The pace of GAI development over the last 12 months raises questions for telcos around what else is coming down the track in analytics, AI and automation. How should they respond to GAI, thing as customer, decision intelligence and digital immunity, among others?
Tag: Machine Learning
Telcos are making progress on the data-driven path. We asked experienced Chief Data Officers about their current short- and mid-term priorities to uncover how to successfully steer the telco towards the ambition of becoming data-driven organisations.
We found subtle but significant shifts at the GSMA’s Mobile World Congress 2023 that show how the market’s need is changing to ‘connecting technologies’ rather than ‘connectivity’. This has deep implications for the industry and telcos in particular.
Truly data-driven organisations excel at understanding their customers, driving new revenues, and evolving their business models. In order to achieve these benefits, telcos will need to create more useable data sets, accessible to all across the organisation – and to external partners in the future. What practical steps should they take to get there?
This research defines and considers the topic “Future of work” – exploring the impact of emerging technologies and economic and social changes on telcos, and identifying how A3 (analytics, AI and automation) can help solve new challenges.
In this report we update our initial model of the potential financial value of adding analytics, AI and automation (A3) into a telco’s processes. Our bottom up assessment of 150+ processes across networks and operations, customer channels, sales and marketing shows telcos can achieve financial benefits amounting to more than 8% of annual revenues.
With the rollout of 5G, the telecoms industry could coordinate the development of early warning systems to mitigate the impact of pollution, wildfires, floods, infectious diseases and other threats.
Improving customer experience has been a focus for telcos for almost 20 years, but there is still some way to go. This research looks at how A3 is helping telcos today and how it can address key challenges in future.
We spoke to Telefónica about its 10 year experience of building a data monetisation business (previously called LUCA). This deep dive into its strategy, organisational structure and the products developed highlights what it takes to succeed in this challenging market.
As analytics, AI and automation (A3) technologies mature, we explore nine potential A3 capabilities telcos could offer to their enterprise customers. We identify the sweet spots for telcos by assessing the importance of each of the nine capabilities across 14 industry verticals and mapping them against telcos’ existing levels of expertise.
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.
Will many other digital commerce and content companies follow Reliance and Rakuten into the consumer connectivity market?
Over the next 10 years, advances in automation, analytics and AI (A3) are going to drastically change the way telcos manage their core businesses, how their businesses are organised, and the demands of their customers. We outline the core capabilities A3 capabilities telcos will need to remain competitive in their core business and to be effective ecosystem players over the next five to ten years.
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.
True E2E automation has not yet been achieved, but network automation is a reality now, and one which telcos must master to survive. What steps are telcos taking to implement network automation, what challenges must be overcome and what benefits can be expected?
We consider the potential financial value of adding analytics, AI and automation (A3) into a telco’s processes. Our modelling assesses the value of A3 in more than 150 processes across core network operations, customer care channels, and sales and marketing.