Defining the future telco — and what it means for operators and their partners
STL Partners are undertaking research with telecoms operators worldwide to understand the value opportunity for AI across their businesses. Let us know how your organisation is approaching AI and where you think the real value lies. In return, we’ll show you how you compare with others in the industry.
Many telecoms operators see network function virtualisation (NFV) as a core driver of their transformation into more agile and flexible organisations. However, there is less consensus across the industry on the best way to structure virtualisation programmes to achieve this goal.
Telcos have a business imperative to reduce costs and improve customer experience in order to survive, and they believe AI will be instrumental in achieving this. This is a sample report from the presentations at our Singapore Senior Executive Strategy Seminar, looking at how telcos are prioritising AI investments and including two case studies from Telenor and Vodafone.
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.
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.
With Multi-Access Edge Computing (MEC), telcos can move workloads and applications closer to customers, potentially enhancing experiences and enabling a plethora of new use cases. But with competition looming from other players, telcos need to start commercialising MEC. We have identified and modelled five viable telco business models.