Process & change management for a fiber optic network expansion: from 300 MB to 10 GB per second

In recent years, the development of fiber optic networks has become increasingly important for ensuring fast and reliable internet connections. Particularly in Flanders, where the demand for high-speed internet has been growing rapidly. 
 
In response to this demand, a telecommunications company has been expanding its fiber optic network throughout the region, both to residential and commercial properties.  

 

The company’s objective is to provide Flanders with a world-class network that will: 

  • support the latest digital technologies 
  • offer rural areas access to high-speed internet 
  • provide (potential) new businesses with the infrastructure needed to succeed. 

 

Challenge

The main objective of the company was to provide a fiber network in Flanders by 2028. To do so, the firm initially wanted to use the blueprint of a Dutch sister company to start and scale up this network more easily.  

However, since the Flemish and Dutch contexts differ frequently in terms of utilities, it would have required to review the entire operational processes system, even before starting to work. Consequently, the company could not fulfill its promises to its shareholders, partly due to a large lack of control by many subcontractors and a lack of maturity in the organisation. 

Those elements ensued an increased pressure to deliver, resulting in many bottlenecks, frustration, and a high staff turnover. 

To overcome this situation, we quickly came on board and have been able to gloss over certain imperfections. Thanks to our experts’ support and to succeed in their ambitions, the company could professionalize more towards a widespread deployment with well-structured processes and a higher degree of quality.

BDO’s Tailored Approach & Solutions 

Over a period of two years, we helped the company with its challenges of expanding the fiber optic network throughout Flanders.  

Throughout this project, we established various objectives through ongoing assessments and evaluations of the company's operations.  

We took a meticulous approach to implementing new operational methodologies, always emphasising on process implementation and stakeholder management. Among other things, we conducted a thorough analysis of the existing workflows and organisational dynamics to pinpoint areas ripe for enhancement.  

In short, we supported the company with several tasks: 

  • To leverage our expertise in Business Process Management (BPM) to assist the organisation in optimising its operational processes. As a matter of fact, these were partially or poorly documented, out of date or too high-level. It was therefore difficult to measure their performance, and the subcontractors could not carry out their tasks properly.  

    Therefore, we started by (re-)mapping all the processes, completing, updating or building new workflows, to illustrate how subcontractors should operate in the field. By comparing this theory with reality, we were able to identify areas for improvement.  

  • Introducing a new collaborative approach with stakeholders. Indeed, the involvement of a large number of subcontractors in operational activities represented a major challenge in terms of managing operations and learning new operational methods.  

    We therefore established diligent coaching and regular monitoring efforts to ensure their implementation.


Throughout the project, we prioritized transparent communication, active engagement and collaboration with internal teams and external partners. This ensured alignment with the company’s strategic objectives. 

During the implementation phase, our experts focused on: 

  • establishing clear processes, 
  • providing comprehensive training,  
  • fostering a culture of adaptability and continuous improvement.  

Fiber-case

Impacts and results

We therefore focused on three main areas: 

  1. Process management: over the designated period, we set up multiple internal initiatives aimed at enhancing processes within the company. With these implementations, we have pioneered a fresh perspective on processes and governance, initiating a paradigm shift in how operations are conceived and managed. 
  2. Stakeholders’ management: a solid collaboration management with external partners led to the successful implementation of organisational changes. By paying careful attention to quality control and standard adherence, we were able to help the company manage complex situations with numerous subcontractors.  
    Through proactive coaching and monitoring initiatives, significant improvements in partner performance and alignment with organisational objectives were achieved. 
  3. Change management: key stakeholders were engaged in shaping the change vision and strategy, ensuring that the new methodologies resonate with the organisational goals and values.  

To facilitate buy-in and support, change ‘champions’ were identified to advocate for the new approaches across the organisation. Regular feedback loops and monitoring mechanisms were established to track progress, address challenges, and celebrate successes. 

Wondering how your process and change management in the telecommunication sector can improve with our personal and pragmatic solutions?  

Contact BDO experts Joshua Musch or Serge Blumenfrucht for more information. They’ll gladly help you out with their in-depth expertise and sector-specific knowledge. 

Joshua Musch

Joshua Musch

Senior Advisor Management & Consulting
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