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.
The global digital economy is moving into a new age: The Coordination Age. A global need to improve the efficiency of resource utilisation is manifesting in industries and individuals as a desire to “make the world work better”. What role can telcos play in this, and will that ultimately mean the break-up of the telco as we know it?
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?
Telcos with a clear focus on what they are trying to achieve will do better at the risky business of M&A. So who’s buying what, and who’s doing well?
Our predictions for 5G, based on our assessment of the opportunities and barriers it faces, including how and when it will impact different markets. Combined with other technologies and industry trends, 5G will change the shape of the industry, but not in the way that many expect.
All telcos know they need to change. We believe the defining characteristic of those that will grow most is a clear focus on where and how they can create value beyond connectivity. This report lays out the two viable paths forward, and six steps all telcos must take in this new version of the Telco 2.0 vision.
Retail banks are threatened by a new breed of focused and fast digital firms – fintech – that offer cheaper and more tailored financial services. BBVA management saw this threat early and acted decisively to ensure it remained competitive. Telcos have much to learn from this.