The telecom industry is in a rapidly evolving period, during which firms are seeking to deliver shareholder value amidst digital transformation, workforce disruptions, and more and more data-driven consumer behavior. A new strategic emphasis lies within the internal capabilities and operational innovation of firms.  Through the use of this study, we explore how three strategic key dimensions, Marketing Efficiency, Workforce Optimization, and Process Innovation, jointly help affect Shareholder Value in telecom organizations. Quantitative data from one hundred and twenty telecom executives were obtained from the quantitative data, and qualitative insights obtained from in depth interviews to have a qualitative data. Passing the hypothesized relationships was validated using Partial Least Squares Structural Equation Modeling (PLS-SEM). Concurrent with the assessment of model explanatory power, standardized path coefficients and R2 values were calculated, and qualitative thematic coding was used to assess the Correlational category as a means to understand alternative paths in the above model. Therefore, the findings showed all three strategic constructs forming significant relationships with shareholder value and Process Innovation (β = 0 .47) had the greatest influence followed by Workforce Optimization (β = 0 .40) and Marketing Efficiency (β = 0 .35). Shareholder value was accounted for 62% with the model (R² = 0.62). The quantitative results were reinforced by the thematic analysis, in which the latter found that innovation and human capital were identified as strategic value levers. This research also shows that innovation, workforce agility, and marketing precision are the strategic convergences that are needed to create shareholder value. To support long-term performance and investor confidence, telecom firms must adjust strategic attention from the external transformation to the internal transformation