Launching a Unified Communications Platform for Small and Medium Enterprises

1. Context

This project involved launching a next-generation, locally hosted Unified Communications (UC) platform across multiple markets, with an initial focus on two primary regions. Additional support was extended to other markets for deployment and strategic alignment. The platform integrated mobile and fixed communication, unifying calls, messages, emails, and chats into a single account per user. The comprehensive solution included:

• 6 apps for mobile, tablet, and desktop across multiple operating systems.
• 3 portals for electronic fax, customer administration, and an information hub.
• Dedicated tools for call centres and receptionists.

Designed for B2B small and medium enterprises (SMEs), the platform enabled seamless communication through a unified toolset. As the Group Product Manager, I led the product’s successful delivery across group and local markets, ensuring alignment with business and technology stakeholders.

2. Challenge

• High launch pressure: Managing multiple vendors, apps, and programme teams across different markets added complexity.
• Stakeholder alignment: Many team members were new to the organisation, requiring continuous alignment efforts.
• Conflict resolution: Technology teams, due to their legacy involvement, sometimes acted as solution “owners,” necessitating clear role definition.
• Complex solution landscape: The interdependence of vendors, apps, and stakeholders required rapid onboarding and process simplification.

3. Approach

Collaboration between business teams (Product Management and Enterprise Programme Management) and technology teams was central to the strategy:

• Simplifying the landscape: Early mapping of the solution helped clarify dependencies, roles, and responsibilities across all stakeholders.
• Stakeholder education: I led efforts to educate teams, vendors, and stakeholders on the product, solution landscape, and objectives.
• Governance and risk management: Ensured compliance with approval processes, prepared business case presentations, and maintained a risk register to proactively address potential roadblocks.
• Vendor and team collaboration: Aligned roadmaps, product branding, and localisation efforts while balancing Group and local market needs.

4. Role & Achievements

Although my official title remained the same, I was asked to step into a senior product management role, taking on additional leadership responsibilities. Key contributions included:

• Leading product governance, business case approvals, and vendor alignments.
• Simplifying processes to improve clarity for programme and project teams.
• Collaborating with programme management to resolve conflicts and align stakeholders.
• Successfully launching the UC platform on time in key markets, while providing strategic guidance to additional regions.
• Establishing post-launch operational processes and leading subsequent platform updates.

5. Results

The UC platform launch was successful, with all key deliverables deployed on time in primary markets. Post-launch processes were established, and subsequent releases were delivered seamlessly. The project demonstrated the power of effective teamwork and stakeholder alignment, ensuring SMEs gained access to a cutting-edge communication solution.