Succession planning is a critical challenge for any corporate chief executive. But few would say it's priority number one from the first day on the job.
"When I was appointed, the first thing that I asked the board was for three to five years to pass on leadership to the next generation," says Somchai Lertsutiwong, chief executive of Advanced Info Service Plc.
"That's my greatest challenge — building a new foundation for this company."
AIS has dominated the Thai telecommunications landscape since it launched mobile phone services nearly 25 years ago. The company had 40.8 million subscribers as of last September, compared with 27 million for DTAC and 23 million for True Mobile.
But Mr Somchai, 52, knows well that the technology sector is littered with case studies of companies losing market leadership due to missteps or disruptive technologies.
"Our aim is to change AIS into a digital life service provider. We can't rely on infrastructure alone. We have to move to data," he told the Bangkok Post.
Mr Somchai, who served as chief marketing officer before becoming chief executive last July, says he has three near-term goals, starting with the migration of the company's 3G network to a fourth-generation platform to better meet the booming demand of consumers for data and high-speed bandwidth.
The second task is to expand AIS beyond mobile services to fixed broadband services, with the third task to bolster the company's digital content portfolio, whether it be in terms of applications, music, games or video.
The National Broadcasting and Telecommunications Commission recently announced that it planned to auction new frequency spectrum for 4G services starting in August, a move which analysts say is critical if the country is intent on embracing the so-called digital economy.
For fixed broadband, AIS in February plans to roll out services in 10 provinces nationwide, using a combination of VDSL, fibre optic and wireless broadband technologies.
"When we built our 3G network, we laid fibre optic cables across the country. Now it's just a question of closing the last mile between our stations and homes," Mr Somchai says.
Improving AIS's mobile network and launching new fixed broadband services both represent new infrastructure investments.
Mr Somchai says the third leg, digital content, will be the software that will leverage the company's new expansion in hardware.
Besides videos and games, Mr Somchai says digital content also includes mobile commerce applications that allow consumers to complete transactions right from their phone.
Cloud computing, both for retail and corporate clients, is the fourth element of AIS's digital content strategy, where data and services are available constantly from a variety of devices.
The last element includes "M2M" services or machine-to-machine transactions.
"It's not here yet, but this will be very important in the future, where ATMs, cars or even refrigerators all can interact with your phone and SIM," Mr Somchai says.
"We need to build a new foundation over the next three to five years. Right now, for mobile, whether it be in terms of network or services, we are number one. But we need other elements for our future also."
Digital content will be developed using a partnership strategy rather than through in-house development or acquisitions.
"Take video. We will build the infrastructure. But we won't buy content. No, we will partner with Netflix, GMM Z or CTH. Customers then will choose what they want," Mr Somchai explains.
"We have the money to invest in content. But we don't have the expertise. What we do have is expertise in terms of the platform and we have the customer base. But we will build partnerships with those who have strength in terms of content."
While the concept is certainly not unique, Mr Somchai says he believes AIS can leverage its strengths to be a leader in the digital space.
"Why are we number one in the market today? Customers perceive us as better, whether it's in terms of service or quality," he says simply.
But Mr Somchai says this perception is a double-edged sword.
"If you compare our brand to a person, you might say we are a good student but not someone very approachable. I'm not saying old, but rather someone talented but not that friendly," he says.
"We have to accept that as the market leader there comes the perception that we are older, more conservative than our competitors. It's something that needs to be changed gradually. Why? The fact is that those in Generation X or Generation Y represent our future customers as well."
Mr Somchai says AIS's corporate culture also has to evolve for the future under its mantra of "I-HIP", representing innovation, helpfulness, insights and professionalism.
"As a company, we are very customer-centric, we know our technology and are very professional. We still need to improve the first 'I', innovation."
Still, at the end of the day, Mr Somchai says outcomes outweigh perceptions. He says success is measured based on progress engaging three key stakeholder groups—customers, staff and partners.
"We have good customer retention and engagement. But the third level is customer intimacy. We want customers to love us," Mr Somchai says, citing the case of Apple.
"If customers love us, they will always stay. One day we might make a mistake. But if they have that love, we will not lose them."
Motivating staff is equally critical. "Our success depends on our people. Our people have to be happy, have to see advancement. If I am going to be a good CEO, I have to find a way to make our people happy," Mr Somchai says.
He paused. "I always tell staff, you don't just work for money. Of course money has to be paid. But you work for knowledge, for the experience and the opportunity.
"You also work for pride. We are building infrastructure for the country. We are building something for future generations. That's something to be proud about."
The details that matter
Personal heroes?
I don't have any one person I would call a hero, but I try to learn different things from various people. Take Steve Jobs. I really admire his innovativeness, his daringness. No one before believed that a phone with no buttons could succeed. But I can't say that I like his personal style, his abrasiveness with his staff. On the other hand, if he wasn't that way, perhaps he never could have accomplished the things that he did.
What's your favourite application?
Line, by far. I belong to a number of groups, and through these I can get all of the news I need. I watch various videos on YouTube from links sent to me through Line.
Sure, Google for information and searching, and YouTube for videos. But I might spend one to two hours per day on Line.
Hobbies?
I enjoy watching films. A film encapsulates different ideas, different environments, in an entertaining package. Take Schindler's List. Schindler was a very talented man, a successful man. But he sacrificed everything to help others. I find that very inspirational.
I can watch any genre. But to be honest, films nowadays don't seem to be as good as before.
I also enjoy travelling, whether in the country or abroad.