The largest phone company in the world does not own any network equipment. The emergence of the All-IP telecom network has not only changed the technology of the core network and the technology of the radio access network (RAN), it has also irrevocably changed the business model of the network operator. New revenue sources such as Big Data and Internet of Things (IOT) are highlighted as the savior of networks as voice revenue as part of overall revenue start to decline.
The problem, however, is that the standard business model behind these new revenue sources is far more applicable in advanced economies where intelligent infrastructure, intelligent homes, and connected lives can be monetised quite easily. Big Data has immediate revenue potential in changing consumer behavior of individuals with high disposable incomes.
Generic new revenue sources become far more difficult to harness in developing economies. A unique management mindset is required where new network technologies are rolled out to a data hungry customer base, without the necessary financial benefits evident in high GDP countries.
Developing economies, however, have uneven and disparate rates of development, with telecommunication technology often leading other industries. Within this new domain, huge opportunities exist within developing countries where the environment can be made more efficient via the intelligent utilisation of the telecommunication environment. How can operators effectively manage their companies in a period of disruptive change?
This is the core premise of this short learning programme (SLP).