Why ODA Matters

Several key drivers highlight why ODA has become a vital framework for telecom companies today:

  • Evolving Customer Expectations: Modern customers demand personalized, seamless digital experiences. ODA enables telecom providers to quickly develop and deploy customer-centric products, offering the agility needed to stay in tune with customer needs.
  • Market Competition: In a competitive telecom landscape, providers must stand out by launching innovative services quickly. ODA’s framework allows for rapid innovation and faster time-to-market, keeping telecoms one step ahead.
  • 5G Adoption: The widespread rollout of 5G requires flexible and scalable systems to support new applications and services. ODA’s modularity and open standards make it a perfect fit for 5G architecture.
  • Complexity Reduction: Traditional telecom architectures are often complex and fragmented, creating barriers to agility and innovation. ODA simplifies telecom architecture with standardized interfaces, modular components, and APIs, all designed to reduce complexity and improve interoperability.
  • Cost Efficiency: ODA reduces reliance on proprietary technologies by encouraging open standards, fostering a more competitive ecosystem. This can lead to significant cost savings in procurement, deployment, and system operation.
  • Regulatory Compliance: The evolving regulatory landscape requires telecoms to be flexible and maintain compliance. ODA’s design supports flexibility, making it easier for companies to adapt to regulatory demands.
  • Future-Proofing: Technology evolves rapidly, and ODA’s modular structure ensures that telecom companies can adapt. With ODA, operators can integrate new technologies and capabilities as they emerge, making their systems more sustainable over time.

 

Core Elements of ODA

To enable these advantages, ODA is built on several foundational elements, each serving a unique role in the architecture:

  1. Business Element: This element focuses on building an agile and innovative business environment. It allows telecom companies to respond swiftly to market shifts, explore new revenue opportunities, and improve customer experiences.
  2. Information Systems Element: This part addresses how data is managed, processed, and utilized. The Information Systems Element enables better data handling and insights, providing telecoms with the information they need to serve customers effectively.
  3. Deployment and Runtime Element: This element ensures efficient execution, operation, and optimization of digital services. It includes application deployment, service orchestration, and managing the environment where processes run, promoting efficiency, scalability, and responsiveness.
  4. Implementation Element: The Implementation Element translates ODA principles into actionable strategies. It focuses on deploying, integrating, and managing the technologies and processes outlined in ODA, ensuring smooth transformation.
  5. Governance Element: Governance is essential for managing ODA’s complexity and ensuring operational efficiency. This element enforces adherence to standards, reliability, and adaptation to change, making it easier for telecoms to maintain a robust and compliant operation.

Getting Started with ODA

If you’re ready to explore the benefits of Open Digital Architecture for your company, here’s how to begin:

  1. Become a TM Forum Member: If your organization isn’t already a member, joining TM Forum is an essential first step. Membership provides access to a wealth of resources, including frameworks, guidelines, and best practices, which will set your ODA journey on the right track. These resources will help you build a strong foundation for implementing ODA and align your company with industry standards.
  2. Invest in ODA Training: To ensure your team is fully prepared, consider comprehensive training on ODA principles. This step is crucial to remove any ambiguity or uncertainty about ODA, helping your team understand the architecture’s impact and benefits. Training ensures that everyone is on the same page, equipped with the knowledge needed to support the transformation.
  3. Engage All Departments: One of ODA’s core principles is that it isn’t limited to technology—it spans every part of the organization. Involve all departments, from technical teams to commercial and leadership roles. By engaging everyone, you create a unified approach to ODA, fostering collaboration across departments and ensuring that your organization is fully prepared to embrace this architectural shift.

In today’s fast-paced digital landscape, Open Digital Architecture offers telecom companies a way to innovate, compete, and adapt efficiently. By reducing complexity, enabling flexibility, and fostering a more open ecosystem, ODA empowers telecom providers to navigate the challenges of the digital age with confidence.

Resources:

Sifting Through Hype and Technology Fads

Written on . Posted in General.

The world of telecom is a whirlwind of innovation. We are constantly introduced to new technologies, which is exciting, but it can become tricky to differentiate between fleeting fads and transformative advancements in tech.

As a leader in the telecom field, especially as a CTO, honing your skills to spot impactful emerging technologies is crucial in guiding your decisions on whether or not to consider such technologies in your strategic projects and investments.

Spotting lasting trends in tech can be tricky, so we’re sharing a simple criterion that you can apply or build on to achieve that. We’ve also included additional tips at the end of the article to help you hone your trend-spotting skills.

Impact

The key to identifying lasting trends lies in understanding the problems they solve. Are they gimmicks/ shiny objects offering a temporary thrill/ fix OR do they address a fundamental need with significant improvements over existing solutions? Cloud computing applications and approaches, such as Cloud Native Telco, are perfect examples of the latter.

Integration

Technologies that exist in isolation (i.e., don’t integrate well with existing technologies) are more likely to be fads. The ability of a new advancement to seamlessly connect with current infrastructure and its potential for future development are strong indicators of its staying power. Artificial Intelligence (AI) exemplifies this concept as it is being woven into many aspects of how telecoms will operate, from customer interactions & experience to operations, maintenance, and beyond. Check out this catalyst project about harnessing GenAI’s business value for operations transformation.

Longevity

If you are not sure, you can always wait and observe how the new technology performs. Fads come on strong, but their flame flickers out quickly. Lasting trends, on the other hand, exhibit staying power. They evolve and adapt over time, offering increasing value to their adopters. The smartphone is a prime example. From basic communication to a pocket computer, it has fundamentally transformed the communications industry.

Here are some ways to further hone your trend-spotting abilities:

  • Stay curious: Attend industry conferences such as DTW – Ignite (in Copenhagen)  and DTWA – Innovate (in Bangkok) to keep up with emerging technologies in the world of telecom and digital services. TM Forum’s Inform is also another great resource for you to stay up-to-date.
  • Seek diverse perspectives: Talk to experts (internally and externally) and early adopters to understand real-world applications of emerging technologies. Again, the resources listed in the point above will help you access and learn from the experiences of 800+ telecoms worldwide.
  • Experiment: Don’t be afraid to pilot small-scale projects internally to test the impact of emerging technologies or to simply understand how they work. One alternative way to do that is by following or joining TM Forum’s catalyst projects in the telecom domain to expedite your learning and innovation.

Cloud-Native: Transforming Telecoms

Written on . Posted in Cloud-Native.

The telecommunications industry has always been at the forefront of technological advancement, constantly evolving to meet the ever-growing demands of a connected world. Today, a new revolution is brewing – the rise of Cloud-Native Telco. This approach, built on the foundation of cloud computing principles, promises to transform the industry, ushering in an era of agility, scalability, and customer-centricity.

One of the most significant advantages of Cloud-Native Telco lies in its ability to scale with ease. Unlike traditional infrastructure, which can be rigid and inflexible, Cloud-Native solutions allow telecom companies to effortlessly adjust their resources based on demand. This translates to optimized performance, ensuring smooth operation even during peak usage periods, while simultaneously trimming costs by eliminating the need for excess capacity.

But the benefits extend far beyond mere resource management. Cloud-Native Telco, by leveraging microservices – smaller, independent applications – enables the rapid deployment of new features and functionalities. This translates to a higher service quality for customers, who can experience faster updates and fewer disruptions. Additionally, the inherent fault tolerance of microservices ensures that even if one component fails, the overall system remains operational, minimizing downtime and maintaining consistent service delivery.

Security is paramount in today’s digital landscape, and Cloud-Native Telco doesn’t disappoint. Cloud platforms offer robust security features that guarantee data protection and ensure compliance with industry regulations. This strengthens customer trust and fosters a sense of security when utilizing Telco services.

The impact of Cloud-Native Telco transcends national borders. By embracing this architecture, Telcos can expand their global reach, tapping into new markets and fostering international partnerships. This not only opens doors to new revenue streams but also paves the way for global innovation, fostering the development of cutting-edge solutions that address the diverse needs of a worldwide audience.

Furthermore, Cloud-Native Telco fosters a culture of rapid innovation. It empowers Telcos to transform into innovation hubs, constantly churning out new ideas and services to stay ahead of the curve in a fiercely competitive market. This continuous evolution ensures that Telcos remain relevant and valuable partners in the ever-evolving digital ecosystem.

However, the journey towards a Cloud-Native future is not one to be undertaken alone. Collaboration is key. Telcos must forge strong partnerships with cloud providers, vendors, and developers. This collaborative ecosystem fosters knowledge sharing, accelerates innovation, and ensures the successful implementation and ongoing development of Cloud-Native Telco solutions.

In conclusion, Cloud-Native Telco is not simply a technological trend; it’s a strategic imperative. It equips Telcos with the tools and agility to deliver faster, more reliable, and innovative services, shaping a connected world with boundless possibilities. By embracing this transformative approach, Telcos can secure their place at the forefront of the industry, ensuring a future marked by continuous innovation and unwavering customer satisfaction.

Want to learn more? Delve into the TM Forum®’s Cloud Native archives, a treasure trove of cloud native information. Makman, a certified TM Forum® associate, can also provide guidance to get you started. Follow the link to explore Makman’s TM Forum®-based services and capabilities.

Unlocking Insights with Cloud-Native Telco

Written on . Posted in Cloud-Native.

In today’s competitive telecommunications landscape, understanding and exceeding customer expectations is paramount. The key to achieving this lies within the vast amount of data generated through customer interactions. Cloud-Native Telco unlocks this treasure trove of insights, empowering businesses to transform customer experiences.

Data: The Goldmine of Customer Insights

Every customer interaction, from clicks and calls to service usage, generates valuable data. This data extends far beyond its operational purposes, offering a goldmine of insights into customer behavior and preferences.

Deep Dive into Customer Behavior

Cloud-native technology empowers us to analyze customer data with granular detail. We can gain insights into:

  • Popularity of services: Which services are most widely used by customers?
  • Essential features: What features are most crucial to the customer experience?
  • Customer engagement: How do customers interact with different products and services?

Personalized Experiences: Delivering What Matters

Armed with these deep customer insights, businesses can personalize services to cater to individual needs and preferences. This can take various forms, including:

  • Tailored recommendations: Suggesting services and features that align with individual customer usage patterns.
  • Customized service bundles: Creating bundled packages that cater to specific customer segments.

By personalizing the customer journey, businesses can deliver experiences that resonate with each individual, fostering stronger relationships and loyalty.

Proactive Problem Solving: Anticipating and Addressing Issues

Cloud-Native Telco goes beyond understanding current behavior; it allows us to identify potential issues before they become problems. By monitoring customer behavior, businesses can:

  • Predict and address potential service disruptions.
  • Proactively reach out to customers who might be experiencing difficulties.

This proactive approach ensures smoother service delivery and enhances overall customer satisfaction.

Data-Driven Innovation: Fueling the Future of Telco

Cloud-Native Telco isn’t just about collecting data; it’s about leveraging it to drive innovation. By harnessing customer insights, businesses can:

  • Develop new services and features that meet evolving customer needs.
  • Optimize existing offerings to improve customer satisfaction.

By embracing a data-driven approach, businesses can stay ahead of the curve and continuously innovate to deliver the best possible customer experience.

Cloud-Native Telco: A Paradigm Shift Towards Customer-Centricity

Embracing Cloud-Native Telco is more than just a technological advancement; it’s a fundamental shift towards a customer-centric approach. By unlocking the power of customer data, businesses can create services that resonate with their customers, fostering trust, loyalty, and long-term success.

Want to learn more? Dive into the TM Forum®’s Cloud Native archives, a treasure trove of cloud native information. Makman, a certified TM Forum® associate, can also provide guidance to get you started. Follow the link to explore Makman’s TM Forum®-based services and capabilities.