article page | 1 | 2 | 3 | 4 |

Figueras remarked that “The irony is that all of the vendors have invested in product lifecycle management packages. The business case for those sort of solutions is where there's a high volume of products being launched. So if it moves to wholesale, that business case goes away.”

Ruzicka countered, stating that there would still be a place for a tough network owner to make a profit. “If I'm allowing them to sell something to my customers who I have physical access to, I can charge them for every transaction. Not only can I charge them my .03, I can bill for it because I know how to do that.”

The fact agreed upon by the panelists is that the telcos possess some core competencies that are to be respected. Ruzicka sums them up as volume and reliability, pointing out that “Google doesn't want a network and doesn't want to run it.” Wilshire reminded the panel that the telcos, while having a role to play, mustn't be too greedy, or they'll get bypassed. If the ROI isn't in favor of ambitious companies with cash to burn, telcos could get left in the cold. Willets reiterated that the key is to pay attention to core competencies and not try to be something you aren't. For many telcos, that may mean leaving the hot new products and services to the device and content players, and realizing that they still have a valuable and enviable position as the owners of the pipe.

In the end, much information was bandied about concerning the modern realities of product management and the role of the modern telecommunications provider. Telcos must figure out what role they are willing to play and what services they can offer as the market continues to shift. If they are flexible, they can weather the storm and come out changed, but no worse for the wear. I look forward to revisiting the matter as it continues to grow and change, and sincerely hope the opportunity arises again.