Assumption
Given the scale of the transformation (200+ applications) and the complexity of a telecom environment, we assume a diverse and intensive vendor engagement model is required. The program depends on close collaboration with multiple infrastructure and technology partners to resolve blockers, align on technical constraints, and secure critical support throughout the transformation lifecycle.
Approach
The vendor communication strategy focuses on structured governance, proactive engagement, and clear escalation to ensure delivery certainty:
- Include Vendor Manager as part of the project SteerCo and Project Team to own all strategic vendor relationships and collaborate with PM.
- Execute a proactive mass communication to all relevant partners after the Discovery phase, formally announcing the strategic transformation
- Segment vendors by criticality (Tier 1 strategic infrastructure partners vs. lower-risk vendors) to focus effort
- Schedule in-person/in-office meetings with Customer Success Managers of the most critical partners (e.g., Cisco, Nokia, Huawei).
- Engage vendors as early as possible with clearly defined asks and technical dependencies
- Establish a regular engagement cadence (weekly or bi-weekly) with key vendors to track progress
- Maintain a centralized log to track vendor commitments
- Define a clear escalation path, including VP-level escalation, execute where delivery is at risk, all escalations coordinated with the Vendor Manager.
- Leverage contractual and commercial mechanisms where necessary to ensure timely vendor support during critical phases of the transformation.