Latest news with #CSP
CBS News
12 hours ago
- CBS News
Colorado State Patrol sets up sobriety checkpoints in Douglas County for summer DUI enforcement
The Colorado State Patrol will be out Friday night, looking for anyone drinking and driving. State troopers are conducting sobriety checkpoints all summer and this latest checkpoint will be in Douglas County off E-470. Troopers say this area was chosen based on the history of DUI-related crashes and arrests. Colorado State Patrol CSP said the purpose of these checkpoints is not to make arrests but to promote safety and prevention. You drink and drive, you pay the fine. Troopers say one in three fatal crashes in Colorado involves a driver under the influence. DUIs are not just drinking-related but also involve cannabis and drugs. If you are caught, even the first time, you will have to pay at least $13,000 in court fees and fines, face jail time, have your vehicle impounded, and have your license taken away. Friday's sobriety checkpoint will begin around 9 p.m. and last until 2 a.m. CSP reminds drivers that if they see anyone driving under the influence, they should call *277 and give the dispatcher the location, direction they are heading, along with the make and model of the vehicle.
Yahoo
4 days ago
- Business
- Yahoo
The state of CEM in telecom
Almost every CSP has now accepted the need to judge itself at the top level by business-level KPIs rather than technical KPIs. This does not mean that nobody looks at technical KPIs. Rather, it means that the technical KPIs – which are still vital indicators – are subordinated to the top-level customer experience metrics (CEM). If good performance on these technical KPIs leads to higher customer satisfaction, then they can be part of the effort to improve experience. If not, then they may remain important for operations, but they should not be part of the CEM effort. For the past decade or so, carriers' primary CEM KPI has been Net Promoter Score (NPS); our survey shows that 71% use that or a similar customer sentiment measure. The challenges of NPS and other customer sentiment measures are well known: first, it is affected by factors not directly under a CSP's operational control: marketing campaigns, news stories, regulations, disasters, and so on. Second, since NPS relies on customer surveys, it is difficult to understand a customer's experience in real time. CEM systems must therefore apply sophisticated analytics and Artificial Intelligence (AI) to model a customer's experience in real time so that they may adjust that experience while they still have the opportunity to do so. While NPS is by far the dominant experience metric in the industry, CSPs need a variety of metrics to see the whole picture. 57% of carriers in our survey also use a business-related KPI like churn rate to measure customer experience, under the assumption that better experiences lead to lower churn. Like NPS, churn is only measurable after it is too late to change, so CEM systems must be predictive: they must model the factors that go into these factors to determine which customers are most at risk of churning, and what service experience problems should be fixed to keep them on board. Below these top-level KPIs, each touchpoint and stage of the customer journey will have one or more metrics attached to it. Network and service performance, naturally, are essential to experience, and are among the most conducive to real-time adjustment. Any other touchpoint that is captured should factor into these models as well. All told, scores of metrics must be correlated to address potential problems in customer experience, and to feed into the top-level KPIs. In one of the interviews we conducted for this research study, a Director at a CSP in the United Kingdom also pointed out that these sub-metrics will vary by service: demands for home broadband are different than for IoT networks, so the metrics tracked will be different as well. A CEM system must be able to judge a metric in terms of the product(s) it affects. Artificial Intelligence (AI) is essential to this modelling, especially to any analysis that must occur in real time or near-real time. The volume of information required to approximate real-time experience for every customer is huge, and will only grow. One of the biggest differentiators between CEM systems is the quality of this real-time analysis and the technical resources needed to support it. Service and experience operations is growing so complex that it exceeds the ability of humans to manage it. Automation, therefore, is increasingly a requirement to all such systems. However, the problem with automation is that it makes it hard for CSP personnel to know what the system is doing. Generative AI (GenAI) helps to address this problem, enabling agent and copilot-driven interaction with the automated CEM system. Figure 1: What functions are most important for your CEM system, whether current or future? Interestingly, only 16% of respondents – the lowest response to any option – said that they wanted their CEM system to replace marketing and customer care staff. Given media speculation that Gen-AI will eventually replace human beings in these roles, it is notable that Gen-AI copilots and agents seem much more attractive to CSPs. Roughly half of CSPs are interested in Gen-AI for these abilities to support employee interaction with the CEM system. How long will it take for CSPs to meet their CEM goals? Some 45% think it will happen in the next three to four years, while an additional 27% think it will take five to seven years. As carriers get more experience with 5G, however, we believe that their CEM goals may evolve. Since 5G offers more capabilities to finely tune a customer's experience, 5G CEM must also evolve. 5G provides better, more reliable connectivity, so CSPs can sell higher-value services with stricter SLAs. Services like fixed wireless access and vertical-specific IoT create new customer types and customer relationships. CSPs are starting to adjust to this new 5G reality, with significant minorities extending their definition of 'customer' to non-traditional users: Figure 2: How does your organization define the "customer" in Customer Experience Management? The most dramatic finding of this question relates to IoT: just over a third of CSPs want their CEM systems to measure and adjust the experience of the devices that make up IoT networks in addition to devices associated with human listeners. GlobalData expects that percentage to increase over the next few years as more carriers adopt 5G Standalone (SA) (see next section). While CEM systems have been dealing with increasing user numbers for some time, extending the definition of 'customer' to IoT devices will immediately increase the number of entities a CEM system must serve by an order of magnitude or even more. We also expect that the number of CSPs that want their CEM system to serve their service and channel partners (currently 25.5%) will increase as industry initiatives involving service exposure and APIs increase the number of partners that are involved in a service. For example, a crop-dusting service using drones would involve, at a minimum, connectivity, the drones, the chemicals, location and mapping capabilities, and the professional services required to deliver the drone and chemicals to the location and to oversee the operation. Since it is highly unlikely that the CSP will be able to provide all those elements by itself, it will need an ecosystem of partners. The experience of those partners will also need to be managed, especially in cases where they are the primary sales and support channel for the end customer. 5G Standalone (SA) is where 5G reaches its full purpose. 5G non-standalone – where 5G New Radio works with 4G's enhanced packet core – can only deliver a better version of 4G's high-bandwidth, best-effort connection. Implementing a 5G SA core, on the other hand, enables network slicing, which in turn enables CSPs to offer deterministic network performance. This ability presents new opportunities to offer guaranteed, tailored services, and this, in turn, creates new monetization opportunities. The sooner CSPs implement 5G SA, the sooner they will be able to take advantage of these capabilities. Unfortunately, the majority of the industry has yet to make this transition: only 38% of survey respondents have achieved 5G SA. These CSPs are spread around the world, with the heaviest concentration in Southeast Asia. Survey responses from the minority of CSPs that have implemented 5G SA can give an idea of what the broader industry will require from CEM system in the next five to seven years. In many cases, the requirements remain the same. In some cases, though, experience with 5G SA makes a difference: Figure 3: What types of KPI do you use to measure your CEM progress? KPIs change. As the chart above shows, NPS is still the most common customer experience KPI, but there is a ten percent drop (from 72% to 62%) among 5G SA operators. Meanwhile, commercial metrics like Progress Against Competitors (from 43% to 57%) and ARPU (from 35% to 43% are substantially more important to those CSPs with 5G SA. The survey also indicates that 5G SA carriers are less likely to have their customer experience efforts driven by dedicated CEM organizations, but are twice as likely to have them driven by individual business areas. 5G SA CSPs are 10% less likely to report a lack of clear standards or goals, but, surprisingly, twice as likely to report a lack of internal consensus regarding CEM systems. Carriers with experience with standalone 5G are twice as likely to say that they do not have enough data to accomplish their CEM goals. While these are still undeniably early days for 5G SA – and therefore our survey's sample size is relatively small – these results highlight some of the practical effects of CEM in a 5G SA network. Since network slicing enables CSPs to design services targeted to specific business areas, the focus tends to be more on driving revenue versus competitors (who may not have 5G SA yet). This is likely because individual business lines like enterprise services or IoT are charged with developing value-added services enabled by slicing, they are more likely to drive customer experience efforts as well. The UK interviewee we cited above also complained that his CEM system did a poor job analysing IoT devices, and therefore he had little idea about the customer experience in that area. So why are 5G SA operators less likely than any other class of operators to say that they had enough data to support their CEM efforts? Especially since 5G SA networks produce more data than previous network generations? We believe that as more CSPs move to 5G SA, they find that their CEM data needs are greater than they anticipated. 5G service provision is more complex, and the 5G customer's relationship to the carrier is more complex as well. Even as 5G SA produces more data, therefore, CSPs are finding that they have trouble using it to produce insights and actions when they are needed. The explosion of service types, customer types, slices, and SLAs produces new opportunities to serve customers, but equally produces an explosion in data. It is a double-edged sword: CSPs can derive more granular, predictive insights from the data that they gather across systems, however without a robust data strategy and sufficiently sophisticated systems, the data will quickly become unmanageable. Without strong data management and analysis, insights that could identify experience problems and lead to their remediation arrive too late to do any good. Or worse: not at all. A modern CEM system must gather data across the CSP's entire environment, from the edge of the network, the core, and all customer touch points and even the CSP's store network. Then it must know what to process at the edge, what to discard, and what to send to the core for additional analysis. To do all of this, it must also understand all the myriad telco data formats and be able to process corrupted and other poor-quality data. To carry out real-time adjustments, the CEM system must employ AI that is powerful enough to handle this volume of streaming data. As CEM systems integrate with the rest of the carrier's environment, scale rapidly in both functionality and data volume, and make more decisions and adjustments automatically, observability becomes a bigger issue. It is impractical for human employees to approve every decision in real time, so the system must enable them to understand what it is doing and why. It should also be able to run analyses and what-if scenarios for staff. Gen-AI is useful for both of these needs. Its natural language capabilities can help CSP employees identify the most common experience problems and their likely causes, and may even be able to suggest a fix. Another essential product of Gen-AI is copilots, which help carrier personnel from operations to customer care dig deep into the CSP's performance data, identify problems, and carry out fixes. Using Gen-AI copilots and agents to parse this data and suggest remediations will become ever more useful as CSP environments grow more and more complex. The explosion in data also poses a problem for operational expenditure (OpEx). If storage and processing power scale linearly with data, CEM systems will become a budgetary black hole. Even the electricity they use will work against the CSP's sustainability goals. A modern CEM system, therefore, must be able to do more with less. Data processing and AI inference must be more efficient than in prior generations, and modern data formats must be supported. "The state of CEM in telecom" was originally created and published by Verdict, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Associated Press
5 days ago
- Business
- Associated Press
TM Forum's Open Digital Architecture Continues Industry Impact as Verizon Achieves Running on ODA Accreditation
COPENHAGEN, DENMARK, June 16, 2025 / / -- TM Forum, the leading global alliance of telco and tech companies, today announces that Verizon Communications Inc. (NYSE, Nasdaq: VZ) has become the latest Communications Service Provider (CSP) to achieve ' Running on ODA ' accreditation, demonstrating further industry adoption and momentum of Open Digital Architecture (ODA). TM Forum's Running on ODA recognizes CSPs building software architectures and delivery capabilities to TM Forum's industry standard ODA and Open APIs – proven to deliver advanced business agility. Verizon's adoption of ODA underpins a strategic transformation of its IT and network operations. By using its ODA-based North Star Architecture as the default blueprint, Verizon ensures consistent governance, eliminates duplication across vendor solutions, and accelerates technology integration – saving both time and money. Its API-first design enables rapid onboarding of partners and services while reducing complexity across the IT stack. This ODA foundation has significantly improved Verizon's operational agility and customer responsiveness. By reusing certified Open APIs and modular ODA components, Verizon has reduced service development timelines by up to six weeks, bringing new capabilities to market faster and with less rework. Catalog-driven orchestration enhances personalization and speeds up changes, improving the overall customer experience. A cornerstone of Verizon's ODA success is how it has empowered its workforce. Through targeted upskilling aligned with TM Forum's standards, Verizon has built internal capabilities to manage and evolve its ODA environment. This investment empowers its teams to innovate at scale, adopt AI-ready practices, and deliver future-proof digital services with confidence. A valued and active member within TM Forum, Verizon is the latest CSP to be accredited as Running on ODA, joining AT&T, Axiata, BT Group, CityFibre, Deutsche Telekom, Entel Group, Jio, NTT Group, Orange, SES Astra, stc, Telefonica Germany, Telefonica Group, Telia, Telstra, TELUS, and Vodafone and many more CSPs are actively using and contributing to ODA. TM Forum estimates that more than two billion subscribers globally are now served by carriers that are Running on ODA. Nik Willetts, CEO, TM Forum: 'Verizon's achievement is more than a milestone, it's a marker of what's possible when vision meets execution. Running on ODA isn't just about alignment with industry standards; it's about unlocking the speed, agility, and openness needed to thrive in a dynamic, AI-first market. As CSPs embrace composability, Verizon is showing what it means to lead, transforming architecture into a platform for innovation, growth, and exceptional customer experiences.' Sudharsan Srinivasan, Senior Vice President – Technology, Security, Governance & Infrastructure, Verizon: 'At Verizon, it is paramount that we continue to innovate to deliver the best in customer experience. Using TM Forum's ODA framework ensures more than just compliance; it confirms that we've operationalized the industry's blueprint for agility and innovation at scale. It underlines our commitment to leading from the front, equipping our teams with future-proof tools and open architectures that accelerate smarter, faster service delivery for our customers.' About TM Forum TM Forum is a global alliance of telco and tech companies, leading the industry in defining the building blocks for new operating models, impactful new partnerships, and advanced software platforms. TM Forum helps its members unlock the value of data to create nearly endless opportunities for players across the communications ecosystem. At DTW Ignite, Innovate, Accelerate and Collaboration events, TM Forum provides a platform for industry change-makers to share groundbreaking innovation, market developments, product launches and business transformation journeys. We are the only industry body to count the world's top 10 CSPs and all the key hyperscalers as active, strategic members. With over 800 members, we are on a mission to reinvent the telco industry as a vibrant part of the digital landscape – and a driving force in shaping its future. To find out more, visit: About Verizon Communications Verizon Communications Inc. (NYSE, Nasdaq: VZ) powers and empowers how its millions of customers live, work and play, delivering on their demand for mobility, reliable network connectivity and security. Headquartered in New York City, serving countries worldwide and nearly all of Fortune 500, Verizon generated revenues of $134.8 billion in 2024. Verizon's world-class team never stops innovating to meet customers where they are today and equip them for the needs of tomorrow. For more information, visit or find a retail location at Editors' notes: ODA replaces traditional monolithic software stacks with a composable component-based modular architecture that underpins rapid product and service innovation. Built on TM Forum's Generation five Open APIs, ODA enables CSPs to simplify, modernize and automate operations, realize significant cost efficiencies and create new revenue opportunities. To gain Running on ODA accreditation, CSPs undergo an in-depth evaluation with TM Forum using the ODA Success Framework. This holistic process assesses six key dimensions critical to achieving business results with ODA: principles and rules, skills, Open APIs, components, agile governance and process models. Verizon scored highly across all dimensions, demonstrating its commitment to the continued implementation and adoption of ODA across the organization. To date, nearly 100 companies have certified more than 1500 Open APIs, verifying their conformance to the ODA standards and frameworks. TM Forum Open APIs have been downloaded more than one million times. To find out more about TM Forum's Open Digital Architecture visit: For media inquiries, please contact: Vanessa Dewi Thompson, Executive Comms Verizon [email protected] Ilya Hemlin, Corporate Comms Verizon [email protected] Paul Wooding, Head of PR TM Forum [email protected] Legal Disclaimer: EIN Presswire provides this news content 'as is' without warranty of any kind. We do not accept any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information contained in this article. If you have any complaints or copyright issues related to this article, kindly contact the author above.
CBS News
6 days ago
- CBS News
One killed, two injured in wrong way crash in Colorado
The Colorado State Patrol is piecing together what happened when a driver heading the wrong way on Highway 76 reportedly caused a fatal crash Friday night. GMC damaged on front passenger side in wrong-way crash. Adams County Fire Rescue According to CSP, a GMC Sierra pickup truck, driven by a 62-year-old Denver resident, was driving east in the westbound lanes of Highway 76 near County Road MM3 just before 11 p.m. A woman driving a Honda west on the highway swerved to avoid the truck, but authorities said the truck's front passenger side struck the front passenger side of her car. The truck then rotated clockwise and rolled, coming to a rest in the road on its roof. The Honda reportedly continued east and drove off the road. CSP said the driver and passenger in the Honda were wearing seatbelts at the time of the crash. Honda damaged on front passenger side in fatal crash. Adams County Fire Rescue Authorities said the passenger in the Honda, a 44-year-old man from Thornton, was taken to the hospital, where he was pronounced deceased. The Honda driver and the driver of the Sierra were both taken to the hospital for treatment of minor injuries. CSP said charges are pending, and the crash remains under investigation.
Hindustan Times
13-06-2025
- Business
- Hindustan Times
Recalibrating the future of India-Australia relations
Five years ago, India and Australia elevated their relationship to a Comprehensive Strategic Partnership (CSP), a diplomatic milestone that reflected not only a convergence of values and strategic interests but also a shared vision for a free, open, and inclusive Indo-Pacific. The June 4 visit to New Delhi by Australia's deputy prime minister and defence minister Richard Marles to mark the anniversary of the CSP is not merely an occasion for ceremonial stocktaking, it is a pivotal moment that calls for a bold, forward-looking recalibration. India and Australia must now move beyond incremental progress and embrace a transformational vision for their partnership in the Indo-Pacific. CSP has already delivered substantive gains: robust defence cooperation, deepening economic ties, burgeoning technology linkages, and vibrant people-to-people engagement. And yet, the Indo-Pacific today is more volatile and contested than it was in 2020. Great power rivalries have sharpened, regional fault lines have widened, and internal complexities in both countries demand strategic clarity. To build on, and surpass, the achievements of the last five years in the next five, we must dismantle structural impediments, correct asymmetries, and advance a series of focused, high-impact initiatives that re-imagine the bilateral canvas. First, the economic pillar of CSP needs to evolve beyond tariff liberalisation and traditional trade. While the Economic Cooperation and Trade Agreement was a historic breakthrough, it must now serve as a stepping stone to a much more ambitious Comprehensive Economic Cooperation Agreement (CECA). A forward-leaning CECA must encompass services trade, facilitation of investment, regulatory harmonisation, digital governance, and intellectual property frameworks. A catalytic opportunity lies in unlocking Australia's vast institutional capital — especially its AUD 4 trillion superannuation funds — for investment in India's infrastructure, green transition, and digital innovation. India, in turn, could consider establishing a bespoke sovereign risk mitigation facility to de-risk and incentivise long-term Australian investment in priority sectors. Second, the 2022 critical minerals investment partnership remains an underleveraged strategic asset. With the global shift towards clean energy and the imperative to de-risk supply chains from Chinese dominance, this partnership must be elevated into a formal institutional mechanism. A joint India–Australia Critical Minerals Development Corporation, underwritten by concessional finance, technology sharing, and export-import arrangements, could bridge the gap between policy intent and commercial viability. Third, defence cooperation — though significantly enhanced — must now enter a new phase anchored in industrial collaboration. India's drive towards defence indigenisation under the Atmanirbhar Bharat initiative opens up promising avenues for joint research and development, co-development, and co-production. A dedicated Defence Innovation and Industrial Corridor linking Indian and Australian MSMEs, research universities, and start-ups could become a flagship initiative. Emerging domains (autonomous maritime platforms, undersea surveillance, and space-based intelligence) warrant deeper trilateral collaboration with trusted Quad partners. Fourth, diaspora-related frictions, notably around the fringe Khalistani separatism, have at times complicated bilateral diplomacy. Such issues, often inflamed by misperceptions and misinformation, need calibrated responses. Robust law enforcement must be complemented by more strategic and sustained engagement with the diaspora. An India–Australia Diaspora Dialogue Forum (comprising civil society leaders, scholars, and young professionals) can serve as a platform to deepen mutual understanding, temper polarising narratives, and anchor people-to-people ties in shared civic values. India's public diplomacy, too, must evolve, moving beyond cultural showcasing to substantive policy dialogues, youth exchanges, and think tank residencies. Fifth, education and innovation must now occupy the frontline of bilateral engagement. With Australia a preferred destination for Indian students, the next frontier lies in two-way academic mobility and co-creation of knowledge ecosystems. We propose the establishment of a bi-national University of Indo-Pacific Studies, with campuses in both countries, as a world-class hub for research in maritime law, AI, sustainability, and public policy. A complementary Australia–India Innovation Corridor, connecting IITs, Australian universities, and innovation clusters, can tackle grand challenges in climate tech, health, digital public infrastructure, and food systems. Encouragingly, Australia's new institutional footprint in India, be it Deakin University's campus in GIFT City or the University of Melbourne's Global Centre in New Delhi, is setting the stage for a new era of educational diplomacy. But systemic reforms are still needed: Recognition of qualifications, faculty mobility, and regulatory harmonisation must be fast-tracked. Finally, CSP must become a more proactive force in shaping regional architecture. India and Australia have collaborated well within Quad and IORA, but should now play a leading role in newer multilateral formats — like the Indo-Pacific Economic Framework (IPEF), Partners in the Blue Pacific, and the Supply Chain Resilience Initiative. The time is ripe for trilateral and minilateral initiatives involving Asean, Pacific Island, and African littoral states. Coordinated development finance, digital connectivity programs, and joint maritime security training in third countries can enhance the normative reach of this partnership. In these five years, CSP has laid a strong foundation. But for the relationship to fulfil its potential, the scaffolding must now become more ambitious, institutionalised, and future-oriented. This is a historical juncture in the Indo-Pacific, and the India–Australia partnership must not just be a bilateral success story; it must become an axis of regional transformation and stability. Amitabh Mattoo is professor and dean, School of International Studies, JNU, and founding director of the Australia India Institute and Manish Dabhade is associate professor, School of International Studies, JNU. The views expressed are personal.
