Telstra's Future Mode of Operation - the transformation of the Telstra's Network - 1992/93

2017 ◽  
Vol 5 (4) ◽  
pp. 18-69
Author(s):  
Ian Campbell
Keyword(s):  
Chief Executive ◽  
Senior Executive ◽  
Hybrid Strategy ◽  
Network Competition ◽  
Mode Of Operation ◽  
Telecommunications Network ◽  
The Usa ◽  
Major Transformation ◽  
Telecommunications Market ◽  
Exchange Network

The Australian & Overseas Telecommunications Corporation (AOTC), later Telstra, was established on 1st January, 1992, as a government owned corporation and as the national telecommunications carrier.At the same time the Australian telecommunications market was deregulated and network competition was expected to begin within several months.Studies had indicated that AOTC's inter-exchange network was perhaps five years behind similar networks in the USA and uncompetitive with the network to be built by the incoming competitor, Optus Communications (Optus).AOTC's first Chief Executive Officer, Frank Blount, was an experienced senior executive of A&T, one of the most respected telecommunications businesses in the world, which had been operating in the highly competitive telecommunications market in the USA over the previous eight years. Blount decided that one of his highest priorities, if not the highest, was a major transformation of the AOTC's inter-exchange network.Within seven months the AOTC board approved Plan D, an interim hybrid strategy which broadly achieved what was required for the network to be competitive. Within fourteen months   the Board approved the Future Mode of Operation (FMO), a strategy to achieve a fully competitive, almost fully digital inter-exchange network which would approach world parity within five years. The FMO strategy would leap a gap close to ten years within five years.This is the story of the rationale and planning to launch Plan D and the FMO, the building of the first competitive telecommunications network strategy in the Postmaster General's Department (PMG), Telecom Australia (Telecom) and AOTC (Telstra) in over 90 years.

scholarly journals Telstra's Future Mode of Operation - the transformation of the Telstra's Network - 1992/93

2017 ◽  
Vol 5 (4) ◽  
pp. 18-69
Author(s):  
Ian Campbell
Keyword(s):  
Chief Executive ◽  
Senior Executive ◽  
Hybrid Strategy ◽  
Network Competition ◽  
Mode Of Operation ◽  
Telecommunications Network ◽  
The Usa ◽  
Major Transformation ◽  
Telecommunications Market ◽  
Exchange Network

The Australian & Overseas Telecommunications Corporation (AOTC), later Telstra, was established on 1st January, 1992, as a government owned corporation and as the national telecommunications carrier.At the same time the Australian telecommunications market was deregulated and network competition was expected to begin within several months.Studies had indicated that AOTC's inter-exchange network was perhaps five years behind similar networks in the USA and uncompetitive with the network to be built by the incoming competitor, Optus Communications (Optus).AOTC's first Chief Executive Officer, Frank Blount, was an experienced senior executive of A&T, one of the most respected telecommunications businesses in the world, which had been operating in the highly competitive telecommunications market in the USA over the previous eight years. Blount decided that one of his highest priorities, if not the highest, was a major transformation of the AOTC's inter-exchange network.Within seven months the AOTC board approved Plan D, an interim hybrid strategy which broadly achieved what was required for the network to be competitive. Within fourteen months   the Board approved the Future Mode of Operation (FMO), a strategy to achieve a fully competitive, almost fully digital inter-exchange network which would approach world parity within five years. The FMO strategy would leap a gap close to ten years within five years.This is the story of the rationale and planning to launch Plan D and the FMO, the building of the first competitive telecommunications network strategy in the Postmaster General's Department (PMG), Telecom Australia (Telecom) and AOTC (Telstra) in over 90 years.

Reflecting or ruminating: listening to the regrets of life science leaders

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Helen Mary Meldrum
Keyword(s):  
Chief Executive Officers ◽  
Life Science ◽  
Negative Emotion ◽  
Chief Executive ◽  
Positive Influence ◽  
Lessons Learned ◽  
Business Leaders ◽  
Content Type ◽  
The Usa ◽  
Executive Officers

PurposeThe overwhelming frequency of failure in trying to bring a safe and effective biotech, pharmaceutical or medical device product to market is truly astounding. This research synthesizes industry leaders' insights on lessons learned from reflecting on professional disappointments.Design/methodology/approachThis research used a qualitative approach to learning from the Chief Executive Officers (CEOs), Chief Scientific Officers (CSOs) and Chief Medical Officers (CMOs) of the most successful life science firms in the USA. A total of 45 industry leaders were interviewed regarding their lingering regrets about their career misadventures.FindingsRegrets were unavoidable because there were opportunity costs for every choice each leader made. Commentary about wisdom gained comprised themes regarding valuable time lost, strategies that could have been enacted, products that failed and essential personnel who were not managed optimally. Contrary to expectations, there was little mention of money that was squandered.Originality/valueNot felt as a solely negative emotion, regrets were recognized by these leaders as a potentially positive influence on their future decisions. Not felt as a solely negative emotion, regret was recognized by these leaders as a potentially positive influence on their future decisions. This exploratory study suggests that learning from retrospective and anticipated regrets benefits life science leaders in gaining clarity of thought regarding their current business challenges. Because prior research on the value of psychological regrets has mostly relied on limited samples, this inquiry contributes a new vantage point by examining a unique population of senior business leaders, thus providing broader applicability to the organizational literature.

scholarly journals Modelling Excess Mortality in Covid-19-Like Epidemics

Entropy ◽  
2020 ◽  
Vol 22 (11) ◽  
pp. 1236
Author(s):  
Zdzislaw Burda
Keyword(s):  
Disease Transmission ◽  
Mitigation Strategies ◽  
System Capacity ◽  
Infectious Period ◽  
Cumulative Number ◽  
Epidemic Spreading ◽  
Social Contacts ◽  
Local Modes ◽  
Hybrid Strategy ◽  
The Usa

We develop an agent-based model to assess the cumulative number of deaths during hypothetical Covid-19-like epidemics for various non-pharmaceutical intervention strategies. The model simulates three interrelated stochastic processes: epidemic spreading, availability of respiratory ventilators and changes in death statistics. We consider local and non-local modes of disease transmission. The first simulates transmission through social contacts in the vicinity of the place of residence while the second through social contacts in public places: schools, hospitals, airports, etc., where many people meet, who live in remote geographic locations. Epidemic spreading is modelled as a discrete-time stochastic process on random geometric networks. We use the Monte–Carlo method in the simulations. The following assumptions are made. The basic reproduction number is R0=2.5 and the infectious period lasts approximately ten days. Infections lead to severe acute respiratory syndrome in about one percent of cases, which are likely to lead to respiratory default and death, unless the patient receives an appropriate medical treatment. The healthcare system capacity is simulated by the availability of respiratory ventilators or intensive care beds. Some parameters of the model, like mortality rates or the number of respiratory ventilators per 100,000 inhabitants, are chosen to simulate the real values for the USA and Poland. In the simulations we compare ‘do-nothing’ strategy with mitigation strategies based on social distancing and reducing social mixing. We study epidemics in the pre-vacine era, where immunity is obtained only by infection. The model applies only to epidemics for which reinfections are rare and can be neglected. The results of the simulations show that strategies that slow the development of an epidemic too much in the early stages do not significantly reduce the overall number of deaths in the long term, but increase the duration of the epidemic. In particular, a hybrid strategy where lockdown is held for some time and is then completely released, is inefficient.

Developing a Telecommunication Operation Support System (OSS)

2011 ◽  
pp. 54-73
Author(s):  
James G. Williams ◽  
Kai A. Olsen
Keyword(s):  
Central Office ◽  
Time Frame ◽  
Telecommunications Act Of 1996 ◽  
Telecommunications Network ◽  
It Department ◽  
Telecommunication Operation ◽  
Telecommunications Market ◽  
The Many ◽  
Office System ◽  
Operations Support Systems

The Telecommunications Act of 1996 opened competition in the telecommunications market in the U.S. and forced the incumbent telecommunications companies to open both their physical and logical infrastructure for Competitive Local Exchange Carriers (CLECs). In this case study we focus on the problems that face a CLEC with regard to designing an information system and getting a back office system, called an Operations Support Systems (OSS), operational in a highly competitive, complex, fast-paced market in a compressed time frame when a change in a critical telecommunications network component, namely the central office switch, is made after 75% of the system implementation was completed. This case deals with the factors that led to this change in central office switches, its impact on the IT department, its impact on the company, and the alternatives considered by the IT department as possible solutions to the many problems created by this change.

Corporate governance and financial characteristic effects on the extent of corporate social responsibility disclosure

2014 ◽  
Vol 10 (4) ◽  
pp. 569-590 ◽  
Author(s):  
Grigoris Giannarakis
Keyword(s):  
Corporate Governance ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Chief Executive ◽  
Financial Leverage ◽  
Content Type ◽  
The Usa ◽  
Financial Characteristics ◽  
Csr Disclosure ◽  
Corporate Social

Purpose – This study aims to investigate the relationship between corporate governance and financial characteristics and the extent of corporate social responsibility (CSR) disclosure in the USA. These corporate governance and financial characteristics are the board meetings, average age of board members, presence of women on the board, the board’s size, chief executive officer duality, financial leverage, profitability, company’s size, board composition and board’s commitment to CSR. Design/methodology/approach – The sample consists of 100 companies from the Fortune 500 list for 2011. The environmental, social and governance disclosure score calculated by Bloomberg is used as a proxy for the extent of CSR disclosure. A multiple linear regression was incorporated to investigate the association of corporate characteristics with CSR disclosure. Findings – Results indicate that the company’s size, the board commitment to CSR and profitability were found to be positively associated with the extent of CSR disclosure, while financial leverage is related negatively with the extent of CSR disclosure. Research limitations/implications – The research is based only on the presence or absence of CSR items in CSR disclosure, and it ignores the quality dimension which can lead to misinterpretation. The results should not be generalized as the sample was based on US companies for 2011. Originality/value – The study assists stakeholders to identify US companies through the extent of CSR disclosures which contributes to the understanding of determinants of CSR disclosure to improve the implementation of disclosure guidelines.

scholarly journals 30 Years After Launch

2017 ◽  
Vol 5 (1) ◽  
pp. 4
Author(s):  
Ian Campbell
Keyword(s):  
Mobile Telephone ◽  
Mobile Service ◽  
Telephone Service ◽  
Service Concept ◽  
Future Technology ◽  
Financial Strength ◽  
The Usa ◽  
Telecommunications Market ◽  
The Uk ◽  
Cellular Mobile

This year is the 30th anniversary of Telecom Australia's  launch of  the cellular mobile service in Australia. There has been a huge evolution in mobile services since then.The Postmaster-General's Department (PMG) introduced a manually (operator) connected mobile service in Australia in 1950. As this service approached full capacity, Telecom launched a Public Automatic Mobile Telephone Service (PAMTS)  in 1981. The PAMTS service had no future technology evolution, a 12 year life, and reached a peak of 14,000 customers.By 1985 a small engineering team had developed a cellular mobile service concept based on the Analogue Mobile Phone Service (AMPS ) standard. Development was accelerated and refined and the service was launched in 1987, arguably two and perhaps three years late.This is the story of the development and launch of the service and the growth over the first four years to 1991.Noting the experience of cellular operators in the USA, Canada and the UK, Telecom's mobile service concept was a "gold standard" for cellular services around the world, and the service achieved one of the fastest growth rates in its early years.Within four years it was a cash flow powerhouse, and one of only three services within Telecom that were profitable; the others were the basic telephone service and directory publishing.When transferred to Telstra in 1992 it was a strategically strong, highly profitable business prepared to defend against competition being introduced into the Australian telecommunications market, and was a foundation of Telstra's financial strength for the next 30 years.

Conflict-of-laws rules on assignments of receivables in the United States and Canada

2019 ◽  
Vol 24 (4) ◽  
pp. 649-663
Author(s):  
Michel Deschamps
Keyword(s):  
Chief Executive ◽  
The United States ◽  
Third Parties ◽  
The Other ◽  
Conflict Of Laws ◽  
Business Corporation ◽  
Secured Transactions ◽  
The Usa ◽  
Model Law ◽  
Definition Of

Abstract This article describes the conflict-of-laws rules of the USA and Canada on the effectiveness against third parties and priority of an assignment of trade receivables. Comparisons are also made with the rules proposed on these issues by the European Commission’s Proposal of 12 March 2018 and the UNCITRAL Model Law on Secured Transactions. The conflict-of-laws rules examined in the article generally designate the location of the assignor as the place whose law applies to the effectiveness against third parties and the priority of an assignment. The article shows however that the definition of the location of the assignor varies from one jurisdiction to another (statutory seat, chief executive office, state of constitution, etc.) Moreover, the US rules and certain Canadian rules define the location of a business corporation using a criterion which is different depending on the corporation’s jurisdiction of incorporation. In addition, the European Commission’s Proposal allows the parties to an assignment made in the course of a securisation transaction to deviate from the assignor’s location rule and select the law governing the receivable as the applicable law. All of these differences result in a lack of harmonization. The article also summarizes the analysis that a financier must conduct to identify the jurisdiction(s) where the financier would normally want that an assignment in its favour be recognized. The relevant jurisdictions are normally the jurisdiction(s) in which insolvency proceedings relating to the assignor may take place and the other jurisdiction(s) where the debtors of the receivables could be located; a dispute might sometimes occur in these other jurisdictions with a competing claimant attempting to claim priority (e.g. a judgement creditor who would seize receivables owed by the debtors located in those jurisdictions). As the insolvency jurisdiction(s) and the other jurisdiction(s) in which the debtors are located may have different conflict-of-laws rules, a prudent financier should examine the applicable rules of all relevant jurisdictions.

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