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.
Private cellular networks can address key enterprise needs including security, reliability, and coverage, and are expected to form an important part of wireless on-premise connectivity. Recent interest in private networks has surged due to the advent of 5G and recent developments in localised spectrum allocation (e.g. CBRS auctions in the US). However, enterprises today still face challenges when deploying private …
Edge computing offers an opportunity for operators to grow their B2B businesses. This report outlines five types of B2B edge services that telcos can offer, and the key considerations to ensure success.
We review telcos’ current strategies to drive revenue streams beyond connectivity and enhance their role in the Coordination Age, and explore how they can better leverage 5G and other core capabilities to provide unique value in a B2B2X environment.
Based on extensive industry interviews and detailed modelling, 5G-enabled use cases can reduce carbon emissions in the energy industry by almost 1% by 2030. How – and what – should telcos, the energy sector and governments do to achieve this?
STL Partners conducted research, supported by Altran, into the emergence of a new category of services that are increasingly important to enable the next generation of network dependent services. In this article, we detail our findings. There is a resurgent interest in applications interfacing with networks With the advent of 5G, NFV and cloud native networking technologies there is a …
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.
STL has long argued that healthcare is an attractive vertical for telcos – it is highly localised, starting from a comparatively low base in digitisation, and demand for healthcare is steadily rising. In short, it is a big and sustainable market, looking for local digitisation partners who will also be around for the long haul. For telcos seeking to make a meaningful impact on …
Born of a unique partnership between Deutsche Telekom and Cisco, ngena leverages the networks of partners worldwide to provide a global enterprise connectivity platform. How did it come about, how successful has it been, and what does it teach us about innovation in telecoms?
Edge computing is a strategic opportunity for telcos. We examine the driving needs and applications for telco edge computing, describe the market and the options for telcos, discuss their partnerships with hyperscalers and recommend key actions.
Network slicing is an opportunity for telcos to disrupt private networking, but it is new and unknown to enterprises. A ‘hand holding approach’, internal alignment and simplified pilots will be key enablers in its adoption.
The advent of 5G and network slicing offer the prospect of a shake-up of the structure of wholesale and MVNO models. What should telcos, regulators, current MVNOs and potential new MVNOs do?
Updated analysis of STL Partners’ NFV deployment tracker. What have Europe’s major telcos done, how are vendors faring, and who leads the pack?
Strategy is shaped and constrained by company culture, and a company’s culture will negate a strategy if they are not complementary. We examine how TELUS Health has created and maintained an effective culture that has helped to deliver employee and customer engagement, and business results. How does it do it, and what should others learn?
Indoor wireless coverage is essential to many IoT and 5G use-cases, but it’s also horribly difficult to achieve. With new entrants and changing user demands the power dynamics are shifting, and operators need to make strategic decisions now to avoid losing their stake in this market.
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?