My vision of the 21st century for the ITU-T

Zhao Houlin

Candidate for the post of the Director of Telecommunication Standardization Bureau

1 Challenges

The end of the 20th century is witnessing a veritable explosion in the communication and information society: the rapid growth of the Internet and mobile telecommunication, the WTO basic telecommunications agreement, the worldwide trend of liberalization, competition, globalization, and the convergence of technology and services. In this rapidly changing environment, the ITU-T (ITU Telecommunication Standardization Sector), which has enjoyed worldwide recognition and competence in telecommunication standardization, faces challenges from the market forces which require specifications or standards to be developed quickly in order to respond to growing demands for the accelerated development of new services and products. Believing that the world needs an effective and efficient ITU-T, I will strive to exploit the special attributes of the ITU-T to strengthen its pre-eminence and to maintain its leading position in global telecommunication standardization of the 21st century.

2 Goals and strategies

My overall goal is to keep ITU-T leadership strong, more dynamic and responsible in delivering services to the whole telecommunication community at the level of excellence and within the time-frame expected by its members.

2.1 Improving working methods

During the recent past, the ITU-T changed its working methods more than once, each time adopting a quicker process of production of Recommendations. Today there is still a strong market demand that the time required for developing and approving Recommendations, especially those of non-regulatory nature, be further shortened. To meet this request, the ITU-T has no other alternative but to further improve its working methods in order to be more pragmatic, relevant but flexible. The ITU-T must endeavour to find means to increase its market share for its standards. The ITU-T must accelerate its procedure for adopting Recommendations more rapidly to keep pace with rapid technological progress and market demand. To reach this target, I will take the following initiatives:

• enhance management and promote the methods, including use of electronic document handling (EDH), for faster exchange and dissemination of information for development and decisions on standards;

• foster the study of market-driven urgent issues in a relatively short time-frame;

• improve the coordination between the TSB (Telecommunication Standardization Bureau) and the different services of the ITU to ameliorate the timeliness and quality of services;

• seek new and innovative ideas beyond traditional approaches for more rapid development and approval of Recommendations.

2.2.1 Partnership of private sector

In the ITU-T, the Sector Members play the leading role in the development of Recommendations. A significant part of the ITU-T budget comes from contributions by the private sector. Due to deregulation and/or privatization, there are more and more new network operators, service providers, and software developers. If the ITU-T does not respond effectively to the needs of the new environment, a greater number of players will join other bodies such as consortia, fora or regional standardization bodies which may be perceived as being able to meet their needs.

ITU-T should be a focal point among all of the partners involved in the development of the Global Information Society, reflecting the view of all partners concerned, including governments, regulators, manufacturers, and operators. I will support the study on measures which will lead to strengthen the private sector position within the ITU-T and to attract the new players to join the ITU-T.

2.2.2 Participation of developing countries

In this rapidly changing technological environment, it is vital that developing countries are not left behind. I will explore measures, in cooperation with the ITU Telecommunication Development Sector (ITU-D), on how to facilitate the involvement of developing countries in the standards setting process and find ways so that these countries can best benefit from the results. My initiatives will include:

• encouraging companies from developing countries to join the T Sector;

• finding the means to help experts from developing countries to participate in the activities of the ITU-T;

• assigning ITU regional offices as focal points for dissemination and exchange of information on ITU-T standardization activities;

• holding of experts meetings in the developing countries.

2.3 Active cooperation with other ITU Sectors and outside bodies

The ITU-T should actively seek closer collaboration with the ITU Telecommunication Development Sector (ITU-D), and with the ITU Radiocommunication Sector (ITU-R) wherever necessary.

The ITU-T should continue to play a leading role in the promotion of cooperation among international and regional standardization organizations, fora and consortia concerned with telecommunications. To make the best use of the highly qualified but limited human resources in the telecommunication research field and to serve the market with a minimum cost, I will spare no efforts to convince the other bodies to avoid duplication of work or to share work where possible.

2.4 New financial arrangement

The ITU-T should establish a transparent budget proposal that incorporates financial management principles and techniques, including cost recovery as appropriate and sponsorship for specific projects.

The ITU-T should be more progressive and visionary in supporting the global services in which it can use its expertise and neutrality to work in partnership with service providers, such as it has already achieved with the Universal International Freephone Numbering (UIFN) registration function. This is also a good means to strengthen the financial base of the Union.

I will apply and improve the ITU-T budget transparency so that Study Groups or the working teams (such as focus groups or project teams) can better arrange their work with a greater accountability. I will introduce a plan to support the urgent and/or unexpected activities demanded by the marketplace.

2.5 Management of the Telecommunication Standardization Bureau (TSB)

The role of the TSB is to coordinate and organize the work of the ITU-T by providing the appropriate services, information and support to the ITU-T Study Groups for the accomplishment of their work and to the ITU-T membership in general.

The ever-increasing workload and the severe resource constraints have constantly put pressure on the TSB in the carrying out of its daily tasks. With the retirement of about half of the key staff of the Bureau in the next few years, the situation will become more critical. I believe that the creation of a strong team-spirit and an environment in which the optimum skill and potential of all Bureau staff can be realized are very important to overcome these difficulties and will ultimately bring maximum benefit to all ITU-T Members. With the good relationship established during the last 12 years between my colleagues of the TSB and myself, I am convinced that I can create this environment.

I will see to it that the TSB structure, working methods and staff training are kept up to date in order to respond to the needs of the ITU-T membership which operates in a constantly evolving telecommunication standardization environment. It is vital that the TSB be able to fulfil the ever more challenging duties required of it and thus maintain at a level of excellence the services it provides to the ITU-T members.

3 My commitment for the future