Research

Defining the future telco — and what it means for operators and their partners

operator transformation in practice

Operator transformation in practice: Telkom Indonesia case study

Telcos have three options in dealing with the disruptive business models of the Internet giants: protect their core business (piper), compete head-on, or co-opetition. All options require operators to digitalise their operations. This sample report looks at how Telkom Indonesia is managing the transformation of its business to become more agile and deliver best-in-class customer experience.

IoT in Asia

IoT in Asia: Differing views on how to climb the value chain

Most telecoms operators agree on the need to secure new value from IoT, but they don’t all agree on how. This sample report gives a snapshot of presentations from our Singapore Senior Executive Strategy Seminar, and discussions among attendees from 12 major regional operators and industry organisations on how to move beyond connectivity in IoT.

Making big beautiful: Multinational operators need the telco cloud

Multinational operators have not been effectively harnessing their size and cross-country footprint. To create attractive economies of scale, they need to adopt a Telco Cloud model. Through a more common infrastructure and an innovation model which is sensibly calibrated across OpCos, large telcos will become more efficient and innovative.

LPWA: Which way to go for IoT?

The LPWA market is highly fragmented, and telcos need to decide now which LPWA technologies to provide as part of their IoT portfolio. This report examines different LPWA technologies and use-cases, providing analysis to help telcos choose which ones are right for them.

Ballet boxers

Telcos and GAFA: Dancing with the disruptors

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? And what are the strategic implications of supporting players who habitually use their powerful brands and software expertise to disrupt entire industries?

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