Digital identity has become a critical aspect of modern life, but security and user experience are suffering from market fragmentation and limited visibility or control for end users over how their personal data is used. How can telcos build on their existing services to solve these challenges?
The rapidly growing pool of IoT data is creating an enormous and complex attack surface that is a significant vulnerability for enterprises and the wider economy. How can telcos address the need for more sophisticated security and position themselves as trusted partners to enterprises?
Mobile operators have many of the assets and capabilities required to become a major force in financial services, but they will also need to tap expertise in data analytics/machine learning.
Singtel’s data analytics business, DataSpark, has achieved some impressive results, but scaling is hard. Its path highlights lessons on dealing with the challenges facing all telcos building new businesses, e.g. how to govern and manage relationships with the broader organisation, measuring success, and finding the right skills and partners.
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.
Telcos are well placed to enable the healthcare sector to meet the rising demand for secure and reliable in-home monitoring and treatment for the elderly and infirm.
Mobile Authentication could be Telcos’ key asset in the digital economy, but they are in danger of losing out through insufficient action. There are good case studies and an excellent blueprint in the GSMA’s Mobile Connect initiative for how to monetise their assets and stay relevant. So why aren’t they getting on with it?
As several operators in Europe downsize their Telco 2.0 Digital Services activity, some are seeking to reframe the Piper strategy as a premium-priced differentiation play based on network quality. This report argues this is deluded and dangerous – a Piper strategy is viable but only by developing cost-leadership in a commodity market.
The ‘Mobile/Digital Wallet’ needs to evolve to support authentication, search and discovery, as well as payments, vouchers, tickets and loyalty programmes. Moreover, consumers will want to be able to tailor the functionality of this “commerce assistant” or “commerce agent” to fit with their own interests and preferences. Our report and analysis of the Digital Commerce 2.0 Executive Brainstorm, 20 March 2013, part of the New Digital Economics Silicon Valley event. (April 2013, Executive Briefing Service, Dealing with Disruption Stream.)
Who is best placed to win in local commerce April 2013
2011 sees the introduction of the UltraViolet digital locker platform by DECE, a consortium led by 6 of the 7 top Hollywood studios and backed by 50 cross-industry heavyweights, to support the transition of film and TV to online distribution. What opportunities will telcos miss if they fail to engage? (March 2011, Executive Briefing Service)