We increased our customer base to 100 million within the first year itself. And I'll come to that on how we did that in a year. SV: One year later? To be honest with you, we started with a plan of 24 months, and somehow, we managed to do that in a year. MH: So, what were the results of this project one year later? MH: So again, back to your point that this is all about optimizing the available spectrum that the combined entities had. So, how do mobile operators in today's world continue to support that and be relevant? The competition against over-the-top (OTT) is getting tougher and is getting tougher as we speak, and the demand for data is increasing. But ultimately, it was about how we can be relevant post-COVID when capital outlay demand for operators increased significantly. Now, if this results in some savings moving forward at the end of the day, so be it. Its main purpose was to collaborate with two large telco operators in Indonesia, coming together, joining forces, and bringing the best services it can to the people of Indonesia. That was, obviously, an outcome as part of the integration. But one thing I have to say upfront is that the whole idea of the merger was not to drive cost optimization. If you're dropping 17 thousand sites, 30% of the sites, because they're overlapping, that certainly helps the bottom line. MH: And as part of that, there was some benefit on a cost basis, too. So, net/net, was a massive growth of capacity, reach, and accessibility for the consumers into the entire integration.

We were starting to cover areas where we were not covered before, and we started providing services to consumers that we could not reach before. Now, what does this mean in terms of MOCN with the incremental spectrum? With the combined optimized positioning of the 43 thousand sites, it not only gives additional capacity to our existing customers, but it also gives us larger coverage to the population of Indonesia. We had to drop about 17,000 sites and keep about 43-45 thousand sites. Now, when we combine the spectrums, we combine the sites together. Combined we had about 60,000 sites across Indonesia, and that's a huge number. Number two, the physical number of sites. When we combined those spectrums, we went from two to three. Sanjay Vaghasia: One partner came in with two spectrum holdings, and the other operator had three spectrum holdings. Sanjay Vaghasia, the Chief Integration Officer at IOH, had a big job and he couldn't have done it without MOCN - and the Indonesian cultural mindset of 'Gotong Royong.' MOCN is just one linchpin to the successful merger at Indosat Ooredoo Hutchison in Indonesia. It's a transformational technology for communications service providers who have two or more networks that must work together to leverage the spectrum and the infrastructure that supports it. Michael Hainsworth: Multi-Operator Core Networks (MOCN). And for Sanjay Vaghasia, the Chief Integration Officer at Indosat Ooredoo Hutchison in Indonesia, the local custom of 'Gotong Royong' played a critical role in adding new subscribers while cutting costs by 30%.īelow is a transcript of this podcast. A successful merger in the telecom world requires MOCN: Multi-Operator Core Networks.

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