Academic literature on the topic 'Telecom Australia Management'

With the launch of the domestic satellite system in the last quarter of 1985, the monopoly enjoyed by Telecom Australia in the supply of long haul telecommunications carriage ended. It ended in a gentle way since the alternative carrier, aussat Pry Ltd is 75% owned by me Commonwealth and 25% owned by Telecom.

Percy Rollo Brett OBE (11 November 1923 to 8 August 2022) was a highly respected head of the PMG/APO (later Telecom Australia/Telstra) Research Laboratories between 1964 and 1975. He was promoted to Head of Planning for Telecom Australia in July 1975, and then State Manager, Victoria for that organization in 1980–1983. Rollo’s achievements as Director of the Research Laboratories included building links with Australian universities to strengthen the Laboratories’ expertise in longer term research, and masterminding the Laboratories’ move from six different sites in central Melbourne to a single site, in purpose-designed buildings in Clayton, opposite Monash University’s main campus. In the early 1970s, he used the expertise he gained as Chairman of the Telecommunications and Electronics Standards Committee of the Standards Association of Australia to lead the Australian Post Office’s conversion of all its standards to metric. Upon retirement in 1983 he was awarded the OBE.

Today Australia's telecommunications market is strongly contested. Competitors with highly skilled, experienced and focused marketing teams battle for market position, market share and profit growth.This has not always been so.Telecom Australia was established in 1975 as the government owned national telecommunications carrier. Protected by regulated monopolies for network services and customer premises equipment, Telecom held perhaps 90% of the market. The predominantly engineering culture believed that it only needed a nominal marketing department and no sales force.In 1981 the monopolies were threatened. Telecom decided that it needed a sales force - quickly.This is a brief story of the building of that sales force over the first five years.In a government owned business steeped in the public service culture, strongly influenced by the public service unions and under a Labour government it was a grinding task.After five years the "subscribers" were more widely addressed and treated as "customers" and the sales force was operational. It was to be at least another six years before the sales force made the customers the focus of the business, and the skills, experience, management and culture of the force could match serious competitors in a de-regulated market.

Today Australia's telecommunications market is strongly contested. Competitors with highly skilled, experienced and focused marketing teams battle for market position, market share and profit growth.This has not always been so.Telecom Australia was established in 1975 as the government owned national telecommunications carrier. Protected by regulated monopolies for network services and customer premises equipment, Telecom held perhaps 90% of the market. The predominantly engineering culture believed that it only needed a nominal marketing department and no sales force.In 1981 the monopolies were threatened. Telecom decided that it needed a sales force - quickly.This is a brief story of the building of that sales force over the first five years.In a government owned business steeped in the public service culture, strongly influenced by the public service unions and under a Labour government it was a grinding task.After five years the "subscribers" were more widely addressed and treated as "customers" and the sales force was operational. It was to be at least another six years before the sales force made the customers the focus of the business, and the skills, experience, management and culture of the force could match serious competitors in a de-regulated market.

Gavan Rosman was valued at the Telecom (later Telstra) Research Laboratories, Australia, for his expertise as a research engineer in radio and coaxial cable technologies and, in particular, for his pioneering work on optical fibre technologies. He was also valued for his wide-ranging intellect and gentle, satirical sense of humour. His fluency in speaking Japanese was appreciated by visiting Japanese researchers. In retirement from TRL, he worked at Optiscan Imaging in Melbourne on developing an optical endoscope.

Surveys during the past two decades have consistently shown that many of the most critical management concerns with information systems arise at the portfolio, rather than application, level. Architecture-driven planning with a view to the implementation of integrated information systems structures has been widely canvassed as a means of dealing with portfolio-level issues, particularly the problems of inconsistent data and uncoordinated processes which have affected many organizations in recent years. The benefits anticipated from this type of initiative have been such that many organizations have persisted with architecture-based strategies despite reports of high failure rates. This paper reports on some research into IS integration planning in the organization Telstra (formerly Telecom Australia)) during a period of 40 years. The research was conducted as an interpretive case study, with practitioners’ assessments and perspectives on IS planning being incorporated in the data analysis. The focus of the study was on four critical assumptions, which were identified during an initial review of the theoretical literature as having to hold true for an organization to expect success with this form of planning. The study revealed that none of these assumptions held reliably throughout the period studied, a point fundamental to understanding why relatively little progress was made towards published integration targets. The paper then canvasses the view that though traditionally understood as blueprints for implementation, information systems architectures could be reconceptualized as knowledge assets, with independent value as sources of core planning concepts. The conclusion drawn is that their use in this type of role could facilitate the achievement of many, if not all, of the benefits anticipated from more comprehensive approaches.

Objective. The aim of this paper is to report the clinical practice changes resulting from strategies to standardise diabetic foot clinical management in three diverse ambulatory service sites in Queensland, Australia. Methods. Multifaceted strategies were implemented in 2008, including: multidisciplinary teams, clinical pathways, clinical training, clinical indicators, and telehealth support. Prior to the intervention, none of the aforementioned strategies were used, except one site had a basic multidisciplinary team. A retrospective audit of consecutive patient records from July 2006 to June 2007 determined baseline clinical activity (n = 101). A clinical pathway teleform was implemented as a clinical activity analyser in 2008 (n = 327) and followed up in 2009 (n = 406). Pre- and post-implementation data were analysed using Chi-square tests with a significance level set at P < 0.05. Results. There was an improvement in surveillance of the high risk population of 34% in 2008 and 19% in 2009, and treating according to risk of 15% in 2009 (P < 0.05). The documentation of all best-practice clinical activities performed improved 13–66% (P < 0.03). Conclusion. These findings support the use of multifaceted strategies to standardise practice and improve diabetic foot complications management in diverse ambulatory services. What is known about the topic? Diabetic foot complications are recognised as the most common reason for diabetes-related hospitalisation and lower extremity amputations. Approximately 20% of people with diabetes in Australia are at risk of developing a diabetic foot ulcer. Multifaceted strategies to reduce diabetic foot hospitalisation and amputation rates have been successful. However, most people with diabetic foot ulcers are managed in ambulatory settings where data availability is poor and studies limited. What does this paper add? This paper demonstrates that significant improvements in evidence-based diabetic foot complication management can be achieved in diverse Australian ambulatory care settings with multifaceted strategies. This paper contributes to the body of knowledge regarding diabetic foot clinical management in ambulatory settings. What are the implications for practitioners? Practical strategies are available to improve clinical management across a variety of ambulatory settings. Substantial literature suggests this should translate to reduced rates of hospitalisation and amputation for diabetic foot complications.

The Australian Competition and Consumer Commission (ACCC) received an application for merger approval from Telstra Corporation Limited and TPG Telecom Limited related to three interrelated agreements that would put in place a Multi-Operator Core Network (MOCN) arrangement. The three agreements include a MOCN Service Agreement, a Spectrum Authorisation Agreement, and a Mobile Site Transition Agreement. This paper considers the proposed arrangements, identifies that the ACCC’s failure to declare domestic mobile roaming in 2018 was, in some large part, responsible for the market environment that fostered the current proposal, and that the proposed arrangements are not a satisfactory mechanism to fundamentally improve the delivery of reasonably priced, open and competitive, reliable, and high-quality mobile telecommunications in regional and remote areas.

British Telecom’s 1984 partial privatization set in motion the privatization and deregulation of many international state-owned telecommunications carriers. Most previous research on the privatization and deregulation of state-owned telecommunications carriers has focused on the economic outcomes. However, this was also a time of changes in managerial practice and thinking influenced by organizational theory. This article presents an analysis of the use of the prescriptions of Rosabeth Kanter in the attempted reform of the organizational culture of Australia’s largest business in the 1980s: the government-owned telecommunications monopoly Telecom Australia (now Telstra). It details the attempt to transform Telecom under the incipient threat of the introduction of competition to the telecommunications market and demonstrates how the country’s largest change management program, Vision 2000, represented an alternative approach to telecommunications reform.