It’s a simple one, really: Spend a few zillion less on attack ads against each other and more on building out and resolving issues in your networks and with your handsets. That way the vast majority of the U.S. that uses one of the two services, AT&T and Verizon top executives and their multimillion-dollar Madison Avenue pitchmen and women included, can endure fewer dropped calls and enjoy more actual coverage in more areas, not just on those cute little red/orange/blue-splotched “coverage maps” in the TV spots but in real life.
While some of the largest players such as IBM and Accenture have provided a service delivery platform or two (IBM for Sprint and India’s Bharti Airtel, Accenture for Turkcell), a strike force of small independent software vendors (ISVs) has been crafting and deploying SDPs for broadband operators. And some of IBM and Accenture’s fellow heavyweights not only have taken notice but have taken out their checkbooks to bring some of that upstart-developed goodness home for the holidays.
Aesop’s Fables are a collection of stories attributed to a slave and storyteller who lived in Ancient Greece during 620–560 B.C. In what is perhaps Aesop’s most famous fable, a family had a goose that laid a golden egg every day, and while this made them richer, they decided it was not happening quickly enough. Imagining the goose must be made of gold inside, or be harboring a great many golden eggs, they decided to kill it and lay claim to all of the riches immediately, but upon cutting it open they found its innards to be like that of any other goose…and no gold. The moral of the story: Those who demand too much too fast lose everything.
All of Aesop’s Fables contain life lessons designed to help children choose wisely when making life decisions. Yet judging by some of what passes for “adult activity” in this world—including our own telecommunications industry—we might all benefit from an Aesop’s Fables refresher course.
As reported in Billing & OSS World by Editor in Chief Tim McElligott, NEC is acquiring NetCracker for about $300 million. And as Tim said, “Given the fate of mid-tier independent software vendors over the last three years – those at the $100 million mark or more – it was a matter of when, not if” Waltham, Mass.-based NetCracker would be acquired. Another great friend and colleague in this business, Elisabeth Rainge, program director of network software at IDC, accurately assessed the deal as having far more to do with the alliance between Alcatel-Lucent and the Cramer division of Amdocs or ALU’s acquisition of Motive than it does the acquisitions of similarly sized competitors such as Granite Systems by Telcordia, MetaSolv by Oracle or Syndesis by Subex.
Absolutely. This deal is another example of a company that has made its mark mainly through equipment and services acquiring a B/OSS leader to stop missing out on major network equipment contracts because it brings no OSS to the table.