What are the threats, opportunities and lessons from telcos from disruptors’s business strategies?
Nine change stakeholders describe their experience of telco transformation, providing insights on the change process and learnings for others that are remodelling their organisations for the future.
The world is entering the post-pandemic era of hybrid working. This report dissects enterprise perceptions of hybrid working and argues that operators have a crucial role to play in building a thriving hybrid working environment for enterprise customers.
We evaluate the role of disaggregation and cloud native infrastructure and key breakthrough opportunities for network operators.
There are troubling signals in the business environment. Consumer confidence is at an all-time low due to inflation, conflict, Covid and climate change. What are the consequences for telecoms, and what should telcos, vendors, policymakers and others in the ecosystem do? In the first of two reports we examine the macro forces and outline three key steps to reshape priorities and the strategy agenda.
In recent years, the web 3.0 movement, which seeks to fundamentally change the economics of the Internet, has gained significant momentum. For many telcos, the disruption caused by a shift to web 3.0 could open up opportunities to rebuild relevance and revenues in the consumer market.
Beyond just connecting it, there are three broad telco strategies for the Metaverse that are being developed and led by Verizon, Telefónica and SKT.
Since we first published this report in 2019, telcos have made significant investments in 5G, but value continues to shift towards service differentiators. Transformation remains at the heart of most telecoms operators’ strategies but change has been painfully slow. This report explains why agility and innovation – the goals of transformation – will remain elusive until CFOs adopt new resource allocation models at their organisations.
Despite the hype around edge computing, telcos have been slow to commit investments amid competing priorities for networks teams. How can they work with partners to get the right balance between cost, speed of deployment and developer needs in a fast moving competitive market?
Live entertainment is evolving fast, as greater connectivity and digitisation allows for new experiences for both the audience at the venue and the people watching online. How can telcos play a more valuable role?
Telecoms is too important to leave up to traditional fixed and mobile operators. Thanks to the “democratisation” of shared spectrum, virtualised networks, fibre and cloud – plus the demands of industry, government and local communities – a plethora of new service providers are emerging to fill the gaps. This report is intended as a “spotter’s guide” to the categories of network owners and operators.
There is much debate in the industry on the topic of telco edge computing, but little clarity for players within the telecoms industry and potential customers on how much capacity will be available. This report forecasts the capacity of network edge data centres from 2021-2025.
Edge computing: the US$500 billion opportunity, modelling total edge computing addressable revenue 2020–2030.
Why did AT&T buy, and then sell, DirecTV and Time Warner after only six years? This report looks at AT&T’s decisions, actions and their consequences, and the lessons for others attempting adjacent market moves and M&A.
Which companies are bringing the Coordination Age to life, and how can the telecoms industry learn from or partner with them? This is the first report in a series outlining companies that we think are lighting the path on the journey to the Coordination Age. Its goal is to deepen understanding of the Coordination Age and to inspire innovation and engagement in this crucial transition.
As telecoms operations become increasingly softwarised, network functions are getting broken down into their individual parts, and reassembled as an essential part of the IT stack for industry-specific applications and services. In this disaggregated telco value chain, is there anything left that is distinctively ‘telco’?
Many telcos have visited the Valley in search of new and “open” innovation opportunities, but the returns often seem fleeting. We talked with a 20-year veteran of the circuit to understand why, and what needs to change if they are to embed and operationalise such innovation.
We explore the recent developments in the private network market, regulatory activities and policies on local and shared spectrum, and the different deployment approaches and business cases for traditional telcos and the expanding range of other stakeholders.
5G is now the main driver of VNF deployment. But can telcos be cloud-native without being hyperscaler-dependent?
Will many other digital commerce and content companies follow Reliance and Rakuten into the consumer connectivity market?
Our in-depth analysis of Microsoft’s play in the telecoms market, why it acquired Affirmed Networks and Metaswitch, and what telcos should do about it.
In a market written off by many as too competitive and complicated, Reliance Jio has risen extraordinarily quickly to be the leading operator in India, playing a major role in the delivery of Digital India. How did it do it, and what can others learn?
The delivery of ‘mixed reality’ experiences through various forms of AR / VR ‘glasses’ is improving, and Apple may be planning to enter the fray alongside other heavyweight players such as Amazon and Google. We review the realistic timescales, and the opportunities for telcos.
Both telcos and hyperscalers want to capture the value at the edge, but they need to work together to deliver of edge computing solutions and generate demand among customers. How can operators collaborate with hyperscalers while strengthening their role beyond connectivity?
As public suspicion about the veracity of online information increases, telcos could use their behavioural data to help Amazon, Google, Airbnb, Uber and others counter fraud, identity theft and fake reviews.
The global shift away from cash opens up a variety of potentially lucrative opportunities for telcos. What should telcos do to capitalise on the synergies between telecoms and financial services?
As a conglomerate with growing investments across the Internet of Things and AI value chains, SoftBank is a unique and intriguing player in the telecoms industry. What exactly is SoftBank’s strategy, and does it give its telecoms businesses a competitive advantage?
How telcos should be preparing for the seismic shift in the video games market signposted by Google’s new Stadia cloud gaming service.
Amazon provides telecoms operators with a playbook on how to combine physical and digital assets into a compelling customer proposition. This report discusses how telcos can learn from and partner with Amazon.
How telcos can partner with disruptors and innovators, such as Uber, Bird and Lime, to carve a role for themselves in urban travel and address the myriad challenges facing cities.
Uber and Tesla are at the forefront of a new age of personal transportation in which wireless connectivity will play a major role. Both of these disruptors could be important partners for telcos, while offering lessons about consumer engagement, relationships with regulators and strategic thinking.
What the leading on-demand entertainment specialists – Netflix and Spotify – will need to do the mount a serious challenge to GAFA in the top tier of Internet platforms and how telcos can help them make the online world more competitive.
Telcos and the major Internet platforms increasingly rely on each other. What kinds of agreements should operators enter into with Amazon, Apple, Facebook and Google and what should they avoid?
Facebook set up the Telecom Infra Project in 2016 to drive open source standards in core telecoms hardware and network operations. In this report we examine the implications of this project for telcos and other industry players, and recommend how they should respond.
With iPhone sales apparently peaking, Apple is looking to double its revenue from services over the next four years to approximately US$50 billion, taking it deeper into adjacent markets, such as entertainment, financial services and communications.
Baidu, China’s answer to Google, is one of the world’s leading Internet companies by market capitalisation. But can Baidu break out of the Middle Kingdom? Fast-growing smartphone maker, Xiaomi, is building a multi-faceted ecosystem and a tribal brand among young people.
An extract from our 284 page, 124 chart, strategy report that analyses the business models, markets, objectives, strategies and modus operandi of the major adjacent players, and their current and future impact on the telecoms industry.
Access some of our recent research for free