close

Вход

Забыли?

вход по аккаунту

?

TeliaSonera Finland

код для вставкиСкачать
R&D at TeliaSonera Finland,
Organizing internal and external R&D
Jyrki Härkki
Historical outlook
1885 - 2003
TeliaSonera Finland’s roots
Telegraph line
of Finland
1855
Telegraph
district of
Finland
1859
Temporary
telegraph office
1918
Post and
Telegraph
Office
1927
Posts and
Telecommunications
of Finland
1981
3
TeliaSonera Finland’s roots
Posts and Telecommunications
of Finland
- Telecommunications
administration to
Ministry of Transport
and Communications
1987
Posts and Telecommunications
of Finland
Telecom
Finland Ltd
Sonera
Part of the
Corporation TeliaSonera
Group,
TeliaSonera
Finland Oyj
- Reform of State
business enterprises
1990
1994
1998
2003
4
Organising R&D
1994 - 1998
Telekehityskeskus 94-97 – financing options
• Corporate funding (T&K neuvottelukunta)
– Cross-organisational projects
– Future (H2 technology) projects
– NBD projects initiated by Research Director
• Orders from BUs at low price to promote BU orders from TKK
• External financing
– EU and Eurescom projects
– TEKES funded PKT-Tele program
– To promote SME networking (common web site, joint events, education)
– To promote operator – SME networking
– For Telecom Finland: to utilize innovativeness in SMEs
– TEKES funding for joint projects 30-50%
– For SMEs: to promote sales and R&D
• R&D Director funding
– Internal NBD cases based on vision
– Outsourced R&D: Case SSP/Intellitel based on vision
6
Telecom Research 97-98
• Projects were grouped under larger technology programs for easier
control
– Technology programs were of strategic importance for TF
– BUs gave guidance to these programs
– Funding of projects by Corporation (100%)
– No BU funding for TR
• Strategic competencies were developed
– Sonera Service Software was established
– Software development was identified as a tool for an operator to
climb up in the value chain
– SPICE maturity model was introduced for software processes
– DP model was introduced
• Technology Management was established to act as a “CTO’s Office”
• R&D Forums were established for networking and information sharing
purposes for R&D and development units and people
TF = Telecom Finland, BU = Business Unit, DP = Decision Point, TR = Telecom Research
7
Corporate
Venturing
1998 - 2001
New Communication Services 98-01– what is NCS
• Telecom Finland had a good track record in “incubating” other’s businesses,
e.g. Nokia, Cisco, Tellabs (Martis), Tecnomen, and PacketVideo
• 1st in the world in numerous businesses (mobile, FR, ATM, mobile portal)
• New Communications Services was established in 1998 “on top of Telecom
Research (or S3) and fuelled Sonera’s future growth by
• investing into technology and services businesses within mobile, media
and Internet industries to boost new products and long term business
development (Corporate Venture Capital)
• developing a whole new mobile-based businesses, corporate funding
• globalize and scale up existing mobile-, software and operator-based
businesses to correspond to the challenges of the future
That work was supported by own platform and product development,
which differentiated Sonera from other competitors by
being a forerunner in technology.
FR = Frame Relay, S3 = Sonera Service Software
9
G R O W T H
NCS focus – 2nd and 3rd horizon
SONERA SERVICE SOFTWARE & TECHNOLOGY DEVELOPMENT TEAM
Platform & Product development, Technical consulting, Architecture design, Due
diligence
Other ventures outside NCS included Zed, Smart Trust, Plaza and Juxto
10
New business development model
NCS
Spin-offs
IDEAS
EXPERIMENTS
(hundreds)
VENTURES
BUSINESSES
(5-10)
(5)
(tens)
DP 1
Screening
the idea
DP 2
DP 3
Experiment
Venture
launch
DP 4
DP 5
DP 6
Busines
s
launch
Start
check
11
New Communication Services – downsizing in 2001
• NCS was created at the time of hype
• Venture targets were set high
• NCS was downsized due to the cost cutting program of Sonera in 2001
– Ventures not self supporting were in large extent downsized
– R&D and software development unit were left
• Two years was too short time to create new global businesses
• From the literature: risk / reward
• However, some major outcomes included e.g.:
– Mobile positioning platform
– Mobile payment platform
– Messaging gateways to Zed’s global business
– Information Logistics: telemetrics for safety
– Fleet communications: mobile logistics tool
• Formation of TSD (Technology and Service Development) as a new R&D
unit for Sonera in 2002
– Scattered R&D units were put together
12
Evolution of Sonera CVC
• Phase 1: fund investment start in 1997
• Phase 2: direct investments start in 1999
• Phase 3: investment board take over 2000
• Phase 4: CVC operations were spun off in 2001
• Phase 5: VC co-operation for the purpose of insourcing partners,
technology, products, solutions, and business ideas starts in 2002
• Phase 6: consolidation of the VC related operations within
TeliaSonera in 2003
CVC = Corporate Venture Capital
13
Phase 1: fund investments
• In the year 1997, 1st fund investments were made
– Fund investments were made from the Sonera balance sheet
(HQ)
– This provided the deal flow for Sonera
– This provided a co-investment possibilities
– This provided an easy access to innovative companies
widely
• An employee was sent to the country of origin and in the
premises of the fund invested
– This provided an easy international presence and closeness
to the deal flow companies for evaluation
– This provided a solid basis for establishing relationships to
other VCs, too
– Local presence provided, in the course of time, direct deal
flow to Sonera
• The fund investments enabled Sonera to gain VC related
competencies and to develop the utilization of the VC tool
14
Phase 2: direct investments start
• Direct investments (from the Balance Sheet) started in 1999
• Local presence had provided Sonera international deal flow
• For evaluation of the target companies resources from business
units were utilized
• The deal flow also increased significantly
• The investment decisions needed business unit approvals
– BUs were more involved than in previous phase
– the investments occurred mostly in H1 supporting the business
of a BU
– BUs did not support financially good investments, per se, but
often appreciated business benefits, too
– Business benefits of BUs and financial targets of the CVC team
caused sometimes challenges to fit these two targets together
15
Phase 3: investment board established
• The investment board was established in 2001 and the members
represented mostly HQ like CTO, Corporate Strategy, CFO, etc.
• The focus shifted more to H2 and H3 i.e. to future technologies and future
options
• Commitment to the investments was needed only from a few people,
especially from CTO
– Decision process was simplified and speeded up
– investment focus was broadened in some extent
– this led to increased communication with the Investment Board but –
in some extent - in lesser communication with Sonera businesses,
– CVC was applied to gain more strategic benefits, less operational
benefits
– Due to CVC, the thinking of e.g. CTO developed and CVC
contributed in long term planning
– Due to the new focus, no conflicts of interest with BUs
16
Phase 4: spinning off the VC activities
•
•
After February 2001 no new investment decisions were made due
to the cost cutting program at Sonera
– Some of the 15 people transferred to venture spin-offs
– reasoning for outsourcing the portfolio management and VC
fund operations became relevant
CVC operations were spun off in September 2001
– Independent fund could raise funds from other sources than
Sonera, too
– This would enable a larger “Sonera dedicated” fund with larger
and focused deal flow (c. five to ten folded)
– Autonomy was seen as a tool to increase efficiency and
motivation (of the CVC team)
– Outsourced portfolio management was seen as a tool to cut
cost, too
– => SNV first took over the portfolio management
– => cooperation agreement between SNRA and SNV
SNV = SNV Partners, SNRA = Sonera
17
Old way: the push of VC deals and info
Start-ups seeking for finance (in Europe, Israel, and U.S)
Fund 1
Fund 2
Fund 3
Fund n
Deal flow of 2000-4000 companies annually
Screening layer of 15 sonerians (Helsinki, London, Boston,
Silicon Valley, Tel Aviv, Tokyo)
Request for evaluation and support for investments
CTO’s
office
Zed
Smart
Trust
Juxto
Plaza
NCS
MO
18
Telecom
Phase 5: The opposite way: pull of new ideas (H2)
VC Cooperation model
Start-ups seeking for finance (in Europe, Israel, and U.S)
portfolio
portfolio
Fund 1
portfolio
Fund 2
portfolio
Fund 3
Fund n
Company
Request for information on companies
Comments back to
information
VC’s valuable for them
to a specific
intermediary
CTO’s
(in Helsinki)
ofoffice
evaluation
focuslayer of two soneriansininterms
or possible business
area of
co-operation with
Sonera
Request for information in their specific focus areas
Sonera
CSD
MIT
CRD
MAD
SPS
OSYS
Media
Lab
CTO’s
office
19
BUs
Phase 6: consolidation of the VC related
operations within TeliaSonera in 2003
• Portfolio management at Sonera and Telia were taken over by
centralised MAD (M&A and Divestments)
– Investments were judged important if ownership was essential
for cooperation with the investee company
– Decision not to further invest in minority shares was confirmed
– VC cooperation model was supported
• VC cooperation model on TS CTO’s responsibility
– Similar modes of cooperation was established both in TSF and
TSS to handle “on demand” needs from BUs and ad hoc
inquires as well as use it as a strategic tool
M&A = Mergers & Acquisitions, TS = TeliaSonera, TSF = TeliaSonera Finland, TSS = TeliaSonera Sweden
20
Merger of Telia and
Sonera
2003
TeliaSonera Corporation
TSS R&D
TSF R&D
MPS
CTO’ s office
22
Corporate R&D programs
Strategic view
Strategy
Corporate R&D program
Corporate R&D program
Corporate R&D program
Corporate R&D program
Corporate R&D program
Business
Technology
Efficiency
R&D-program view for substance and vision based steering
23
The Nordic and Baltic
telecommunications leader
Документ
Категория
Презентации
Просмотров
3
Размер файла
452 Кб
Теги
1/--страниц
Пожаловаться на содержимое документа