The first I joined UMOBILE, I presented a high level of RA roadmap to my boss. One of his comment was the presentation looks like vendor presentation. What to expect in the first week of your job as manager? From my 1 week observation,the company maturity of RA is at level 1, it meants the controls are on manual basis and adhoc,there is no formal RA activities and no RA business process defined. So,it will be my task to defined all the basic fundamental of RA and performed execution. The most important part is the delivery of results. 

I could see that getting management support on RA activities is extremely important. Without this,you can execute RA across the company. It would be difficult to get engagement with other party if you failed to approach systematically.So,the current approach with I which had been agreed with my bos was from top down level approach. 

Importance of RA had been known widely by all management level. The question will be how to implement RA and customize the program according to the local environment. The importance of getting RA to suits with local needs was whole purpose of doing RA. This is my believe. I read through talkra.com and someone introduced some fantastic KPI or some bombarstic word to describe their RA activties like RA Vector or revenue management or revenue etc. To me, if this new idea can't work in your company,I believe,it's a failure. Because, there is no use introducing some 'great' ideas of RA , you can can't address the most basic and fundamental of RA. 

I'm preparing the RA Roadmap for 2 years plan in UMOBILE. I found difficulty to explain the idea and dimension of RA which I used to in DiGi. As you know, DiGi had a successfully run RA program and this had been acknowledged by the PWC in their audits around 2009. DiGi scored 3.9 maturity against 5.