AOTMP® Insights: July 2020

The Association of Telecom, Mobility, and IT Management Professionals

July 10, 2020

AOTMP ® Insights | a publication of the Association of Telecom, Mobility, and IT Management Professionals

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Table of Contents Leadership During the Pandemic Recovery IT Service Provider Contractions & Future Effects of the Coronavirus The 4-1-1 on RPA California Consumer Privacy Act: The Final Countdown AOTMP ® University Updates: July 2020 Five Tips to Save Money Introducing the Association of the Telecom, Mobility, and IT Management Professionals Finding Synergy, Opportunity, and Success with AOTMP ® Performance Trends for the Post-Pandemic World of Work The IT Finance Elephant in the Room

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July 10, 2020 Leadership during the Pandemic Recovery Disruption. Some revel in it, so e fear it. Diane Mack, Program Engagement Manager The Association of Telecom, Mobility, and IT Management Professionals

July Edition

The unmistakable truth is that leaders are defined by their vision, their ability to execute, and how they infuse the key ingredient of compassion. Never has such a leadership refinement been more true than in the midst of a global crisis. To be certain, this pandemic has highlighted business continuity, leadership, and authority in challenging but not unprecedented ways. The statements “life will never be the same” and “these are unprecedented times” reflect the emotion of current times, but we have plenty of pandemic precedents on which to draw for lessons that can be incorporated into modern times. We are moving through the deep waters of the response phase and on the precipice of a lengthy recovery. In this challenging season, what is the good news? Pandemics end 100% of the time. Leadership during a pandemic requires the formation of new habits. It requires recognizing old habits while charting a clear, honest path forward. The primary goal at this point in a crisis is to have a goal and keep working toward it. We all wish for a crystal ball that will tell us the future and whether or not our decisions are the correct ones. As with any disaster, the Incident Commander must make the best decisions with the information that he/she has at the time. In this case, every executive is involved with this decision-making. The picture of the future is fuzzy and incomplete, yet leadership must be bold. Take action. And above all, communicate.

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The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

As you look inward, look forward. Understanding and articulating your vision and goals to your staff and customers will engender a focus toward a common mission, regardless of how often the path may change. True honesty - with yourself, your employees, and your stakeholders - will enable leaders to stay the course, adjust when the inevitable mistakes happen, and allow action while engendering public support through compassion. Communicate with transparency. As the old adage in crisis communications goes, “Be first, be right, and be credible.” Good leaders act quickly and decisively, even with incomplete pictures from which to draw information. By combining goals and actions with honesty, kindness, and empathy, a

hopeful vision can be conveyed. Set clear guidelines, update stakeholders constantly, and help others understand what will be expected of them and how they fit into the company’s mission. Understand the risks going forward. The challenges provided by this pandemic suggest fundamental changes in how businesses and societies operate. Economic shifts have adjusted worldwide supply chains. Supplier closures/ restrictions/delays, transportation complications, and reduced or optimized customer support have forced a level of planning beyond the usual just-in- time deliveries. Workspaces have been redefined due to technological and coordination adjustments and the introduction of additional cyber risks. On the balance, the behavioral changes of society, along

Take advantage of this unique situation. Place a spotlight on those holes in the wall that are marring the whole paint job. Confront the truth about your policies and procedures, and how your systems work (or don’t). Look beyond traditional processes that create predictability, efficiency, and stability. Who imagined that almost all restaurants worldwide would suddenly be carryout only? Or that many restaurant employees would become carhops or drivers for delivery services? Creativity and flexibility are king during emergencies, and those lessons should be incorporated into future deliberate planning for pandemics and other hazards. Capitalize on the newfound ability to innovate, grow, and change.

The first step is to give yourself permission to grieve. You have suffered a loss, or more likely a number of losses, to varying degrees and with varying consequences. You have experienced a trauma, as have all of your employees. The most important recognition of trauma is not what it takes from you, but what it leaves with you. One residual that may be unprecedented in your company is the ability to take a step back, mid- stream, and take a hard look at your vulnerabilities, challenges, successes, and opportunities.

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The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

IT Service Provider Contractions & Future Effects of the Coronavirus The impact of the coronavirus pandemic is not limited to a single aspect of the economy. Stock markets are down, crude oil prices are down, and upcoming IT budgets are also down. It was not supposed to be this way. Brent Waltz, Sr. eLearning Curriculum Developer

not to waste it. Once things settle into the ‘new normal,’ your industry will react differently to those who were proactive versus those that isolated themselves and waited for opportunities to start coming their way again. You should use this time to update your networking and social media profiles. With people spending more time online, you want to ensure that your best self is represented. Time spent refreshing your profile picture, updating your professional accomplishments, and trying to connect (or reconnect) with others will eventually pay off. When connecting with former managers or coworkers, include a personal message with the request. Include something that inquires about them or their family. Ask that they connect with you and to send you a message if there is anything that you can do to assist them. Beyond looking for connections you may have previously missed, you can also participate in online forums. Your industry peers and the experts you look to are having conversations on a regular basis. Joining in will help you and your organization when business starts moving forward again. How you choose to use this time is almost secondary to the fact that you are productive. Staying active will alleviate anxiety. Without goals, our minds tend to wander and unhealthy thoughts creep in. Avoid this by making daily and weekly to-do lists and working to accomplish as many of the tasks on them as you can. Even if those accomplishments do not lead to new opportunities, strategic goals will better position you for success in the future.

refer to refer to AOTMP ® University’s Implementing a BYOD Program (IBP100) for more information on this process. What can I do to help our customers? One of the most important things you can do for your customers is to stay engaged with them. Your customers are dealing with their own uncertainties, both professionally and personally. Keep them informed of what you are doing to help them and try to manage their expectations if your organization is messaging options available to you but, if you are not able to be proactive with your customers, you need to at least be reactive if they contact you. If possible, update your Interactive Voice Response (IVR) to provide the status of outstanding issues. If a telephone conversation needs to be had, ensure everyone has the most up-to-date talking points about what is currently happening with your organization and with the services you provide. A centralized resource on your company’s intranet is invaluable when it comes to communicating consistently changing information to a larger internal audience. What can I do in the interim? Your time at work is just as valuable now as it was before the coronavirus – try experiencing its own difficulties. There are numerous outbound

When workers found themselves using their own devices to complete their job functions, it was not limited to just checking emails on their cell phones. Organizations, as part of their business continuity plan, asked employees to use their home computers to complete work in the same way as if they were physically present. The process of transitioning formerly office-bound employees to a remote environment involved remotely installing VPNs, increasing bandwidth on the external-facing servers, and training frontline IT help desk agents on how to best assist these employees. Beyond the technical considerations, there are privacy issues in play. Could protected personal information accidentally be retained on the personal device? Could the employee accidentally expose proprietary information to a roommate or some other unauthorized individual? It is in your best interest to confirm that these privacy-related issues are represented in your BYOD policy and, if not (or if you do not have a BYOD policy), to react accordingly. If you could use some pointers on creating/ improving/implementing BYOD where you work, I encourage you to

It is anticipated that this pandemic will cause a drop in consulting and systems integration services spending as great as four percent. IT service providers can expect their customers to either attempt a renegotiation of existing contracts or, in worst-case scenarios, a cancellation of previous agreements. Current events are changing daily, and it may be too soon to start predicting the future – but there are still questions that can be asked and answered today. How will this impact my supply chain? Organizations that tightly manage their supply chain and only order supplies a week before they are needed will feel the pain quicker than an organization that orders supplies months in advance. Although this short lead time made sense in the past, it quickly causes

problems today whenever there is a disruption in the supply chain. The Chinese government’s shutdown of factories in impacted areas has already caused a disruption in workflows. U.S. firms dependent upon these components have been unable to fulfill their previously accepted orders and have suffered a loss of business. How will this impact new contracts? The coronavirus will likely lengthen the lifecycle of any previously purchased equipment. Unavoidable IT budget cuts will force IT buyers to push back the purchase of any new enterprise servers, desktop computers, printers, etc. Because these new purchases are on hold, the service or maintenance contracts associated with them will also be on hold.

A temporary gain might be found as organizations purchase laptops, external monitors, and other work-from-home accessories for these newly relocated employees. Although these gains will offset the loss of enterprise spending normally associated with on-premise equipment, they will not completely close the gap. However, when coupled with an increased spend in cloud technologies needed by their now-remote workforce, Service providers must juggle their client support obligations and the managing of their own remote employees. Although many organizations already had a Bring Your Own Device (BYOD) policy in place prior to the pandemic, not all did. Additionally, those that did limited their policy to personal cell phones. the loss is not insurmountable. What about our employees?

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AOTMP ® Insights | The 4-1-1 on RPA

The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

folder search, and data manipulation that a human would take to accomplish tasks. It just does things at a much, much faster speed and without business errors (such as data entry errors or misspellings). Due to the flexibility, adaptability, and capabilities RPA solutions offer, it has been regularly identified as a top emerging technology to keep an eye on. According to KPMG’s 2019 Technology Innovation Survey, technology industry leaders identified RPA as being the second-most important technology to drive business forward and deliver the greatest long-term value (up from the ninth spot in 2018). While there are a million reasons you could point to, this rise is likely attributed to technology leaders witnessing firsthand how rapidly RPA solutions can be deployed versus more traditional software development approaches. Once a business process is identified and selected for automation, RPA Architects, Analysts, and Developers translate the process to a more a technical approach. Often, this means re-engineering the entire process to be more suitable for automation and easier to manage and maintain. Like a surgical team, every facet of the process is uncovered, documented, and scrutinized in a Process Design Document (PDD; the “As-Is” process). Business requirements and enhancements are specified, the Average Handling Time (AHT) it takes to finish the process or an iteration of the process is measured, holes in the process are patched, quality/accuracy of data is documented, roles and responsibilities are defined, and incorrect or bad data is sanitized before the technical process, or Solution Design Document (SDD; the “To- Be” process), is created.

Finally, RPA Developers go to work and design an RPA solution that may encompass or chain together other types of automation platforms. For example, a Microsoft Power Automate (Microsoft’s RPA platform) process is triggered when a specific email arrives and completes a few automation tasks (such as an approval flow) before sending an API call to trigger a UiPath robot to start another part of the process. The impact the RPA solution has on the team, department, or company is then measured by gathering metrics such as: The AHT of the automated process vs. the AHT for the manual process The hourly rate of the people it would take to complete the process vs. the amount of time it takes a robot The number of employees no longer needed to perform the task The quality/accuracy of data outputs vs. the quality/accuracy of data outputs Employee satisfaction before and after mundane or tedious processes were automated Client satisfaction by meeting timely Service Level Agreements (SLAs) For many CIOs, their RPA investments are outpacing their investments in other transformational technology, such as blockchain, Artificial Intelligence (AI), and Internet of Things (IoT). Companies adopting RPA by investing in robotic workforces to enhance or augment their human workforce are realizing boosts to performance and cost savings, further driving the growth of RPA. So, what will RPA do for you?

Guess what? You are probably familiar with Robotic Process Automation (RPA). You just may not realize it yet.

Optical Character Recognition (OCR), and image recognition, into a single platform. Examples of these platforms are UiPath, Automation Anywhere, Blue Prism, Kofax, and Pegasystems. Many of these RPA platforms can automate rule-based human processes that are primarily completed digitally (on computers), achieving end-to-end automation of entire business processes by integrating many different and separate systems and departmental functions. The automation can be performed with or without traditionally required integrators such as webhooks, Software Development Kits (SDKs), or Application Programming Interfaces (APIs). This is because RPA can mimic the exact click, keyboard entry, file/

Reiner Browning, Software Automation Developer That is because RPA has existed in many shapes and forms over the years. When you place a call, are redirected to another number or voicemail, and prompted with instructions that is a form of RPA. Using macros in Excel workbooks is another form of RPA. If you have ever created Outlook rules to automatically move junk or important incoming emails to another folder, congratulations. You created an RPA process.

At its core, RPA is simply using a software tool to automate rules-based processes that previously required a human to perform. RPA can essentially mimic the same steps a human takes to complete any given process, although those steps may not always be visible when performed at computer-like speed. Within the last several years, RPA technology has evolved to encapsulate many once-separated RPA tools, such as screen scraping, workflow designers, Machine Learning (ML),

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The Association of Telecom, Mobility, and IT Management Professionals

July 10, 2020

Although costly, adopting the CCPA was not cost-prohibitive when the benefits to consumers were factored in. The same study found that the yearly value of protected consumer information is worth over $12 billion to advertisers. Here are three considerations your organization should make as you finalize how you will approach this new era of consumer rights. Businesses must disclose what they are collecting, why they are collecting it, and with whom they are sharing that collected information. Businesses should, at or before the point of collection, proactively notify consumers about the categories of information collected (and the purpose of its collection). In addition, businesses should publicly disclose their privacy policy at least once every 12 months. This includes a description of the consumer’s rights under the CCPA, the methods in which the consumer can

communicate with the business, and any of the following which occurred in the previous 12 months: the sources from which personal information is collected, any third parties the information is shared with (or sold to), and the categories of information that is collected, shared, or sold. Businesses must comply with consumer requests to delete collected information. Businesses, and any service providers they have shared protected information with, will need to delete any information that falls under the consumer’s request. These requests are an “all or nothing” situation. Consumers only have the right to have it deleted entirely; they cannot place conditions upon the retention of their data. Consumers do not have the right to request specific, specialized processing of retained data. Businesses must refrain from retaliating against (or changing the price or level of service received by) those consumers

who choose to opt-out of the sale of their personal information. Businesses cannot discriminate against consumers who exercise the previously discussed rights. They may, however, offer “financial incentives” to those consumers who allow for the collection of their personal information. This could include charging consumers differently if that difference is related to the value the consumer’s data previously provided the business. Businesses offering financial incentives to retain a consumer’s personal information must disclose these in either the terms of the agreement or through an online privacy policy. Consumers must always specifically opt-in to these enticements. As California Goes, So Goes the Nation The California Consumer Privacy Act is the strongest collection of privacy- related protections ever afforded to consumers. Because of the burden associated with developing state- specific privacy policies, and the cost- prohibitive nature of maintaining them, most organizations are using the CCPA as their starting point when developing policies and procedures related to the collection, usage, and storage of protected information. If you are interested in learning more about the CCPA, AOTMP ® University’s Understanding the California Consumer Privacy Act course is a great next step. This well-received course summarizes the history of the CCPA (and its scope) and provides a detailed list of the rights the CCPA provides consumers. It also explains, in greater detail than this article, an organization’s responsibilities under the CCPA and the penalties for non-compliance. Finally, upon completion, you will better recognize the differences between the CCPA and the General Data Protection Regulation.

California Consumer Privacy Act: The Final Countdown Given its scope and the implications for non-compliance, privacy-minded organizations have been watching the California Consumer Privacy Act since its first introduction as a ballot initiative back in 2017. Its next major milestone is July 1; this is when the CCPA becomes fully enforceable by the California Attorney General. Any organization that ignores the importance of the CCPA after this date does so at their own peril.

Brent Waltz, Sr. eLearning Curriculum Developer Unintentionally violating the CCPA can result in fines of up to $2,500. If intentional, and discovered by the Attorney General, fines increase to as much as $7,500. Since this is per violation and per customer, large-scale mistakes can quickly escalate into multimillion-dollar fines. The CCPA also provides for a “private right of action” for unauthorized disclosures of non-encrypted or non-redacted personal information. Impacted consumers can bring legal action for statutory damages of up to $750 per violation. Statutory damages do not require the plaintiff to prove they incurred a loss; the plaintiff merely needs to prove that the company violated the CCPA and that the business did not become CCPA-compliant within 30 days of notification. If an actual loss does occur, and it is greater than the $750 allowed for statutory damages, consumers can bring legal against businesses for the higher amount. California’s Attorney General, Xavier Becerra, has gone on record as stating

that the focus of his office will be on organizations that handle large amounts of health records or Social Security Numbers or that require an “opt-in” from teenagers between 13 and 16 (and the parents of those under the age of 13). The Attorney General’s office also stated that they would consider partnering with other enforcement sources (District Attorneys, City Attorneys, et cetera). He has also stated that, although enforcement actions will not begin until July 1, those actions can be for any violation that occurs after the CCPA’s January 1 effective date. From the outset, it was known that establishing compliance with the CCPA would be expensive. In fact, the California Attorney General’s office commissioned a study that determined, “The total cost of initial compliance with the CCPA, which constitutes the vast majority of compliance efforts, is approximately $55 billion. This is equivalent to approximately 1.8% of California Gross State Product in 2018.”

The total cost of initial compliance with the CCPA, which constitutes the vast majority of compliance efforts, is approximately $55 billion. This is equivalent to approximately 1.8% of California Gross State Product in 2018. Xavier Becerra, California Attorney General

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AOTMP ® Insights | AOTMP ® University Updates: July 2020

The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

New World, New Topics. AOTMP ® University Updates: As part of its renewed commitment to the continuing education of telecom, mobility, and IT management professionals, AOTMP ® University has expanded its staff of content writers and developers. Working with subject matter experts, and using the latest in adult learning theories, AOTMP ® University is rolling out new courses, and complete rewrites, at a faster rate than ever before. Brent Waltz, Sr. eLearning Curriculum Developer

AOTMP ® University has been busy adding to its library of privacy-related courses. The latest, Appointing A Data Protection Officer (DPO), expands upon the concepts introduced in our Introduction to GDPR (GDP) course. Recent estimates suggest that, worldwide, more than 75,000 Data Protection Officers are needed. This interactive course contains a series of checklists you can print and use when determining if a Data Protection Officer is appropriate for your organization. If a Data Protection Officer is needed, this course will also help ensure your DPO is being utilized to the full extent required by law. If hiring a Data Protection Officer is something you are considering, you may also be interested in our recently published Understanding Data Protection Impact Assessments (DPI) and/or Reporting a Data Breach (RDB) courses. Or, if you are just interested in more generalized training over data privacy, you will find value in our Introduction to Data Privacy (IDP) and Understanding US Data Privacy Laws (ADP) courses. These introductory courses provide a foundational understanding of data privacy, personally identifiable information, and the regional laws which govern its protection. Course topics for the US Data Privacy Laws module include Privacy Shield, HIPAA, the

Electronic Communications Privacy Act, and the California Consumer Privacy Act. Beyond expanding our privacy-related courses, AOTMP ® University is also publishing new courses related to Cloud Management. The first, Introduction to Cloud Management (CLM), provides participants with a better understanding of what cloud computing is and what the major management models can provide. Upon successful completion of this course, participants will be able to use the terminology and concepts learned in this course to better, and more methodically, discuss the cloud management models which best fit their enterprise. Subsequent courses will cover topics such as Building a Business Case for Cloud Management and Planning a Cloud Management Strategy. In addition, multiple courses over managing cloud licenses and vendors are under development. Familiar Topics, Fresh Approach Revisions are currently underway for some of our more popular courses. Beyond working to ensure the latest adult learning principles are applied, AOTMP ® University is adding additional ‘best practices’ and increasing the value of the associated Resources. Using Bloom’s Taxonomy as a starting

point, course revisions are underway to better measure how well the learner achieves the course’s stated objectives. Beginner-level courses (comparable to 100-level courses at a traditional college or university) are being designed to assist with the learner’s knowledge and/or comprehension of a topic. Courses at the 200 or 300 level will assist the learner’s application, analysis, and synthesis of the presented materials. The focus of 400-level courses is on the learner’s evaluation of presented scenarios. Two key pieces of legislation signed in 2018, and that went into effect in February 2020, were Kari’s Law and RAY BAUM’s Act. These laws amended the original Telecommunications Act of 1934 (and its 1996 overhaul) and were the impetus for the complete revision of the 4-1-1 About 9-1-1 (ECC). This course provides a history of 9-1-1 and

details the legislation that currently governs emergency telephone calls. Although this course is tailored towards a North American audience, many of its principles are applicable everywhere. As a bonus, this course features a detailed (and printable) 9-1-1 call process flow chart that the learner can easily reference upon completion. Another course which has been completed revamped is Building A Business Case for Auditing (BCA). This completely overhauled course helps participants understand what this type of business case should contain. Learners are provided with more than just the components of a Requirements Assessment and a Business Case. Participants are presented with a full scenario so that they can assist an organization in building a business case. This real-world context strengthens their understanding of the materials and

demonstrates to them how they can apply those same principles to their own organization. This course features two AOTMP ® templates that the participant can download and use when building their own business case. The first, Requirement Assessment Template, includes modifiable sections over the Project Objectives, Required Resources, the Return on Investment, and on “How Success is Defined.” The second, Business Case Template, includes all the components of a successful business case, from the Executive Summary to the Supporting Documentation (and all points in between). One final revision we are excited to spotlight is over Invoice Auditing and the process for Invoice Auditing: MPLS Billing Errors (MBE). This re-energized course does more than just provide the learner with a background of how MPLS technology operates. It also includes the tools necessary to audit an MPLS invoice for common billing errors. This is facilitated through a printable Invoice Auditing Process checklist that allows you to ensure all steps are completed when you perform your own invoice audit. If there is a course that you would like to see developed for AOTMP ® University or, better yet, that you would like to act as a Content Expert for, please reach out to Craig Jones.

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AOTMP ® Insights | Five Tips to Save Money Through Your Active Business Continuity Plan

The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

Five Tips to Save Money Through Your Active Business Continuity Plan Keep people safe, informed, and connected – and save money while you do it! Timothy C. Colwell, Executive Vice President, AOTMP ®

Mobile voice and data usage has exploded over the past several months. And – as a result – many carriers have proactively offered additional data, voice, and messaging to help prevent overages. Even if your metered plans have been converted to unlimited plans and no additional charges have been assessed, take a look at your organization’s usage patterns. Recalling tip number one, understanding drivers and patterns of usage allow the most informed decisions to be made. Two scenarios exist with this tip. First, in the event that mobile services are not subject to variable charges, consider redirecting users to mobile communications options over other options that may be subject to variable cost. Second, in 3 Evaluate mobile connectivity and consumption period may be an option. This tip applies to all vendors offering goods and services. Even if suspension results in deferment of cost though contract extension, the near-term impact can be savings of critical budget dollars today.

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In recent months, the migration to enact business continuity plans and activate contingency plans has been amazing to watch. Telecom, mobility, and IT management professionals across the globe have risen to an enablement challenge of unprecedented scale over the first half the year – keeping businesses connected as users migrate to the far edge of the network. Millions upon millions of people have abandoned offices and hunkered down in a work-from-home configuration. Next up… cost savings and containment. The combination of costs associated with activating business

the even that mobile service are subject to variable charges, consider redirecting users to other connectivity methods that are more cost effective. Take a look at the mobile usage types (voice vs. data vs. messaging) as well as the connectivity device and plan as well. You may determine that tethering to a mobile phone for data with an inclusive data plan is more cost effective than using an air card or Mi-Fi device. Or, the inverse may be best for you. Establishing visibility into mobile connectively and consumption will shed light on cost containment and cost savings opportunities. (continued on next page...)

Not all telecom, mobility, and IT services are consumed on a fixed fee basis; usage is a variable factor for many technology services. Changes in how technology is consumed over the past several months has introduced new usage patterns which, in turn, have resulted in additional expense. Perhaps more important than identifying changes in variable charges is understanding the underlying cause. At the top level – use more, pay more – is usually the answer. But that doesn’t always mean it’s the right fit for you. Dig deeper to understand whether these are the most cost-effective options to meet your demands. The opportunity for maximized cost savings may occur in simply guiding users to technologies that meet their needs at a more effective price point. Other cost savings opportunities come from understanding the drivers behind new consumption trends for each variable cost technology you use. Forecasting usage patterns in the near-term enables you to get ahead of unplanned charge assessments. (It will also help in when executing tips three, four, and five below). Knowing what the trends are and proactively addressing changes is often more cost effective than reacting to charges that have already been assessed. Piggybacking off of tip number one, look at the other side of your consumption equation. Determine which services are not being used, or are being used to a lesser extent now than previously. Suspending services that are not being used for a short 2 Suspend idle services

continuity plans, new technology expenses, and overall economic and business climate pressures have triggered the need for telecom, mobility, and IT management professionals to generate cost savings that support strained budgets. To that end, here are five cost savings tips to get you started:

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AOTMP ® Insights | Five Tips to Save Money Through Your Active Business Continuity Plan 4 (...continued from last page) Five Tips to Save Money Through Your

The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

Negotiate new pricing, terms, and conditions

By joining an association, you not only give yourself the opportunity to learn new things. You give yourself a global support network filled with industry leaders that know how to get things done. And that advantage is invaluable to any career. But, as an AOTMP ® Founding Member, that’s not where the benefits stop. In fact, they’re just the beginning of your experience.

Active Business Continuity Plan 1. Examine variable charges — daily

New business conditions dictate the exploration of new options and new opportunities. The locked-down, unchangeable contract isn’t the norm in today’s climate. Customers and suppliers must partner to establish a commercial arrangement that enables everyone to navigate through the pandemic and beyond. Businesses should consider everything negotiable and work together to figure out a path forward. Lack of cooperation will hurt the inflexible party.

Recalling tips one, two, and three, explore all options to create opportunity for cost savings through negotiation of new (or temporary) prices, new payment terms, new commitment terms, reduced minimum purchase commitments, different project timelines, etc. The magnitude of business technology changes that have occurred requires rethinking contractual agreements to establish equitable options for the health and success of the partnership.

2. Suspend idle services

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3. Evaluate mobile connectivity and consumption 4. Negotiate new pricing, terms, and conditions

Become a Founding Premium or Elite Member today and receive an exclusive badge and three extra months of membership.

5. Explore pandemic offers from vendors

from vendors 5

Explore pandemic offers

No collaboration software? Perhaps Zoom or Teams can close the gap. Mi-Fi devices on backorder? How about an IT Asset Disposition (ITAD) vendor offering reconditioned gear? Ineffective Mobile Device Management (MDM) policy enforcement? An Enterprise Mobility Management (EMM) software trial might fit the bill . Public offers and trials are common, but don’t limit the potential to just what can be found through social media. Contact your current vendors, tell them about

All types of telecom, mobility, and IT service providers, suppliers, and vendors are eager to support your business, whether you’re a current customer or not. In this era of uncertainty, consulting services, software trails, and free services offers are being introduced daily. The best way to target offers that could add immediate value starts with understanding the needs and challenges that exist today across your organization. Is broadband unreliable? Mobile connectivity may be the answer. Don’t have the staff to validate invoice charges? A consultant or Telecom Expense Management (TEM) vendor might be able to help.

your challenges, and ask them what they can do to help. Revisit suppliers that have pitched you in the past and ask them how they can help now. Engage on social media platforms and ask about offers and options. And, most importantly, leverage your AOTMP ® Membership to collaborate with peers, uncover new opportunities, solve problems, and drive immediate business value.

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The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

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AOTMP ® Insights | Introducing the Association of Telecom, Mobility, and IT Management Professionals

The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

It’s Time to Meet the Future of Telecom, Mobility, and IT Management Matthew M. Louden, Content Marketing Specialist, AOTMP ®

The last 30 years have given us one major technology milestone after another. And – while we’re not piloting flying cars or bossing robot butlers around just yet – it’s pretty amazing to look back at how far telecom, mobility, and IT management has come since then. In 1990, computers finally shrunk down to the size of portable. And it didn’t take long for laptops to change how everyone worked moving forward. Whether anyone realized the scope of this development’s impact at the time, it marked our collective first step toward the mobile technology we all rely on today. But innovation didn’t stop there. Just two years later, the World Wide Web was born – and the internet went from fad to unstoppable force in the minds of even the most stubborn technology skeptics. In an instant, people could communicate across international boundaries more

easily than ever before. Students and businesses had access to the world’s biggest library. And shoppers could compare products and find exactly what they were looking for from the comfort of their own home. Fast forward to 2003, where wireless internet became reality after Intel introduced its first Centro chip into home computers. Suddenly, complex and expensive IT infrastructure gave way to easily configured wireless technology. And Wi-Fi grew from innovation to expectation for homes and businesses everywhere. But the evolution to 24/7 connectivity and convenience was just getting started. In 2007, Apple introduced its first iPhone – and telecom, mobility, and IT management was irreversibly changed by the world’s first smartphone. From that moment, a computer was no longer necessary to surf the web, email

friends, or get work done. A device small enough to fit in your pocket was all that anyone needed. That brings us to today. To 2020. And, most importantly, to technology’s next major milestone: the new AOTMP ® . While we may admittedly be a little biased, our evolution to become the Association for Telecom, Mobility, and IT Management Professionals moves the industry forward. Into the next generation of progress. Of innovation. Of meaningful, lasting business results. And here’s why.

The best place to start any story is, naturally, from the beginning. And for AOTMP ® , that means winding the clock back almost 20 years to 2003. During that time, our leadership team was busy running the largest telecommunications bill auditing company in the United States. Their days were filled with helping the world’s biggest brands solve technology’s most strategic technical, financial, and operational challenges.

But – as rewarding and lucrative as fixing errors and recovering money was for these organizations – they encountered identical issues over and over again. Day after day. From one client to the next. Without a global industry standard to optimize telecom, mobility, and IT management, the world was doomed to a Groundhog’s Day-esque reality where problems would continue to arise without root causes ever being addressed to solve them once and for all.

From this realization, opportunity was born. And so was AOTMP ® . Our leaders took a bold – and frankly unprecedented step – to support industry professionals everywhere. They sold their successful bill auditing company to put 100% of their effort and attention into fulfilling this vision. And now, over 17 years later, we’re excited to take another bold step with you. Together, we have a new opportunity: to take telecom, mobility, and IT management into the future. To elevate your career, your network, and your value. To establish the industry’s premier Association of Telecom, Mobility, and IT Management Professionals.

AOTMP ® Through the Years

2019 AOTMP ® establishes AOTMP ® Limited (company number 12100085) and launches its London office

2012 AOTMP ® patents its proprietary Efficiency First ® Framework U.S. patent numbers 8,775,233 and 8,484,071.

2016 AOTMP ® Advisory Services secures its second million-dollar customer.

2022 AOTMP ® expects to launch its Singapore office

2003 AOTMP ® begins life as the premier telecom environment specialists.

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2025

2007 AOTMP ® launches its annual conference to address interest in the telecom and mobility management industry.

2017 AOTMP ® University surpasses 200 courses.

2020 AOTMP ® refocuses as the Association of Telecom, Mobility, and IT Management Professionals AOTMP ® Industry Council evolves into AOTMP ® Memberships

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The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

GLOBAL TELECOM / MOBILITY / IT MARKET SIZE

Telecom, mobility, and IT management is changing fast. Industry professionals need accessible tools and resources from a partner backed by global expertise. AOTMP ® is more ready than ever to leave a meaningful, lasting impact on everyone involved in the modern technology management ecosystem. Tim Lybrook, CEO of AOTMP ®

Why There’s Never Been a Better Time Than Now You may be wondering “If supporting industry professionals and helping them solve technology’s most strategic business challenges was always the goal, why did AOTMP ® wait almost 20 years to make this move?” Well, like most things in life, the answer is complicated. To make a long, dry, and likely familiar story short, telecom, mobility, and IT is only growing more difficult to manage. As you probably have figured out by now... But we wouldn’t be doing you or ourselves any justice if the explanation stopped there at the obvious. Recent events and the coronavirus pandemic have taught every organization a valuable lesson or two. But perhaps none more important as how critical a component technology has become to everyday business – regardless of location, role, or involvement. It has become impossible to ignore the simple truth that telecom, mobility, and IT management has become a driving force for business growth everywhere. And, refocused and reenergized as the industry’s authoritative association, AOTMP ® will be more capable than ever of delivering the opportunities you need to empower your career, elevate your standing, and improve business results.

Today, technology-driven innovation and adoption outpace the industry’s general control practices. And that means risk and financial waste for the 436,000+ organizations spending over $4 trillion on telecom, mobility, and IT management solutions in 2020. Especially as these investments continue to rise year after year. Beyond keeping you ahead of the curve to maintain optimal innovation and agility in these times of unprecedented change, the new AOTMP ® provides technology professionals like you with an orchestrated and unified approach to solving the industry’s most strategic technical, financial, and operational business challenges. “Telecom, mobility, and IT management is changing fast,” said AOTMP ® CEO Tim Lybrook. “Industry professionals need accessible tools and resources from a partner backed by global expertise. AOTMP ® is more ready than ever to leave a meaningful, lasting impact on everyone involved in the modern technology management ecosystem.” What the New AOTMP ® Means A transformation as big as this one can’t be considered complete without a shiny, new philosophy that supports our commitment to improving your career. And we’re ready to lead the industry into the future together after spending months refining our forward-thinking focus. So, without further ado...

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The Association of Telecom, Mobility, and IT Management Professionals

July Edition

July 10, 2020

Welcome to the #newAOTMP

How the New AOTMP ® Helps You As the Association of Telecom, Mobility, and IT Management Professionals, our new direction will bring a variety of new products and services with it. And everything is sure to be designed with your needs in mind first and foremost. But we’d be lying if we said we had everything figured out at this very moment. As you know, telecom, mobility, and IT management needs can change at the drop of a hat. That said, we promise to keep you ahead of the curve every step of the way. And there are a few other promises you can expect from the next chapter in our story, too: AOTMP ® will give you a centralized hub for any current or future training needs (personally or organization-wide).

AOTMP ® will give you an unrivaled sense of community that enables global professionals to reach out, ask questions, learn from one another, and build professional networks alongside individuals who share a common purpose. AOTMP ® will help you stay ahead of the industry’s most important trends and information. AOTMP ® will deliver a universal experience that gives the telecom, mobility, and IT management industry a ‘go-to’ place to satisfy any strategic need. Whether you want to expand your knowledge, network with telecom, mobility, and IT management’s top professionals, or keep pace with industry trends, the new AOTMP ® is better positioned than ever to help you accelerate progress, implement new strategies, and incorporate industry- leading standards and best practices into your work.

We’re excited to give you access to a global community dedicated to bringing telecom, mobility, and IT management into the future. And – as the industry evolves – AOTMP ® will continue to deliver you the tools, skills, and resources to take on tomorrow’s challenges. Over the coming months, we’re excited to work together to define the evolution of AOTMP ® as the industry’s premier professional membership association. In the meantime, you can learn more about the next generation of AOTMP ® by visiting the new aotmp.com or by following us on LinkedIn, Facebook, YouTube, and Twitter. So, we only have one question left. Are you ready for the future of telecom, mobility, and IT management?

Our Mission To empower a community of thought leaders in the telecom, mobility, and IT management industry by driving the adoption of Efficiency First ® Framework principles and best practices to advance the industry into the future. What does this mean in plain English? That our new direction is 100% focused on you. Yes, you. The next generation of telecom, mobility, and IT management is a monumental undertaking. And one that can be overwhelming to look at from a big-picture level. There’s no better place to inspire the change our industry needs than by bringing you and all of the other professionals leading its innovation and progress together. Our Vision To be the preferred association for telecom, mobility, and IT management practices by delivering a world-class member experience through AOTMP ® University, Events, Certifications, and Advisory. While our evolution obviously involves a lot of change, the

new AOTMP ® is not a move that means we’re turning our back on the expertise you’ve come to know and love for almost two decades. We’re excited to transform ourselves because it makes us more capable than ever of enhancing your value, the impact of your organization’s technology, and the industry’s global standing. And that’s been our goal since day one. Our Values Commitment - Continuing the pursuit of knowledge and lifelong learning Integrity — Conducting business with authenticity, ethics, honesty, and respect Community — Fostering a culture of collaboration and networking to promote personal and professional development Excellence — Always delivering world-class quality, services, skills and attitudes Innovation — Enabling a spirit of curiosity, challenging the status quo, and desiring to do and be better

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