Telcos Risk Losing the AI Race Without Strategic Shift; $170B at Stake by 2030
Learn where the telecom industry currently stand in terms of generative AI (GenAI) adoption and who stands to benefit if telcos don’t change
Chris Antlitz is a principal analyst in TBR’s Telecom Practice. Chris oversees and contributes to the Telecom Practice’s syndicated research portfolio and custom project work. Chris leverages over 15 years of analytical experience to lead the Telecom Practice’s research agenda as well as provide critical insight and analysis to syndicated and project work.
Chris covers the global telecom vendor and operator ecosystem and all major trends in the space including, but not limited to, developments in NFV, SDN, edge computing, digital transformation, IoT, private cellular networks and 5G. He also covers the hyperscaler market, particularly the pursuits of the Big Nine hyperscaler companies (i.e., Alphabet, Amazon, Apple, Meta, Microsoft, Rakuten, Alibaba, Baidu and Tencent) in the digital space.
Additional focuses for Chris include the supply and demand of ICT hardware, software and services as well as spending trends, demand shifts and relationships in the vendor-operator ecosystem. He plays an integral role in the creation of TBR’s telecom-related market landscapes, market forecasts and benchmarks, and he presents key findings from reports and thought leadership in TBR webinars.
Learn where the telecom industry currently stand in terms of generative AI (GenAI) adoption and who stands to benefit if telcos don’t change
The Russia-Ukraine and Israel-Hamas wars have demonstrated how warfighting has evolved with technology, prompting a reassessment of military strategy, assets and the production of military-related equipment, especially by the U.S. Department of Defense and NATO members in Europe. Additionally, with the U.S. now retreating from Ukraine, Europe is forced to revitalize its own military industrial complex. All of this incurs more spend on military and defense, with mobile technology set to be a prominent feature of new systems and solutions.
Learn how the telecom industry intends to derive business outcomes from AI, how enterprises are progressing in their digital transformations and incorporating private networks, and where in the mobile ecosystem new value is being created and what telcos need to do to generate ROI from new opportunities.
The telecom industry continues to struggle with realizing new revenue and deriving ROI from 5G, even after five years of market development. TBR continues to see no solution to this persistent challenge, and with no catalyst on the horizon to change the situation, CSPs’ appetite for and scope of investment in 6G will likely be limited.
Learn what spectrum bands 6G will likely leverage; how 6G will shape CSPs’ capex investments; and how governments might get involved to ensure 6G becomes a reality
6G will ultimately happen, and commercial deployment of 6G-branded networks will likely begin in the late 2020s (following the ratification of 3rd Generation Partnership Project [3GPP] Release 21 standards, which is tentatively slated to be complete in 2028). However, it remains to be seen whether 6G will be a brand only or a legitimate set of truly differentiated features and capabilities that bring broad and significant value to CSPs and the global economy.
TBR research shows only the Tier 1 hyperscalers can transcend most, if not all, of the major lifestyle categories to provide a seamless end-to-end ecosystem experience, touching all aspects of people’s lives, primarily due to their scale and access to resources.
Join TBR Thursday, Dec. 12, 2024, for an exclusive review of our latest Hyperscaler Digital Ecosystem Market Landscape and a look at the impact of hyperscaler-owned and -operated networks on the telecom industry.
6G will ultimately happen, and commercial deployment of 6G-branded networks will likely begin in the late 2020s, but it remains to be seen whether 6G will be a brand only or a legitimate set of truly differentiated features and capabilities that bring broad and significant value to the global economy. Either way, the scope of CSPs’ challenges is growing, while new value continues to be created outside their purview or goes over the top of their pipes.
Amdocs has made substantial progress on its reinvention, diversifying its customer base, portfolio and business mix while shifting the market perception of the company from a traditional OSS/BSS provider to more of an ICT software transformation specialist. However, most of Amdocs’ transformation thus far pertains to the telecom industry; Amdocs still needs to transition from being a telecom-centric vendor to a multifaceted provider that supports a diversified mix of verticals. The pressure to move in this direction will intensify as the telecom industry’s challenges persist and Amdocs’ organic growth from the industry continues to slow.
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