July has been a watershed month for AT&T as it enters into two major "cloud deals", one with Microsoft and another with the newly merged IBM and Red Hat. At first glance, the two deals seem oddly contradictory - a collision of proprietary Microsoft cloud (although about half of Azure workloads run on top of Linux) with open source cloud from the combined IBM and Red Hat. But why two cloud deals? What makes them different? What does it mean for the companies involved?
You can't blame technology vendors and service providers for pushing the limits of marketing hype with Artificial Intelligence (AI). After all, it is hottest buzzword since cloud computing. But digital service providers in the emerging era of 5G need practical, real "AI" solutions to cost-efficiently scale their operations and deliver the quality of service that will deliver the promise of 5G to themselves as well as their customers. Hybrid approaches to AI are needed to accelerate return on investment as operators evolve their infrastructure and operations for a 5G future.
neXt Curve was in Nice, France attending the premier global event for digital transformation in the telecommunications industry held from May 14th through May 16th and hosted by TM Forum. Leading vendors and operators converged to discuss what it will take help the telecom industry reinvent itself and aid telecom service providers in becoming digital service providers. Now that 5G has arrived in select markets around the globe, the pressure is on for telecom operators to transform their operating models to capture the value promised by the next generation network.
The 5G promise is broad and ambitious, but business leaders need to recognize that we are at the very beginning of this journey, and emerging technologies under the 5G umbrella are creating new opportunities for new entrants to fill the gaps as the world moves toward the promise of 5G such as 5G-enabled IoT, new shared spectrum resources, hybrid multi-cloud services brokering, network slicing on demand within mobile computing nano-data centers at the carrier edge.
Since the term "Cloud Computing" was coined, CSPs (Communications Service Providers) have had a tremendous challenge developing viable cloud capabilities and offerings for their enterprise clients that compete with emerging digital infrastructure players such as Amazon Web Services and Microsoft Azure. With 5G on the horizon it is ever more critical that traditional telco operators find their cloud mojo lest current cloud leaders and new intermediary entrants make a move to the middle to take the great 5G promise away from them.
The original telco central offices of the past had legacy mainframe-like telephone switches with legacy voice features, which was ideal in the 1980’s and 1990’s but are archaic today. With VoIP over LTE in the cloud, these local offices can be re-architected into 5G nano-datacenters that provide very low latency fixed and mobile access and distributed edge computing that will enable new and innovative hyperconverged IT/CT applications and services that avail new business models and network monetization opportunities for operators.
As businesses face increasingly rapid and volatile dynamics of change, business leaders are challenged to continuously shift and (re)position their organizations for survival. With change coming from a multitude of different vectors, what can leaders do to “future-proof” their organizations and win in a digital economy?
Yesterday, Apple hit a major valuation milestone becoming the first $1 trillion public company. Many Wall Street analysts and market pundits are calling it an important milestone. Well, apparently Tim Cook doesn’t think so. But it is a time to reflect on how the investor community and Wall Street have gotten Apple wrong consistently for quite some time. And they continue to get Apple wrong as they continue to characterize Apple as an iPhone company or a consumer product company, or a hardware company.
Agile, Adaptable, Innovative, and Efficient – these are key attributes of organizations that will thrive in the rapidly changing, highly competitive environment that is the digital economy. Sustaining this kind of continuous reinvention requires a well-conditioned organization that is comfortable being uncomfortable. The question for today’s leaders is, what does it take and how can you ensure your organization – and workforce – is up to the challenge?
AT&T may have just been approved to acquire their “killer app”. Of course, it’s still early days but the AT&T merger with Time Warner could usher in a new era of carrier-driven digital innovation and competitiveness that has eluded the…