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.
As connectivity has become commoditised, launching new network technology can no longer be relied upon to generate operator growth. This report outlines eight guiding principles for operators seeking to move beyond connectivity into tailored vertical solutions.
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?
Telcos (and others) have had mixed results from their experience of ecosystems. We look at AT&T Community, DTAG’s Qivicon, GSMA Mobile Connect, TIP and Android to analyse success factors and approaches to maximise the potential of future ecosystem initiatives.
This research is based on a survey of more than 200 respondents across operators, vendors and others in the telecoms industry, between 21st April and 8th May 2020. It covers perceptions of likely changes in telco investment priorities and activities over the next few months in 2020.
Elisa has developed a culture and an approach to business that has seen it grow capital value, deliver dividends, keep customers happy, and attract and develop talent. We outline how, and what other telcos can learn based on our in-depth research, including interviews with CEO Veli-Matti Mattila and the wider team.
Telco cloud made big promises for the transformation of telecoms. It is a fundamental enabler for 5G and the exciting opportunities ahead. Why hasn’t it delivered yet – and what needs to change?
As a conglomerate with growing investments across the Internet of Things and AI value chains, SoftBank is a unique and intriguing player in the telecoms industry. What exactly is SoftBank’s strategy, and does it give its telecoms businesses a competitive advantage?
An introduction to digital twins, an approach to managing assets that is gaining increasing traction across many business sectors, and that will ultimately disrupt many industry business models.
Successful innovation for telcos is important but has proved elusive. We look at some successes and more failures to draw out the common factors required for innovation to succeed.
In our first report, we covered eight of the most exciting blockchain applications for telcos. In this report, we look at what else can it be used for. It explores 36 potential blockchain use cases for telecoms, identifying the current pain point, how blockchain could help, the business driver for telcos, and real world examples.
Our latest research shows that only one in five telco AI projects has made the leap from proof of concept (PoC) to live deployment. How can telcos improve the hit rate and achieve real performance improvements?
It’s hard to make things work in the IoT – it’s anything but plug and play. This report outlines why, what is needed, and current leading-edge efforts to achieve it. To deliver the benefits of the Coordination Age, all manner of “things” will need to be able to discover each other and communicate more autonomously. For this to happen easily and securely a new enabler is needed: the Internet for Things (I4T).
What other telcos can learn from AT&T’s and Verizon’s rapidly diverging strategies in the digital advertising market.
Over-focus on 5G was a distraction from fundamental changes in the world economy that telcos should prioritise in their strategies, investments and actions. What are the opportunities, and what should telcos, vendors and the GSMA do about it?
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.
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?