Lumen evolves from a traditional telco to a technology company

The 2022 Lumen Global Analyst and Consultant Forum showcased Lumen Technologies’ (NYSE: LUMN) ambition to transform from a traditional telco to a technology company. Lumen’s capabilities in hybrid networking, edge computing, connected security, unified communications and more will help support clients’ transition to a distributed workforce while bolstering Industry 4.0 initiatives across multiple verticals.

“The Platform for Amazing Things” was the central theme of the forum and highlighted Lumen’s strategy of leveraging its vast global network footprint (450,000 global route miles of fiber and over 60 planned global edge computing nodes) and robust enterprise portfolio to serve as an enabler of digital transformation for clients.

Lumen will continue to face challenges such as diminishing demand for its legacy solutions, competition from 5G wireless providers, Comcast Business’ (Nasdaq: CMCSA) growing footing in the midmarket and international markets via its recent Masergy acquisition, and disruption from hyperscalers’ growing pursuit of private network opportunities. However, the vendor will benefit from its willingness to collaborate with the broader technology industry, including with hyperscalers and other telecom operators such as T-Mobile (NasdaqGS: TMUS), as well as its strengthening capabilities in consulting, implementation and managed services as Lumen becomes better versed in supporting IT solutions from a broader array of providers.

Impact and opportunities

Divesting its ILEC and Latin America assets will enable Lumen to fund its Industry 4.0 initiatives

Lumen will transition into a leaner and more profitable company over the next several years as it divests nonstrategic assets, including its Latin America business and ILEC (incumbent local exchange carrier) operations in 20 states. The divestments will enable Lumen to increase focus on its Industry 4.0 initiatives. Additionally, they will allow the company to concentrate on its more viable remaining ILEC operations in 16 states, which have higher fiber penetration, population density and enterprise demand than the pending divested markets. The divestments will also enable Lumen to target investments toward growth areas including fiber and enterprise portfolio expansion.

Business services revenue, which is experiencing persistent declines due to lower demand for legacy solutions and elongated sales cycles amid the pandemic, will account for a higher proportion of Lumen’s total revenue following the divestment of the company’s ILEC assets. To improve business services revenue, Lumen will increase investment in strategic IT solutions such as edge computing, security and managed services as clients modernize infrastructure and implement advanced use cases to improve operational efficiency.

Returning to top-line growth is a priority for Lumen, though the company expects revenue will continue to decline in 2022 despite growth in certain strategic services, such as edge computing. Lumen is targeting a return to revenue growth within two years as Industry 4.0 initiatives begin to offset legacy solution declines and Lumen’s consumer segment benefits from the expansion of its residential Quantum Fiber services to reach a total addressable market of 12 million locations over the next several years.

2022 Lumen Global Industry Analyst and Consultant Forum: A select group of industry analysts and consultants were invited to hear from Lumen Technologies leadership about the company’s business, technology and go-to-market strategies and goals. The event included sessions focused on technologies such as edge computing, cloud, SD-WAN and SASE, unified communications, and cybersecurity as well as customer case studies in verticals including manufacturing, the public sector, retail, education, food service and sports.

There are no guarantees in the metaverse, but Tech Mahindra bets on it anyway

Tech Mahindra unveils a dedicated metaverse practice

On Feb. 28, 2022, Tech Mahindra announced the launch of its new practice, TechMVerse, a metaverse-oriented business unit that will focus on developing immersive and digital experiences for clients. According to the company’s press release, the practice will combine Tech Mahindra’s network and IT infrastructure expertise with AI, blockchain, 5G, augmented reality (AR)/VR and quantum computing capabilities to build metaverse use cases, such as DealerVerse (a metaverse-based car dealership), Middlemist (a non-fungible token [NFT] marketplace), Meta Bank (a virtual bank), and a gaming center. While currently at about 100 employees, according to The Economic Times, Tech Mahindra announced that it plans to train 1,000 engineers in the coming years to support the practice’s growth.

5G as the company’s backdrop 

Tech Mahindra’s historical strengths as a telecom-oriented IT services firm help guide its future path. Today’s Tech Mahindra was born from a 2013 merger with Mahindra Satyam, which helped the company diversify into new verticals outside of its core telecommunications market, such as banking, financial services, and insurance (BFSI). As such, telecom infrastructure, network and IT services are Tech Mahindra’s bread and butter, accounting for approximately 40% of total revenue. And the company has continued to invest in 5G, network and software-defined architecture services, giving Tech Mahindra strong capabilities in the next-gen wireless technology that will help power many of the data-intensive metaverse use cases.


A recent example includes a collaboration with Nokia (NYSE: NOK) that will enable Tech Mahindra to leverage Nokia’s private wireless Digital Automation Cloud solution for customers and support 5G private wireless network automation and management through an “as a Service” model. Verizon’s (NYSE: VZ) “H1DD3N” AR/VR treasure hunt in September 2021 to promote its 5G network across several large U.S. markets and Apple’s (Nasdaq: AAPL) new iPhone lineup reflects 5G’s role in supporting metaverse use cases, and Tech Mahindra’s 5G private wireless network capabilities can make similar events and 5G speeds possible for its enterprise clients.

Tech Mahindra eyes 2 key areas of the metaverse 

Two components of Tech Mahindra’s investments related to the metaverse stand out to TBR, particularly around NFTs and gaming. As blockchain data and analysis firm Chainalysis stated in its 2021 NFT market report, “In 2021, users have sent at least $44.2 billion worth of cryptocurrency to … two types of Ethereum smart contracts associated with NFT marketplaces and collections.” Tech Mahindra is aiming to capitalize on the commercialization of new products related to this NFT spending. Specifically, the company plans to offer digital and professional experience services around design and content through TechMVerse and will also offer low-code NFT and blockchain platforms for enterprise clients.


We see this as a key opportunity for Tech Mahindra, as organizations increasingly devote resources to exploring the connection between NFTs and the metaverse — such as JPMorgan’s Onyx Lounge in Decentraland, where one can buy virtual land with NFTs — yet may lack the required IT infrastructure, skills or impetus to build their own use cases from scratch. Tech Mahindra is also planning to collaborate with Mahindra & Mahindra Ltd. to offer digital collectibles that will be listed and offered for sale through Tech Mahindra’s NFT Marketplace platform.


At the same time, the gaming industry is arguably the pioneer of the metaverse. From The Sims to Fortnite, consumers continue to spend real dollars on virtual things in virtual worlds. Hence, the metaverse is not a new concept, rather one that has already been quietly and successfully adopted by gaming companies, as new data from the Entertainment Software Association found that spending on gaming content reached $51.7 billion in 2021. While noting that it plans to develop use cases, Tech Mahindra also announced it is launching a new Cloud Gaming as a Service solution for telecommunications, cable and OEM companies in partnership with Ludium Labs, a firm that offers cloud adoption and interactive streaming of applications.


According to the press release, the 5G-powered, low-latency gaming solution will have a library of 150-plus AAA games stored in the cloud and will help these firms improve their customers’ access to compute-intensive games on any device, thereby eliminating the need for consoles and high-speed internet. The service mirrors Microsoft’s efforts to transform the gaming industry by bringing in subscription-based business models with the 3Q20 launch of Project xCloud.


According to TBR’s 4Q21 Microsoft Cloud report: “While Project xCloud — now called Xbox Cloud Gaming — was not the first subscription-based gaming service to be offered in the industry, TBR felt at the time of the launch that Microsoft’s ability to differentiate would be supported by the company’s expertise in operating subscription-based businesses and guide its gaming go-to-market efforts.” Tech Mahindra’s Cloud Gaming as a Service solution can open up similar opportunities to its core communications client base and enable telecom companies, cable companies and OEMs to compete with gaming incumbents, further expanding Tech Mahindra’s addressable market in the metaverse.

Logicalis: The partner for helping with today’s problems and providing solutions for the future  

In February 2022 TBR spoke with Logicalis Group Chief Operating Officer Michael Chanter and Chief Technology Officer Toby Alock for an update on the company’s strategy as well as an overview of the company’s new Global Services Organization (GSO), including its solutions portfolio and road map. The conversation, which contained specific details on strategy, was a continuation of the journey Logicalis embarked on nearly two years ago when it appointed Bob Bailkoski as CEO.  

In TBR’s special report Know-your-tech strategy could be invaluable as Logicalis aims to disrupt peers in cloud managed services, we wrote, “Logicalis’ efforts to optimize its legacy operations while doubling down on key growth areas such as cloud will largely depend on the company’s ability to develop integrated scale to ensure standardized service delivery.” The launch of Logicalis’ GSO highlighted these efforts and marked a new stage in the company’s ability to deploy practical solutions that build a foundation of trust with partners, employees and clients.  

Transforming into a modern managed services provider  

Logicalis Group’s executives understand the need to develop an ever-evolving strategy that allows the company to stay abreast of market trends. Pivoting from historically employing a regional focus to now building outcome-based solutions that are global in nature paves the way for Logicalis to build scale. Ensuring internal organizational silos are removed will be key, as clients expect vendors to deliver services locally through globally integrated operations.  

At the same time, Logicalis realizes the importance of nurturing local relationships, ensuring its consultants and professional services organization continue to operate as close to the customer as possible. Developing a “modern managed services organization,” as Chanter describes the company’s transformation, is not an easy task, especially when executed at scale.  

Accounting for the permeation of automation to drive efficiency and fine-tuning operations and business models to facilitate cloud-enabled sales, service delivery and support are among the key pillars of GSO. Continuing to provide existing clients with support also enables GSO to secure foundational revenues and maintain relevance, as often clients take time to move to the next phase of their digital transformation (DT) programs.  

When TBR asked about the change management that typically comes with such evolution, especially due to the increased use of automation in service delivery, Chanter provided a strong use case for how the company is handling it. Starting with the appointment of an executive dedicated to overseeing transformation, the main focus then has been teaching staff how to be agile while also considering new compensation models in connection with cloud-enabled service delivery.  

Providing support to external clients has been enabled by a three-part framework: Align, Transform, Scale. Logicalis first assesses where clients are in their DT journey compared to their desired outcome. The company then maps out the kind of support it can provide at different points in the journey, relying on its professional services organization to feed regional market nuances. With sales teams trained and certified before going to market, Logicalis also tries to align and close the feedback loop with staff at the Centers of Excellence (CoEs), which are typically responsible for the development and management of global solutions.  

As Logicalis Group aims to increase its share of the managed services market, we believe the company will continue to work toward striking the right balance between developing automation-enabled services P&L and achieving integrated scale. Previously, TBR wrote, “Logicalis has begun to identify areas across geos, industry verticals and horizontal areas that can support its goal of expanding share of highly profitable ‘as a Service’ managed service sales, which currently garner about 25% of its global revenues. … As Logicalis works out the details around managing its partner ecosystem, Bailkoski and [Chief Customer Experience and Service Transformation Officer Vincent] DeLuca are also increasing the company’s investments in internal portfolio offerings that will not simply standardize global service delivery but also pave the way for an innovative approach to engaging with clients. Launched in June, we believe Logicalis’ AI-enabled Digital Service Platform (DSP) will be the center node of Logicalis’ solutions and services ecosystem, similar to how iTunes has helped Apple (Nasdaq: AAPL) build a community of die-hard brand followers.”  

Logicalis is on the right path to achieving its managed services goals, but like many of its peers, it needs to partner better and differently than it has in the past, especially as buyer expectations around managing partner ecosystems also evolve. Meanwhile, expanding its global footprint, similar to opening an engineering center in Portugal to house about 200 employees in support of the Agile, Transform, Scale framework, will continue to bolster Logicalis’ resource bench for building and delivering solutions at scale as clients seek support around migrating and transforming operations. Chanter noted that the new Portugal facility will “help transform clients quickly and help Logicalis transform.” TBR notes this dual-track approach has proved successful for other IT services vendors undergoing their own digital transformations.  

As the pandemic continues to push customers to hybrid IT, vendors aim to meet demand with flexible, cloud-like pricing models

Average revenue growth for vendors in TBR’s Cloud Components Benchmark increased 12.6% year-to-year in 3Q21, partly due to a favorable year-ago compare considering the economic impacts of COVID-19 in mid-2020. Further, with many vendors operating transactional-heavy business models, rebounding demand for license products supported revenue growth during the quarter, especially for software-centric vendors like Microsoft and VMware. COVID-19 is causing customers to reevaluate their digital transformation plans; this may include migrating completely to a cloud environment, which will erode opportunities for some vendors while others will expand their existing data center investments through solutions like hyperconverged infrastructure (HCI).

Software-centric circles are blue. Hardware-centric circles are orange.

Given some customers’ reluctance to move outside the data center, opportunities arise for vendors to push ‘as a Service’ offerings

According to TBR’s 2H21 Cloud Infrastructure & Platforms Customer Research, 42% of respondents plan to keep most of their workloads inside the data center over the next three years. As COVID-19 accelerates customers’ cloud migration timelines, many enterprises turn to self-built private cloud environments as an intermediary step to a fully managed vendor-hosted private or public cloud model.

Further, many larger, established enterprises are looking to protect their existing investments in IT and find that their own data centers are a better fit for certain workloads, particularly those with stringent security or latency requirements. These customer trends present opportunities for hardware-centric vendors such as Hewlett Packard Enterprise and Dell EMC to capitalize on demand for cloud-like consumption services on premises in the coming years.

Data center consolidation persists

Many self-built private cloud customers adopt HCI solutions to modernize their legacy systems and consolidate their overall data center footprint, a trend brought on by cloud migrations and exacerbated by the pandemic. Colocation is emerging as a notable alternative to privately owned data centers in this model, as customers are offered a secure landing spot for their hardware while providing high proximity to major public cloud platforms. Recognizing this trend, OEMs are partnering with colocation providers to offer central management and governance capabilities that facilitate customers’ workloads.

Vendor competition ramps up amid high demand for cloud-like economics on premises

The cloud components market is consolidating around select vendors, such as Microsoft and VMware, specifically in the virtualization space. However, on the hardware side, vendors are emphasizing their consumption-based pricing offerings, seeking differentiation by taking a workload-by-workload approach. While in general IBM has been lacking in consumption-based hardware, the company is expanding its investments in the area, evidenced by the release of the company’s Tailor Fit Pricing solution for hardware consumption, which applies a pay-as-you-go model to a highly scalable, premium solution like IBM Z.

Gain access to the entire 3Q21 Cloud Components Benchmark, as well as our entire Cloud & Software research, with a 60-day free trial of TBR Insight Center™.

Register for our upcoming webinar, 2022 Predictions: Cloud, an in-depth discussion on the increasing importance of cloud partnerships in the market; how partners will enable growth and stickiness; vendor embrace of open, hybrid architectures; and more.

Atos future-proofs compute ahead of Great Acceleration

As the world awaits the scientific discoveries needed to bring quantum processors to commercial applicability, Atos’ BullSequana XH3000 allows for ecosystem participation within the compute platform itself and future-proofs any early buyer investments. In its Feb. 16 official announcement of the XH3000 supercomputer, for which TBR was provided pre-briefing access, Atos claims the product will have a six-year life cycle and that it is an open architecture capable of housing up to 38 blades. The blades can accommodate a mix of different XPU processors, with more under consideration and development.

The rapid rise in large data sets and evolving AI/machine learning (ML) algorithms have driven this global appetite for greater compute capacity — an appetite that many data scientists believe will only be sated once quantum computers reach commercial viability. Atos’ early lead in quantum simulators and alliances with various quantum systems vendors imply the company will be capable of pivoting its high-performance computing (HPC) offerings quickly to accommodate the addition of commercial-grade quantum processors when they arrive. Atos’ flexible hybrid supercomputing architecture will sell well in Europe for a variety of reasons and may enable Atos to gain share against notable HPC vendors in North America and Asia.

Data and AI require new compute platforms to address intractable problems

Atos correctly asserts the state of compute trails the size of the data sets that are available to run algorithms. Specifically, the world is running out of computational capacity to address the complex problems that can now be simulated and analyzed through increasing digitization.

Proof points offered in the Atos announcement included:

  • Average HPC job durations grow as larger data sets will be applied against systems with as many as 10,000 nodes and 25,000 endpoints.
  • Application refactoring and algorithm refinements can provide as much as a 22x speed improvement.
  • Data centricity and edge processing grow in use case applicability, requiring greater hierarchical depth and more localized compute near the application.
  • Hybrid Sim/AI Workflows for approximate computing are nearing reality. Atos offered the example of Alphafold 2 for protein folding prediction reaching over 90% accuracy, whereas classical methods currently achieve between 30% to 40% accuracy.
  • Yet another industry prediction of reaching the physical limits of Moore’s law now that the industry is at 3nm technology.
  • Extending the performance gains from classical computing while quantum discovery and commercialization advance will require greater innovation around multiple XPU architectures. These hybrid or heterogenous compute architectures need a new compute system structure, which Atos believes the XH3000 system provides.

The Atos Exascale strategy is a hybrid approach that serves many masters

Atos states the future of supercomputing will be hybrid. According to Atos, the future of supercomputing will involve a hybrid approach, consisting in the near term of a blend of classical CPU configurations and specialized processor architectures to address specific workload requirements. Presently, Atos collaborates with AMD (Nasdaq: AMD), Intel (Nasdaq: INTC), Nvidia (Nasdaq: NVDA), SiPearl and Graphcore, among others. Eurocentric chips based on ARM designs are also in the news and have been discussed by Atos.

Atos has addressed the need for future-proof flexibility in its designs by building the standard chassis of the BullSequana XH3000 to accommodate up to 38 compute/switch blades on one rack to be mixed and matched as workflows require from the different blades currently available and available in the future.

This hybrid architectural design approach serves many masters, such as those addressing:

  • Sustainability: Different cooling and processing designs not only generate greater computational capacity but also, when coupled with the hybrid configurations and algorithm innovations, can lead to lower power consumption, and therefore lower carbon footprints.
  • Sovereignty: Technonationalism is not going away, and Atos is a flagship European technology vendor. Former Atos CEO Thierry Breton is now the commissioner for internal market affairs within the European Union (EU) and has been tasked with managing many elements pertinent to digitization and “enhancing Europe’s technical sovereignty.” The EU has clearly stated its intentions to ensure there are European-controlled processors in market. Hybrid computing structures enable companies to select different processors to address the computational requirements amid the increased attention nation states place on compute access as a strategic national interest.
  • Higher performance: The HPC market increasingly takes on the dynamics of emerging ecosystem business models and requires a physical compute stack that can accommodate the many tech stack variations the ecosystem can create to address the world’s compute and AI challenges. Atos claims it also has built the architecture to be resilient and adaptable for six years without forklift upgrades. This flexibility, Atos asserts, can accommodate new discoveries as the unknowns around deep learning, algorithm development and new processor developments in the classical and quantum computing realms come into view.

Lockheed Martin forced to abandon $4.4B acquisition

On Feb. 13 Lockheed Martin (NYSE: LMT) pivoted and severely altered its FY22 outlook by withdrawing from its $4.4 billion plan to acquire missile and rocket propulsion expert Aerojet Rocketdyne (AR) (NYSE: AJRD) after months of mounting antitrust pressure and the recent unanimous U.S. Federal Trade Commission (FTC) decision to sue Lockheed Martin to obstruct the planned acquisition of AR.

Lockheed Martin looked to challenge Northrop Grumman for missile and rocket propulsion market dominance

In December 2020 Lockheed Martin announced it had entered into a definitive agreement with AR to acquire the missile and rocket propulsion innovator. With this proposed purchase, Lockheed Martin indirectly revealed its plans to disrupt the market dominance Northrop Grumman (NYSE: NOC) has enjoyed since 2018 when it purchased renowned rocket booster manufacturer Orbital ATK. Lockheed Martin hoped that its acquisition of AR would follow a similar trajectory as Northrop Grumman’s purchase of Orbital ATK, where the FTC would approve the acquisition so long as Lockheed Martin followed FTC stipulations, such as refusing to discriminate access to its missile system products and services to competing contractors.

With the world’s largest defense contractor planning to dedicate significant resources to acquire AR, Lockheed Martin expected the FTC to approve its acquisition as the combination of Lockheed Martin and AR would be a stronger competitor against Northrop Grumman, giving the U.S. government an additional option when selecting contractors. Expecting approval in 1Q22, Lockheed Martin forecasted its FY22 based on gaining an expanded propulsion systems and rocket engines portfolio and priority access to AR resources during the ongoing supply chain chaos seen in all industries.

After a year of setbacks, the FTC intervenes with Lockheed Martin’s proposed acquisition

Lockheed Martin experienced several setbacks almost immediately after announcing the planned acquisition. In February 2021 Raytheon Technologies (NYSE: RTX) stated it would implore regulatory agencies to block Lockheed Martin’s proposed purchase, arguing that the acquisition would give Lockheed Martin an unfair market advantage and Raytheon Technologies would have to purchase approximately 70% of its missile propulsion systems through Lockheed Martin as a result.

In July 2021 Senator Elizabeth Warren petitioned the FTC to probe the acquisition. Despite a bipartisan appeal to the Pentagon by a group of 13 U.S. Congress members in support of the merger in August 2021 and rumors circling that the Pentagon was in favor of the deal, the FTC voted 4-0 in January 2022 to file a lawsuit impeding Lockheed Martin’s $4.4 billion acquisition.

After initially postponing the vote, the FTC finally argued that Lockheed Martin would damage the national defense market and its rivals by acquiring the United States’ only independent provider of essential missile inputs. By reducing industry competition, Lockheed Martin would be able to relax innovation efforts and not be as competitive with its pricing, which could result in higher prices for the government. The acquisition would also potentially limit rivals access to resources and provide Lockheed Martin with unfair insight into their confidential information as AR operated as a subcontractor for many of them in the market.

Rather than face an arduous administrative trial against the U.S. government in mid-June, Lockheed Martin opted to simply abandon its acquisition plans.

Hyperscalers are reimagining how networks are built, owned and operated

Hyperscaler-built networks will look very different from traditional networks

Hyperscalers are building end-to-end networks that embody all the attributes and characteristics coveted by communication service providers (CSPs) as part of their digital transformations. The most significant differences are in the software stack and the access layer, where new technologies enable hyperscalers to build dense mesh networks in unlicensed and/or shared spectrum bands and build out low Earth orbit (LEO) satellite overlays for access and backhaul. Mesh networks will likely be used to provide low-cost, wireless-fiber-like connectivity in urban and suburban environments, while satellites will primarily be leveraged to provide connectivity to rural and remote environments.

Hyperscalers are starting from scratch, completely reimagining how networks should be built and operated. Their clouds, numerous network-related experiments over the past decade, plus the raft of new network-related technologies on the road map will enable hyperscalers to build asset-light, automated networks at a fraction of the cost of traditional networks.

Hyperscaler networks will cost a fraction of traditional networks

TBR estimates hyperscaler networks cost 50% to 80% less to build than traditional networks (excludes the cost of spectrum, which would make the cost differential even more pronounced because hyperscalers will primarily leverage unlicensed and shared spectrum, which is free to use). Most of the cost savings stems from innovations, such as mesh networking, carrier aggregation, LEO satellites and integrated access-backhaul, that enable significantly less wired infrastructure to be deployed in the access layer for backhaul and last-mile connection purposes.

For example, Meta’s Terragraph mesh access point can autonomously hop signals through multiple other access points before sending the data through the nearest available backhaul conduit. In the traditional architecture, some form of backhaul would need to connect to each access point to backhaul the traffic. Mesh signals could also be backhauled through LEO satellites, further limiting the need to deploy wired infrastructure in the access layer, which is one of the most significant costs of traditional networks.

Another key area of cost savings stems from cutting out certain aspects of the traditional value chain. By open-sourcing some innovations, such as hardware designs, hyperscalers can foster a vibrant ecosystem of ODMs to manufacture white boxes to compose the physical network. The white-boxing of ICT hardware can lead to cost savings of up to 50% compared to proprietary, purpose-built appliances.

Hyperscaler disruption portends structural changes to the telecom industry through this decade

The technological and business model disruption hyperscalers are bringing into the telecom industry portends significant challenges for incumbent vendors and CSPs. TBR sees the scope of disruption becoming acute in the second half of this decade, likely prompting waves of M&A that will reshape the global landscape. CSPs will engage in M&A to stay relevant and financially sound, while incumbent vendors scramble to evolve as their primary business model (selling proprietary hardware and/or software and attached services) is increasingly marginalized and eventually becomes obsolete as hyperscaler innovations spread through the industry.

Hyperscalers do not want to become telecom operators; they want to leverage networks to obtain data and drive their other digital businesses

Hyperscalers are in the data business; providing network connectivity is a means to that end

Hyperscalers are building large-scale networks to drive forward and support their big-picture strategies, which revolve around building out their respective metaverses and supporting a wide range of new digital business models that will be enabled by new technologies such as 5G, edge computing and AI.

To that end, hyperscalers have a vested interest in ensuring the entire world is blanketed with high-speed, unencumbered, intelligent, low-cost connectivity. The economic justification to build the network is driven by the need for hyperscalers to gather and process new types of data to drive these new digital business initiatives. TBR notes that this business case is completely different from CSPs’ business case, which monetizes the network access rather than the data that comes over the network. The hyperscaler model emphasizes giving away low-cost or free connectivity and monetizing the data that comes through the network. The hyperscaler model is far more valuable than the traditional connectivity model and will likely ultimately become the predominant business model for connectivity.

CSPs sit on vast data lakes and have for many years. These data lakes contain valuable information about subscribers, endpoint devices, real-time location and tracking, and other metrics that are of critical importance for some of the digital business ideas hyperscalers want to commercialize, such as drone package delivery and autonomous vehicles. Owning more of the physical network infrastructure and the core software stack puts hyperscalers in a prime position to capture and monetize this data.

TBR notes that this strategy is already in use in the telecom industry in various places in the world. For example, Reliance Jio and Rakuten are using this strategy in India and Japan, respectively. In both cases, connectivity is given away for free or at a significantly lower cost compared to rival offers, and the data generated by the connections indirectly feeds and monetizes each company’s respective digital businesses, such as advertising, financial services and e-commerce. There is significant evidence suggesting that Alphabet, Amazon, Apple, Meta Platforms and Microsoft all have strategies that are similar but of a far greater magnitude.

Hyperscalers already own and operate the largest networks in the world; the next build-out phase is the mobile core, far edge and access domains

Over two-thirds of global internet traffic traverses hyperscaler-owned network infrastructure at some point in the data’s journey. The vast majority of that traffic travels over hyperscalers’ backbone networks, which primarily comprise optical transmission systems (submarine and terrestrial long-haul optical cables), content delivery networks, and cloud (including central, regional and metro) data centers.

The domains of the network where hyperscalers have yet to dominate at scale are the mobile core, far edge and access layers, but there is mounting evidence to suggest this is changing, thanks to technological advancement and regulatory breakthroughs (e.g., the democratization of spectrum).

TBR’s Hyperscaler Digital Ecosystem Market Landscape focuses on the five primary hyperscalers in the Western world that TBR believes will own the largest, most comprehensive end-to-end digital ecosystems in the digital era. Specifically, the five hyperscalers covered in this report are Microsoft, Alphabet, Meta Platforms, Amazon and Apple. Collectively, TBR refers to these five hyperscalers under the acronym MAMAA. TBR covers the totality of the largest hyperscalers’ businesses, with an emphasis on how they are disrupting the ICT sector. Gain access to this full report, as well as our entire Telecom research, with a 60-day free trial of TBR Insight Center™.

Demand for 5G infrastructure is becoming more robust, though commercial deployments will be delayed by supply chain headwinds in the short term

Supply-demand imbalance delays pace of 5G market development

The pandemic has prompted enterprises and governments to pull forward and broaden the scope of their digital transformations, primarily for business resiliency and cost-reduction purposes but also for tapping into new market opportunities. There is significant interest among governments and enterprises across verticals in leveraging 5G and other new technologies such as AI and edge computing, to adapt economies and societies to the new normal. Though demand for 5G infrastructure is becoming more fertile and robust, deployments are being challenged by supply chain limitations.

Though most network vendors successfully navigated supply chain headwinds in 2021 and were nearly able to fully meet demand, 2022 will be more challenging as inventories are now thinner and the shortages of chips, components and labor are impacting the telecom industry more directly. Technological complexity, standards delays and geopolitical encumbrances also threaten to slow the pace of 5G ecosystem development despite broad interest in the technology. There are two primary impacts from the supply chain breakdown: The timing of revenue recognition and cash flow for vendors is altered, and the ability of communication service providers (CSPs) to meet their build-out timelines and participate in market development is hindered.

TBR sees no easy fix to resolve the supply chain issues; rather, it will be a series of small adjustments over time that will enable the supply side to fully recover and meet demand (e.g., it takes a few years to build new chip factories). This is compounded by a demand environment that is above the historical trendline, which is driven by unprecedented government market support and greater pressure on CSPs to invest in their networks to remain competitive.

Related content:

Webinar: 2022 Predictions: Telecom

Special report: Top 3 Predictions for Telecom in 2022

Conversion, integration and ecosystems drive SaaS growth

Applications serve as the vessel for cloud’s business value 

Value, in the form of agility, innovation and efficiency, is now the driving force behind customers’ cloud investments. Applications, in the form of SaaS, are the purest vessel for customers to implement and achieve the value they so desperately want in order to improve their businesses. It is for that reason that TBR published our first Cloud and Software Applications Benchmark, tracking the nuances of the applications space from a workload and subworkload perspective.

Customers’ growing reliance on SaaS solutions is shown in the market growth of the 10 vendors covered in the inaugural report — their aggregate revenue increased by 26.4% year-to-year in 3Q21, a rate that has accelerated over the past year. Business Applications workloads, which include ERP solutions, was the fastest-growing segment, with aggregate revenue for the 10 vendors covered increasing by 28.5% year-to-year during 3Q21. The drivers of this expansion are threefold: conversion of existing customers to cloud; the integration of solutions through hybrid deployments; and revenue driven by the ecosystems that are critical to the innovation and go-to-market strategy for SaaS solutions.  

Providers from all backgrounds now look to existing customers as their first growth option 

For both traditional software providers and companies that were born on the cloud, customers with existing traditional software installations have become one of the main drivers of SaaS growth. Traditional software providers did not always see the market this way. In fact, SaaS was a threat to their existing license and maintenance businesses for quite some time. After years of customers voting with their dollars and selecting SaaS-delivered solutions over the traditional license and maintenance delivery model, nearly all applications vendors currently see their existing bases as the first opportunity for growth.

In some ways, this transition has played out on a workload-by-workload basis. Sales and marketing applications, led by CRM, are on the periphery of most enterprise applications suites and were the earliest to see a shift to SaaS over traditional software purchasing. Salesforce (NYSE: CRM) led this trend, converting many existing customers from traditional leading providers like SAP (NYSE: SAP) and Oracle (NYSE: ORCL). The dynamics in CRM served as a warning shot for many traditional providers. Even the most reluctant SaaS providers, like Oracle, are now focused on offering cloud solutions to their existing customers before their competitors can.

The shift in strategy is well timed for traditional providers, as cloud demand in the Business Applications segment is beginning to accelerate. As shown in Figure 1, Business Applications has the lowest cloud revenue mix for the vendors included in TBR’s Cloud and Software Applications Benchmark, making it the largest opportunity for traditional customer conversion.  

Figure 1

Understanding industry needs and accelerating tech adoption: How IT services vendors are growing in financial services

Financial services benefited from emerging technologies over the past decade, creating a highly lucrative and exceedingly competitive market for IT services

While historically, financial services has been ahead of other industries in digital technology adoption, the COVID-19 pandemic accelerated technology-enabled transformations as IT services vendors and consultancies sought to address the needs of financial services clients, including the need to interact with customers and conduct business transactions through digital channels, as well as the needs of financial services employees, who began working remotely. Such changes in operating models drove an increase in advisory, application and infrastructure managed services work and accelerated revenue growth for IT services vendors beginning in early 2020.

With increasing pressure to embrace digital banking and digital payment platforms to address demand for cashless transactions across different economies and businesses, financial services clients look to transform supply chain, data analytics, management and workflow as well as address security needs and improve overall operations. These clients need to become agile, enhance their customers’ experiences, and modernize their information and communication technologies environments. For IT services vendors, capturing market share requires a fundamental understanding of financial institutions’ technology landscapes as well as a differentiated value proposition, pushing vendors to augment industry-specific capabilities through acquisitions.

Note: Includes financial services revenues for 16 of the 30 vendors covered in TBR’s IT Services Vendor Benchmark; not representative of a total global market view

Revenue growth in the financial services segment of IT services was also driven by vendors addressing clients’ needs around data protection, regulatory compliance and governance. Supporting adoption of next-generation technology solutions like blockchain to address topics such as commission tracking and recording, asset management, and AI-enabled hybrid cloud management is also a factor for revenue growth.

Leading IT services vendors leverage acquisitions to expand industry-specific capabilities and broaden client reach, particularly in Europe

Acquisitions enable vendors with well-executed strategies to access new portfolios, cultures and client bases, largely focusing on top-of-mind areas for digital transformation budget spending such as cybersecurity, AI and digital product engineering. As enterprises move IT workloads to the cloud, vendors are compelled to invest in both talent and technology to leverage newly accessible data for analytics and AI-powered insights. But as services remains a people business, we expect most vendors will continue to manage risk by assessing cultural and portfolio fit when selecting acquisition candidates.