We can talk about creating operational efficiencies using the right tools and techniques. But, the key to an efficient process is the people implementing it. The human network will either make or break providers’ success in today’s competitive market.

Clearly, the executives leading today’s engineering and technology groups have a challenging task to balance top-down expense cuts while making the network perform with grass roots support and encouragement for the people behind it. Many executives give lip service to this - only a few deliver on the promise.

Automated tools can expedite things faster and more efficiently, for sure. One-touch tools are now the key to diagnosing network problems. But, what about the people who hold those tools in their hands? And what about the managers who are trying to motivate those in the field to do things quicker yet thoroughly?

Therein lies the question. Can we truly create operational efficiencies without investing time in the people who manage those operations? I believe we cannot. Executives must create face-to-face time for network managers and their teams to discuss problems in a candid environment.

I saw this principle successfully implemented at Verizon’s 2008 internal technology conference. One breakout session was devoted to hour-long peer problem-solving. The group, comprised of I&R (installation and repair) second-level managers from around the country, discussed the challenges of troubleshooting in MDUs. (I was allowed to be a fly on the wall, and found myself completely immersed in the peer-teaching going on in this room.) No sooner did the facilitator complete his introduction than the other 40+ eagerly jump in to share their experiences – good and bad. Sure the discussion got heated at times; but the heat stirred their creative juices and problems were solved. At the end of their hour together, most members of the breakout session were asking for more time. This was the beginning of creating human operational efficiencies!

Sure, it seems that peer problem-solving is a soft skill. Still, providers looking toward the long-term respect the need for it. Face-to-face learning and problem-solving translates into dollars saved for the company. And, if we’re honest about it, better human processes translate to customer retention, higher ARPU, and happy shareholders.

Can you tell I’m passionate about the need for authentic, face-to-face education and networking? I am. Now, more than ever, we need our people to feel connected and committed, and to take pride in helping our business succeed. If we ignore this basic principal, we’re reducing our standards to the lowest common denominator. (And isn’t that what our competitors seem to do quite well?)

Questions? Comments? Contact Sharon via her email: sharon@ospmag.com