BT gains Telco 2.0 Chief Analyst
Martin Geddes, for the last three years Chief Analyst at STL Partners and the Telco 2.0 Initiative, today joins BT Design as Head of Strategy, working alongside JP Rangaswami and his team.
We asked Simon Torrance, CEO of STL Partners and the Telco 2.0 Initiative, to comment:
"As one of the most creative thinkers in the Telecoms-Media-Technology sector, Martin helped us develop a set of insights which have now grabbed the imagination of industry leaders. We are grateful for all his hard work and dedication to the Telco 2.0 cause. As we move into a new phase - helping the industry implement these ideas - we look forward to interacting with Martin in his new role. As perhaps the world's leading Telco 2.0 player today, BT is the best company he could have joined. We wish him all the best with this exciting move."
Martin leaves the Telco 2.0 team with this message:
"It's been a great journey the past three years at STL Partners/Telco 2.0, with enormous progress made. Nobody else in the marketplace of ideas has anything comparable in terms of a coherent industry vision. This foundation will no doubt support ongoing success and growth of the business.
I've spent most of my career as a hands-on 'doing' person, which very much contrasts with the 'thinking' and 'advising' role many people have seen me in at Telco 2.0. I am now returning to implementation, and will be putting many of our ideas into practice at BT. The team I've joined is responsible for maximising the business value of BT's capital expenditures. I look forward to the Telco 2.0 Initiative continuing to support BT's need for strategic insight and industry collaboration."
Before he left we asked Martin to give us 10 reasons why BT is well placed vis-à-vis Telco 2.0 principles:
1.) BT's focus on enterprise networking and IT services opens up possibilities to exploit critical relationships with 'upstream' customers - a key requirement for 'two-sided' business models.
2.) It is represented in 160 countries, and BT 'Global Services' lives up to its name. This gives BT a further edge in creating innovative new business models with global partners
3.) BT's retail arm has a strong and differentiated home hub proposition, a platform for new 'digital home' services. Integrating innovative consumer electronics with core telco services is the key to retail success in the Telco 2.0 model.
4.) Its trusted retail brand offers strong potential for experimenting with new business models.
5.) BT clearly understands the importance of wholesaling to grow revenues. Growth through richer wholesale products is a key Telco 2.0 theme
6.) BT's technology platform is world class. In particular, 21CN removes many of the barriers to experimenting with business model innovation
7.) BT has invested in transactions as well as data transmission. For example, it supports e-commerce with Tradespace, and is piloting online advert insertion. These B2B services are the growth engine of Telco 2.0 business models.
8.) BT has a culture of adaptability and change. It has continued to thrive through privatisation, moving from products to services, divestiture of its mobile network, functional separation, and most recently with the creation of BT Design and BT Operate
9.) The recent purchase of Ribbit shows that BT is at the heart of converged Web and telephony. New business models tend to come from working across traditional silos, rather than within them. Personal communication will always be at the heart of the telecoms industry.
10.) Without naming names, BT has hired several people I regard as industry mentors or heroes. The quality of the people there is very high.
Taken together with BT's financial health in testing times, the overall picture for BT is a good one.