Lars Sandström

Lars Sandström has been working in various positions in Sales, Marketing, Business Development and Business Management during his 34 years at Ericsson. Lars has also spent a lot of his time abroad, primarily in Asia and worked together with several Service Providers’ C-level teams in 2-3 months projects to drive their top line. Today, Lars holds a position in Ericsson’s Marketing Organization, primarily focusing on developing the business for Ericsson’s customers.

Lars Sandström

Virtualizing your voice network—why bother?

Situation: You have a machine in execution mode. Your machine is constantly handling all requests for voice services, services that in the circuit switching domain gets fewer requests year over year. Why risk anything by changing to new technology? Why would anyone invest in new equipment for a service that gets fewer requests and faces declining revenues?

Voice is not noise: re-inventing voice service

For some years, we have been saying that "voice is noise," and that is true from a bandwidth consumption point of view. And, again, it's true when service providers around the world bundle voice service with data and include, for example, 1,000 minutes when you buy a certain amount of data; then voice becomes noise.

GearUp session—Drive customer experience in real time

Today telecom networks give alarms if there is a network failure, even if the failure is so small that it has no or only a minor effect on the users. However, if all of a sudden during 1 hour, for a certain consumer segment in a certain province, customer satisfaction is degraded by 20 percent, how quickly is this information provided?

GearUp session—Are you ready for BizOps?

Now, first of all, what do I mean by "BizOps"? Well, in DevOps, we talk about how to become more agile through a software development process that emphasizes communication and collaboration where building, testing, and releasing software happen rapidly, frequently, and more reliably.

GearUp sessions—Break the curve

The other day I stumbled across a report from McKinsey; the report mentioned some figures that made me stare at them. Here is the graph that caught me: