Telstra: Work Centered Analysis Report - Business Development Module

This report presents a work centered analysis of Telstra, examining key aspects of its business operations. It begins by identifying Telstra's customer base, including fixed retail, international, and rural/remote customers. The report then delves into Telstra's digital activities, such as IT infrastructure, network operations, and the use of applications for staff interaction and customer service. It also highlights the implementation of telematics and online services. Furthermore, the analysis covers Telstra's business processes, focusing on how they enhance customer service, manage data security, and leverage digital disruption for staff training and privacy control. The report also references the technologies that Telstra employs, including mobile phones, online services, and cloud services, to support its operations and customer interactions. The report also includes references to academic papers that support the analysis, such as Christensen, Raynor, and McDonald (2016), Kiron et al. (2016), Platanou and Mäkelä (2016), and Vey et al. (2017).

WORK CENTERED ANALYSIS OF TELSTRA
Name of Student
Name of University
Author note

Customers Products
 Fixed retail broadband customers
 Telstra International
customers(Telstra.com.au, 2019)
 Stakeholders of Telstra
 Customers in Rural, remote and urban
Australia
 Digital activities as a part of core
operation framework
 IT, networks, commercial and NBN
delivery.
 HR Application to increase staff
interaction.
 Telematics has improved the vehicle
fleet operations.
 Better online services.
 Connected customer programs
Business Process
 Connecting every customers supports development of skills within the employees and
advancing the data security(Telstra.com.au, 2019).
 This manage and protect the consumer data and information and allow the customers to
enjoy safe service.
 The digital disruption also improved the staff of the training.
 It has also strengthen the privacy control at international level (Kiron et al. 2016).
 Provide opportunity to increase the low-income package and marketing of Telstra
(Telstra.com.au, 2019).
 The number of visits in Telstra for website Internet and cyber security also increases

(Christensen, Raynor and McDonald 2016).
.
Technology Participants Information
 24-x7 tablet and
smartphone
application
 HR
Application(Platanou
and Mäkelä 2016)
 Telematics
 Global networking,
strategic partnership
and many cloud
services(Vey et al.
2017).
 machine-learning
algorithm
 International customers
 Rural, remote and urban
Australian customers
 Government.
 Online Business.
 Community
 Online information
services
 Websites
 Telstra internet
 Communicating to the
staffs

References
Christensen, C.M., Raynor, M. and McDonald, R., 2016. DISRUPTION. Harvard Business
Manager (deutsche Ausgabe) Januar, pp.64-75.
Kiron, D., Kane, G.C., Palmer, D., Phillips, A.N. and Buckley, N., 2016. Aligning the
organization for its digital future. MIT Sloan Management Review, 58(1).
Platanou, K. and Mäkelä, K., 2016. HR function at the crossroads of digital
disruption. Työn1/2016.
Telstra.com.au (2019). Telstra - mobile phones, prepaid phones, broadband, internet, home
phones, business phones. [online] Telstra.com.au. Available at: https://www.telstra.com.au/
[Accessed 5 Apr. 2019].
Vey, K., Fandel-Meyer, T., Zipp, J.S. and Schneider, C., 2017. Learning & development in times
of digital transformation: Facilitating a culture of change and innovation. International Journal
of Advanced Corporate Learning (iJAC), 10(1), pp.22-32.