Transformation lies at the heart of most telecoms operators’ strategies but change at companies is 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.
We look at overarching trends in digital health and how telcos, global internet players, and health focused software and hardware vendors are positioning themselves to address the needs of resource-strained healthcare providers.
How AT&T, Deutsche Telekom and Orange are taking on GAFA (Google, Amazon, Facebook and Apple) in the fast-growing smart home market.
Telefónica’s systematic and sustained push into personal data management holds valuable lessons for other telcos about building trust and credibility. The report also covers personal cloud / data plays by NTT DOCOMO and financial services company Mint.
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.
Can the partnership between Google and telcos strike the balance between interoperability and speed of development needed to challenge Facebook and Tencent in conversational commerce?
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.
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?