Subsea Cables & Internet Infrastructure

 4. The star-shaped organization model defines each department by function such as sales, provisioning, procurement, network operations and the like and has it directly report to the COO or CEO. Each department has a large degree of autonomy and independence which encourages kingdom building and departmental bickering.  We improve cooperation by recognizing that accountability requires some departments be subordinate to others. For example, procurement falls into two categories: backbone and the customer driven requests where a third party component like a long haul circuit, metro dark fibre pair or a local loop is required. Third party sourcing for customer driven requests should in the sales department. I know salesmen at one European carrier that source their own off-net requirements because procurement takes to 2 to 6 weeks to do it. Once a verbal yes is received, the salesman then points procurement to the third party offer. If sales determined the compensation and perfor...

I've been in telecom since 1992. This qualifies me as an 'old fart' or 'dinosaur fossil' as American teenagers would say. This means I've seen every mistake made by subsea cable capacity owners. 1. Buying lots of capacity between cable landing stations, but owning no fibre from the CLS to the customers' destinations, namely the popular carrier neutral data centers. You can't be competitive if you must buy 100G or 400G metro waves from a UK landing station to Slough Equinix. Lease a dark fibre pair ring and light it with DWDM. Don't be penny wise and pound foolish. Those network investments will dramatically improve operating margins. The amazing thing is that PPT members of cable consortiums make this mistake all the time. If it is worth spending $55 million for an undersea fibre pair, then it is worth adding a couple million to the pot for back haul IRUs. 2. Refusing to extend the network to new locations unless the order achieves an investment thre...