Tags Posts tagged with "managed services"

managed services

In my last blog I discussed how different generations are challenging marketing departments to meet them on their own ground. For one key demographic, the Millennials, that ground is the mobile and highly social world in which these digital natives live. For another, the more cost conscious middle aged parents with teenage kids, the battleground is through more conventional channels. However it’s not enough to just choose the right channel for marketing a product. The products, product branding, and marketing language itself needs to be appropriate for those customers as well. Different customers have not only different expectations of the products they use, but also different expectations of the way they like to be told about those products.

The one thing all customers have in common is that they like to be treated as individuals. Individualism is a relatively recent phenomenon in human history, although it could be said to have first really been expressed by Jean-Jacques Rousseau (1712-1778), as Angus Jenkinson identified in his paper ‘Beyond Segmentation’. Rousseau says that truth is subjective, and that traditions and customs must pass the individual’s test ‘can they be authentic for me’. That is a test that consumers increasingly appraise every product with. Can it be authentic for me?

It may seem an impossible challenge to treat every customer in a way which is appropriate to them alone, but there is another approach which can help product designers and marketing departments have a much better understanding of customers, and that is through the use of persona.

The concept of archetypes and persona was formalized early in the 20th century by the Swiss psychologist Carl Jung, but it was the Angus Jenkinson who more recently defined the meaning in a marketing context. Jenkinson suggested that marketing needed to move beyond the top down reductionist approach of segmentation and take a more bottom up approach of grouping customers with similar attitudes and behaviors.

‘segmentation, as normally understood, represents only the first stage in response to the market (individualism) phenomena. It is the first breakdown of the monolithic market into smaller units. It is possible to go further.’

There are definitely strong similarities between the concepts of segmentation and grouping, but there is a fundamental, if subtle difference. It is the difference between gathering individuals into groups, as opposed to dividing the group into segments. As Jenkinson says,

It is much easier to think of developing a relationship with a group (of people) than a segment. How many segments do you personally have a relationship with? Do you want to be part of one? A group connotes…a community of individuals.

Consumers, as individuals tend to gravitate and have loyalty towards something. To change the corporate perception of customers from being part of a segment to being individuals in a group is a fundamental paradigm shift in building customer relationships, and it requires marketers to develop a much more personal understanding of their customers. Marketers have to understand customer goals and frustrations, their values and behaviors. It is with this new understanding of the importance of the individual that the marketing concept of the ‘persona’ has arrived. Personas are ‘model’ characters created to represent all the members of a group. The term persona as used in this context was actually coined in 1999 by Alan Cooper in his seminal book ‘The Inmates Are Running the Asylum’, in which he says that persona, among other benefits,

Provide a human “face” so as to create empathy for the persons represented by the demographics.

Not only do persona models give a detailed account of the emotional needs and values of that group, they often even include a picture of what a typical individual in that group may look like. This is not to say that segmentation is dead. Far from it. Segmentation is still an important tool to help identify the key groups of ideal buyers, but once those groups have been identified then persona need to be created for the segments to give them emotional characteristics and values that they can be identified with. Only by understanding what really motivates customers and providing products that fit in with customer’s lives can marketers grow brand loyalty and trust in a world where the customer is truly king.

In the fourth in this series of customer analytics blogs, Walking in the Customers Shoes, I will be looking at combining the concept of persona with customer journey mapping to understand how to deliver a better customer experience.

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“In school, we’re rewarded for having the answer, not for asking a good question”

This quote from Richard Saul Wurman rightly describes how a normal human mind, as part of it’s social development process, adapts to the guidelines of “finding the answers”, rather than exploring the possibilities of asking the “right questions”.

And this mindset also reflects in our place of work. We are humanly tailored to explore satisfaction in having answers to all the questions. And in the process of being ‘answer ready’, we tend to become left brain heavy than the right. We become target driven and focus less and less on fresh set of questions which could challenge us further to drive improvement and innovation.

Fraud Management ‘function’ is no different. Being a ‘revenue protection’ function in a large ‘organization’ it is expected to act similar to a small, but important organ in human body.
Like hormone levels of an organ, health of an FM function is also measured in terms of subjective financial targets – either monthly, quarterly or yearly. And the corrective action starts when the achievements are found to be ‘less than optimum’.

But, as an experienced doctor would say – It’s the lifestyle you need to keep in check and not hormone levels to remain healthy!
Constant self-assessing questions such as – “Am I eating right ?”, “Am I sleeping right ?”, “Am I sitting right ?”, “Am I exercising right ?” etc. go a long way in guaranteeing you a healthy life. Periodic check-ups then becomes a method to confirm your good health rather than just means to detect illness or deficiencies.

Keeping healthy is a continuous process – be it human body or fraud management. It is actually a practice, than just a function.
And to setup a continuously improving fraud practice in your organization it is essential to keep asking relevant & timely questions across the following 8 pillars of this practice:

  • Influence
  • Organization
  • People
  • Process
  • Tools
  • Knowledge Management
  • Coverage
  • Continuous Improvement

While the questions could be an organization, risk or region specific, I personally always start with the following:

Influence:

  • Is our FM function on a driver seat or secondary role and working as a support function ?
  • How should we enhance the influence of our FM function ?
  • How do we keep showcasing enhanced value from FM function ?
  • How do we extend our internal & external interfacing and make the existing interfacing stronger ?

Organization:

  • How do we ensure fraud awareness keeps pace with the upgrading business dynamics ?
  • How do we enhance internal & external collaboration with FM function ?
  • How do we get higher return of investment from FM function ?
  • How to further reduce the fraud impact on the bottom line ?
  • How to make our fraud management practice more proactive ?

People:

  • Is resource acquisition better or resource development ?
  • How do we safeguard ourselves from attrition ?
  • Is our team structure agile enough while following industry standards ?
  • Do we have all the required roles and are the responsibilities clearly defined ?
  • Are we right, under or over staffed ?

Process:

  • Are my processes effective and easily exercisable ?
  • Are my processes future ready ?
  • Are my processes agile enough to adapt to any changes with acceptable TAT ?
  • Are we adopting and implementing industry best practices ?
  • What parts of my processes can be automated ?

Tools:

  • Is the Fraud Management tool adapted to my business environment ?
  • How do I ensure that the FM tool is fed accurate, complete and timely data ?
  • Are my fraud controls effective & efficient ? How do I reduce false positives ?
  • How do I ensure 100% automated fraud risk coverage ?
  • What capabilities do we need to acquire on tool front to be future ready ?
  • Are we ready against enormous data surge likely to be seen over next few years ? How do we benefit from it ?
  • Are we constantly learning from the industry in terms of fraud detection & prevention methods ?

Knowledge Management:

  • Is there sufficient attention on upgrading to the required skill sets ?
  • How do we enhance resource competency & knowledge against current & future services ?
  • Is our team keeping pace with constant fraud mutations ?
  • Is our team using the tools effectively & efficiently ?
  • Is our team knowledgeable and comfortable with processes ?
  • What are the top 5 areas of learning for the whole fraud function ?

Coverage:

  • Are we aware of all the fraud risks we are exposed to ? What is our current coverage levels ?
  • Do we know the gaps in terms of fraud risks coverage ? How can we improve ?
  • What is our strategy to become compliant to fraud risks introduced by new products and services ?
  • Are we ready for fast converging cross industry environment and the risks it introduces ?
  • What is our stand on customer and partner only risks ? How relevant they are for our business ? Is our current stand obsolete ?

Continuous Improvement:

  • What is our performance management strategy ?
  • Do we have effective KPIs ? Are these business relevant ?
  • How can we improve the fraud function’s effectiveness & maturity continuously ?
  • What metrics should I use to measure health of the overall FM function ?
  • Are we conducting sufficient & periodic RCA & decision analysis ?
  • How do we gather accumulated wisdom & actionable intelligence for improvement ?

Each of these questions can be a healthy point of discussion within your organization.
While these may give you a first hand view of health of your current fraud practice, more importantly, it may also open doors for a much detailed open table introspective sessions, enabling you to come up with much better & effective questions.

Remember, the key to remain healthy is to keep asking the ‘right’ questions.

As Albert Einstein rightly said – “If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes.”

In discussing the 1969 Apollo Moon landing, Neil Armstrong once said “We tried very hard not to be overconfident, because when you get overconfident, that’s when something snaps up and bites you”.

Apart from the occasional lack of atmosphere, the overlap between being a Fraud Manager and being an Astronaut isn’t that obvious. However, the dangers of being overconfident very much apply to both roles and it is essential that a Fraud Manager never sits still and assumes that all risks are covered.

The life of a Fraud team is always hectic and it can be very difficult just to keep on top of all the alarms, reports and referrals coming your way. Finding time to take a step back and look at the full spectrum of fraud risks is not a luxury that many, if any, Fraud Managers have at their disposal.

Common fraud types such as Subscription Fraud, Bypass, IRSF and PBX Hacking generate a huge number of cases and can be difficult to investigate and take preventative action against. In fact, just those 4 fraud types alone keep many Fraud teams more than busy throughout the week.

This is quite understandable given the losses associated with these frauds. However, when you consider that there are more than 40 fraud types listed in the GSMA FF Manual, the potential for a Fraud team to end up exposed to some significant risks is clear.

Furthermore, it’s not just the fraud types which are not addressed that can present a problem. There is also the risk that one of your core frauds mutates and leaves you blindsided. If we take the example of Subscription Fraud, there are so many variants that it can be very difficult to keep track and ensure that you have the appropriate prevention and detection in place.

Insight is what you need to avoid major fraud risks being left on ‘The Dark Side of the Moon’.

One of the many benefits of Subex Insight is that it includes tools that help Fraud Managers to identify fraud risk areas that are not covered or where gaps exist in existing coverage. The highly flexible nature of Insight allows it to identify both high level risks (e.g. whole fraud types which are not addressed) and lower level issues (e.g.  Individual Fraud Analysts who are not working specific types of alarms).

Subex Insight will provide the confidence you need to get you covered.

To get more information about Subex Insight please click here.

People of a certain “vintage” will remember well the speech by former US Secretary of Defence, Donald Rumsfeld when questioned on the lack of evidence linking the Iraqi government with the supply of chemical weapons to terrorists. For many of us it took a second hearing to fully appreciate the difference between our “known knowns” and our “known unknowns”, and if you are anything like me then the concept of ‘unknown unknowns’ – well that took a little bit longer!

The speech has been the source of much discussion through the years and the basic principle has been applied to many situations and domains, including Fraud Management.  However, one of the most interesting parts of the speech has largely been overlooked in all of the focus on the “knowns” and “unknowns”. In responding to the question Rumsfeld’s first sentence was;
“Reports that say that something hasn’t happened are always interesting to me”.

Fraud management, as with most other operational functions, is largely focused on something happening, whether that is in relation to configuring rules in the Fraud Management System or in working out the effectiveness of your business function (people &  process). The emergence of certain fraud types through the years has started us on the track of reaping the benefits from looking at things that have not happened as a detection method but for many organizations the principle has not been fully embraced.

Most organizations are now looking into more detailed analytics, but within these analytics programs, how much emphasis is put on things that didn’t happen?  Additionally, in a dynamic environment such as Telecoms Fraud Management even what we “think” we know (“known knowns”) may be rapidly out-dated or superseded.

In the “Big Data” era things are likely to be even more challenging for Fraud Professionals as the haystack just got a lot bigger, so even trying to keep on top of what we think we know is going to be a challenge. To start trying to uncover our “Known Unknowns” and “Unknown unknowns”,  – that will take INSIGHT.

To get more information about Subex Insight please click here.

As a child, I dreamed of having a superpower. Invisibility, flying, incredible strength, teleporting – any would have been just fine, I wasn’t choosy! Unfortunately it didn’t take too long for me to realise I was not ‘on the list’ so I went to work for BT instead and started on the road to a career in Fraud Management!

Over 25 years later it suddenly became clear to me, as I watched events unfold in Brazil over the last two weeks, that I may have been wrong all along.  In fact I DID have a superpower. I was, in fact, “Hindsight Man”! Unfortunately my hindsight powers did seem to have limitations in that they only worked in connection with the performance of the England Football (Soccer) team – but you have to start somewhere! However, once I realised I may possess this power I quickly noticed that nearly everyone else I came into contact with also seemed to be blessed with this ability – and it is always completely accurate (20:20), right? A pretty useful Superpower for a fraud professional then!

Before investing in the cape and mask, I decided to do some further research on the subject of Hindsight.  So, what is hindsight?  It is defined as ‘the ability to understand, after something has happened, what should have been done or what caused the event’. As I delved deeper, I realised that I, as with many others, am most likely suffering from something psychologists call Hindsight Bias…. also known as the ‘Knew-it-all-along effect’.

It appears we humans have a tendency to suggest predictability even in events where there is little or no evidence to support the prediction prior to the event. Unfortunately, it gets worse….even where some evidence may be present in order to validate our ‘Hindsight’ we may change our recollections to support newly provided information. The level of memory distortion this involves is not just affected by whether there is a positive or negative outcome, but also the severity of the negative outcome. Dangerous Stuff!

So it looks like I may not possess the power of hindsight after all and looking at it from a Fraud Management perspective that may be a good thing. Hindsight, as we have seen, can be based on no factual evidence and, even where there is some basis in fact, is prone to a significant number of external factors that can have a hugely negative impact on our assessment/judgement.

No, it’s clear to me now, to be a better fraud professional I don’t need Hindsight – I need Insight!

Read about Subex Insight here.

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While pressures on cost and margins with traditional services remain, fast emerging services are bringing in new risks and demands for new skills to manage them. Telcos are now looking for Managed Services engagements as a key differentiator in the emerging world.

 Telco’s are at the cross roads today – on one side they are pushing boundaries in a saturated and commoditized market to garner revenues and improve margins, whilst on the other they are pressurised to innovate and cater to the demands of the ubiquitous connectivity and data enabled services. Telco’s do not have a choice, but to act, to remain relevant in the market place with the changing landscape, new challenges and competition. With telco’s looking inwards for business optimisation – focusing primarily on the profitability of the business and monitoring the operational state of the business – what are the key trends shaping the industry and opportunity landscape ?

 Opportunities to remain relevant and successful in the new world order are plenty. Some of the initiatives are fairly quick to implement, while others require long term dedication and focus. Let us look at 3 key areas of opportunities in BSS for any telco.

  • OpEx control – Improving margins: The immediate and short-term opportunity for telcos is to control OpEx and improve margins on an already stressed traditional revenue streams. However, how do operators overcome the challenges facing them at two different levels – (a) skills upgrade (b) shortage of talented resources internally, and start improving their margins?
  • CapEx control – Improving RoIC: In the medium term, telcos are going to invest heavily in new and emerging technologies. The common conundrum corporate heads face are related to (a) successfully managing risks that comes with anything new (b) utilising the available critical capacity of technology & resources (c) responding timely & appropriately to market in face of competition and consumer expectations. How does Managed services help in providing the necessary capabilities to improve RoIC?
  • Economy of scale – Fuel growth: In the medium-longer term, telco leaders are going to look beyond their operating boundaries ; Industry consolidation, overseas M&A, new sources of revenue like PaaS/IaaS/SaaS for MVNOs or group op-co’s will be a key ingredient to the revenue growth. Is Managed services a viable solution to manage strategic and compliance risks?

Click here and download our latest newsletter in collaboration with Gartner for answers to the critical questions facing the industry leaders.

 

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Let’s deal with the difficult one first – Managed Services and outsourcing is here to stay and grow. So, what does this have to do with kids? Well nothing direct, except that kids can help resolve one of the biggest barriers to outsourcing – asking for HELP!

One thing I often notice, while meeting some of the prospects, is their reluctance to ask for help. The acknowledgement comes blatantly or subtly – there is a need to improve. The pressure of efficiency, productivity, reducing costs (or justifying with equal or exceeding returns) is mounting up on each one of them.  So, why hesitate to ask for help when there is a need? The top 3 inhibiting reasons are:

a)      Asking for help is considered a sign of weakness/failure

b)      Trust deficiency in the person who offers help

c)      Waiting for someone else to do it, so I cannot go wrong

There have been many management theories propounding kids’ psychology. Without surprise, it holds well when it comes to breaking these barriers too. Let me explain how, with typical kids’ perspective and how business could go about doing it.

Asking for help is a sign of weakness/failure

  • Kids view: Why? Why? Why? The ubiquitous question that drives every parent crazy is a Childs’ natural way to learn the world around her and develop cognitive skills. The kid sees it as an opportunity to be inquisitive, seek assistance (from someone who knows), learn something new and expand their horizon. The child doesn’t hesitate to ask for help  in its quest to face the world
  • Business way: Today while businesses appreciate hard work and diligence, they expect efficiency. Asking for help is a sure-fire way to achieve it. Seeking assistance is a fun way to solve a problem together and learn something new

  Trust deficiency

  • Kids view: Kids learn whom to trust and who not, either from the parents or slowly over a period of time
  • Business way: If past experience is something to go with and the trusted partner has delivered before, then entrust them with a new challenge. Else, if you are just starting, then start small, build confidence, before entrusting with bigger responsibilities

 Waiting for someone else to do it

  • Kids view: Walk into a classroom and ask for volunteers to try out something new – you will be amazed to see the numbers of tiny hands go up. Kids yearn for new things
  • Business way: Years of conditioning to be extremely risk averse has led to this state of mind. A well-planned and executed engagement will manage & mitigate the risks. Besides, many businesses have seen success the outsourcing way – there is enough precedence available. Go and get one for your benefit

After all, kids do continue to teach us a vital lesson or two…

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What makes a Telco settle for less? Is it the budget, fear of survival in a highly competitive market or knowledge and skill issues?

Bangladesh recently opened up the Interconnect landscape with 21 new ICX and 22 new IGW licensees entering the fray. This, without doubt, has fragmented the entire Interconnect market and has put significant pressure on the incumbents (to fight emerging competition) and for the new telcos (to have a viable business case for break even and eventually survive).

In a recently concluded InterConnect Conference at Bangladesh hosted by Subex, I had the opportunity to interact with a wide range of audience – CXOs, consultants & IT personnel. While it was acknowledged that a billing system is important to start the operations and convert “usage” to “cash”, it was evident from the discussions, that price was the driving factor in deciding a billing platform and to that end operators were scouting for “low cost” billing systems or looking at developing it in-house. Severe cash-flow issues, as the roll-out along with statutory payments to the regulator for obtaining and maintaining the license, was proving to be very costly. Hence cash-flow and total cost of ownership (TCO) were the main contributing factors to look at a low-cost billing option. The new telcos, in addition, were also exposed to the following risks:

  • Survival : Accurate and prompt billing will be a significant differentiating factor in the highly competitive market
  • Agility : As competition intensifies they need to be flexible to adapt to market needs and offer innovative products and services at the shortest possible time
  • Revenue leakages : Bangladesh as a market is highly prone to fraud and as per the regulator more than 10% of the revenue is lost due to illegal bypass

So, how are the telcos going to remain agile, competitive and eventually break-even at the shortest possible time? Do they have to settle for less and allow the forces of the market to dictate the future?

Subex unveiled a cloud offering for the Interconnect operators in the roadshow. It gives the best of both the worlds – low cost and superior technology, and help the telcos be ready for the future. The cloud model mitigates the business risks and provides the following benefits to the ICX and IGW:

  • Low cost of deployment & operations : With a TCO less than 30% of a licensed/in-house model and completely managed by experts, and CapEx requirement lesser by 50-60%
  • Low commitment : Volume based pricing to fit the business needs and scale as the business grows
  • Minimal risks : Easy sign-on and sign-off to the cloud model
  • Ready to launch: Pre-configured application requiring minimal customization (about 20%) to suit telco specific needs
  • Minimal domain knowledge: With service provider completely managing the core activities, knowledge and resource requirements from Telco are minimal. They are already constrained with resources and those can be used for growing their business
  • Flexibility : The cloud model can very easily extend into Revenue assurance, Fraud Management, Analytics for future

Naturally the excitement was evident when such an option was presented to the telco representatives. The only objection was around security (which was expected) and security is very easily addressable with the right technology and stringent processes.The “best-in-class” solution is available on a “best-in-class” service model which suits the pocket and addresses the business risks. It was time for the operators to go back and “relook” at their business case.

After all, when they have a great option, why do they have to settle for less?

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Could privatization of Air India have saved this day? Should the government be running a business? Should it have left the business to people with the necessary skills and expertise? It is argued that privatization, which is a part of disinvestment process, results in better use of resources and efficient allocation. Around the world, many instances of businesses that have thrived after government relinquishing control are common place (there is also the other side that have not taken off well due to various other critical success factors not being met).Nevertheless, increasingly, governments are taking the role of regulators and not producers.

Is it not a similar situation being observed in Telecom industry? From a situation where the Telco’s produced (or managed) everything themselves, they are shifting their focus to building brand equity, customer satisfaction and user experience. Thus, telco’s are deciding how their eco-system needs to shape and work to achieve their goals (regulators), while a partner is delivering the required results (producers). Some of the strategic outsourcing engagements in India (Bharti and IBM for example) are very good examples of a thriving partnership. What was common place for networks is now spreading its tentacles to B/OSS.

Of course, many Telco’s are in a quandary on where to fit in functions like Revenue Assurance & Fraud Management – firstly, does it come under tactical operations or strategic business? One RA business head that I know of in the region has been tasked, by the CFO, with a specific KRA of increasing revenue by “x%” from the existing customer base in the current FY. Many more are likely to follow suit in the coming years (refer to KPMG Global RA survey 2012). The profile of RA/FM is changing – in addition to protecting revenues; they are involved in the areas of enhancement & managing revenues. Hence, the answer to the question above – RA/FM are both tactical (producing the desired results) and strategic (supporting the strategic initiatives of the organization).

Now what would be the right strategy – should I outsource or not? There is no one answer that is right. The only right answer is “what suits you”, depending on the organizational social & cultural makeup, risk appetite and the scale of economic issues. When I meet my customers, we work with multiple options and eventually decide on the best fit. Here are a few possibilities that could be looked at:

  • Pilot program (minimal scope, few people, short duration etc) for the risk averse
  • Bonus / Gain share to ensure accountability from vendors
  • Part outsourcing the tactical part and retaining strategic initiatives (remember one main challenge is to retain resources for career progression reasons. This would be an opportunity to give them the much needed upward movement into a new area)

No matter what the option chosen, it is important that it works for both the partners in meeting the common goals.

And, I hope Air India takes off well again – they have better leg-room and delicious food compared to other airlines in the sector.

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During one of my business travels recently, I met the Revenue Assurance & Fraud Management heads of few telco’s. There was one meeting in particular that struck me – let me call him Jack, the AVP of FM. Jack has been using a Fraud Management System(FMS) for close to 4 years & has certain business challenges to address. Jack was exploring the option of upgrading the FMS to tackle the challenges and needs.

Jacks’ primary challenge was to build a business case justification for FM upgrade to show the elusive RoI. Apparently, there have been challenges of his team detecting fraud, and he was of the belief that an upgrade will help address the fraud in new generation of services (which the current system is not capable of) and thus contribute to the RoI.

On probing further it was clear that he’s been under tremendous pressure from the higher-ups to showcase RoI, especially in the recent past due to tough macro-economic conditions. Some more questioning and discussions with his team members revealed that there have been (and are) many hurdles in performing their tasks –

a)      IT issues pertaining to system availability, performance, processing & tuning

b)      Knowledge issues in fine-tuning the rules and thresholds periodically

c)      People issues in understanding the domain and carrying out effective and smart investigations

While the operator is on a drive to introduce Next Generation services, more than 88% of the revenue still comes from traditional services – Voice, SMS/MMS, Roaming, Interconnect and GPRS. The top frauds also happen in these areas – http://www.cfca.org/fraudlosssurvey/

It was a revelation for Jack when the data was put up for discussion. It was also evident that an upgrade alone is not going to solve his problem. The need of the hour was an overhaul of the entire eco-system (address the 88%), along with the upgrade (to address the remaining 12%).

During the course of the discussion, I suggested a few best practices based on prior experience through the Managed Services engagements.

a)      Conduct an assessment to baseline the performance of the current function, including a SWOT analysis and detailing a roadmap for growth

b)      Basis assessment, build a business case for justification for skills/efficiency improvement and required technological upgrades

c)      As next step, strengthen the foundation of fraud prevention by improving on people, process by leveraging on best practices and experience from vendors and partners if needed

d)     Once the basics are addressed, mature to the next level by incorporating technological, process, procedures & skill upgrades

I also quoted one such Subex Managed Services engagement in India, where the operator was on an older version of the Fraud Management when the engagement started and has seen more than 2 times RoI within a year, followed by an upgrade to latest version. This helped them in the following ways:

a)      Optimize the resources as a first step and improve on fraud operations through skilled workforce, leveraging on existing technology and automation of repeatable tasks

b)      This resulted in significant financial savings, lowered operational and workforce risks, improved knowledge and enhanced business agility

c)      The highly scalable model for future growth also meant they were able to choose specific fraud related services and technological upgrades depending on its strategic objectives and business priorities

Jack, being the positive person, was able to appreciate a new perspective on his challenges and is looking forward to a detailed assessment to build a case for strengthening the FM team.

After this incident, I wonder are there more Jack’s out there with the right intention but not necessarily armed with the right tools?

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