JVG: What was the biggest challenge in transforming a state owned bureaucratic conglomerate into a modern technology company?
Obermann: The main challenge in the process of liberalization and privatization was to develop the culture of a former government agency into the spirit of a service- and technology-oriented modern ICT-company. One of our challenges today is to strive for a modern regulation in Europe, which promotes the necessary investments in high-speed broadband-infrastructure.
How do you promote innovation in your company?
We cannot do everything on our own. For us, innovation is a threeway combination consisting of inhouse developments, partnerships and acquisitions or shareholdings in innovative companies. In the past few months, we have taken many steps in this regard – some small, some large. With our venture capital subsidiary T-Venture we will participate more actively in external innovation.
How does Telekom meet its claim as a leading technology company?
Innovation and technological leadership is key for a modern ITcompany like Deutsche Telekom. With our T-Labs in Berlin, we portray how important continuous innovation is. As mentioned partnering in innovation is one of the main pillars of our strategy.
What are the perspectives for Deutsche Telekom in the US?
Deutsche Telekom’s subsidiary is set to expedite its challenger strategy in the US market. A cornerstone is the start of a high-speed LTE network in most of the US metropolises by 2013. T-Mobile USA is determined to profit from the strong increase in the mobile data business.
What can the consumer, corporate and business customers expect from Deutsche Telekom?
“My first choice for connected life and work” – this is what customers should have in mind when thinking about Deutsche Telekom. We will achieve this upon the provision of seamless connectivity, more innovation by cooperation, secure cloud solutions and a best-in-class customer experience.