The challenge
A greenfield fibre-network business needed a shared operating framework across multiple partner companies. The starting point was a blank page: establish what activities constituted a fibre-network build, how those activities connected and how the businesses would work together.
The knowledge needed to define the operation was distributed across the partners. Each contribution had to fit into a common understanding of the full delivery chain and the management group company’s oversight role.
The contribution
Chris developed a bespoke framework with input from the participating businesses. The scope ran from business-case development and analytics through network design, engineering, construction, testing and turn-up, and go-to-market.
The framework connected activities, responsibilities, handoffs and management requirements across the chain. It provided a shared reference for the partners and a structure for the management group company to oversee and coordinate the operation.
A consequential change was bringing go-to-market planning earlier into the decision chain. Commercial requirements could then inform engineering and construction planning, connecting delivery choices with marketing and sales planning.
The result
The completed framework translated knowledge held across separate businesses into a shared operating model. Bringing go-to-market needs into upstream decisions allowed the partners to shape engineering and construction plans around those requirements. The model gave commercial and delivery teams a practical basis for coordinating their plans across the full chain.