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Endless opportunities at the Intelligent Edge

Ravi Kumar Palepu

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intelligent edge

In the past 24 months we’ve seen Artificial Intelligence (AI) go mainstream with consumers and enterprises. Today you can find AI in automobiles, appliances, wearables, speakers, buildings, industrial systems, and just about everything in between. 

These advancements are truly remarkable, and yet we have an insatiable appetite for even better and faster technologies.

As more devices and data get pushed to the edge, a pesky reality emerges—smart devices become less intelligent, can tackle fewer complex tasks, and operate at slower speeds than we demand. The challenges intensify with the widespread use of Internet of Things (IoT), and as 5G becomes increasingly pervasive – but the benefits still outweigh the challenges.

With shifting customer needs, and a new global remote workforce, this is an incredible time for growth in the Telecommunications industry – and the competition is fierce among Communications Service Providers (CSPs) as they race to deliver and enable smarter, faster, and more powerful solutions and services.

To do so, many are betting big on the intelligent edge – the combination of advanced connectivity, compact processing power, and AI located near devices that use and generate data.

Unprecedented opportunity for innovation and growth

According to Deloitte, “The intelligent edge is poised to propel tech and telecom companies toward the next generation of connectivity and efficiency, driving another wave of industry growth.”

The firm predicts that in 2021, the global market for the intelligent edge will expand to $12 billion, continuing a compound annual growth rate (CAGR) of around 35 percent. Expansion in 2021 will be driven primarily by telecoms deploying the intelligent edge for 5G networks, and by hyperscale cloud providers optimizing their infrastructure and service offerings.

By 2023, 70 percent of enterprises will run some amount of data processing at the edge. With more devices and data at the edge and with more diverse bandwidth needing to emerge, CSPS have an opportunity to transform services and the way they are delivered.

In some cases, CSPs are using intelligent edge technologies to provide next-generation data centers and edge hubs to power dynamic connectivity for 5G. Having these capabilities enables CSPs to provide better service quality to subscribers and enterprise customers.

With the intelligent edge, enterprises can remove the traditional data center from the equation and allow the computation to occur precisely when and where it is needed most, all in real-time.

For example, game makers can instantly launch a new VR game by tapping into device intelligence, edge gateways, real-time access to a user’s surroundings – without sending data back and forth and speeding up the entire experience.

Oil rigs, farms, and military operations that often lack reliable connectivity can harness real-time data processing and AI technology to bring digital capabilities to remote regions and sensitive environments.

Another example is healthcare.

In 2020, COVID-19 accelerated the telehealth movement, and it continues to evolve at an amazing pace. By moving to the intelligent edge, healthcare professionals are expanding their remote patient monitor (RPM) capabilities to include people living in remote rural locations.

They can also extend home healthcare to communities that previously lacked the bandwidth to support these services. By reducing latency, and increasing computing power, the remote healthcare experience has become much more viable and effective.

The proof is in the numbers and a recent study indicates that 80 percent of telehealth patients are likely to have another virtual visit.

Whether it is healthcare, automotive, or manufacturing, the intelligent edge has and will continue to open the door to massive growth – and much of the innovation will be driven by and with CSPs. They have a unique opportunity to spark fundamental shifts and critical new revenue streams.

By bringing computing power to the data, not the other way around, CSPs are unlocking the ability to build products and services that will continue to keep us coming back for more. The next 2-3 years are going to be a race among the CSPs, each seeking to take advantage of the amazing technological era we’re living in.

AI, Edge, IoT, and 5G are here to stay – and when combined, there are no limits.


Ravi Kumar Palepu

SVP & Global Solutions Head, Telecom Practice

With more than 20 years of experience in the technology landscape building cutting edge solutions and products, Ravi Kumar Palepu has been in the forefront driving digital transformations for various communication service providers.

Palepu leads the technology council for Telco across locations, issues best practices as well as domain and technical competency for Telco accounts. He has exercised key operations as a part of Global Technology Office leadership and played vital role in filling the void between the GTO and the global Telco accounts.

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Newzoo’s Deep Dive: IP-based mobile games, from movies, TV, books, and toys

Inside Telecom Staff

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IP-based mobile games

Games based on established franchises (IP-based games) are on the rise.

As we predicted in our Global Mobile Market Report, this rise is now especially apparent on the mobile—owing to the platform’s lower barriers to entry (compared to console and PC). There’s a reason why 2.7 million people play on mobile.

In this article, we’ll use data from our partner Apptopia to explore the growth of IP-based games across the mobile platform. The analysis is based on 230 entertainment IP-based games currently available on app stores—as well as our analysts’ insights into key drivers for top games globally and in local markets.

The Changing Mobile Landscape Is Making Publishers Pay More Attention to IP-Based Games

Mobile gaming, its audience, and the revenues it generates are undeniably huge. However, the removal of Apple’s Advertising Identifier (IDFA) is a sweeping change that will ripple throughout the mobile ecosystem.

IP-based mobile games will have a vital role to play in a post-IDFA mobile market, as publishers are increasingly looking to diversify the ways they organically acquire users.

At the same time, mobile’s impressive revenue and audience growth has caught the attention of big entertainment companies. This was amplified by the pandemic, which put many brands’ ad spend in flux.

Simply put, entertainment companies are keen to inject their IP into mobile games, and mobile games are keen to use it. But the top three IP game franchises globally might surprise you.

Revenues: Mobile’s Top Game Franchises Based on Film, TV, and Books

Between January 1, 2015 and March 15, 2021, the top three IP-based mobile game franchises worldwide by revenue were:

  • Journey to the West (famous Chinese literature dating back to the 16th century) with $5.4 billion in net revenues.
  • Marvel (a globally popular superhero franchise) with $2.2 billion.
  • And Onmyoji (originally a Japanese novel published in 1988) with $1.1 billion.

It is worth mentioning that despite having a popular anime and trading-card game, the Pokémon franchise originally started as a game, which is why we haven’t included it.

The overwhelming majority (99 percent) of Journey to the West’s mobile game revenues came from China. What’s more, around 90 percent of the franchise’s in-app purchases (IAP) revenues came from two MMORPGs from NetEase, Fantasy Westward Journey and Westward Journey.

Historically, the biggest Marvel title on mobile is Kabam’s Marvel Contest of Champions, a 3D fighting game first published in 2014. Lifetime revenue for Contest of Champions currently sits at around $1.3 billion, with the U.S. being its biggest market, accounting for 56 perecnt of all revenue.

Despite being based on Japanese literature, Onmyoji is most successful in China, where NetEase launched a turn-based mobile RPG named after the property in 2016. This Onmyoji game accounts for 95 perent of all revenues generated from the Onmyoji IP.

NetEase has since tried to recapture Onmyoji’s success for the Japanese market, but localization challenges stopped this from happening. The company subsequently launched three more Onmyoji (in 2017, 2019 and 2020), but none of them reached the same heights as NetEase’s original.

While the top IP franchises by revenues are diverse and trace their origins from different regions, downloads tell a completely different story.

Downloads: Mobile’s Top Game Franchises Based on Film, TV, Books, and Toys

In terms of downloads across the globe, top five IP-based mobile franchises worldwide (based on games that are still active on app stores) are:

  • Despicable Me
  • Marvel
  • Strawberry Shortcake
  • Transformers
  • And Disney.

It is important to note that for Disney, we have only included original Disney IP and not the extended Disney universe, including Marvel and Star Wars.

As you can see, Western franchises aimed at younger people typically get downloaded more, but these high numbers don’t always translate to revenues.

Speaking of revenues, there are some strong regional differences in the kinds of IP-based games players are willing to spend money on. We’ll zoom on the world’s two biggest games markets and their respective top IP-based game franchises. 

Why Are Marvel Mobile Games So Popular in the U.S.?

Marvel Contest of Champions generated lifetime revenues of over $700 million in the U.S., making it the market’s biggest IP-based mobile game. But what makes it such a success (beyond its recognizable brand name)?

A steady and consistent flow of content contributes to the game’s ongoing triumphs and recurring revenues. New characters and story elements keep the players engaged.

In 2017, new characters were released every two weeks. The Marvel IP is huge and features multiple characters, meaning Kabam has a practically endless pool of content to pull from. The game boasted 150 characters as of 2019.

Every time the developer releases a new event or character, the game promotes the additions with high-production YouTube trailers. These videos often feature high-profile YouTubers and influencers, bringing in diverse engagement from specific target audiences.

Marvel Strike Force, which was launched back in 2018, is a rising star in the U.S. mobile game market. The game eclipsed Marvel Contest of Champions in 2020 with $90.5 million IAP revenues, making Strike Force the market’s top-grossing Marvel mobile game in 2020.

Of 2020’s top 200 grossing iOS games in China, 37 were IP-based. Three Kingdoms is the most common by far, accounting for 12 of these games. Yet, games based on Journey to the West generated the most revenue in 2020 on iOS in China, with $639 million net revenues from IAPs.

As mentioned at the start of this article, this success is largely driven by NetEase’s six-year-old franchise Fantasy Westward Journey. The mobile MMORPG generated close to $4 billion lifetime net revenue from Chinese gamers on iOS alone, making it one of the most successful MMORPGs on mobile in China (and therefore the world).

Why Is Fantasy Westward Journey So Popular in China?

One key factor for Fantasy Westward Journey’s success is that its economy caters to multiple play styles, meaning all players—from the biggest spenders to non-payers—can enjoy the free-to-play title.

Social-focused gameplay design is another reason for Fantasy Westward Journey’s success. The game boasts robust systems for households, marriages, guilds, friends, avatars, and more, which resonate well with many players in the Chinese market.

Thirdly, competitive and personal-development-focused gameplay design makes Fantasy Westward Journey one of China’s most-played MMOs (one that retains fans).

The key takeaway here is that strong IP is a powerful way to boost a mobile game, but the core gameplay loop should also resonate with players and complement the IP.

IP-Based Mobile Games Are Here to Stay

In the East and West alike, we expect to see even more entertainment-based IP games coming to mobile. The reverse is also true: entertainment companies are utilizing game IP for film and TV. The Last of Us, Castlevania, Fallout, Dota 2, Borderlands, and AFK Arena are just a few examples of game IP coming to other mediums.

The biggest game and entertainment companies are already building giant IP powerhouses around gaming, movies, TV, and more. This is increasingly happening via in-house creation, but also via acquisitions and investments.

As we predicted in last year’s Global Mobile Market Report, companies signed an increasing number of IP licensing deals in 2021. And we expect that they’ll continue to do so amid the removal of the IDFA—as well as rising privacy concerns across mobile.

Publishers can lean on IP-based games to generate hype and attention for their mobile games, especially if there is something else going on within a franchise. Cross-promotion is vital.

When games are released in time with movies or other relevant IP launches, publishers can expect more organic traffic and therefore a larger number of downloads and engagement. This is something we saw with games like Marvel Contest of Champions and Jurassic World: The Game.

It’s also something we expect to see even more of, and if executed correctly, IP-based games—and IP injections into games (Marvel in Fortnite, for example)—can be a truly effective tool for license holders and game makers alike. 


This article has been written by Amsterdam-based games and esports data company Newzoo, detailing the state of IP-based mobile games, and their exponential rise across the board.

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White House legal official Tim Wu will put Big Tech under scrutiny

TK Maloy

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Tim Wu

On Feb.  4, Tim Wu, prominent, progressive attorney, sent his last tweet as a private citizen; the next day, the White House announced its decision to place Wu in the National Economic Council (NEC), one of two key advisory boards to President Joe Biden.

While Wu has been on board over a month, none of the Big Tech anti-trust edicts that are feared by the industry have been issued yet, but there is plenty of time for tech to hear from the White House through the 20 member NEC, via Wu.

While it remains to be seen, there are already many key moves taking place in Congress, the Federal Trade Commission (FTC), and the Federal Communications Commission (FCC).

Nevertheless, for Inside Telecom readers, an objective short history of Wu might prove interesting.

He, by no means is a barn burning, rip the system apart firebrand – and in fact, among other employment positions, he was a clerk at the U.S. Supreme Court – but Wu possesses strong opinions on the overarching control tendencies of Big Tech.

The former Columbia University professor of law and legal scholar is known legally for his Caterfone antitrust proposal, which was eventually enacted and for his coining of the now familiar term “Net Neutrality” in a 2003 law journal.

Also notable is that in the late 2010s, Wu was a leading early advocate for a lawsuit calling for the breakup of Facebook.

In his 2018 book, “The Curse of Bigness,” Wu wrote “extreme economic concentration yields, gross inequality, and material suffering, is feeding the appetite for nationalistic and extremist leadership.”

His previous government service included a stint at the FCC, and from 2015 to 2016, he was the senior enforcement counsel at the New York City’s Attorney General’s Office.

He previously served on the NEC during both Obama administrations, which further increases the fact that he is a known factor in potentially having influence in the White House and occasionally having Biden’s attention on Big Tech issues.

His current mandate on the NEC is as special assistant to the president for technology and competition policy, which is a newly created position in the White House.

Seen in a different light, Wu’s approach among that of others is not a simple thrust at breaking up Big Tech, but what is at the root of most antitrust policy historically is to level the playing field and increase competition within any given sector.

The history of successful, large antitrust suits, such as the famous case against Standard Oil in the early 20th century, and later the breakup of AT&T in the 1980s were arguments against what these large corporates, particularly American Telephone and Telegraph, called “natural monopolies,” whereby their size was of benefit to the public.

This was based on the economy of scale that size fosters, but inherently, also acted to crush any competition, and in the case of telecoms, stall any innovation considered a threat to the company.

AT&T, as is a fact of history, did lose, but only after a very lengthy lawsuit.

At question, and what Wu and similar trustbusters argue against, would be breaking up some of these leading tech corporation could be of harm to the economy of the United States.

Inside Telecom will leave this ultimate question for the reader to decide, though in many ways Big Tech is helping drive the tide against their size by actions and policies which are against the public interest.

Long forgotten are the simpler days when Facebook was a social platform for college students and the corporate motto of Google was “Do no harm.”

With size and growth, Big Techs perspective and policies changes; as the old saying goes, “give someone property and they will act like a landlord!”

For some industry observers, it’s too early to tell if Wu’s appointment is meant more as an attempt to include the progressive side of the Democratic party in White House hiring, then as a statement by the administration of set plans to wage a war against Big Tech.

White House sources, however, have tipped to news media that Wu’s role at the NEC and the West Wing will be a significant one.

“With the choice of Tim Wu as special assistant to the president for technology and competition, it is clear this administration is serious about promoting competition in the United States,” Sen. Amy Klobuchar, the head of the Senate Judiciary antitrust subcommittee, said in a statement.

“He has been a leading thinker on technology and competition policy issues, from his work on net neutrality to his recent scholarship on the monopoly power crisis. I look forward to working with Mr. Wu to modernize antitrust enforcement, strengthen our economy, and protect workers and consumers,” Klobuchar added.

Wu is a scholar of the media and technology industries, and his academic specialties include antitrust, copyright, and telecommunications law. Wu was named to The National Law Journal’s “America’s 100 Most Influential Lawyers” in 2013, as well as to the “Politico 50” in 2014 and 2015.

Additionally, Wu was named one of Scientific American’s 50 people of the year in 2006, and one of Harvard University’s 100 most influential graduates by 02138 magazine in 2007. His book, “The Master Switch,” was named among the best books of 2010 by The New Yorker magazine, Fortune magazine, Publishers Weekly, and other publications.

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Trends and Challenges 2021+: Five Recommendations for Action by Telecoms Providers

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Trends and Challenges 2021+ Five Recommendations for Action by Telecoms Providers

What was innovative yesterday is already obsolete by tomorrow.

This is more true now than ever in the era of the pandemic which, in many cases, intensifies and accelerates this process. The speed of development is and will always remain high in the telecommunications industry.

And here it is clear: COVID-19 is challenging for the industry, but it can also speed up innovations and advance suppliers’ competitive capabilities, especially in the e-commerce environment.

Where are the opportunities? And what matters most right now?

Particularly since the start of the pandemic, it is clear in most industries that constant change has become the “new normal.” For the telecoms industry, the most important question is how will communication service providers (CSPs) develop? Especially since many services – such as pure connectivity – are increasingly regarded as the norm, other players are advancing in sectors where value creation is the most intense, and cut-throat competition is increasing.

Against the backdrop of the ever-present goal of increasing revenues and market share, many CSPs have recognized that it’s time to become a true “real-time company.”

Digital commerce and time to market are two of the critical success factors here; while eroding customer contact and digital disruptors are among the greatest challenges.

One thing quickly becomes clear: In the first step, telecommunications companies need a future-oriented technological foundation to use their data profitably, increase earnings, and be able to generate added value.

Here are five recommendations for telcos that want to leave half-hearted projects behind and create a digital framework for the e-commerce environment of today and tomorrow.

1. Put the focus on the customer – now for real (eSIM sends its regards)

The exceptionally competitive fight for customers is not a new phenomenon.

Understanding the needs and desires of customer groups and individual users while maintaining customer contact is, therefore, more than simply part of the current agenda for telecommunications providers.

Currently, we are experiencing a rapid change in customer behavior, which requires new organizational and technological strategies.

Customer journeys are increasingly fragmented, new touchpoints arise, online and mobile dominate; previously, direct contact was a matter of course, now not much of this remains.

CSPs have to be in a position to adapt their digital business constantly to continuously remain competitive. This means rethinking and redesigning commercial offerings, employing new techniques, and integrating innovative services into portfolios. And internalizing the motto: “Experience is the new product!”

A good example of the eroding connection to the customer is the paradigm change triggered by eSIMs and the challenges that accompany them. These “embedded” SIM cards are permanently installed in devices and can be activated on the software side with various CSPs’ profiles and network information.

Device manufacturers and other providers thus have the opportunity to bundle hardware and communication services. Traditional CSPs are no longer involved, since they automatically lose direct customer contact and become “white label” suppliers.

Wherever possible, they will now seek mergers with global alliances to monetize communication services themselves once again. Additional sources of revenue could also open up in this segment, such as machines or household appliances with integrated wireless connectivity.

In every case, what’s important is to think of the customer in a future-oriented perspective and position oneself accordingly. Customer centricity – not just on paper.

2. Use Artificial intelligence and machine learning to cultivate customer loyalty – starting with predictive analytics

What, specifically, do customers want and need – in a particular situation or range of interests, at a particular time?

The more relevant and individual the information about new products, services, and offerings is, the greater the chances to acquire customers and gain their loyalty on the long term; also, to do so against the backdrop of comparison and opinion portals and publicly visible evaluations by customers.

The prerequisite is targeted marketing, which is oriented with the appropriate granularity to customers’ requirements. Through appropriate customer channels, storage, and enrichment of customer data in compliance with data privacy regulations in a state-of-the-art Customer Relationship Management (CRM) system, information can be provided quickly and used for personalized marketing campaigns.

Here, the handling of technical innovations such as artificial intelligence (AI) and machine learning (ML) becomes an economic success factor for telecommunications companies.

Predictive analytics is already being deployed – a technique that helps analyze internal and external data, detect patterns, and anticipate future events. Important keywords: Regression analysis, multi-variable statistics, pattern comparison, predictive modeling, and forecasting.

There is also enormous potential for AI and ML in other areas of application.

Thus, within the future of the telecoms sector, scenarios can be supported involving automatic detection of network problems or the identification of accounting fraud, for example.

Intelligent and self-learning systems do not just give telcos tools for understanding their customers better and talking to them in a more goal-oriented fashion in real time; they pave the way for an end-to-end digitalization of entire process chains. Therefore: it’s time to use AI and ML.

3. Bundling, 5G, IoT, cloud, and more: Detect opportunities and think up new business models

CSPs and digital content – that’s nothing new.

For example, Viacom has developed from a CSP into a media group since 1994, with the takeover of the majority of Paramount Pictures, and later with various acquisitions such as CBS and Dreamworks Studios. For more traditional CSPs, digital content is now becoming an increasingly important instrument for ensuring customer loyalty.

The pandemic has contributed to this, in that consumers have been staying home and spending a lot of time in front of screens. Streaming is the trend, while old-fashioned TV is not making any gains, or is even declining.

In the meantime, partnerships with Netflix, Amazon Prime, or Disney+ are no longer a differentiating characteristic; instead, they are now a commodity product that customers simply expect.

CSPs thus have to play a more active role in the market for existing and forward thinking digital services to gain or maintain market share. Lurking behind this are different technical possibilities, ranging from the use of an external service under a company’s own logo to joint systems.

Another interesting bundling example is currently under development: Some CSPs are considering offering energy services in the future – and vice-versa. The rates are calculated in similar fashion and based on comparable structures, which would mean that the IT work required would be reasonable.

Right now, 5G is still largely regarded and treated as a fast version of 4G, but telecommunications providers in corporate markets will therefore increasingly expand existing business models or develop new ones; for example, in healthcare, in education, or with regard to autonomous driving.

Low latency times of less than 1 ms as well as high and predictable network bandwidth up to 10 Gbit/s make this possible. In the private sector, 5G is also opening doors for new formats, such as cloud gaming via Google Stadia, GeForce Now, Vortex, and Magenta Gaming.

The former low-bandwidth networks can in the future be used for data transfers with low network profile, which includes the Internet of Things (IoT) sector.

The cloud market is also growing by leaps and bounds.

This is also being driven by the pandemic and more people working remotely, meaning that secure storage is more important now than ever. The market share of U.S. tech giants such as Amazon, Microsoft, and Google is estimated at 60 percent, and it seems that these providers have divided up the “cloud pie” among themselves.

Here, there is nevertheless still noteworthy potential for CSPs.

This is the case for telecommunications offerings that are associated with cloud services, such as customer-oriented offer bundles (telecommunications, data services, and IT systems integration) and added-value services such as application hosting.

With that in mind, the focus is also on individual services or partnerships with established providers – or arbitrary combinations of both. Most importantly, when the concern is new business models and sources of revenue: There are no holds barred!

4. Break the spell of digital disruptors

New players in the market are also increasing competitive pressure for telecommunications providers. Whereas these digital-native organizations have mastered all technologies, traditional telco providers frequently have difficulties with new approaches such as microservices architecture, event-controlled architecture, or programmable infrastructure.

An example: Thus far, telecommunications operators have not succeeded in generating much demand for their IoT offerings despite great interest. Instead, it is the non-orthodox market participants that have broken into the market.

In addition to favorable price positioning, this can frequently be traced back to simple transaction models (direct online purchasing). Many providers in this segment do not even have their own networks; they only sell products.

In these cases, the only things that can help telcos would be building their own top-quality solutions or acquire a successful disruptor, therefore entering the market quickly.

5. First digital transformation, then strategy change: Select the right sequence – and then move fast

To be able to deliver what modern, informed customers want, the telecommunications companies first have to dare to complete a true digital transformation.

This should happen prior to a strategy change – even if that is a prerequisite for a successful implementation. Many of the technology platforms that traditional telecommunications companies are using today are really showing their age. So it’s no wonder that IT costs are too high due to the complexity and redundancies of the legacy systems.

Monolithic architectures frequently form the inflexible backbone (back-end/legacy system) via which most transactions are handled (for example, payment traffic, order management, availability check, etc.).

In an environment that has to rely on agile development and microservices, these architectures impede digitalization. In these scenarios that have developed over time, the business models often have to orient themselves according to the IT possibilities, and not the other way around.

This is bad news for competitive capability, as success factors such as flexibility and time-to-market are by necessity left behind.

There are a lot of opportunities here to integrate legacy applications into state-of-the-art architectures. The most common solution is connection via APIs and connectors.

In this context, the so-called “decoupling” of the customer-oriented front end from the back-end layer becomes a central focus.

This is how providers can create personalized customer experiences, gain freedom to experiment, increase their agility, and scale more efficiently. Additional touchpoints with customers can thus be incorporated flexibly into the front end via APIs.

The goal is to realize significant cost reductions and optimize the essential KPIs: productivity, efficiency, quality, and time-to-market.

The year 2020 has shown us how quickly things can change and exactly how fast the digital transformation is proceeding.

Sooner rather than later, telecommunications companies have to transform themselves into digital service providers and E-Commerce players to stand up to and battle the “digital dragons.” This is a term that Gartner’s analysts have coined for companies that already have a functioning highly-scalable online business model; examples include Amazon Web Services and Alibaba.

Transparency instead of complexity, modularity with standards and open interfaces – this is how the digital transformation itself can be completed at high speed. It’s high time for telco providers to act.

About the authors

Steven Bailey, Chief Strategy Officer (CSO), AOE GmbH

Steven Bailey has many years of experience and expertise in the digital transformation of international companies and the development of their business and IT visions. As Chief Strategy Officer at AOE, he is responsible for business development and customer support in the digitalization and omnichannel E-Commerce strategies sector. A focal point of this work is the development of B2X transaction portals and mobile solutions that allow companies to map new business models and generate long-term revenue streams.

Uwe Ritter, Board of Directors, People at Work Systems AG

Uwe Ritter can look back on more than 35 years’ IT experience. After completing his computer science degree in Ulm in 1983, he worked for two years as a development engineer at Dornier System GmbH in Friedrichshafen. After that, he joined Nixdorf Computer AG in 1985; he remained there in international marketing for Unix systems and as Director of the international Targon support until 1990. From 1990 to 1996, he built up the technical marketing department at Oracle Deutschland GmbH. In 1996, Uwe Ritter was a founding member of Siebel Systems Central Europe. During his first years there, he was responsible for establishing sales support and marketing activities; then he took on various management positions in Siebel product marketing, and was finally responsible for Siebel’s entire technology basis as Executive Director. At the beginning of 2004, Uwe Ritter joined People at Work System AG as shareholder and chair. He is responsible for the areas of products, consulting, and development.

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