How to Make a Global Network Roadmap Executable

Tony

Hello, I’m Tony Mangino from TC2, and this is Staying Connected—the podcast where we talk about what really matters to enterprise buyers navigating today’s technology and sourcing decisions.

I’m joined today by my colleague Brent Knight from TC2 and we’re talking about global network roadmaps—and specifically, how to make the strategic roadmap executable before you go to market.

That last part matters. Because a roadmap can look great on a slide. Move from legacy MPLS to internet-first. Increase existing DIA bandwidth and maybe add broadband where it fits. Deploy SD-WAN to improve resiliency. Reduce cost. Increase flexibility.

All good objectives, right?

But here’s the thing: global network transformation doesn’t happen on a slide. It happens site by site, country by country, supplier by supplier, contract by contract.

Brent

Exactly. And that’s where a lot of strategies get into trouble. The vision may be sound, but the sequencing is not ready.

Tony

Right. The enterprise knows where it wants to go, but it hasn’t figured out the order of operations. Which sites move first? Which suppliers are addressed first? Which contracts create constraints? Which countries are hard to source? Which circuits can be replaced, and which need more planning?

Brent

And if those questions aren’t answered before going to market, the sourcing process can get complicated very quickly.

Tony

Let’s talk about sequencing. Why is that so important in a global network program?

Brent

Because every decision affects the next one.

If you source everything at once without understanding dependencies, suppliers may respond with assumptions you can’t validate. If you source too narrowly, you may miss leverage. If you move too slowly, contract deadlines and incumbent positions can limit your options.

Tony

And network services are especially sensitive to timing. First and foremost you’ve got contract constraints, then there’s installation intervals, site readiness and change windows, business continuity requirements and maybe even hardware dependencies.

Brent

Exactly. A global network roadmap has to respect operational reality. Some sites are easy to move, some are not. Some geographies have strong supplier options, and some don’t. Some locations can use broadband or wireless as part of the access strategy while others need dedicated service with stronger performance commitments.

Tony

So the roadmap can’t simply say “replace MPLS with internet.” That’s too broad.

Brent

Much too broad. The better question is: what is the right access strategy by site tier, business function, geography, and risk profile?

Tony

Where do customers typically get stuck before going to market?

Brent

One common issue is an incomplete baseline. The customer may not have a clean view of current circuits, bandwidth, costs, contract terms, service locations, or incumbent dependencies.

Tony

And if the baseline is weak, the RFP is going to be weak.

Brent

Right. Suppliers will make assumptions, and those assumptions will be different. Then the customer spends the evaluation period trying to reconcile apples and oranges.

Tony

Another issue is stakeholder alignment. Network, security, procurement, finance, operations, and regional teams may all have different priorities.

Brent

Yes. One team will want to move quickly to reduce cost. Another may be worried about performance and the potential for supplier consolidation. Those priorities have to be worked through before the sourcing process begins.

Tony

Otherwise, the sourcing event becomes the place where unresolved strategy debates show up.

Brent

Exactly. And that slows everything down.

Tony

So how should enterprise customers think about sequencing the roadmap?

Brent

Start with the current state. What services are in place? What do they cost? Which contracts govern them? What are the notice windows, minimum commitments, renewal dates, and transition rights?

Tony

Then connect that to the future-state design.

Brent

Yes. Define the site tiers, access standards, resiliency patterns, bandwidth targets, SD-WAN assumptions, and security requirements. Not every site needs the same design. Tier 1 sites may need DIA plus diverse backup while smaller sites may use broadband. Remote sites may require wireless or satellite. The sourcing strategy should reflect those differences.

Tony

And then you decide how to go to market.

Brent

Exactly. Some programs should be sourced globally, while others may benefit from regional waves. Sometimes it makes sense to separate transport, managed services, and overlay components such as SD-WAN. Sometimes bundling creates leverage. Sometimes it creates confusion.

Tony

That’s the part where one-size-fits-all thinking can be dangerous.

Brent

Very dangerous. The sourcing structure should match the roadmap, not the other way around.

Tony

Let’s talk about suppliers. Incumbent dependencies can be a major issue in network transformations.

Brent

They can. The incumbent may control critical parts of the current estate, and switching may not be realistic everywhere at once. That doesn’t mean the customer has no leverage, but it does mean the strategy has to be honest.

Tony

So you can create leverage through partial competition, phased migration, regional alternatives, or pricing pressure tied to benchmark data.

Brent

Exactly. You build leverage where you can, and you avoid pretending there is leverage where there isn’t.

Tony

Contract timing is another big factor. If the sourcing timeline doesn’t align with the renewal calendar, the customer can end up signing an extension just to buy time.

Brent

And sometimes that’s fine. A short bridge can be strategic. But a long extension that locks in spend and limits flexibility undermines the whole roadmap.

Tony

So contract planning is part of network strategy.

Brent

It has to be. The technical roadmap and the commercial roadmap need to move together.

Tony

For listeners preparing a global network sourcing effort, what questions should they answer before going to market?

Brent

Start with: do we trust the current inventory, costs, and contract data?

Then ask: which sites are critical, which are standard, and which are candidates for a different access model?

Tony

I’d add: where do we actually have supplier alternatives, and where are we constrained?

Brent

Yes. And what contract dates or commitments affect our timing? How long might it realistically take us to transition services? What internal resources are required to support migration? And what sequence gives us the best mix of leverage, speed, while minimizing operational risk to the business?

Tony

What should customers avoid?

Brent

Avoid launching an RFP before the roadmap is ready. Avoid treating all sites the same. Avoid allowing suppliers to define the architecture through their proposals. And avoid making contract decisions that force the technology team into a bad migration sequence.

Tony

Because once the market process starts, it becomes much harder to fix the fundamentals.

Brent

Exactly.

Tony

The key takeaway is that a global network roadmap needs more than vision. It needs sequencing.

Enterprise customers should understand the current state, define the future-state access model, align stakeholders, map contract timing, and decide how to structure the market event before suppliers start shaping the conversation.

Brent, final thought?

Brent

A roadmap becomes executable when it connects strategy to timing, sourcing, contracts, and migration reality. If those pieces line up, the enterprise can move with confidence. If they don’t, even a good strategy can get trapped by supplier dependencies, bad timing, and operational complexity.

Tony

That is a great place to leave it.

To our listeners, if you would like to discuss how to make your strategic sourcing roadmap executable before going to market, or if you’d like to discuss other technology strategy, sourcing and cost reduction needs with me, Brent, or any of our TC2 and LB3 colleagues, please give us a call or shoot us an email.

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