Mobile Magazine September 2020

MAGAZINE

HELPING BUSINESSES TAKE THE DIGITAL LEAP OF FAITH

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S E P T E MBE R 2 0 2 0

Three Ireland drives digital transformation CIO Stephen Reidy on the benefits of putting customers first

mobile hardware manufacturers

Powering change in Algeria

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FOREWORD

W

elcome to the September issue of

nies are also finding themselves on the front

Mobile Magazine, where we tell the

lines of a global cybersecurity war. More on

stories of the telecom industry’s leading com-

the sometimes fraught relationship between

panies, and explore the trends shaping the

the IoT and mobile operators inside.

market today.

Over the last few years, there’s been a huge

This month’s edition explores some of the key

shift in the relationship between telecoms and

challenges and opportunities facing the mobile

the data centre industry. After spending billions

industry today, from sustainability and privacy

of dollars and the better part of a decade put-

to the rapid explosion of 5G networks around

ting down roots, telecom operators have spend

the world. We’ll also be bringing you exclusive

the last few years fleeing the data centre market

interviews with thought leaders from Three Ire-

en masse. Read our report on the complicated

land, Telia, Centili, Telstra and Ooredoo Algerie.

future of data centres and telco to find out why.

With the world in the twin grip of a pandemic and

We’re also checking the pulse of the ongoing

rabidly accelerating climate change, telecom

5G rollout this month, as I explore my current

companies have never been more essential to

home city of Seoul, to find out how the South

keeping us connected, or better positioned to

Korean capital has become a leading light for

take the lead on climate action. This month,

the global industry’s 5G ambitions.

we’re taking a look at sustainable practices -

Lastly, this month’s Top 10 list takes a look at the

both good and bad - in the telecom sector.

world’s leading mobile hardware manufacturers

Our special report this month focuses on a dif-

powering a world of more than 5bn mobile

ferent hurdle facing the industry: security. With

devices. We hope you enjoy the issue.

cyber attacks on the rise, the IoT expanding

If you have a story to tell, email me at

exponentially, and the COVID-19 pandemic

h.menear@bizclikmedia.com to become

promoting a global remote work experiment

a part of the conversation.

on an unprecedented scale, telecom compa-

Harry Menear w w w. m o bil e m a g a z in e . c o m

03

Building a Fully Connected, Intelligent World “Huawei, our key strategic partner has been working side-by-side with Cellcard on 4G projects within many key cities and provinces in 2019. With the support from Huawei’s high technology solution, we have completed the first real 5G trial test in Cambodia following the download speed that reached 1.6Gbps with lower latency rate at less than 10ms. Cellcard is confident in choosing Huawei to embrace digital life to every person, home and organization in Cambodia for an intelligent future with intelligent connections.”

Let’s Move Forward to a 5G Era

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05

PUBLISHED BY

EDITOR-IN-CHIEF

Harry Menear EDITORIAL DIRECTOR

Scott Birch

PRODUCTION DIRECTORS

MEDIA SALES DIRECTOR

Georgia Allen Daniela Kianickovรก

James White

Owen Martin

Craig Killingback Stuart Irving

DIGITAL VIDEO PRODUCERS

MANAGING DIRECTOR

PRODUCTION MANAGER

Kieran Waite Sam Kemp

Lewis Vaughan

MARKETING DIRECTOR

Jason Westgate

DIGITAL MEDIA DIRECTOR

CREATIVE DIRECTOR

Billy Kabubi CREATIVE TEAM

Oscar Hathaway Erin Hancox Sophia Forte Hector Penrose Sophie-Ann Pinnell

PROJECT DIRECTORS

Leigh Manning

CHIEF OPERATIONS OFFICER DIGITAL MARKETING MANAGER

Shirin Sadr DIGITAL MARKETING EXECUTIVE

Daisy Slater

Stacy Norman PRESIDENT & CEO

Glen White

w w w. m o bil e m a g a z in e . c o m

CONTENTS

Three Ireland: digital transformation for the customer

28 Can telecom operators be a part of a sustainable future?

10

42 SEOUL: EXPLORING THE CAPITAL OF 5G

DIGITAL IDENTITY AND THE IDoT

56 The complicated future of data centres and telco

70 86 Mobile hardware manufacturers

104

126

Telia

Ooredoo Algerie

142 Centili

160 Telstra Purple

180 Docomo Pacific

Three Ireland: digital transformation for the customer WRITTEN BY

WILLIAM SMITH 10

PRODUCED BY

STUART IRVING

SEPTEMBER 2020

11

www.mo bi l e ma ga z i n e. com

THREE IRELAND

Stephen Reidy,CIO of Three Ireland, tells us about the benefits its transformation has enabled for customers, the dawn of 5G and its COVID-19 response

T

hree Ireland is one of the major players in the Irish telecommunications market, as its CIO, Stephen Reidy, tells us.

“Three was a disruptor 10 years ago. But then, when we acquired O2 in 2014, it really became the major player that it now is. We provide a number of 12

services, but our vision is really about connecting people and connecting things. It’s about being the telco of choice, to be relevant to people’s lives and to provide them mobile telephony.” The business has a broader strength in the B2B space. “We provide a lot of services around managed security, we take on people’s call centres, and so there’s a lot we offer around the whole mobile space.”

As CIO, Reidy has overseen a comprehensive, wholesale digital transformation. “We’ve recently concluded and delivered a completely new IT stack. A new CRM system, billing, ecommerce, self-serve, order management, rating, integration and a big data platform and storage infrastructure. So pretty much across the company, we’ve delivered a lot of new technology and changed a range of systems.”

SEPTEMBER 2020

13

www.mo bi l e ma ga z i n e. com

THREE IRELAND

“ Three is very ambitious, always striving to be better and to be the best it can be” — Stephen Reidy, CIO, Three Ireland

14

SEPTEMBER 2020

Three Ireland - AI + Automation CLICK TO WATCH

|

1:17

15 Before that came the systems

When it comes to data, Reidy has

change involved in the merger of

ensured Three has a comprehensive

the Three and IT technology stacks,

approach. “We have Hadoop, a data lake

which presented its own challenges

which we procure through our partner

and opportunities.“Big, complex

Amdocs. We have a BI platform from

transformations are very challenging

Teradata. We use IBM’s Datastage for

because they require a lot of focus,

our ETL platform, and we are about to

commitment and even belligerence.

go live with a new and exciting real-time

For me, it’s key that there’s top down

next best offer /action engine, which

support from the C-level across the

we’ve also procured through Amdocs,

organisation. Because it’s generally

and all of these platforms are built on

never just an IT transformation, it’s a

flexible and scalable storage infrastruc-

business transformation. That’s some-

ture with data protection from Dell.”

thing that was key to our success.”

www.mo bi l e ma ga z i n e. com

THREE IRELAND

16

Such technology is used in line with

a particular type of agility - which you

a strategy of understanding the cus-

often can get from cloud as opposed

tomer’s needs. “We want to be able to

to an on premise solution. But we have

offer our customers relevant services

very much a hybrid setup, appreciat-

at relevant times. So, like many telcos,

ing that public cloud isn’t always the

the question is: ‘how do we monetise

right answer.”

the data that we have in a more efficient way?’”

Reidy is not considering, as some

Emerging technologies have also found their place in the transformation, such as the machine learning used

are, a wholesale move to cloud

in its aforementioned next best action

systems. “We use the cloud where

/ offer engine. “AI is something we’re

appropriate,” he says. “That’s based

looking at to improve our efficiency.

on cost benefits, or where we need

In terms of our customer care, we

SEPTEMBER 2020

17

E X E C U T I V E P R O FILE :

Stephen Reidy Title: CIO

Company: Three Ireland

Industry: IT

Location: Ireland

Stephen Reidy has been Chief Information Officer for Three Ireland since 2014. Stephen has responsibility for Three’s IT systems. Prior to taking up the role of Chief Information Officer, Stephen was Head of Technology for Telefonica O2 Ireland from 2011. Previous roles include Director of IT, Head of Programme Management, and Head of Service Management for Orange/EE in the UK whom he joined in 1993. Stephen has extensive experience across all technologies and specialises in driving transformation and collaborating across complex organisations. He holds a Bachelor of Engineering from the University of Limerick. www.mo bi l e ma ga z i n e. com

Three modernizes with Dell Technologies At Three, data generated by new business operations and systems was overwhelming legacy infrastructure.

So Three turned to Dell Technologies. The solution?

A modern, scaleable PowerMax storage platform from Dell Technologies, powered by Intel™ Optane™.

With PowerMax, Three reduced billing runs by a factor of five and experienced a 26% reduction in hardware footprint, along with a 24% reduction in power. What’s more, Three is now ready to do even more with data, including AI and machine learning functions.

Modernize Your Business

How Dell Technologies enables Three Ireland’s transformation Jason Ward, VP and General Manager at Dell Technologies Ireland, on the technology support it provides to Three Ireland.

Jason Ward is VP and General Manager at Dell Technologies Ireland. He has extensive experience managing teams across Europe, and favours exactly the culture in place at Dell.

“If you’ve got a very happy and contented workforce that have a good work life balance, and are all focused on the customer, leadership becomes quite an easy job,” he says.

The company’s mission is to create technologies that drive human progress. “Our vision is to become the most essential technology company, from the edge to the core, from data centres to the cloud and everything in between.

We as a company can help organisations transform themselves from the world of legacy IT right into the digital world we’re in today.” Its efforts are delineated into a number of complementary offerings, as Ward explains. “Dell, as a family of companies, has created technologies and solutions that feed into four categories. We go to market around Workforce transformation, security transformation, IT transformation and digital transformation.”

One such beneficiary of Dell’s approach has been Three Ireland. “We’ve been working with them for five years now. One of the great things about working with Three and Stephen Reidy, the CIO, is that they are a real disruptor in the marketplace in terms of telecommunications and mobile.” That disruptive capability has required Dell’s technology. “We’ve been working with them primarily around supporting them on their core business systems. Support systems, analytics, CRM, and the management of data across Three is critical to their business requirements, and that’s very much how we’ve partnered with them to support that.”

That’s involved the use of some of Dell’s latest and greatest technologies, such as flexible and scalable high end storage infrastructure known as PowerMax. “PowerMax underpins virtually all of the mission critical workloads and appli-

Dell Technologies partner video cations that Three needs. PowerMax changes the game for Three business applications. It is designed with a multi-controller, active/active scale-out architecture and industry standard, end-to-end NVMe and SCM powered by Intel Optane™ technology. Inline, global dedupe and compression add extreme efficiency to their data centre - we’ve reduced the time it takes for billing runs to one fifth of what it was. All of the core, mission-critical systems from billing right through to real time analytics and AI for customer data are being supported by our underlying PowerMax technology, whichis very exciting.”

Going forwards, as the telecommunications industry evolves with the likes of 5G and software-defined data centres, Ward is confident that the partnership will also go from strength to strength. “The fundamental basis of a good partnership is firstly understanding what our customer’s objectives and challenges are,” he says. “We work closely with Stephen and his team to understand Three’s business requirements and what they are trying to achieve as an organisation. Only from that can we architect our solutions. We value the relationship tremendously, and we’re looking forward to continued expansion and growth over the coming years.”

Three’s ultimate seamless omnichannel customer experience Three delivers on its promise to make their customers’ lives easier

In the quest for a full, business-driven digital transformation to support its consumer and enterprise customer base, Three Ireland engaged Amdocs to fully manage the project from end to end.

Powered exclusively by Amdocs DigitalONE Experience360 Layer, the fully-digital, omni-channel customer experience drives personalized, proactive actions for customers, agents and employees in real time, on any channel. The interfaces were created using design-led thinking and a “build-once-deploy-many” widget approach.

Three and Amdocs were recently selected as finalists in TM Forum’s Excellence Awards in the Customer Experience & Trust category.

Contact us to learn more.

© 2020 Amdocs. All rights reserved.

Three Ireland - Data Strategy CLICK TO WATCH

|

1:07

21 use AI in our chatbots, so we have a combination of human interaction and automation. We also do a lot of robotic process automation (RPA), where we’re using technology for repetitive activities, as opposed to people. That frees them up to do more value-added activities.”

Three’s transformation was enabled by the assistance of a number of key partners, such as software and services provider Amdocs. “It’s certainly a partner relationship, and we work well together. Amdocs are always looking at where they can add value to our www.mo bi l e ma ga z i n e. com

THREE IRELAND

Three Ireland - The Cloud CLICK TO WATCH | 0:40

22 business. When we have challenges in our transformation or in terms of delivery, we always work on those challenges together.” Reidy emphasises the fact that Three’s trusted partners mutually deliver value to each other. “Transformation requires both parties to work and be successful together. With Dell, we procure the majority of our laptop and computer estate through them, as well as leveraging their PowerMax platform for our storage infrastructure. Tech Mahindra, in partnership with Amdocs, provides us with a lot of operational and delivery SEPTEMBER 2020

“ It’s really about how we can continually evolve and enhance the customer experience”

5G is the next frontier for the telecommunications industry, and something for which Three Ireland is excited to enable. “We’re certainly very busy at

— Stephen Reidy, CIO, Three Ireland

the moment,” says Reidy. “It obviously

services, both here in Ireland and in

IT systems.” Reidy sees the benefits

India. BT is very much a crucial partner

of 5G as being transformational for

for us in the IP space. The technologies

society at large. “It’s very early days,

that we use are complex and they all

and like most new technologies, there’s

have to interact and integrate with each

a lot of promise there. I don’t think it’s

other. So it’s very important that our

going to happen overnight, but it’s very

partners don’t just work well with Three,

exciting and it will be very interesting to

but also with each other.”

see the use cases and how supporting

involves new radio and new core technologies, and that integrates with all our

www.mo bi l e ma ga z i n e. com

23

Tech Mahindra is proud to support Three Ireland in their recent transformation. Accompanying Three Ireland as they RUN, CHANGE and GROW. Supporting current and heritage IT business

RUN BETTER CHANGE FASTER

Partnership through transformation

GROW GREATER

Working together as the business evolves

Tech Mahindra is committed to both Ireland and Three Ireland and we look forward to a prosperous and successful future together.

technologies develop over the coming years to make widespread 5G a reality.”

The ongoing COVID-19 pandemic has impacted Three’s activities and required an agile response, as Reidy explains: “It’s brought forward certain activities and pushed others back.

“ We’ve recently concluded and delivered a completely new IT stack” — Stephen Reidy, CIO, Three Ireland

Clearly, in terms of how we work

forever, depending on how long social

as an organisation, it’s fundamentally

distancing is in place, and so on.”

changed how we work - as it has

Reidy is clear that the principal

for most companies worldwide.”

benefactor of Three’s transformation

He also sees the pandemic as pushing

has been the customer. “We’re always

companies into a broader digital journey.

looking to do more. It’s really about

“I think it will have a fast-track effect,

how we can continually evolve and

particularly in the retail space where

enhance the customer experience.

people have been forced online. In

We’ve delivered a digital transformation,

the long term, that’s going to change

which has brought a lot of new digital

www.mo bi l e ma ga z i n e. com

25

THREE IRELAND

26

“ It’s really about how we can continually evolve and enhance the customer experience” — Stephen Reidy, CIO, Three Ireland

SEPTEMBER 2020

27

interactions with customers, and that

its partners have achieved. “It’s been

journey will continue with the advent

a very rewarding experience, for me

of new technologies. With AI, with 5G,

personally, for my team, for the com-

there’ll be a lot more services that we’ll

pany at large, but also very much for

be delivering and servicing, joining the

our customers. Transformation is not

dots and making sure the customer

something that you start and finish at

experience is easy to use. Making sure

a particular time. It’s a continuum. And

that we provide reliable services to our

we’ve learned in the last few years how

customers so that they can rely on us to

to succeed and continue to be agile.”

provide them with connectivity - particularly now the ability to work from home.”

Reidy’s proud of the effects the transformational work his team and www.mo bi l e ma ga z i n e. com

TELECOMS

28

Can telecom operators be a part of a sustainable future?

WRITTEN BY

HARRY MENE AR

SEPTEMBER 2020

29

w w w. m o bil e m a g a z in e . c o m

TELECOMS

From power purchase agreements to carbon credits, Mobile Magazine explores the state of sustainability initiatives in the telecom industry

W

ith the world reeling in response to a global pandemic that has killed more than 13 million people,

it’s easy to forget that this tragedy is not the

greatest threat facing our species.

30

As polar ice retreats, and freak meteorological disasters grow more common every day (remember when we thought the Australian bushfires were the worst thing that 2020 could possibly throw at us?), people and companies around the world must face up to the reality that climate change poses an existential threat to us all.

If we are to preserve our planet for future generations, drastic and lasting changes need to be made.

The mobile and telecommunications industry is particularly well-positioned to lead the way in implementing these changes, and there is recognition and the outspoken desire for green transformation across the sector. A recent study of more SEPTEMBER 2020

31

w w w. m o bil e m a g a z in e . c o m

ericsson.com/ 5g-switch

Move towards zero touch, cut down on time

Ericsson.

The 5G switch made easy.

With automated provisioning and insight-driven service assurance, Ericsson Dynamic Orchestration simplifies operations, moving you closer to the zero-touch experience.

This means greater savings and shorter time to market.

“ Our Sustainability Strategy is key to our success and focused on the issues most material for our business”

urgent in recent years. The public have become more vocal about it, regulation has increased and businesses are being more proactive

— Andrew R Penn, CEO and John P Mullen, Chairman, Telstra

about making sustainability a core

than 2,500 companies conducted by

meaningfully tackle the issue of cli-

UK telco Vodafone acknowledged

mate change. Vodafone’s report found

that, “the issue of climate change has

that, among so-called ‘future ready’

become much more significant and

companies, only 51% had “a clear

part of their credentials.”

However, the industry still has significant challenges to overcome if it is to

33

w w w. m o bil e m a g a z in e . c o m

TELECOMS

34

strategy for investment in sustainability

a look at some of the key issues

with a clearly defined budget”, with 17%

around sustainability in the telecom

only “making investments from time to

industry, and how companies can

time” and 4% not investing at all.

institute genuinely positive environ-

There are some telecom operators, particularly in Northern Europe, that

mental change while continuing to drive growth and create value.

are making great strides towards carbon neutrality and increasingly

TELSTRA – CARBON NEUTRALITY?

green business practices. This

Carbon neutrality is often cited as an

month, Mobile World Magazine takes

environmental goal by countries,

SEPTEMBER 2020

“ A minute’s mobile-tomobile chatter comes in at 57g, about the same as an apple, most of a banana or a very large gulp of beer” — Mike Berners-Lee, Author, How Bad are Bananas?

The Carbon Footprint of Everything in its operations by 2030 (excluding the emissions from flights, which somewhat takes the jet exhaust out of that particular sail).

However, being carbon neutral or even carbon positive doesn’t necessarily have a one-to-one correlation with reducing emissions. As an example, let’s look at one of the latest major telecom companies to go “carbon neutral.” conglomerates and even premium

Based in Sydney, Telstra is one of the

Vodka brands these days. A recent

leading telco providers in Australia, and

report by Vox noted that Amazon

can trace its roots all the way back to

CEO Jeff Bezos pledged that his

the early 1900s and the earliest days

company would be carbon neutral by

of Australia’s telephone and telegraph

2040; Microsoft has committed to be

networks. Today, the company serves

carbon negative by 2030; Starbucks

more than eight million customers,

aims to be “resource positive” within

reports annual revenues in the realm of

a decade; and Heathrow Airport in

$27.8bn and was the first Australian tel-

London pledged to be carbon neutral

ecom company to launch 5G services. w w w. m o bil e m a g a z in e . c o m

35

TELECOMS

The company takes sustainability seriously. “Our Sustainability Strategy is key to our success and focused on the issues most material for our business, the areas where we have the expertise to make a meaningful contribution, and where we see opportunities to use innovative, techbased solutions to address major societal challenges,” said Telstra CEO Andrew R Penn and company Chairman John P Mullen in a joint 36

SEPTEMBER 2020

“ This growing energy challenge is, in large measure, a result of the exponential growth in traffic that new 5G services are likely to deliver” — McKinsey, The Case For Committing to Greener Telecom Networks

sustainability statement for 2019. “We

used for carbon credits to be used to

want everybody to thrive in a digital

support sustainability initiatives, but

world and are focused on helping our

some critics have suggested that

customers - and society more broadly

this is simply using money to hand

- adapt to technological change and

the problem off to someone else

the opportunities it brings.”

without effecting meaningful change.

In July 2020, Telstra announced that

Jamie Davis of Telecoms.com

it has achieved carbon neutrality, after

commented: “Telstra should be suit-

being awarded a carbon neutral certifi-

ably applauded, but context should

cation by Climate Active, a collaborative

also be afforded to the situation. If

venture between the Australian

you have a big enough bank account,

Government and leading businesses.

anyone could be carbon neutral with-

Telstra made significant sustainability gains to acquire this

out doing much work at all.”

Telstra is in no way alone in this

accreditation. The company report-

practice, and the telecommunications

edly saved 13,000 MWh of energy

industry isn’t alone among other

through energy efficiency initiatives and a further 18,000 MWh through decommissioning old equipment.

However, it would not have achieved its accreditation without the purchase of 2.3 million carbon offset credits to get below the threshold for the accreditation. Carbon credits hit an all time high price of US$12.23 (AUD17.50) at the end of 2019, meaning that Telstra effectively spent around $28mn to buy the certification. Australia’s carbon credit program does require the money w w w. m o bil e m a g a z in e . c o m

37

TELECOMS

T H E C A R B O N F O O TP RI N T O F YO U R SMART P HO N E

38

The mobile phone in your pocket (or balanced precariously against your morning glass of orange juice as you read this over breakfast) doesn’t actually use that much energy, but the amount of juice demanded by the network it runs on is considerably higher. In a Guardian article, Mike Berners-Lee - a leading carbon footprinting and author of the book How Bad are Bananas? The Carbon Footprint of Everything noted that the carbon cost of a minute of phone usage was about 57g, “about the same as an apple, most of a banana or a very large gulp of beer.” Those gulps of beer and partial bananas translate to about 47kg CO2e (or carbon dioxide equivalent) a year if your typical usage is just under 2 minutes per day.

An average of an hour’s usage per day means that your phone’s annual impact rockets up to 1250kg CO2e.

“data centres and telecom networks are energy hogs. Operating them results in about two-thirds of information and communications industry (ICT) emissions, growing from 215 megatons of carbon dioxide equivalent in 2007 to 764 megatons in 2020.” However, most of the environmental cost of a smartphone (85-95% actually) is incurred before it reaches your hands, by the mining of the metals it contains, as well as its manufacturing process. By the end of this year, smartphone emissions will account for 11% of total ICT emissions.

According to a report by Anthropocene Magazine, noted that

possible, and recycling devices when upgrading.

SEPTEMBER 2020

The report also suggests that solutions to this issue should range from government policies and tax incentives aimed at spurring on renewable energy power purchase agreements for the manufacturing process, to consumers holding onto their current devices as long as

Orange France – Renewable power purchasing A decade ago, the thought of powering an energy intensive company like a telco, data centre or smart city development with renewable energy was considered laughable. However, in recent years, renewable energy has become sufficiently efficient, available and (most importantly) cheap to spark a huge migration of large scale enterprises towards green energy.

In July of this year, Orange - one of the world’s biggest telcos, with more than $48bn in sales in 2019 and 145,000 employees - announced that its French division had signed a power purchasing agreement with Canadian renewables company Boralex.

Boralex’s European division, which is France’s leading independent producer of onshore wind power, will supply Orange with 67 GWh per year of renewable electricity generated by the 26 wind turbines at the Ally-Mercoeur wind farm in the Auvergne Rhône-Alpes region. The five year agreement will come into

effect in January of next year and will account for the entire annual production of the wind farm, which has an installed capacity of 39 MW. “At a time when the networks have been more crucial and in greater demand than ever, I am particularly proud of this agreement, which illustrates our commitment as one of the economic players paving the way in France on PPAs and thus contributing to our country’s energy transition,” commented Fabienne Dulac, Deputy CEO of Orange SA and CEO of Orange France.

The agreement is part of Orange’s Engage 2025 strategic plan which details some sweeping carbon neutrality goals, including reaching a net zero carbon footprint by 2040, despite the increase in network data transmissions as a result of 5G and other growth drivers. Again, net zero does not necessarily mean a total reduction in emissions, but green power purchasing agreements are one of the best steps that telecom companies can take towards reducing their carbon emissions.

w w w. m o bil e m a g a z in e . c o m

39

TELECOMS

correlation between carbon credits and the practice of big game hunters funding wildlife conservation programs and reserves. Yes, there’s more money for conservation research, but we’re still down an elephant.

ERICSSON – FLATTENING THE 5G ENERGY CURVE Telecom providers looking to go green are facing a problem. Every new generation of telecom network technology has represented a signifi40

cant spike in energy demand, and

“ This agreement illustrates our commitment as one of the economic players paving the way in France on PPAs and thus contributing to our country’s energy transition” — Fabienne Dulac, CEO, Orange France

looks to be no exception. “This growing energy challenge is, in large measure, a result of the exponential growth in traffic that new 5G services are likely to deliver,” observed a recent report by McKinsey.

“Although the 5G-new-radio standard is more energy efficient per gigabyte than are the 4G standards, the proposed 5G use cases and new spectrum bands will require many more mobile sites, outstripping

verticals. Carbon offsetting is widespread and, while it still means money

potential energy efficiencies.”

Flattening the energy curve cre-

going towards green initiatives, critics

ated by 5G adoption is an essential

of the strategy have pointed out the

goal if telecom companies want to

SEPTEMBER 2020

The 5G energy curve – Courtesy of Ericsson effect real sustainable change. Back

energy saving software like the

in March, Swedish telecom and IT

MicroSleep Tx and the Low Energy

giant Ericsson estimated that the

Scheduler Solution, Ericsson claims

annual global energy cost for run-

that operators can reduce radio

ning mobile networks is about

equipment energy consumption by

$25bn. From both cost and carbon

up to 15%. On top of this, the com-

footprint perspectives, they note

pany is offering network hardware

that energy is one of the industry’s

that allows operators to run 4G and

biggest challenges.

5G services simultaneously on the

However, the company sees the

same spectrum. Modernising

impending 5G rollout as an opportu-

deployments can also recoup their

nity to “rethink how to build, operate

upgrade costs within three years

and manage networks in a smarter

and offer up to 30% savings on

and more strategic way.” By using

energy consumption. w w w. m o bil e m a g a z in e . c o m

41

5G

SEOUL: EXPLORING THE CAPITAL OF 5G WRITTEN BY

HARRY MENE AR

42

SEPTEMBER 2020

43

w w w. m o bil e m a g a z in e . c o m

5G

Home to the world’s first commercial 5G networks, Seoul is a pioneering testbed for the next generation of telecommunications technology

T

he race is on. Around the world, mobile operators and telecom companies are battling it out in the competition to

shape global telecommunications architec-

ture for the next decade. 5G networks are 44

beginning to saturate our cities, powering expanded IoT applications and the next generation of commercial mobile devices.

As South Korea’s capital and largest metropolis, Seoul has become the epicentre of the country’s 5G ambitions. As of early May, the city was host to 83 5G networks. As of April this year, the country as a whole achieved 5G penetration of nearly 10%, far ahead of most its closest competition, with more than 6.1mn people accessing commercial networks at the beginning of June (second only to China for number of subscribers). South Korea’s President, Moon Jae-in expects to create 600,000 jobs and a 5G-based export industry worth $73bn by 2026.

SEPTEMBER 2020

45

“ Most people still think of 5G as a new wireless service for faster smartphones, but it is also the technology that enables a city to become smarter” — Eric Law, VP, Europe, Commscope

w w w. m o bil e m a g a z in e . c o m

Between hope and possible there’s a bridge.

There from the beginning to where we stand today. And to where we will go from here. One company. One promise.

If you can imagine it, we will build the bridge to get you there.

South Korea launches world’s first nationwide 5G mobile network CLICK TO WATCH

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2:09

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The country’s three leading telecom

THE 5G SPACE RACE - A BRIEF HISTORY

companies, SK Telecom, KT, and LG

Early last year, some of the world’s

U+, announced in March that they

biggest telecom companies, includ-

would continue to drive adoption

ing AT&T, Verizon, SK Telecom and

with a combined investment of more

KT Corp, all piled over the finish line

than $3.3bn into their networks by

of a sort of telecom space race. The

the end of 2020, and are expected

goal: lay claim to ownership of the

to invest $22bn in their 5G networks

first commercially active 5G network

by 2022. As the competition heats

in history. The winner? Well, it hon-

up around the world, Seoul is fast

estly depends on who you ask.

becoming the blueprint for 5G adop-

When South Korean carriers SK

tion. This month, Mobile World

Telecom and KT Corp said they

Magazine takes an in-depth look at

would switch on their networks in

the capital city of 5G.

April of last year, Verizon moved up w w w. m o bil e m a g a z in e . c o m

5G

48

the scheduled launch of its own net-

responded by saying that mobile hot-

work by a whole week, which the

spots don’t count, and that

Koreans scrambled to beat - manag-

connecting an actual phone is the

ing to do so by mere hours. When the

criteria for a commercial 5G mobile

dust settled, all companies involved

network. AT&T disagreed - obviously.

said that they’d won, and AT&T

Bragging rights and national pride

claimed to have achieved victory

(Donald Trump chose that week in

back in December of 2018 by launch-

April to demand US companies build

ing 5G mobile hotspot devices in 12

6G “as soon as possible” or be left

American cities. The others

behind by the Chinese, who wouldn’t

SEPTEMBER 2020

“ Transportation, accident prevention, administrative processes, medical services and child care services, which have historically operated independently, will be connected more organically and efficiently� — President Moon Jae-in will rise to an astonishing $667.9bn at a CAGR of 122.3%. Telcos that carve out even a modest-sized piece of that pie are going to pull in revenues larger than the GDP of your average developing country.

Cities, with their dense populations and higher concentrations of enterprises, are the perfect inflection point launch a commercial 5G network

for 5G networks. Around the world,

until November) aside, being able to

major telcos are fighting to gain a

lay claim to the first operational 5G

foothold in some of the largest cities.

network could have huge conse-

Back in January, 5G connectivity was

quences in the ongoing battle to lay

available in 378 cities across the

claim to a market that is predicted to

globe. That number has continued to

grow near-exponentially.

grow in recent months, with AT&T

This year, the 5G technology mar-

alone launching 5G in 28 new markets

ket is predicted to reach US$5.53bn.

across the United States, including

By 2026, experts believe that figure

Miami, Columbia, Eugene, Austin, w w w. m o bil e m a g a z in e . c o m

49

5G

A TRU LY S M A RT C I T Y

50

“Most people still think of 5G as a new wireless service for faster smartphones, but it is also the technology that enables a city to become smarter,” said Eric Law, Vice President, Europe, at Commscope. “In the future, cities will use new applications and the IoT to enrich the lives and safety of their residents and visitors. In fact, we can expect to experience new technologies such as virtual reality (VR), augmented reality (AR), and autonomous vehicles all on our doorsteps.”

SEPTEMBER 2020

Dallas and Salt Lake City, bringing 5G connectivity to an additional 160mn potential customers.

Korean President Moon Jae-in has been one of the country’s leading champions of 5G network development. The Korean government is currently pushing through legislation designed to create a “Tech New Deal”, which has been earmarked to receive government investment of more than $133bn by 2025. “The Korean New Deal is Korea’s declaration of its transition to becoming a leading country from a country that has trailed behind, from a carbondependent economy to a low-carbon

“ Korea is well matched to be a new land of opportunity for global startups as Asia’s tech hub, equipped with advanced infrastructure and technology” — Park Young-sun, RPK Minister of SMEs

infrastructure quickly,” the companies said in a release. “To speed up the work, we have divided subway lines and sections.”

Speaking at an event in February, President Moon further outlined the goals and potential of the country’s 5G smart city ambitions.

“Transportation, accident prevention, administrative processes, medical

economy, and from an unequal

services and child care services,

society to an inclusive society,”

which have historically operated

Moon said in a recent address.

independently, will be connected

One of the cornerstones of the

more organically and efficiently,” he

New Deal is a massive injection of 5G

explained. “With consolidated safety

infrastructure throughout the Seoul

management systems, disaster infor-

metropolitan area, aimed at trans-

mation - like that related to

forming the city into a truly smart

earthquakes and fires - will immedi-

urban environment.

ately be sent out by alert, and this will

KT, SK Telecom and LG U+

reduce firefighter response time by

announced a collaborative effort to

five minutes, while the crime rate will

offer 5G coverage on subways

drop 25% and vehicular accidents

throughout the country’s biggest cit-

will be reduced roughly 50%.”

ies. Seoul, which is home to the country’s largest subway network,

THE 5G TEST BED

the companies said they aim to set

As South Korea’s capital and largest

up 5G infrastructure by the end of

metropolis, Seoul has become the

2020. “Since more than 6.7 million

epicentre of the country’s 5G ambi-

people use subways every day, we

tions. 5G applications have huge

are doing our best to establish 5G

potential for the development of wider w w w. m o bil e m a g a z in e . c o m

51

5G

smart city technologies, including IoT

presence of the country’s biggest

networks, autonomous vehicles and

tech conglomerates like Samsung,

increasingly powerful AI apps.

SK and KT, all of which have head-

According to Gauhyun Lee,

quarters in or around the

Manager of Business Development

metropolitan area. SK Telecom in

at NearthLab, the people in Seoul are

particular has a target of reaching

“very used to and naturally accept the

average download speeds of 7/GBps

introduction of cutting edge technol-

over the course of the year.

ogies in their day to day lives”.

Startups - both domestic and for-

Essentially, this has made the city

eign - are also flocking to Seoul,

into the world’s biggest 5G test bed,

looking to make the most of one of

a phenomenon spurred on by the

the planet’s most connected cities.

52

SEPTEMBER 2020

The Seoul metro government is mov-

asked questions about why we, a

ing to create a tech visa aimed at

German-based company, chose

giving foreign talent easy access to

Korea to do our business. I always

jobs and business opportunities

tell them Korea has the fastest

throughout the city, as well as work-

mobile download speeds in the world,

ing to create 1,000 incubating

which means government and com-

spaces for tech startups near busi-

pany officials here have a high level

ness clusters throughout the metro

of comprehension of emerging tech-

area. “We are living in times where

nology such as big data and IoT.”

setting up a new business is more about where you start, rather than

SEOUL PUSHES FORWARD

who runs the business,” said the

This emphasis on using 5G to drive

Korean government’s Minister of

investment and B2B operations is

SMEs, Park Young-sun, at a roundta-

expected to increase even further in the

ble event back in January. “Korea

coming year. In a press conference at

was the first in the world to commer-

the GTI Summit held on July 2, KT CEO

cialise 5G telecommunication…

Koo Hyun-mo urged mobile carriers to

Against this backdrop, Korea is well matched to be a new land of opportunity for global startups as Asia’s tech hub, equipped with advanced infrastructure and technology.”

Companies based in Europe are more and more frequently choosing Seoul as the beachhead for their APAC expansions. German IoT startup Is It Fresh uses Seoul as its basis for APAC operations. Company Director, Park Ji-hyun noted in an interview that, “We are frequently w w w. m o bil e m a g a z in e . c o m

53

5G

LG U + : 5 G C O N T EN T AN D AR GL ASSES

54

Augmented reality (AR) glasses have had a spotty history.

Google’s ill-fated Glass project launched way back in 2014, to a decidedly mixed reception; Last year, Microsoft released the second version of its Hololens headset which, at $3,500, will probably only find a home in the commercial sector - or with the US military; Google even quit on its VR and AR hardware ambitions in 2019, making its Cardboard headsets open source; and Snap, the company behind the popular social media app Snapchat, launched its third attempt at a popular set of AR glasses back in November of last year, but has since failed to generate any lasting traction.

From limited applications to high

SEPTEMBER 2020

price tags, a number of factors have conspired to prevent AR glasses from gaining any real foothold. 5G might be about to change all that.

In June, LG U+ announced that it has set a date for the release of its upcoming AR glasses offering: Q3 2020. Developed in collaboration with Chinese AR startup Nreal, the device will, according to U+, be the world’s first AR glasses to be commercialized in a businessto-consumer (B2C) model. They weigh 88 grams, and will only support Android-powered devices.

The company hopes that the product will attract more users to its 5G service, and has been pouring money into 5G content creation over the past year - even partnering with Google at CES 2020 earlier this year.

“ Mobile carriers should view 5G as a platform and create new values with companies and consumers” — Koo Hyun-mo, CEO, KT

startup accelerator. To accelerate its innovations in 5G and edge computing, SK Telecom has invited foreign startups with expertise in 5G edge services/infrastructure and non-face-to-face solutions to audition for one of five spots in the program. The startups that are chosen will be able to test their new

focus their 5G developments towards

technologies on SK Telecom’s commer-

B2B applications. “Mobile carriers

cial 5G networks, as well as receive

should view 5G as a platform and create

support and investment opportunities.

new values with companies and con-

KT has also been supporting the

sumers,” adding that KT has been

convergence of mobile networks, big

actively working to develop new busi-

tech firms and startups with the

ness applications for 5G, such as

opening of several 5G Open Labs in

digitally transferring large video files for

and around Seoul. The company’s

film companies and developing remote

first lab, located in Seocho-gu, in

diagnosis services for hospitals.

southern Seoul, is reportedly visited

SK Telecom is also supporting foreign

by over 100 partners each month

startup investment. In June, the com-

looking to develop new business

pany announced the launch of a new

models on the 5G network. w w w. m o bil e m a g a z in e . c o m

55

TECHNOLOGY

56

The complicated future of data centres and telco WRITTEN BY

SEPTEMBER 2020

HARRY MENE AR

57

w w w. m o bil e m a g a z in e . c o m

TECHNOLOGY

Telcos have unloaded their vast data centre empires for billions.

As 5G and IoT drive global data centre demand, what’s next for mobile operators?

The role of the data centre is becoming increasingly critical to the telecommunications industry. All over the world, the services that telcos are required to 58

provide are changing in terms of both scope and technical complexity.

The amount of global data and voice traffic has risen steeply in the last decade. In the first quarter of 2020 alone, more than 45 exabytes of data and voice traffic passed through telco networks. To put that in perspective, an exabyte is equivalent to 1mn terabytes, or a 237,823 year-long Zoom call. It’s actually been estimated that 5 exabytes is about the data equivalent of every single word ever uttered out loud in all of human history. The 45.39 exabytes of data transmitted across telco networks in the first quarter of this year is an almost inconceivably large figure.

Compare it with the 0.92 exabytes transmitted in the first quarter of 2012 and you start to get an idea of the sheer scale of this growth. This trend shows no sign of slowing down, either, with ongoing 5G SEPTEMBER 2020

59

w w w. m o bil e m a g a z in e . c o m

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“ Data centres are becoming a more strategic asset for telecom operators, with many currently in the midst of, or planning, major transformations” — Roz Roseboro, Senior Analyst, Heavy Reading

research firm Heavy Reading.

“Whereas they were once used primarily to support internal functions, today data centres are used to deliver end-user applications, including content and video.”

In order to compensate for these potentially seismic disruptions, many telecom companies bought their own data centres over the last ten years, frequently snapping up managed service providers for billions of dollars, using their infrastructure for their own needs and selling colocation services on the side. However, in

deployments and the ever-expanding

recent months, we’ve started to see

Internet of Things (IoT) expected to

something approaching a mass

drive mobile usage and traffic

exodus, as telco providers spin off

volumes to new heights.

their data centre assets and turn

In short, the modern telco handles

towards managed services. In this

mind-shattering amounts of informa-

month’s issue of Mobile World

tion on a daily basis. It’s easy to see,

Magazine, we take a closer look at the

then, why data centres are becoming

evolving relationship between

critical pieces of telecommunications

telecommunications companies and

infrastructure. “Data centres are

the data centre infrastructure that is

becoming a more strategic asset for

critical to their success.

telecom operators, with many currently in the midst of, or planning,

WHAT IS A TELCO DATA CENTRE?

major transformations,” notes Roz

Theoretically there is no difference

Roseboro, a Senior Analyst at

between a data centre used by w w w. m o bil e m a g a z in e . c o m

61

TECHNOLOGY

Amazon to run its cloud services, a hyperscale colocation facility and a data centre used by a telco. Data is data.

However, data centres serving the needs of telecom operators have a few requirements that go above and beyond the average information storage and clearing house. AFL Hyperscale is a US-based cabling and connectivity provider to some of the world’s biggest data centre operators. In a blog post, the company clarifies the differing 62

demands of some of its customers.

It notes that Telecom data centres

SEPTEMBER 2020

63

“ Telecom Data Centres require very high connectivity and are mainly responsible for driving content delivery, mobile and cloud services” — AFL Hyperscale

“require very high connectivity and are mainly responsible for driving content delivery, mobile and cloud services.”

The post adds that “typically, the telecom data centre uses two-post or four-post racks to house IT infrastructure,” but adds that cabinets are becoming more prevalent. AFL also notes that telco data centres also commonly utilise extra space within their facilities to offer colocation services to third parties. On the face of it, a string of data centres looks like the perfect investment opportunity for a w w w. m o bil e m a g a z in e . c o m

TECHNOLOGY

“ They were getting their tushes handed to them by the Equinixes, Digital Realtys and RagingWires of the world, and they backed out” — Doug Adams, CEO, RagingWire Data Centres

DIVERSIFICATION VS THE CORE BUSINESS: “THE GREAT SELL-OFF” In October of last year, Telecom Italia, one of the country’s largest mobile operators, announced that it was planning to spin off 23 of its data centres and list them on the stock market. This announcement - far from being a freak occurrence - is part of a much larger trend. At the tail end of 2017, CenturyLink acquired American telecom company Level 3

64

major telecom operator, seeing as

Communications in a $34bn merger.

they support the company’s own

Before the ink on the merger agree-

needs and create additional diversified

ment was dry, CenturyLink an-

revenue streams through colocation

nounced it was selling 57 of its new

and managed services. For the past

data centres and its colocation

ten years, this has been the prevailing

business to several investment funds

attitude. Some time in the last three

advised by BC Partners, in a deal to

years, however, the industry’s per-

the tune of $2.2bn. In that same year,

spective has started to change.

Verizon announced it was sloughing

SEPTEMBER 2020

65 off 24 of its data centres, selling

telecom leader Telstra announced

them to Equinix for $3.6b. In May

that it’s selling its $276mn flagship

2019, Telefonica SA agreed to sell 11

data centre campus in Melbourne.

data centres to Asterion Industrial

In October of last year, Mexican

Partners for $600mn. Just this year,

telco Axtel sold three of its relatively

Equinix bought another 13 data

new data centres to - you guessed it

centres from Bell Canada for

- Equinix for $175mn. The list of sales

$750mn. AT&T, after an eight year

goes on. And on.

battle to build a sizable data centre

So what happened? A decade ago,

empire, sold the lot to Brookfield

telecoms and data centres were

Infrastructure and a consortium

predicted to be inextricably linked in

of its partners for $1.1bn.

just a few years. Colocation has only

The great divestiture is not just

grown more popular, with the data

constrained to European and North

centre colocation market size

American markets. In July, Australian

expected to grow from $31.5bn in w w w. m o bil e m a g a z in e . c o m

TECHNOLOGY

66

2017 to $62.3bn by 2022 at a CAGR

units they were operating. Dedicated

of more than 14%. That’s a healthy

data centre companies (like Equinix)

industry, and telco data centres

were running rings around them.

would have had no shortage of

Telecoms might have been able to

customers, as more and more

compete, but for the fact that their

companies move towards a managed

own industry was growing increas-

service or cloud approach. So, why

ingly competitive as well. In addition

couldn’t telecom companies capital-

to digitally disruptive startups and

ise on their infrastructure invest-

smaller, more agile network players

ments in the long term?

joining the space, telecom compa-

As the data centre industry grew,

nies have also had to (and continue

telcos operating data centres found

to have to) pony up vast amounts of

themselves increasingly pressured

money for existing and upgraded infra-

by dedicated data centre providers,

structure. The ongoing 5G rollout is

which could bring a more focused

expected to have cost more than

approach to the industry than the

$2.7trn by the end of 2020, and

appendicular colocation business

experts at Greensill believe that the

SEPTEMBER 2020

process will still account for another

CenturyLink’s former CEO Glenn

$1.1trn in spending before the imple-

Post in a 2015 interview. “We think

mentation is “finished”.

our cashflow could be used for

Faced with pressure to compete in two

investments that can drive higher

multi-trillion dollar industries, telecoms

returns, and better shareholder

are collectively choosing to bow out of

value. So that’s why we’re looking at

the data centre ownership game,

divesting data centre assets.”

leaving the industry in the hands of dedicated players without a whole cell

THE FUTURE AS A SERVICE

network to manage. Data centres are

So where does that leave us today? As

expensive to build, own and operate,

with most elements of IT business

and infrastructure investments left

around the world, the future appears

many telcos with large debts.

to be transforming towards an

“As to why now is an opportune time…

as-a-service model, with telecom

valuations are obviously good right

companies increasingly turning to the

now. They can always change, but

very data centre companies that

we know the market’s good,” said

bought their infrastructure out from

“ Most telecom operators already have a distributed infrastructure in place— built up over decades…

Micro data centres could be a way forward” — Henrik Bäckström, Product Marketing Manager, Digital Services, Ericsson

w w w. m o bil e m a g a z in e . c o m

67

TECHNOLOGY

N T T: T H E E XC E P TI O N T HAT P ROVES T HE RU LE

Not all telecom companies have been driven out of the data centre market over the last few years. Japanese telecom NTT still operates a thriving data centre subsidiary, which has absorbed RagingWire in the US, NetMagic in Asia, e-shelter and Gyron in Europe, and is in the process of forming them into a single coherent unit.

RagingWire CEO Doug Adams contrasts NTT’s approach with that of US telcos like Verizon and AT&T: “[The US telcos] were very short-sighted, very quarterly focused,” he said in an interview with Data Center Dynamics back in 2019.

68

“They were getting their tushes handed to them by the Equinixes, Digital Realtys and RagingWires of the world, and they backed out.

I think NTT was extraordinarily intelligent for doubling down on this business.”

under them. This isn’t a bad thing,

Manager, Digital Services at Swedish

necessarily, as managed services and

IT and telecom giant Ericsson believes

colocation can offer more flexible and

that mobile and fixed networks are a

often cheaper alternatives to owning

natural fit for distributed micro data

and operating infrastructure.

centre networks.

One area where data centres and

“Mobile and fixed networks are by

telcos might have a future involves the

nature distributed with small and

ongoing trend of shifting network

large sites where various equipment

operations towards the edge. Increas-

is placed to provide connectivity

ingly, micro data centres are popping

across cities, suburban and rural

up around the world, providing

areas. Normally we find large sites

distributed coverage and enabling

where a lot of people live and where

AI-powered edge computing solutions.

many enterprises operate. The more

Henrik Bäckström, Product Marketing

the remote site—the smaller from a

SEPTEMBER 2020

capacity and physical perspective,”

well as in enterprise on-premises

he explained in an article back in

solutions. Most telecom operators

2017. “Operators have acquired

already have a distributed infra-

these sites and built central offices

structure in place—built up over

for their network gear during several

decades. It is a valuable asset which

decades. This means that they are in

can be used when they take part in

many cases not as modern from a

the emerging IoT ecosystem.

physical viewpoint as the large and

Utilising micro data centres makes

centralised data centres that have

that effort easier.”

been popping up like mushrooms the

He concludes: “Micro data centres

last couple of years around the world.

could be a way forward.” Looking at

There is a golden opportunity to

the ongoing movement towards the

leverage the telco network infra-

edge, and the increased infrastruc-

structures, which are already

ture investment the telecommunica-

deployed in a distributed manner, to

tions industry is making, there’s a

take part in the IoT value chain as

good chance he could be right.

w w w. m o bil e m a g a z in e . c o m

69

IOT MOBILE

70

DIGITAL IDENTITY AND THE IDoT WRITTEN BY

SEPTEMBER 2020

HARRY MENE AR

71

w w w. m o bil e m a g a z in e . c o m

IOT MOBILE

Digital identity, driven by blockchain and automated at scale, may be the key to securing the Internet of Things As the Internet of Things (IoT) becomes an increasingly integral part of our lives, we’re taking a look at some of 72

the security risks posed by its adoption, and exploring the ways that Digital Identity and the Identity of Things (IDoT) can keep individuals and enterprises secure.

A NEW AGE The IoT will shape our personal and professional lives for the next decade and beyond. Our world is becoming increasingly connected, as smart sensors are integrated throughout every aspect of the manufacturing, retail, healthcare and retail industries. Our homes are getting smarter, with IoT connectivity evolving from curiosities and prototypes towards expected features of everything from our TVs to our refrigerators. Beyond the walls of our homes, intelligent lighting systems, traffic monitoring artificial intelligences (AI) and connected utility meters are making cities smarter and more SEPTEMBER 2020

“ IoT is about embedding intelligence so things become smarter and do more than they were proposed to do� — Nicholas Negroponte 73

w w w. m o bil e m a g a z in e . c o m

IoT Blockchain: Digital Identity and the Internet of Things | Blockchain Central CLICK TO WATCH

|

10:04

75 digitally capable than ever before.

IoT into their digital transformations

Across enterprises and personal

is becoming an apparent necessity.

environments, the mobile device is

“When we talk about the IoT, it’s not

increasingly becoming the universal

just putting RFID tags on some dumb

remote that allows us to interact with

thing so we smart people know where

our increasingly intelligent surroundings.

that dumb thing is,” says MIT professor,

The global IoT market has grown

the first ever TED Talk speaker

dramatically in recent years, from

and author of the book Being Digital,

$110bn in 2017 to $248bn last year.

Nicholas Negroponte. “It’s about

By 2025, IoT is expected to generate

embedding intelligence so things

more than $1.5trn annually. Its

become smarter and do more than they

applications are predicted to

were proposed to do.” A future enabled

transform the ways in which we live

by IoT transformations throughout our

and do business. More and more, the

factories, homes and cities has the

need for companies to incorporate

potential to be truly remarkable. w w w. m o bil e m a g a z in e . c o m

IOT MOBILE

THE PRICE OF PROGRESS

Every single one of those devices is

However, these advancements come

a potential entrypoint for hackers.

at a price. “As our world becomes

76

Back in December of last year, a

more connected, it also becomes

smart camera belonging to the LeMay

more complex,” stated a recent report

family in Tennessee turned itself on

by leading Swedish telecom Ericsson.

and began speaking to the LeMays’

As the number of IoT devices currently

eight-year old daughter. “I’m your best

in operation skyrockets, so does the

friend … I’m Santa Claus. You can do

risk to the people and enterprises that

whatever you want right now. You can

use them. Figures vary, depending on

mess up your room. You can break

who you ask but, according to Statista,

your TV. You can do whatever you

there are an estimated 31bn IoT

want,” said the voice, suspected not

devices in the world right now - mean-

to have actually been jolly old Saint

ing there are just over four smart

Nick after all. The local news outlet

devices for every person on the planet.

that broke the story revealed that a stranger remotely accessed the camera - which is somewhat ironically designed to help protect smart homes against intruders - and “found a way to manipulate it, turning the security device into a room of horror.”

Around the same time, another Ring device was breached, allowing a stranger to demand that a Calabasas, California, woman called Tammy, “show me some [unprintable].” While Ring, which is owned by Amazon, has stated the breach did not occur on their end - and that the breaches were due to the LeMays and Tammy

SEPTEMBER 2020

77

“ As our world becomes more connected, it also becomes more complex” — Ericsson

According to Professor Ahmed Banafa, a leading expert on all things IoT, the widespread implementation of IoT presents serious difficulties for cybersecurity professionals everywhere.

“The concept of IoT introduces a wide range of new security risks and

neglecting to set up two-factor

challenges to IoT devices, platforms

authentication on their devices, the

and operating systems, communica-

events clearly show the alarming

tions, and even the systems to which

potential that smart devices have to

they’re connected,” he noted in an

compromise individuals’ privacy and

interview last year. “New security

security - and these risks are in no way

technologies will be required to

confined to individuals in a smart home.

protect IoT devices and platforms w w w. m o bil e m a g a z in e . c o m

IOT MOBILE

“ IoT security will be complicated by the fact that many ‘things’ use simple processors and operating systems that may not support sophisticated security approaches” — Professor Ahmed Banafa

systems that may not support sophisticated security approaches.”

IoT devices have already been proven to represent a critical vulnerability in many enterprise and personal networks. The ongoing COVID-19 pandemic is only exacerbating the issue, as an unprecedented number of people around the world switch to personal devices to access enterprise systems as part of remote working initiatives. More and more people are connecting personal IoT devices like

78

from both information attacks and physi-

fitness monitors, smart watches and

cal tampering, to encrypt their communi-

speakers, and more to their enterprise

cations, and to address new challenges

networks, which then renders those

such as impersonating ‘things’ or

networks vulnerable to attack. In the

denial-of-sleep attacks that drain

last year alone, 46% of organisations

batteries, to denial-of-service attack

surveyed by cybersecurity firm Infoblox

(DoS). But IoT security will be compli-

found devices connected to their

cated by the fact that many ‘things’ use

network that the IT department was not

simple processors and operating

aware of. These “shadow IoT devices”

SEPTEMBER 2020

79 are easily one of the biggest risks to an

identify devices, sensors, monitors,

effective cybersecurity strategy.

and manage their access to sensitive

However, a developing trend in the

and non-sensitive data.” This

cybersecurity space could be the key

practice of giving sensors and other

to counteracting these risks.

connected devices their own digital identity is known as the Identity of

THE DIGITAL IDENTITY SOLUTION

Things (IDoT). This trend is still in its

In essence, digital identity refers to

relative infancy, and there are three

the information about an entity used

major hurdles that will need to be

by IT systems to represent an

overcome in order for the IoT of the

external “agent”, be that a person,

future to be as secure as cloud

organisation, application or device.

servers and physical buildings are

According to Utah-based cybersecu-

today: how to ensure that digital

rity firm DigiCert, “In the IoT world,

identities are secure, and how to

identity management must be able to

apply them to the enterprise at scale. w w w. m o bil e m a g a z in e . c o m

IOT MOBILE

D I G I C E RT: E S S E N T I AL ST R AT EGI ES FO R T HE I DO T

•D igiCert, a leading player at the intersection of the IoT and cybersecurity, has several strategies and best practices for companies looking to safely incorporate IoT technology into their day to day operations.

•E stablish a naming system for IoT devices.

80

•D etermine an identity lifecycle for IoT devices, making sure it can be modified to meet the projected lifetime of these devices.

•C reate a well-defined process for registering the IoT devices; the type of data that the device will be transmitting and receiving should shape the registration process.

•D efine security safeguards for data streams from IoT devices.

•O utline well-defined authentication and authorisation

SEPTEMBER 2020

process for admin local access to connected devices.

•C reate safeguards for protecting different types of data, making sure to create privacy safeguards for personallyidentifiable information (PII).

•D efine and document who can access the different types of data (e.g., local admins, outside companies).

•E stablish guidelines for authenticating and authorising occasionally connected IoT devices.

•D etermine procedures for access control to IoT devices and systems based on the company’s policies.

Companies that follow these guidelines will, according to DigiCert, be far better protected against threats to their IoT networks.

What is the Internet of Things?

And why should you care? | Benson Hougland | TEDxTemecula CLICK TO WATCH

|

16:37

81

“ The … digital identity landscape experience is exceptionally fragmented.

Users juggle various identities associated with their usernames across different websites. There is no standardised way to use the data generated by one platform on another platform” — Consensys

TRUSTWORTHY CERTIFICATES Successfully creating functional solutions that create and manage the digital identities of IoT devices is an ongoing challenge for IT firms. By creating forgery-proof certificates for all entities in a network (including people as well as IoT sensors), companies can significantly improve their security measures, according to a report by NexusGroup.

Blockchain is one of the most promising technological developments to support these certificates, w w w. m o bil e m a g a z in e . c o m

IOT MOBILE

“ Many products available today fail to incorporate even the most basic security measures” — Robert Muehlbauer, Senior Manager, Axis Communications

82 as it provides easily-traced and

generated by one platform on another

near-impenetrable levels of encryp-

platform,” adds the report. “Due to the

tion. A report by cybersecurity firm

increasing sophistication of smart-

Consensys posits that blockchain-

phones, advances in cryptography

powered identity management

and the advent of blockchain technol-

systems could overcome issues of

ogy, we have the tools to build new

inaccessibility, data insecurity and

identity management systems; digital

outside forces gaining network

identity frameworks based upon the

access using fraudulent identities.

concept of decentralised identifiers.”

“The user’s digital identity landscape

The effectiveness of secure

experience is exceptionally fragment-

certificates also lies in the fact that

ed. Users juggle various identities

they only remain valid for a limited

associated with their usernames

time period, after which they must be

across different websites. There is no

reviewed and recertified. The

standardised way to use the data

authorisations linked to the identities

SEPTEMBER 2020

W I S E KE Y: T H E R O OT O F T RU ST FO R 5 BN DEVI CES

Swiss cybersecurity and IoT company WISeKey is currently one of the driving forces behind the application of digital identity to the IoT. The company has been building “tamper-resistant” microprocessors since the 1990s, and today is a leading provider of digital identity ecosystems for people and objects using Blockchain, AI and IoT. As of June this year, WISeKey’s semiconductors secured more than 1.6bn objects and serve as

the Root of Trust in over 5bn mobile devices and computers.

WISeKey’s proprietary Trust model, called WISeID, uses digital ledger technology to store the identity of objects and people, and offers connected objects the ability to identify, authenticate and verify each other with a digital certificate. During each interaction, the Blockchain of Identity verifies and validates each digital certificate to secure the interaction.

WISeKey IBM CLICK TO WATCH

|

3:09

w w w. m o bil e m a g a z in e . c o m

83

IOT MOBILE

84 can be withdrawn if a certificate is not renewed or is compromised.

The process of creating unified security standards across huge, disparate device networks starts at

SCALABLE SECURITY

installation - although it can still

Large organisations may have tens of

continue as IoT networks are continu-

thousands of IoT devices from hundreds

ally patched, upgraded and altered

of manufacturers spread throughout

going forward. The Certificate Enroll-

their business. Frequently, IoT devices

ment for Billions of Things (otherwise

are created with only their primary

known as CEBOT), a Swedish non-

function in mind, and according to Robert

profit research organisation, claims to

Muehlbauer, Senior Manager, Business

have at least solved the onboarding

Development Partner Ecosystems, at

process. “When it comes to the internet,

Axis Communications, “many products

the state of the art for enabling trusted

available today fail to incorporate even

identities is using public key infrastruc-

the most basic security measures.”

ture, PKI. But a real challenge with PKI is

SEPTEMBER 2020

“ A real challenge with [Public Key Infrastructure] is the enrollment process” — Shahid Raza, Senior Researcher, CEBOT

current enrollment protocols are also not fully automated.”

To solve this issue, CEBOT has developed what it describes as a super lightweight protocol for getting the enrollment process,” said Shahid

IoT devices to automatically request

Raza, a Senior Researcher at CEBOT,

certification from the local authority

in an interview with NexusGroup. This

using a secure code built into it by the

process involves an individual operat-

manufacturer. “If you for example buy

ing an IoT device requesting access

a lamp, the manufacturer has already

from the certificate issuing authority.

placed a certificate in the lamp. And

However, there’s a problem with this.

when you plug the lamp in for the first

“Many of the things that now are getting

time, it automatically talks to the

connected have no user interfaces,”

certificate authority via the new

adds Raza. “[Also,] when billions of

protocol and asks to get the certifi-

connected things are to be enrolled, it

cate signed,” says Raza.

has to be an automated process. There

By automating the onboarding

are already protocols for enrollment,

process, large companies and organisa-

but they are too heavy for really

tions can ensure that their IDoT protocols

resource-constrained things. And the

are unified and secure out of the gate. w w w. m o bil e m a g a z in e . c o m

85

86

Mobile hardware manufacturers Mobile Magazine dives into the world of hardware manufacturing to bring you our Top 10 companies WRITTEN BY

HARRY MENEAR

SEPTEMBER 2020

87

w w w. m o bil e m a g a z in e . c o m

T O P 10

10

Sony

CEO: KENICHIRO YOSHIDA [HQ: JAPAN]

The rise of smartphones has wreaked havoc upon camera makers around the world. The point-and-shoot industry has been decimated by improvements to smartphone cameras. However, where there is crisis, there is opportunity. Japanese electronics manufacturer Sony - in addition to its own line of smartphones - the XPERIA - has struggled to keep up with the staggering demand for its camera sensors.

Today, Sony’s chip business generates 95% of its revenue from image sensor sales. In May, Sony claimed that it controls 51% of the global image sensor market and is targeting a 65% share by 2025. In May, Sony released the IMX501, the first image sensor powered by AI. 88

SEPTEMBER 2020

10

09 09

89

NXP Semiconductors CEO: KURT SIEVERS [HQ: NETHERLANDS]

Netherlands-based hardware firm NXP Semiconductors has been operating since 2006 and offers a broad array of software and hardware connectivity solutions for the automotive, IoT and mobile device industries. The company has approximately 30,000 employees in more than 30 countries and posted revenue of US$8.88bn in 2019.

NXP produces several lines of processors and SoC offerings for mobile devices, as well as some leading RF Front End solutions. The company recently announced a deal with Chinese smartphone brand Xiaomi to provide its RF Front End solutions as standard in all Xiaomi devices.

w w w. m o bil e m a g a z in e . c o m

SERIOUS COMMITMENT IN PROJECTS AND SCHEDULES Telefuusio Ltd (part of Instalco concern) is a responsible-minded contractor specialized in telecommunications network (SCS) and audio-visual systems installation service (AV). We look after providing our customers with long-lasting telecommunications solutions. At the same, we take an active stand in regard to design errors, in case they occur during a project.

Area of operation: We operate throughout and, if needed, outside Finland.

www.telefuusio.fi info@telefuusio.fi +358 45 133 0881

08

08

Texas Instruments CEO: RICH TEMPLETON [HQ: US]

American technology company Texas Instruments is the oldest company on the list. Founded in 1951, the firm has spent almost 70 years building everything from graphing calculators to systems for electric vehicles. While the company moved away from the smartphone processor business in 2012, choosing instead to focus its efforts on the embedded processors market, its OMAP 4460 SoC system can still be found in a small number of tablets and smartphones, most notably the Samsung Galaxy Nexus and the Amazon Kindle Fire HD 7. Reportedly, the OMAP 4460 integrates an SGX540 GPU from PowerVR clocked at 384 MHz, which can utilise the same 400 MHz dual-channel LPDDR2 memory controller as the two core processors.

w w w. m o bil e m a g a z in e . c o m

91

T O P 10

92

07

07

ARM

CEO: SIMON SEGARS [HQ: UK]

Truly the power behind the throne for much of the smartphone hardware industry, ARM’s intellectual property can be found in 95% of the world’s smartphones, and many hardware manufacturers base their SoCs on ARM components. According to The Verge, ARM “provides the designs that chipmakers like Qualcomm, Huawei, and Samsung use to create the system-on-a-chip designs that power nearly every mobile phone”. Founded in 1990, the British firm’s tech powers over 100bn chips around the world, from smartphone systems to supercomputers. ARM’s latest highend products, the Cortex-A78 CPU and the Mali-G78 GPU were announced in May of this year, and will likely be core components of 2021’s flagship smartphones.

SEPTEMBER 2020

06

Micron Technology CEO: SANJAY MEHROTRA [HQ: US]

One of the industry leaders in memory and storage solutions, Micron Technology has been at the leading edge of telecommunications for more than 40 years. Today, the American firm employs over 37,000 people in 18 countries. In the smartphone hardware space, Micron is best known for its DDR SDRAM offerings which, in layman’s terms, allow phones to store and access information faster. Micron began production of the world’s first low-power DDR5 DRAM in February, which is already earmarked for Xiaomi’s next generation of handsets, and is expected to address some of the challenges that AI and 5G adoption will present for smartphone 93

memory processing.

w w w. m o bil e m a g a z in e . c o m

05

05

HiSilicon

PRESIDENT: REN ZHENGFEI [HQ: CHINA]

Huawei has had a rough couple of years. From making its way onto the US blacklist to facing a recent ban from the UK’s 5G market, the Chinese tech giant has struggled to achieve the kind of dominance that seemed assured back in 2015. As its 5G and smartphone ambitions have been stifled around the world, Huawei has turned to its chip division, HiSilicon, which produces the Kirin processor, and is among one of the more successful hardware manufacturers in the industry. Its flagship SoC, the Kirin 990 5G is a close competitor for Qualcomm’s flagship Snapdragon SoC, and boasts best-in class performance from a cutting-edge CPU and powerful AI.

w w w. m o bil e m a g a z in e . c o m

95

T O P 10

04

Samsung

CEO: KIM HYUN SUK [HQ: SOUTH KOREA]

As the world’s leading phone brand, with more than 20% of global market share, Samsung nevertheless trails behind the competition when it comes to chip making. The company’s range of Exynos processors are powerful, but the Korean conglomerate has yet to figure out a way to make them affordably, while also competing with its main competitor Qualcomm. Samsung devices powered by its current gen 990 chip have been plagued by overheating, poor autofocus and other issues. However, Samsung’s next generation of chip, the Exynos 1000 (which is rumoured to beat the Snapdragon 865 in several benchmarking tests) has been rebuilt from the ground up to 96

address the issues with the 990, and will replace Qualcomm’s tech in future generations.

04 SEPTEMBER 2020

03

03

MediaTek

CEO: RICK TSAI [HQ: TAIWAN]

Taiwanese semiconductor company MediaTek has been providing chips for a wide range of electronics markets since the late 1990s. The company was one of the first chip manufacturers to incorporate AI into its processing units and, as 5G adoption takes off, MediaTek is heavily targeting the 5G and gaming markets with its current flagship line of chips, the Dimensity series. Among the first fully integrated 5G SoC offerings to hit the market, the Dimensity 1000 delivers “a very competitive CPU layout, the latest ARM graphics, dual-SIM 5G support, and powerful AI silicon” and at a lower price point than Qualcomm’s flagship SoC. Tech Centurion rated it the fourth best processor currently on the market. MediaTek controls about 24.6% of the global chip market share, second only to Qualcomm.

w w w. m o bil e m a g a z in e . c o m

97

T H E D I G I TA L D ATA C E N T R E C O M M U N I T Y

POWERED BY

OUT NOW FIND OUT MORE

T O P 10

02 Apple

CEO: TIM COOK [HQ: US] As Qualcomm, Samsung and other leading chipmakers slug it out, iPhone maker Apple has been quietly dominating the mobile processing scene for a couple of years now. At first glance, this fact seems distinctly odd: Apple devices are traditionally thought of as slick fashion

100

accessories, not high-powered processing monsters. And yet, over the last couple of years, that’s exactly what they’ve become. Even Apple’s budget iPhone SE uses an A13 Bionic which, according to Android Central, “outperforms the Snapdragon 865 in almost every way.” In operation since 2019, the A13 was built with a focus on machine learning, with a dedicated 8-core Neural Engine capable of 5trn operations per second, two Machine Learning Accelerators on the CPU and a new Machine Learning Controller to balance performance and efficiency.

SEPTEMBER 2020

Introducing iPhone 11 Pro — Apple CLICK TO WATCH

|

3:02

101

w w w. m o bil e m a g a z in e . c o m

T O P 10

102

01 See us wherever you see 5G strengthening connectivity CLICK TO WATCH

SEPTEMBER 2020

|

1:10

01 Qualcomm

CEO: STEVEN MOLLENKOPF [HQ: US] Qualcomm’s Snapdragon line is one of the most widely-used in the market, catering to budget and premium smartphone designers. Even Samsung, which devotes considerable resources to developing its own range of chipsets, ses Qualcomm tech in its budget, medium and even some of its premium range devices. The follow up to the Snapdragon 865, which was released earlier this year, the 865+ 5G launched in early July, and is a double-down on Qualcomm’s arena of choice this year: 5G. The 865+ is designed to deliver increased performance across the board, with a reported 10% increase in CPU Prime Core performance, 10% faster graphics rendering, and even better 5G integration. The idea behind the chip is to create a processor that delivers gaming experiences comparable to PC-titles through mobile devices, while improving connectivity and reducing latency across different regions.

w w w. m o bil e m a g a z in e . c o m

103

104

Telia Inmics-Nebula: business transformation as a service WRITTEN BY

WILLIAM SMITH PRODUCED BY

STUART IRVING SEPTEMBER 2020

105

www.mo bi l e ma ga z i n e. com

TELIA INMICS-NEBULA

Jarno Kekäläinen, CEO of Telia Inmics-Nebula, on the company’s one-stop shop approach to offering services such as cloud, automation and connectivity

T

elia Inmics-Nebula is a Finnish technology company formed from the merger of three predecessors, and a subsidiary of

telecommunications firm Telia. That background gives it a broad and exciting remit, as CEO Jarno 106

Kekäläinen explains: “We used to have a company called Datainfo, which was very focused on mobile device management and very innovative in terms of its business model. For example providing the devices as a service instead of having companies buy them. That lets them manage their cash flow, and when they return them at the end of the contract they don’t have to worry about environmental factors.

“Then, in 2018 we acquired a company focused on PCs and other devices for the modern workplace. In the current pandemic, we’ve helped companies set up remote working with Microsoft Teams and Office 365, but there’s also the server side, with data centre installation, assembly and so on. Thirdly, we acquired Nebula, which had its own

SEPTEMBER 2020

107

www.mo bi l e ma ga z i n e. com

TELIA INMICS-NEBULA

“ [Our] vision is to devote more time to what matters, whether it’s our people, how we digitise work or how we free up customers’ time” — Jarno Kekäläinen, CEO, Telia Inmics-Nebula

companies together, it’s an exciting offering because you can come to us as a one-stop shop,” says Kekäläinen.

“There’s connectivity from Telia, and

108

private cloud called Cloud 9, as well as

we have a Helsinki data centre which

offering public cloud services like AWS,

provides colocation and virtual servers,

Microsoft Azure and Google Cloud.”

meaning you can get rid of on-premise

In its current form, the company

services altogether. Our customers

combines and offers a wide breadth

have access to all the capabilities that

of services, allowing customers to

the cloud offers, such as cybersecurity.

rely on it to cater to multiple needs

And then we have web hosting, ecom-

at once. “Now, with these three

merce services, devices from mobiles to laptops and we also provide an end-user service desk.” With such a comprehensive offering, Kekäläinen sees the company as offering a full

SEPTEMBER 2020

Telia ONE | One partner is enough CLICK TO WATCH

|

0:55

109 spectrum of service. “Companies can

what’s the best way to solve them

get from us all the tools they need to

using our partners. We mix and match

run their business, and if they run into

these capabilities into a bespoke

problems, then they can get support

solution for our customers and help

24/7. It’s business as a service.”

them along the cloud path. We take

One of the most important services

our expertise to our customers, to let

offered by Telia Inmics-Nebula is

them know how we can help them not

assistance with its customers’ cloud

only reduce costs but also provide

journeys. “Virtualisation and getting

revenue-driving possibilities. That’s

rid of hardware is one side. But then

something quite unique to us – we

another element has been providing

want to understand their capability

professional services or consultancy

for innovation and enter into a true

where we actually work together with

partnership with customers.”

the customer to find out the problems that they have, and try to figure out

One of its offerings is dedicated to bringing a business platform to www.mo bi l e ma ga z i n e. com

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* Lähde: Gartner, Inc. A Comparison of Security Controls for Mobile Devices, tammikuu 2019. Tutkimuksessa oli käytössä Samsung Knox ja Knox Platform for Enterprise. ** Tuotteen elinkaari alkaa tuotteen maailmanlaajuisesta lanseerauksesta.

TELIA INMICS-NEBULA

112

companies who might otherwise deem it out of reach. “While everybody loves to talk about large-scale, multi-

2018

Year founded

million dollar companies, I see the future as really being on the smaller side. If we look at Airbnb, for instance, some years ago, they were tiny but grew from nowhere. Our future is about providing a business platform to smaller companies who can really stand to benefit.” Kekäläinen has plans to further bolster the benefits of the platform. “It’s currently about online SEPTEMBER 2020

€160 mn Revenue in euros

500+ Number of employees

presence and ecommerce, but it could

Facebook advertising, and so on, still

be fused with advertising, for example,

at a fixed monthly price.”

and marketing at a fixed monthly price,

The company’s work is facilitated

but in the near future, it will become

by a number of important partners.

this platform where small companies

On the hardware side, Telia Inmics-

can get the benefits of bringing dif-

Nebula works with the three major

ferent partners into their businesses.

players in the Finnish market. “We

We’ll be making it simple to order

work with Lenovo, HPE and Dell, and

Google search engine optimisation,

we have a long-term relationship with all

E X E C U T I V E P R O FILE :

Jarno Kekäläinen Title: CEO

113

Industry: Information Technology & Service

Company: Telia Inmics-Nebula

Location: Finland

Jarno Kekäläinen was born and raised in Finland, but decided to move to the United States and complete a Bachelors and Masters degree in Marketing and Business Strategy. He joined the Telia company in the year 2000 and has been working in software engineering, company mergers and business control.

Since 2011, he has led numerous initiatives regarding business transformation, successful go-to-market initiatives and turning internal operations into new business opportunities. Robotics and AI is one of those initiatives. Since May 2019, he has been the CEO of Telia Inmics-Nebula.

He firmly believes, however, that to be successful, you need to lead people through change, and only then technology will follow. www.mo bi l e ma ga z i n e. com

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Stress-free breach detection and response Koillis-Satakunnan Sähkö Oy (KSAT) is a Finnish energy provider.

Together with F-Secure, Telia is offering KSAT their own Managed Detection and Response service, with full threat monitoring and trained incident response assistance in case KSAT would get hit with a cyber attack.

Case Study

Learn more

According to KSAT’s ICT Manager, Jari Hakala, “F-Secure’s solution was really the first product in this area that seemed to meet our needs It had the AI-driven technology to detect advanced threats based on data collected from our IT environment.”

TELIA INMICS-NEBULA

of them. I also have to mention one of our partners ALSO, with whom we have had a long-term relationship, getting the devices customer-specific preinstalled to wherever our customers are in Europe.

“With Dell, we also work with the majority-owned VMware which provides virtualisation software and services.

When it comes to mobiles, we have a long-term relationship with Samsung and Apple, and we also work with them on audiovisual devices.” With the coro116

navirus pandemic forcing companies to scale remote working capabilities in short time frames, the company’s partnership with F-Secure has proved vital.

“They provide really solid products in terms of cybersecurity. And if something does happen, which fortunately is very rare, we also work together in terms of recovery and what can we learn from this situation.” Amazon, too, is an important piece of the puzzle. “We’ve used their computer vision solutions, AWS for running pilots and proof of concepts with our customers and they’ve helped increase our level of expertise through a set of Amazon certification programs for employees.”

SEPTEMBER 2020

117

Telia - Company Overview CLICK TO WATCH

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4:17

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Telia - New Products CLICK TO WATCH

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3:20

119

“ Is big good? Or is small and nimble even better?”

— Jarno Kekäläinen, CEO, Telia Inmics-Nebula

Americas and Asia, so we are able to connect you to anywhere in the world.” The benefits and possibilities of such connectivity have the potential, Kekäläinen believes, to fundamentally change the way businesses are run.

“We work with hyperscalers and big partners like Amazon and Microsoft,

The company caters to all sizes

and we create our own services to be

of customers, with comprehensive

operable wherever. It’s really about

hyperscale capabilities. “As part of

true globalisation. And I feel that this

the Telia company, which is a tier one

will disrupt our thinking about how

operator, we have connections to

businesses are being run. Is big good?

everywhere in the world. We have

Or is small and nimble even better?

sea cables connecting Europe, the

Now technology allows us to work www.mo bi l e ma ga z i n e. com

TELIA INMICS-NEBULA

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120

SEPTEMBER 2020

“ It’s an exciting offering because you can come to us as a one-stop shop” — Jarno Kekäläinen, CEO, Telia Inmics-Nebula 121

Telia - Digital Leap (Coronavirus) CLICK TO WATCH

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2:33

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TELIA INMICS-NEBULA

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123

“ We mix and match these capabilities into a bespoke solution for our customers” — Jarno Kekäläinen, CEO, Telia Inmics-Nebula

from scratch, experience which he brought over to the company. “We’ve set up a new product that can provide

from anywhere, across the world, the

customers robotics from the cloud

answer might be collaboration, shared

instead of building your own environ-

ecosystems, speed and agility rather

ment. We’re there to provide support

than centralisation.”

for different companies who are

Aside from cloud, Telia Inmics-

deploying their own robots in a cloud

Nebula is equipped with a bevy of other

environment.” This kind of automation

technological solutions. Kekäläinen

is also used internally. “We are launch-

had prior experience at Telia with set-

ing an intelligent automation robot to

ting up its robotics and AI practices

improve our logistics processes. It’s www.mo bi l e ma ga z i n e. com

TELIA INMICS-NEBULA

124

at an early stage, but we’re also look-

We thought it would be useful if we

ing at providing such services to

could have an ecosystem wherein

external companies with computer

companies could publish their 3D

vision and those kinds of things.”

AutoCAD designs and sell them on our

Kekäläinen is committed to explor-

portals. We’re also figuring out a way

ing innovative uses for all kinds of

to utilise recycled plastic, which along-

technology, and has duly invested in

side onshoring manufacturing could

a 3D printer. “I gave it to our experts to

play a part in saving the planet.”

figure something out. Especially with

Kekäläinen has seen an increase in

coronavirus, it’s become difficult to get

demand from the ongoing COVID-19

even cheap plastic parts delivered.

pandemic. “As soon as the coronavirus

SEPTEMBER 2020

and meetings. “One company gave us a thank you note, saying that we had helped them make a two-year digital leap in less than two hours by getting these remote-working environments up and running.”

Telia Inmics-Nebula’s hardiness in the face of such challenges leaves Kekäläinen assured of the company’s bright future. “Merging three companies with three cultures together was always going to take time, but it’s starting to deliver real results.

Employee commitment and satisfaction is increasing. People are talking the same language and adopting the same vision. That vision is to devote more time to what matters, whether it’s our people, how we digitise work hit, we had a huge spike in demand.

or how we free up customers’ time so

First of all, at the service desk, we

that they can reinvest in what matters

were getting 30-40% more calls from

for their customers.”

people asking for advice on how to set up Microsoft Teams, how to get a VPN up and running and so on. So it’s actually accelerating our business in that way.” The company’s ability to weather the coronavirus storm has seen it able to provide invaluable assistance to its customers as well, through webinars www.mo bi l e ma ga z i n e. com

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126

Powering Algeria’s digital transformation WRITTEN BY

WILLIAM SMITH PRODUCED BY

STUART IRVING SEPTEMBER 2020

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OOREDOO ALGÉRIE

Timos Tsokanis, CTO at Ooredoo Algérie, discusses the company’s role in enabling a societal digital transformation — and its response to COVID-19

O

oredoo Algérie is a leader of digital transformation in Algeria, as its CTO Timos Tsokanis explains: “We contrib-

ute to the economic development of the country through an ambitious growth strategy. Customer 128

satisfaction is at the heart of our interactions, and we’re a responsible, caring company both for our employees and society at large. Algeria is the largest country in Africa with a surface area of over 2.3 million square kilometres. It has a young population and a strong demand for internet access supported by very rapid penetration of smartphones. Therefore, national mobile coverage requires massive investment to be able to offer quality voice and data services to more customers across the country.”

Ooredoo is intimately involved with Algeria’s own national digital transformation, having made significant investments in the development and modernisation of its network in the country. “We have invested, in total, hundreds of billions of dinars, since we started in 2004,” says Tsokanis.

SEPTEMBER 2020

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OOREDOO ALGÉRIE

“ There’s a saying I like that goes: ‘trends are our friends’” — Timos Tsokanis, CTO, Ooredoo Algérie

“We continue to invest tens of billions of dinars in every investment cycle that we go through. We’re expanding, we’re modernising our network with the focus, of course, being on newer and more efficient technologies such as 4G. I believe that the sheer volume of investment proves beyond any doubt our solid commitment to this country.”

The opportunities for partnerships and digital ecosystems creation in Algeria are extensive. “Belonging

130

to the most dynamic telecoms

SEPTEMBER 2020

Ooredoo CLICK TO WATCH

|

1:30

131 group in the EMEA region, Ooredoo

aggregator for the two major pay-

Algérie taps into the know-how

ment channels of the country. We

and ecosystem jointly developed

collect and distribute content, and in

by our Alliance,” Tsokanis explains.

general we are at the heart of digital

“We have strategic alliances with

services, bringing together the ser-

global digital players, global and

vice provider with the end customer.”

local content creators, distributors,

That level of integration is to the

social media platforms, merchants,

benefit of the Algerian economy

payment channels and banks. By

at large. “One of our objectives is

nature, we are in the pole position

to contribute to the burgeoning

for seeding such ecosystems.” The

Algerian digital ecosystem. This, in

critical role it plays as a telecommu-

turn, will contribute to the diversi-

nications provider allows Ooredoo

fication of the national economy.

to unite customers with services

We’re ready to work with our stake-

across Algeria. “We’re already an

holders to support Algeria in its www.mo bi l e ma ga z i n e. com

Enabling connectivity and trust everywhere Learn more

ZTE Boosts African Operators’ Digital Transformation What is ZTE digital transformation progress and suggestions for operator digital transformation?

In recent years, ZTE has made in-depth innovations in related fields through digital transformation.

During the fight against Covid-19 pandemic, ZTE has expanded our IT equipment resources flexibly to promote efficient collaboration among customers and partners. Ensure Work Resumption and Production Resumption is carried out in an orderly, efficient, and safe manner, trying to reduce the impact of pandemic on the R&D and production effectively . Our digital transformation results include: Digital office: Build a mobile, online, self-service, and intelligent office cloud platform. Digital operation: Empower the agile combat team to lead business changes; enable flexible orchestration of business activities; implement risk visualization and intelligent decision-making through real-time presentation of operation analysis/forecast and data&AI empowering business.Digital R&D: R&D operations are carried out in the cloud, cross-regional online collaboration is implemented, and the R&D period is shortened by 50%. Digital Commerce: By building a perfect digital collaboration platform for customers, partners, and suppliers, the digital commerce drives the process optimization and transformation of both parties to achieve a win-win situation of reducing costs and increasing efficiency.

Facing the challenges of Covid-19 Pandemic and global economic uncertainties, MEA operators are under the pressure of both business growth and revenue growth slowing down. Digital transformation can promote services and business model innovation, bring new grow th, and empower operators to cope with risks. Therefore, digital transformation is an imperative for operator transformation. ZTE’s recommendations for digital transformation are focusing on two capabilities and promote three major transformations, namely, front-end product innovation capabilities and network agility rooted in the back-end. Based on the construction of two major capabilities, ZTE can promote operation transformation, network transformation, and talent and organization transformation, and achieve ecological transition from pipeline connection providers to digital service providers ultimately.

How does ZTE help operators cope with the challenges brought by traffic growth? How to view the development prospect of 5G in Africa?

In Africa, 4G networks will still take an irreplaceable leading position in the coming 2-3 years, with operators’ investment in 4G networks taking a leading position.

4G and 5G networks will coexist and develop for a long time. To cope with the challenges brought by user growth and traffic pressure, and to fully consider network evolution, it is suggested that the operators upgrade and reconstruct the existing 4G network while embedding 5G capabilities, which would make it more convenient for

Wu Jianjun Vice President, ZTE Corporation future evolution towards 5G network and facilitate the coordinated development of 4G&5G. It is recommended to take 5G as an effective supplement, while focusing on mobile broadband customer experience improvement and new service development. ZTE is a provider of endto-end 5G solutions. Its highly integrated virtualized Core network platform of ZTE Common Core can support 2/3/4G/5G/Fix at the same time, and the base station and RF platform series support multi-mode multi-frequency band and 4G/5G coordination at the same time. ZTE has successfully delivered 5G in South Africa and Uganda, and will work closely with operators and partners to make 5G and innovative communication technologies become the driving force for enabling African industrial development to generate more economic growth.

How does ZTE assist Ooredoo in digital transformation?

Ooredoo is one of the world’s leading telecom operators.

ZTE has a long history of cooperation with Ooredoo in wireless, wired and terminal fields. We have provided wireless networks for the core region of the capital of Ooredoo Algeria, achieved full deployment of 4G services, and built leading data network in Algiers, facilitating the digitalization process of Ooredoo Algeria.

Facing the challenges brought by Covid-19, ZTE has used smart tool to perform network management and analysis, realize remote deployment and ensure network delivery.

In addition, ZTE has provided network-wide O&M for the OML(Ooredoo Myanmar) network, deployed UniSeer intelligent O&M system and provided full lifecycle management service solution. The joint deployment of the VMAX system based on in-depth insight network and the Cloudstudio GA system featuring real-time management fully integrates the processes, organizations and tools in OML, and brings brand-new O&M management concepts, measures and modes to Ooredoo. In the future, through the precision cloud concept, we will tailor differentiated cloud-network collaboration solutions for Ooredoo, fully assisting Ooredoo in digital transformation to achieve stable and sustainable business growth. zte.com.cn/global

OOREDOO ALGÉRIE

134

digital transformation for several

The character of Ooredoo’s

years.” Ooredoo has duly started a

transformation incorporates both

number of initiatives to support the

external and internal developments.

country’s digital ecosystem. “We

The former has seen introductions

have adopted strategies such as

such as a touchless customer acqui-

I-start, T-start and Oobarmijoo.

sition and sales process, as well as

These programmes aim to help cre-

a new generation of plans which

ate a knowledge-based economy

allows customers to control spend-

derived from local competence and

ing using an app. Internally, Ooredoo

talent, as well as content creation.

has been just as busy. “We have

Since 2013, Ooredoo has supported

digitised the interaction between

more than 20 startups in our own

employees and the company

incubator — a large part of which are

through a new HR application. We

initiated by young students.”

have also introduced new tools to

SEPTEMBER 2020

“ You overcome obstacles and reluctance to change with communication” — Timos Tsokanis, CTO, Ooredoo Algérie

improve network planning and make sure we optimise our every investment and measure our cost for every unit of revenue.”

Tsokanis is clear, however, that before automation, it’s important to first simplify. “Otherwise one can spend tons of money and achieve nothing,” he says. “You overcome obstacles and reluctance to change by communication. First decide where you want to end up and by 135

E X E C U T I V E P R O FILE :

Timos Tsokanis Title: CTO Company: Ooredoo Algérie Industry: Telecommunications Location: Algeria During his broad career in Telecommunications, Timos has been a Board member, leading the areas of Technology & Operations, including customer-facing functions. He has held positions of increasing responsibility in the largest telecommunication groups in the world, including Ooredoo, Verizon, Deutsche Telekom and WIND, across five countries and three continents. He has an exciting track record of accomplishments and successful transformations, using digitalisation to surpass customer expectations and ensuring overachievement of stakeholders’ mandates. www.mo bi l e ma ga z i n e. com

OOREDOO ALGÉRIE

ERI CSSO N

136

In Algeria, Ericsson is committed with his partner Ooredoo in a longstanding partnership that led to many successes along the digitalization journey. While supporting Ooredoo Algeria in building a powerful and flexible BSS environment, the joint technological efforts are allowing an improved time to market and a better customers experience, through a Convergent Charging & Billing Solution.� Explains Lyes Bensebti Key Account Manager Ericsson Algeria.

SEPTEMBER 2020

The Ericsson Business support system (BSS) strategy is designed to support a low-risk but effective step-by-step evolution to the Digital world that is being built with 5G and IoT. The solutions are catalog-driven and preintegrated with other Ericsson solutions such as self-care, analytics, OSS and Core, and also support available standards for multivendor integration.

More information about Ericsson BSS solutions are available on the dedicated group website here.

ZT E

Ooredoo Algeria and ZTE started their cooperation in 2016. ZTE provides wireless networking for the Ooredoo Algeria’ capital region, achieving full deployment of 4G services with leading data performance. Over the past few

years they have built up their strategic partnership, and hope to expand cooperation in more domains to enhance the relationship in the future with more win-win achievements.

137

www.mo bi l e ma ga z i n e. com

Looking for the flexibility to charge for anything? Equip your BSS to lead you into the future. Ericsson Digital BSS is the complete solution you need to continue your evolution to digital.

Ericsson.

The quest for easy. ericsson.com /digital-bss

If you want to monetize 5G, start here

“ One of our objectives is to contribute to the burgeoning Algerian digital ecosystem” — Timos Tsokanis, CTO, Ooredoo Algérie

with Algerian law, we use that data to analyse the behaviours and needs of our customers, improve their experience, enhance our business offerings and direct our investments.

No decisions are taken in the company without being supported by the proper analysis. It is the only way to make sure we make the most impactful changes as efficiently as possible.”

Analysing the quantity of data

when. Then you design how to get

produced increasingly requires the

there with more steps and quick wins

deployment of emerging technolo-

at every step of the process. Keep

gies such as AI. With the exponential

customers and employees informed

increase in available data, AI solu-

and motivated, admit mistakes, do

tions are overtaking more bespoke

not be afraid to undo things that

models. “It is with these new technol-

didn’t work and experiment con-

ogies that the vast amounts of data

tinuously. Every mistake is a great

in our networks and systems can

lesson learned for how to do better

be assessed, combined and used to

on the next step.”

reveal trends and opportunities that

One of the technologies crucial

are invisible to the naked eye. We’re

to enabling the transformation was

currently working on a number of ini-

the proper use of data. “There’s a

tiatives in collecting, processing and

saying I like that goes: ‘trends are

understanding data to improve the

our friends’,” says Tsokanis. “There’s

customer experience and maximise

an incredible amount of trends and

every dinar we invest in Algeria.”

information in the huge quantities

Like all other companies, Ooredoo

of data that are daily processed by

has had to weather the storm

a telecom operator. In accordance

caused by the ongoing COVID-19 www.mo bi l e ma ga z i n e. com

139

OOREDOO ALGÉRIE

“ We contribute to the economic development of the country through an ambitious growth strategy” — Timos Tsokanis, CTO, Ooredoo Algérie

140

SEPTEMBER 2020

pandemic, playing a crucial role in Algeria’s response. “We helped Algeria deal with COVID-19 through a wide network for teleworking and also facilitating remote education in cooperation with the authorities and the ministries,” says Tsokanis.

“We were already working on digitising customer experience through contactless sales processes and digital offers, so we’re very well positioned for the New Normal. Our ambition is not to just facilitate the new way of doing things, but also excite our customers in the process.”

That ambition leads Tsokanis to tie Ooredoo Algérie’s future with that of the country itself. “It’s going to be bright and exciting, just like the future of this country and its people — some of the most young, energetic, resourceful and smart people I have ever met in my career.”

www.mo bi l e ma ga z i n e. com

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Centili: monetising digital experiences WRITTEN BY

WILL GIRLING PRODUCED BY

GLEN WHITE

SEPTEMBER 2020

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CENTILI

Zoran Vasiljev, CEO, describes how Centili is continually assessing the market for its next opportunity for digital disruption

A

s the digital landscape continues to shift, companies can often spend so long fixating on the trends of today that they

forget about the potential innovations of tomorrow.

Centili is a company which manages to reconcile both perspectives; a fast-paced tech company 144

with its finger on the pulse and its eyes on the future. Founded in 2011, it is a business focused on global monetisation opportunities and driving growth through its superior customer experience and cutting-edge mobile payment solutions.

Helping its clients unlock heretofore unrealised revenue streams, customer opportunities and value, Centili is a driving force in the creative movement to monetise the modern digital experience.

Part of the digital investment industry for over 25 years, Zoran Vasiljev embodies the entrepreneurial spirit of a genuine thought-leader. Having secured several executive posts at several firms within the tech and telecoms sectors, and even founding his own (Affinitiv Consulting) in 2005, Vasiljev says that he recognised Centili as a “logical next step” in his career. “I’ve always felt that it’s SEPTEMBER 2020

145

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CENTILI

“ By understanding the frictions that exist in these industries and resolving them with our service offerings and platforms, Centili can build trust, relevance and become a ‘go-to’ company” — Zoran Vasiljev, 146 CEO, Centili

a company that has a great story and great potential. One way or another, I wanted to be involved with it; I actually first attempted to acquire the company at my previous firm. When that didn’t work out I decided, if I really believe in the organisation, then I’ll have to go and join it.” Never content to simply ‘play it safe’ throughout his career, Vasiljev states that he’s become used to taking chances and exploring the frontiers of the industry. Adept at finding new opportunities and developing value in emerging global markets, he finds the pursuit of overcoming challenges to be both enriching and rewarding.

Taking on the role of CEO in March 2020, Vasiljev’s disposition stood him in good stead to meet perhaps the most significant logistical challenge of the present century: the COVID19 pandemic. Refusing to cling to preconceived ways of operating, he says that his first few months of leadership have been exacting but that establishing a clear vision has seen the company navigate the most difficult aspects of disruption. “We have everything we need to take control of the situation and understand what

SEPTEMBER 2020

Centili — Potential for Change CLICK TO WATCH

|

3:25

147 is causing problems for the industry.

might need up to 12 months from

There will not be a time when busi-

now. Its credentials as a leading

ness will suddenly revert back to how

innovator are well established. In both

things were in December 2019; that

2018 and 2019, Centili was rated as

will never happen. However, Centili

a Tier 1 DCB vendor in an independ-

has developed a strategy to expand

ent annual survey conducted among

the company, motivate employees

MNOs (mobile network operators)

and demonstrate why our industry is

from around the world by the research

fortunate enough not to be affected as

company ROCCO. More recently, it

some others might be.”

came forward as the best rated car-

Centili itself is also well-poised to

rier billing company in its Innovators

meet this goal. After all, it is a company

2020 report. Regarding this industry

motivated by creating a difference

recognition, Vasiljev added, “It’s really

in the market and projecting what its

rewarding to see the curiosity and the

partners, customers and ecosystems

continuous conversation that is being www.mo bi l e ma ga z i n e. com

Advancing ICT solutions beyond imagination.

Learn more

21st Century Technologies Wale Ajisebutu, the founder and CEO of 21st Century Technologies, has an ambitious goal - to achieve the extraordinary. Fuelled by a passion for technology and guided by the firm belief that Africa can be better connected to the digital world, he founded the company to use state-of-the-art infrastructure to provide world-class solutions.

The vision is to become the foremost integrated ICT solutions provider in Africa.

21st Century Technologies has formed a beneficial partnership with Centili, borne out of the desire to rewrite the history of technology in Africa.

“Our combined experiences and knowledge of technology is legendary,” says Ajisebutu. “I have always believed that one of the key elements of success is partnering with esteemed organisations such as Centili, principally to leverage on both companies’ core competencies to build the most advanced digital services in Africa.”

Ajisebutu believes 21st Century Technologies and Centili are similar in many ways. He says they both started out from humble beginnings, have experienced rapid growth, and are now having significant impact on the region and beyond.

“21st Century Technologies is a regional powerhouse with huge infrastructure and a mission to provide world-class solutions to our valued customers through highly motivated talent and strategic alliances,” says Ajisebutu.

“Our partnership with Centili will bring digital transformation to Africa which many economic sectors deserve. More importantly, it helps create a sense of focus and determination to succeed.”

There is an African saying that goes ‘If you want to go quickly, go alone. If you want to go far, go together’. 21st Century Technologies has chosen Centili to go far enough to transform business in Africa.

Partnership with Centili Working with Centili has allowed 21st Century Technologies to build the most compelling aggregator platform in Nigeria. This solution will propel 21st Century Technologies to become the number-one aggregator VAS business operator on the continent.

The partnership sees both companies creating digital services that will revolutionise everything from online retail to gaming, logistics to financial services, e-commerce to entertainment.

As well as creating affordable access to technology and information, they are building new products and services that are deeply

21st Century Campus relevant to Africa. Together, they are using technology to solve complex problems for key industries as diverse as healthcare and aviation, as well as empowering people to use technology as a resource for liberty.

Digital transformation As the world adapts to the new normal, 21st Century Technologies is accelerating digital transformation.

“We aim to position 21st Century Technologies as a company with operations across Africa to take advantage of emerging opportunities,” |says Ajisebutu. “We sincerely believe our activities will move Africa’s digital economy towards a new era, with the internet and data at its heart.”

Ajisebutu believes the time is right for tech companies to grasp these opportunities, and building on infrastructure is key. Over the years, 21st Century Technologies has invested heavily in holistic infrastructure with artificial intelligence (AI) and machine learning (ML) capabilities.

The current infrastructure includes: - 36MW data centre across Nigeria - Technology park - Innovation centres - Cybersecurity centre - An Academy - Software Development Centre - Fibre Optics network - Green energy buildings 21st Century Technologies is building the most compelling ecosystem and infrastructure that will change lives, empower customers, and deliver the future.

Learn more

CENTILI

Centili — Challenges CLICK TO WATCH

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2:38

150

triggered by customers themselves,

sections of the verticals we are serving.

both existing ones and potentially new

But, at this moment, we’re observing

ones, signaling that they would like to

and considering, ‘Where does this fit

do business with us.” However, whilst

and how does it really add value?’

certainly an innovator, Vasiljev clarifies

Driving the future of the company

that any new developments are always

is its ‘Shifting Gears’ growth strategy,

tempered with intelligent consideration

launched shortly upon Vasiljev’s arrival.

as to whether it will benefit customers

An ambitious reimagining of Centili

directly. Blockchain, for example, is

aimed at progressing the company

seeing some interest in the payments

beyond being a payment gateway

sphere, yet Centili has not explored its

and towards being a true digital

use because, at least for the moment,

orchestrator, Vasiljev says that this

the technology is not ready. “There’s a

new roadmap also serves the purpose

lot of potential for blockchain in some

of gaining expertise in the industries

SEPTEMBER 2020

which Centili serves every day. “What

use of personal electronic devices

are the pain points in gaming, video

(smartphones, tablets and comput-

and music?” he asks. “What are the

ers) by customers means that data

pain points in entertainment, FinTech

analytics has grown in importance as

and ePublishing? By understand-

the company strives to achieve opti-

ing the frictions that exist in these

mal digital monetisation, as has using

industries and resolving them with our

AI (artificial intelligence) algorithms

service offerings and platforms, Centili

to help anticipate market changes

can build trust, relevance and become

at a faster pace. “We truly believe

a ‘go-to’ company.” The frequent daily

that a combination of conversations

E X E C U T I V E P R O FILE :

Zoran Vasiljev Title: Group CEO

151

Company: Centili

Industry: Mobile Payments Location: London, UK Zoran Vasiljev is the Group CEO of Centili. He is an executive with extensive knowledge and legacy in building and running successful digital ventures. He is specialized in telecommunications, investment strategies, M&A, organizational transformation, marketing and product development, channel strategy and business development.

Zoran has more than 25 years’ international experience in digital media, telecoms, and management consulting. Before joining Centili, he led projects in the EU, MENA and APAC, holding top executive and leadership roles with Apigate, Axiata Digital, StarHub, Arthur D. Little, Value Partners and Peppers & Rogers Group. He joined Centili in March 2020.

www.mo bi l e ma ga z i n e. com

CENTILI

and payments is something that will

micropayments. “A lot of transactions

explode technologically. People

happening through Centilli are micro-

use their phones for two reasons:

payments,” continues Vasiljev. “In the

entertainment and conversation. If

gaming environment, for example,

you are able, in those conversations,

the whole industry revolves around

to actually embed monetisation

micropayments.” The company is also

and payments with instant booking,

cognizant of developing emerging

instant betting, instant buying, instant

markets where large swathes of the

redemptions and so forth, all in one

population might not even have a bank

experience, I think that could be huge.”

account; micropayments can help

Another innovation championed

152

create an ecosystem within which

by Centili is the move away from

the “unbanked” can be empowered

monolithic payment structures

and looked after. “There’s a great

and towards smaller, more flexible

role for us in the industry because we

“ Growth is one of our key words and digital monetisation is a playground” — Zoran Vasiljev, CEO, Centili

SEPTEMBER 2020

0000

Year founded

$X.bn+ Revenue in XX dollars

Centili — Fusion CLICK TO WATCH

|

3:42

0,000 Number of employees

recognise and cater to these niches

becomes apparent: “We’re just getting

with services. Real financial inclusion

started; there’s still 400 operators that

is about being part of the process and

we aren’t connected to yet.” Indeed, it

recognising that maybe we can jump in

could be argued that growth is Centili’s

and lend somebody a hand.”

raison d’etre; if it stopped being hungry

Currently partnered with over 280

for further expansion, the company

MNOs, operating in 80 countries and

would probably cease to exist. As

connecting with over 4bn mobile users

it continues on its quest to achieve

globally, Centili has already made a

an entirely frictionless payments

significant impact just under a dec-

experience, Vasiljev makes it clear

ade since it started. However, when

that Centili doesn’t dwell on its latest

asked how the company intends to

achievements for too long (such as

maintain a roadmap for further suc-

being featured in the ROCCO 2020

cess, Vasiljev’s boundless ambition

Innovation Report), rather it simply www.mo bi l e ma ga z i n e. com

153

CENTILI

Centili Partnerships No company is an island and it’s often who it partners with that can make the difference between success and failure. Centili has the pleasure of working with some of the top digital trailblazers around: 21st Century Technology Ltd, Tencent, Infobip and iTaxi. Regarding how they are helping Centili to achieve its goals, Vasiljev had the following to say: 154

21st Century Technology Ltd Based in Nigeria, 21st Century was founded in 1997 with a vision to become the foremost IT solutions provider in the entirety of Africa. Owner of one of the most extensive fibre optic networks in its area, the company’s dedication to quality and innovation make it ideally suited to working with Centili.

“21st Century is a very interesting

SEPTEMBER 2020

example of a company that has great leadership. It’s a company that has recognised what else it can do with Centili above and beyond even our current roadmap and our offerings; it’s challenging us on a monthly basis with new ideas.”

Bigo Technologies Singapore-based Bigo Technologies is a fast-paced, agile company serving over 400 M users. Their Bigo Live, Likee and imo apps have taken Asia (and the world) by the storm.

“They’ve done remarkable work in short video space over the past few years,“ Vasiljev says.

“We share many of the core values, and we are currently working together to implement a telco billing project in Latin America.”

Infobip Infobip is our parent company; it’s a unicorn originating from Croatia. The company is a world leader in communication platforms as a service (CPaaS) and it’s helping us develop our monetisation capabilities. The industry is merging and crossfertilising the point where the experience of conversations and payments is always underlying everything else that you do online and Infobip is a global leader in understanding that.”

iTaxi A ride-hailing app launched in Poland, iTaxi is an innovative and convenient way for the country’s citizens to travel. Utilising one of the largest taxi fleets in Poland

and handled entirely through an easy-to-use app which makes booking and paying for a ride streamlined and convenient, Vasiljev identifies it as one of the most promising companies Centili currently works with.

“I’m confident that, since the launch of iTaxi, Centili will be in many more conversations asking for similar solutions. We’re very proud of that partnership and I’m sure we’re going to do more in that segment.”

One of the world’s most used dating apps, London-based Badoo has been a partner of Centili for many years now. “The relationship is rooted in deep mutual respect of people running it since the start, and it consistently produces business results in different markets,” Vasiljev remarked. “In terms of carrier billing, Badoo is one of the most successful companies out there.”

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CENTILI

composes itself, assesses where the next challenge or competition may emerge from and then sets to work on improving its services for customers. “The continuous involvement and renewal of our platform, our ability to be flexible and adapt to the market’s needs means that, instead of taking two years to develop a specific model or feature, we can get it done within weeks.”

Keeping its eyes on the future, as always, Centili launched ‘Fusion’ in 156

August 2020, a flexible, hassle-free solution for bundling apps, services and other associated products.

Customers pay for the bundle through a prepaid or postpaid telco account, which then enables MNOs to add value to their service via entertainment and learning packages, as well as providing merchants with an additional marketing and user acquisition channel. “The inspiration for Centili Fusion was a result of our continuous conversation and understanding about what’s happening in the telco industry,” Vasiljev explains. “It was very important to launch a platform that allows for quick access to those relationships in SEPTEMBER 2020

“Monetising the evolving digital experience is what Centili is all about” — Zoran Vasiljev, CEO, Centili

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CENTILI

158

C EN T I LI ELEVAT E

Centili is heartened by the spirit of collaboration and understanding which is prevalent in the modern industry. As such, it has launched a webinar series titled Centili Elevate, a platform for industry leaders to trade insights and discuss relevant market topics.

“It’s good to see also that there’s more and more collaboration happening within our industry,” said Dina Janevski Farcic, Senior VP of Marketing. “The industry

SEPTEMBER 2020

should adopt an attitude that does not necessarily want to shape and retain talent indefinitely, but rather create a platform which allows them to be exposed to as many ideas, innovations and challenges as possible in order for them to become leaders of the future and maybe even partners. I think it’s very important to recognise the role that we all have to play in creating the leadership of the next digital generation.”

order to bundle specific offerings for the operators’ user base.” For some companies, 2021 is getting closer and closer, but Vasiljev is still focused on what needs to be accomplished in the last quarter of 2020. “2020 was nothing like what we originally planned and I think there’s still a lot of learning to come. We’re hoping that we’ll be able to get a headstart for 2021, which is going to be the year where Centili will be able to apply everything it’s learned with a lot of rigor and conviction.” Indeed, it’s clear that his ambition for Centili to become a global force in driving digital monetisation will propel the company energetically into its next great challenge. “Growth is one of our key words and digital monetisation is a playground,” he concludes. “It’s important for us to spend a lot of time anticipating what the next disruption might be, because monetising the evolving digital experience is what Centili is all about.”

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Unleash the power of data with Telstra Purple

WRITTEN BY

WILLIAM SMITH PRODUCED BY

LEWIS VAUGHAN w w w. m o bil e m a g a z in e . c o m

TELSTRA PURPLE

Executives from Telstra Purple’s Data and Analytics Domain explain how they support customers on data journeys through insights, advice, roadmaps, and analysis

T

elstra Purple is the consulting arm of global telecommunications company Telstra. Its mission is to assist clients

with IT and business challenges, covering an array of functions such as security, cloud, data and digital transformation.

162

With a global team of over 1,500 experts, including a 100 strong team of consultants in London, UK, Telstra Purple offers a breadth of skills across the world. “By putting purpose and people at the core of everything we do, we bring the experience, capacity and tools to help businesses achieve digital success” says Bradley Hopkins, Head of Data and Analytics, Telstra Purple EMEA. Telstra Purple’s offerings are spread across four complementary solution areas and skill bases.

“Those four areas are strategy and transformation, cloud and modern workplace, security and networks, and data and analytics,” says Hopkins.

“Typically, we deliver advisory work to help clients on their journey, whilst assisting with the end-to-end implementation and delivery of those solutions.”

SEPTEMBER 2020

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“ You can have the best tools in the world, but they’ll be redundant if you haven’t got the correct procedures in place.”

— Ed Bullen Head of Data Engineering and Data Science, Telstra Purple EMEA

DATA IS OMNIPRESENT Businesses produce and process data more than ever before, and it has become increasingly important to derive value from it.

“Historically, a business’ value was measured in terms of physical items manufactured and sold or fixed assets – the buildings, premises and machinery that it has,” says Ed Bullen, Head of Data Engineering and Data Science, Telstra Purple EMEA. “In the present day, however, businesses are realising that their value actually stems from, and resides in, w w w. m o bil e m a g a z in e . c o m

TELSTRA PURPLE

the data that they have. This includes data about their customers and operations, how well and efficiently they can operate based on that data, and the interactions and transactions that they have with suppliers and clients.”

Data then represents an untapped source for many companies, which is precisely where Telstra Purple comes in. “Everything we do in terms of designing our projects and solu-

“ We helped Genomics England reduce their IT costs because we were able to map projects and application activity to the cloud and IT billing costs” — Ed Bullen Head of Data Engineering and Data Science, Telstra Purple EMEA

tions is to help companies drive more 166

revenue, reduce costs and increase their competitive advantage by

Continues on page 169 →

“ We helped Genomics England reduce their IT costs because we were able to map projects and application activity to the cloud and IT billing cost” — Ed Bullen Head of Data Engineering and Data Science, Telstra Purple EMEA

SEPTEMBER 2020

C A SE S T UD Y:

How a single data strategy empowered Genomics England to sequence the future of British healthcare As Matt Hancock MP, Secretary of State for Health and Social Care, noted, “The future of healthcare will be more personalised, more predictive, more preventative – using data to target those who need support to lead healthier lives.”

The 100,000 Genomes Project, run

by Genomics England and funded by the UK Department of Health and Social Care, is just one example of the truth of that statement. Initially created to sequence 100,000 genomes to better understand rare diseases and cancers, the success of the project led to its expansion to sequence up to five million genomes in the next five years, bringing with it an extortionate amount of data.

Telstra Purple was tasked to provide the right data strategy in order to bring together fragmented data sets, ensure privacy and security for

sensitive and confidential information, and to provide insights into costefficiencies to help as many people as possible.

Genomics England ultimately needed to transform from a research organisation to a big data one. They were understandably spending a lot of money on IT technology each month and so Telstra Purple worked with them to provide enhanced visibility and access to the data to make their decisions quicker and more accurately.

As a direct result of the partnership, project coordination became much more efficient, as Bullen explains. “The people managing the projects were able to operate more efficiently when they saw that there was overlap in terms of research work. In addition to this, we helped Genomics England reduce their IT costs because we were able to map projects and application activity to the cloud and IT billing costs. We were able to cut out duplicate and redundant cloud and IT infrastructure to reduce the costs quite significantly – especially important for a mainly public-funded organisation.”

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extracting more inherent value from

provide access – putting in place a flex-

their data sources,” Bullen emphasises.

ible, secure data service for applications

The roadmap for data transforma-

and users. And finally, you can then

tion must ultimately be tailored to every

move to insights and value, using the

company and their level of data maturity.

data to build new processes and predict

Nevertheless, there are some key ten-

new things. That’s the general pattern,

ets, which Telstra Purple cleaves closely

but within that we see a lot of variation

to. “It starts with discovery,” says Bullen.

from company to company.”

“Identify what is currently in place and what is required. Then you move on to

SECURITY CONCERNS

a curate phase; making sure all your

The blockers preventing companies

data flows are catalogued and tracked

from fully embracing such a data

in a governance framework. Third is to

transformation come chiefly in the

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“ By putting purpose and people at the core of everything we do, we bring the experience, capacity and tools to help businesses achieve digital success” — Bradley Hopkins Head of Data and Analytics, Telstra Purple EMEA

form of security concerns and legacy IT systems. “There can be data silos across business units – not just technical, but political,” says Hopkins.

“Breaking down those data silos can be a significant challenge when there’s a legacy IT set-up.”

As for security, companies dealing with sensitive data are naturally cautious. “We work arm in arm with our internal security team to ensure that we can deliver secure data insights,” says Hopkins. “But certain customers, especially in sensitive industries like healthcare, w w w. m o bil e m a g a z in e . c o m

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legal, and bioinformatics, have com-

our systems to meet regulatory com-

pliance risks associated with that

pliance requirements. That makes

data. The majority of all legal data

what could be a simple project more

held is confidential, being stamped

challenging and complex.”

as ‘’confidential’’ by definition. The question becomes: how do you then

DATA GOVERNANCE

start building data science models on

Telstra Purple’s Data Governance

private data?”

Assessment tool helps businesses

Though a challenge, this is not

take control of their master data and

insurmountable, as Bullen explains.

understand their data landscape

“Even with the most secure systems

to provide business benefits quickly

in the world, we still have to design

and effectively.

170 E X ECU T I V E P ROF IL E:

Ed Bullen Title: Head of Data Engineering and Data Science at Telstra Purple EMEA Ed leads the Data and Analytics consulting team for Telstra Purple in EMEA. He is currently focussed on building an expert Data Science and Data Engineering team with a focus on applying data and analytics to solve real-world problems that deliver genuine value to Telstra’s clients. In addition to this, Ed has many years of handson experience designing and implementing data systems in the Banking, Insurance and Bioinformatics sectors as well as a period working for a major database vendor.

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171 E X E C U T I V E P R OF IL E :

Bradley Hopkins Title: Head of Data and Analytics at Telstra Purple EMEA Bradley has developed and led a consultancy discipline within Telstra Purple to deliver pragmatic data, analytics and AI solutions.

With extensive experience in customer relationship management, technology vendor management and solution design, Bradley is helping clients understand complex problems and create unique approaches to drive value from data that supports business goals. Bradley is also a founding advisory board member of Data Journeys – a community for sharing experiences and innovations in the data industry – and is proactively working to shape the relevance and application of data in the constantly evolving global market. w w w. m o bil e m a g a z in e . c o m

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173 “Ideally, all data should be cataloged in a central repository, but data governance is as much about a process and approach as technologies,” says Bullen. “It’s best achieved by applying first principles of best practice at the data platform level. This means all data movement, data change and storage must be achieved with a strategic toolset combined with the right processes

“ We can actually talk to companies about their solutions, leveraging all of our experience and expertise and all the great work we’ve done” — Bradley Hopkins Head of Data and Analytics, Telstra Purple EMEA

and procedures. You can have the best tools in the world, but they’ll be useless if you haven’t got the correct procedures in place.”

Continues on page 178 → w w w. m o bil e m a g a z in e . c o m

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Yafaa Ahres of Telstra Purple is the

practitioners who own or inf luence

Founder and Head of Data Journeys,

the data strategy. “Our membership

a forum launched in 2019 for leaders

is diverse, we have a mix of CXO, IT

who want to ‘turbo charge’ their

Directors, Heads of Technology – and

organisations by leveraging data.

that’s on purpose as this doesn’t tend

‘’My mission when I joined Telstra

to happen. Data and IT have different

Purple was to build a data analytics

roles to play in the data journey, and

community from scratch, for

as data generally sits separately to IT

technology leaders to access a creative

(with some exceptions), having both

and collaborative environment to

sides of the conversation is very useful

fast track the development of their

to understanding how best to work

business and people,’’ she says.

cross functionally,’’ says Ahres.

Ahres built an enviable following

“The idea is to have a mix of people

amongst the data community and CIO/

from different industries so we can

IT leadership on social media, and

all learn from one another, and help

drove a lively series of well-attended

each other accelerate our respective

meet-ups. In the first year alone,

data journeys.”

over 330 people interacted with the community.

“It is our goal to create a

There’s a focus on real-life examples.

“The community is a massive help in fighting the guesswork on our members’

membership where the collective

data journey. At each meetup, we have

wisdom will help each of us navigate

a case study where we bring a practical

from where we are now, to where we

example, and we have clear objectives

want to be, faster and with greater

for each meetup. That’s something that

impact,’’ says Ahres.

our members, the community and as a

The community isn’t limited to those with “data titles”, but rather is open to any senior IT/tech SEPTEMBER 2020

whole really like about Data Journeys.”

That real-life applicability means examples can’t just be whitewashed.

“The most important reason why

of any communications that we have,”

someone would want to be part of

says Hopkins. “I think that during a

Data Journeys is because it’s a safe

time of COVID-19 and such uncertainty

haven for sharing the good and the

– a very uncomfortable time for us all

bad,” says Telstra Purple’s Hopkins,

at the moment – you often only feel

who also sits on the advisory board of

as strong as your network. If we can

Data Journeys. “It’s okay to talk about

help just one person in the community

both. It’s not just all good news stories,

connect to someone else and help

because often the bad is where the

them feel better, or secure their job or

real learnings are.”

give them a new opportunity, I think

That frankness engenders a real

we’d have done a really good thing.”

sense of community that spreads beyond the organisation. “We have people talking to each other outside

“ If we can help just one person in the community connect to someone else and help them feel better, or secure their job or give them a new opportunity, I think we’d have done a really good thing” — Bradley Hopkins Head of Data and Analytics, Telstra Purple EMEA w w w. m o bil e m a g a z in e . c o m

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E X E C U T I V E P R OF IL E :

Yafaa Ahres Title: Founder at Data Journeys and Marketing Specialist at Telstra Purple EMEA Yafaa Ahres is the Founder of Data Journeys and Marketing Specialist at Telstra Purple EMEA and has over 10 years of experience in B2B

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Marketing working within IT, Technology and Telecommunications companies. Throughout her international career, Yafaa has been involved in Market Research & Analysis, Strategy, Product and Community Marketing. Yafaa has been fortunate to live and work in different continents, and experience multiple cultures around the world including China, Australia, Germany, and Jordan.

Her years of global experience has given her a pretty unique perspective on people and helped her bridge cultural differences to deliver desired results, champion accessibility, diversity and inclusion. Yafaa is a polyglot, and very much a creative thinker with an analytical mind at heart.

Working with the marketing team in the UK and in her capacity of community lead for Telstra Purple, Yafaa provides an opportunity for technology leaders to access a creative and collaborative environment to fast track the development of their business and people.

SEPTEMBER 2020

177

In a world of digital transformation,

industry. A blend of top experts –

a company’s connectivity and data

data scientists, data analysts and

will only become more crucial. “We

data engineers – who work in tandem

can actually talk to companies about

to fully understand the subject matter

their solutions, leveraging all of our

and create tangible and logical solu-

experience and expertise and all

tions. Our strength is our people.”

the great work we’ve done, for the likes of organisations like Genomics England,” says Hopkins.

That work is only possible thanks to the talent it has attracted, as Bullen explains. “We have a hugely talented and unique team in the w w w. m o bil e m a g a z in e . c o m

TELSTRA PURPLE

178

Telstra Ventures is a strategic growth investor in lighthouse technology companies that are commencing scale.

Telstra provides venture capital investment via a “Strategic Growth Investment” approach.

Telstra Ventures is an investor in a number of innovative data- and analytics-focused startups, as Saad Siddiqui, Principal for Telstra Ventures, explains. “The amount of data that we’ve generated in the last two years is more than what we’ve generated in the entire history of humankind. And over the last decade enterprises have collected more data on their customers and operations than they ever have and need to make decisions faster than they ever have.

“Some of the new challenges that are emerging are that new workflows need to be redefined to manage these new data sets. Secondly, all the data needs to be compliant with new privacy regulations. On the back of these trends we’re looking at interesting companies that can allow customers and enterprises to get insights faster.”

SEPTEMBER 2020

One such company is Incorta, operating the world’s first direct data warehouse.

Incorta can connect directly into source data to deliver insights faster than its competitors — ­ up to a thousand times faster in some cases. “They are behind the operations of some of the largest companies in the world,” says Siddiqui.

He also cites Trifacta, one of the world’s premier data preparation solutions: “Trifacta allows you to connect all different kinds of data – HR data, CRM data – in a single pane view with other tools and data sources. This becomes incredibly important in machine learning use cases because you need the data to be prepared.”

Another company in Telstra Ventures’ portfolio is Near, the largest source of

EXECUTIVE PROFILE:

Saad Siddiqui intelligence on people and places. “They have near real-time data on over one billion devices, which is used by some of the largest enterprises in the world to help with product analytics and understanding consumer behavior,” Siddiqui shares.

His final example is Corvus, which uses data analysis for cyber security insurance – an ever more important task as bad actors continually step up their attacks. “Corvus is a really interesting company, because they use their proprietary data to understand how robust an enterprise’s infrastructure is from a security perspective, and are able to price that risk in. Not only do they provide insights in terms of how well a company is handling its security position, but they also understand where some of the attacks might be coming from and see if they can help other customers protect against them.”

Title: Principal at Telstra Ventures Saad joined Telstra Ventures in 2016 and focuses on early to late stage venture investments in enterprise and infrastructure. He has led TV’s investments in NS1, Ripcord, Cofense, Incorta , Trifacta , Subspace and Boomtown. Saad enjoys helping enterprise technology teams tackle business challenges of creating a product that users love and scaling up their business. Prior to joining Telstra Ventures, Saad was an executive at Informatica where he led various acquisitions, venture investments, partnerships and product strategy.

Earlier in his career, Saad worked at Cisco Ventures & Corporate Development and worked as an investment banker at RBC Capital Markets and Bank of America Merrill Lynch.

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180

DOCOMO PACIFIC: industry-leading services in a unique market WRITTEN BY

HARRY MENEAR PRODUCED BY

STUART IRVING

SEPTEMBER 2020

181

w w w. m o bil e m a g a z in e . c o m

D O C O M O PA C I F I C

Roderick Boss, CEO of DOCOMO PACIFIC, discusses providing world class telco services in a unique market context

H

ome to fewer than 170,000 people, annually buffeted by tropical storms, and a transPacific junction for undersea cables, the

island of Guam represents one of the most unique market contexts in the telecommunications industry. It is culturally and politically a US territory, but 182

sits a mere three and a half hour flight away from Tokyo and Manila; its user base is smaller than the population of Fort Collins, Colorado, but Guam’s telecommunications market is one of the most sophisticated in the world. It’s competitive too, with four mobile industry operators vying for a market share smaller than most others.

“This is a very unique territory to be operating in, due to both our geography and our identity as a US territory,” says Roderick Boss, CEO of DOCOMO PACIFIC. “Being in the US but so close to Asia gives us a big advantage that’s maybe disproportionate to our population size.”

Founded in 1991, DOCOMO PACIFIC is the biggest telecom operator in both Guam and the Northern Mariana Islands (CNMI). As the only overseas subsidiary telecom operator of NTT SEPTEMBER 2020

1993

Year founded

530

Number of employees

183

w w w. m o bil e m a g a z in e . c o m

D O C O M O PA C I F I C

“ Being in the US but so close to Asia gives us a big advantage that’s maybe disproportionate to our population size” — Roderick Boss, CEO, DOCOMO PACIFIC

DOCOMO, a leading Japanese mobile provider, DOCOMO PACIFIC brings a unique value proposition to a wholly unique market. We sat down with Boss to find out more about the strategies and values that have allowed the company to become the region’s leading telecom provider, and why Guam itself is the perfect test bed for NTT DOCOMO’s 5G ambitions.

According to Boss, Guam’s hypercompetitive market is one of the key drivers behind DOCOMO PACIFIC’s

184

success. “We have a very competitive market here, and our position as the leading provider in the region is hard won,” he explains. “That competition is a driver behind a lot of the innovation that we do: we have to innovate in order to attract the business of this very sophisticated population. People want the latest devices, the best possible network quality, reliability and world class customer service – and we have to provide them with that.” Boss joined DOCOMO PACIFIC in the summer of 2018, a continuation of multiple decades of experience in the telecommunications sector. Even after years working in Japan, the Philipines and SEPTEMBER 2020

Nokia: Interview about 5G with Roderick Boss, CEO, DOCOMO PACIFIC CLICK TO WATCH

|

5:03

185

across the Pacific, he acknowledges

SOPHISTICATION AT (ISLAND) SCALE

that the opportunities and challenges

The unique combination of a sophis-

that Guam and the CNMI present have

ticated population that demands

required a unique adjustment. “Coming

technological excellence, status as US

to this market definitely required an

territories, and small market scale make

adjustment, compared to working for

DOCOMO PACIFIC a uniquely valuable

a telecommunications provider in a

card in NTT DOCOMO’s hand. “There

big market,” he reflects. “Here, we still

are a couple of reasons they’ve invested

need to provide everything that you’d

in us,” explains Boss. “Our proximity

expect from a world class telecom

to Japan makes it very convenient,

company, but it has to be the island

as well as the fact that we’re in touch

version of that. That doesn’t mean

with what’s going on in the US market;

lower quality or less technology, it’s

there’s a lot that we can learn from

just a different version.”

them and that they can learn from us.” w w w. m o bil e m a g a z in e . c o m

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“ We have a very competitive market here and our position as the leading provider in the region is hard won” — Roderick Boss, CEO, DOCOMO PACIFIC

wealth of different cultures, perspectives and skill sets. “We have a very diverse organisation. We have people from all over Asia, from the local Chamorro population, a big Filipino population as well as distinct Korean and Japanese demographics. So, add to that all the military personnel that come and go and you have a very diverse and dynamic little island,” says Boss.

“I feel like that diversity is a real strength in our operation. It allows for innovation and a very respectful environment. I think that’s something that DOCOMO PACIFIC puts a lot of value in.”

The other major benefit that

Whereas NTT DOCOMO is a mobile-

DOCOMO PACIFIC’s secluded market

only provider, DOCOMO PACIFIC is a

provides is its role as an ideal test bed

quad-play organisation, which provides

for leading-edge technologies. Around

a singular opportunity for its executives.

the world, the advent of 5G adoption

“We’re tiny when you set us against the

is creating a revolution in the telecom-

whole NTT DOCOMO world, but we

munications industry. With implications

have about six or seven executives at

that range from lightning fast, reliable

a time who come on a rotational basis

digital communications, to a cornu-

from Japan to work here with us and

copia of IoT and smart infrastructure

learn how our full fixed service and

applications, the next decade of digital

mobile business works,” says Boss.

communications are set to be defined

Sitting at the intersection of the

by the rise of 5G. Early adopters and

Pacific, US and Asian markets,

innovators in this space can expect to

DOCOMO PACIFIC has access to a

reap huge rewards. w w w. m o bil e m a g a z in e . c o m

187

D O C O M O PA C I F I C

188

THE RACE FOR 5G

5G lab, which was opened here,”

“We started our 5G journey more than

explains Boss. The lab serves to com-

two years ago,” notes Boss. “NTT

plement DOCOMO’s Open Partner

DOCOMO was developing as a global

Program, which allows outside compa-

leader of 5G innovation and we were

nies to partner with DOCOMO PACIFIC

talking to them very early on about the

in order to test their 5G applications,

possibility of testing 5G capabilities

equipment and new concepts at no cost.

in our market.” In February 2019, the

However, the island’s fiercely

company unveiled a new DOCOMO

competitive market quickly spurred

5G Open lab at its headquarters in

DOCOMO PACIFIC on to greater

Tamuning, Guam. “NTT DOCOMO

heights of innovation. “A few weeks

already had three other labs in Japan –

after the launch of our lab, one of our

in Tokyo, Okinawa and Osaka – and

competitors held a big press confer-

number four was their first international

ence to announce that they were

SEPTEMBER 2020

E X E C U T I V E P R OF IL E :

Roderick Boss Roderick Boss is currently President and CEO of DOCOMO PACIFIC in Guam.

Prior to joining DOCOMO PACIFIC, he held senior positions at ManpowerGroup in the US, Japan and the Philippines. Before ManpowerGroup, he was the President and CEO of Pacific Crossing Limited, the owner and operator of a subsea fiber optic telecommunications cable system in the Pacific.

Before joining Pacific Crossing he was the President and CEO of Japan Telecom America, the US arm of Japan Telecom, then Japan’s third largest telephone carrier and largest broadband service provider. JT is now part of Softbank Communications. Before returning to the US and Japan Telecom America, Rod held various senior positions in Japan Telecom in Japan.

He was responsible for all global services and products.

Rod spent a total of eighteen years living and working in Japan at a variety of telecom companies including PowerBand Communications, J-Phone, International Digital Communications, AirTouch International, and Vodafone.

He started his telecom career at AT&T where he worked in Tokyo, New York and New Jersey.

Rod began his career at Honda Motor Company in Tokyo where he was a member of the first group of foreigners hired into Honda’s management training program.

Rod holds a Bachelor of Arts degree from Brigham Young University and a Master of International Management Degree from the Thunderbird School of International Management.

w w w. m o bil e m a g a z in e . c o m

189

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going to commercially launch 5G in

the early adoption stage of the tech-

Guam and the CNMI by the end of

nology, and the world class nature of

2019,” recalls Boss. “I kind of took

DOCOMO PACIFIC’s extant 4G/LTE

that as a personal challenge. I said

network – which he notes consistently

“if they’re going to launch before the

achieves 70-80 mbps speeds – Boss

end of the year, we’re not going to be

explains that he isn’t planning to cover

beat.” DOCOMO PACIFIC launched

Guam’s entire 549 km² of land. Rather,

its fixed network 5G services in Guam

DOCOMO PACIFIC has established

in October, and Boss explains that

three major hot spots in the island’s

the company is set to follow up with a

busiest villages. “The rest of that

mobile 5G service in the near future.

deployment schedule will be defined

“We actually launched ahead of NTT

by the market and driven by demand,

DOCOMO in Japan,” he says. Given

not the other way round,” he states.

191

w w w. m o bil e m a g a z in e . c o m

D O C O M O PA C I F I C

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S20 is going to be able to use 5G when they’re within one of our hot spots.”

Beyond flagship mobile devices, however, Boss notes that there’s an array of potential applications that are particularly suited to Guam’s needs.

“Our geography makes us isolated, which can present limitations to our healthcare system. It’s hard to get a lot of specialist doctors to come all the way to this small island so, when people have something serious, they get on a plane to Tokyo, Manila or Hawaii,” he explains. The high speeds, reliability and low latency that 5G provides has A key driver of market demand

far-reaching implications for delivering

for mobile 5G services will be the

medical expertise to remote locations

increased capability of widely avail-

around the world. He also explains that,

able handsets. “Initially we’d been

since Guam has a single university and

using an LG phone that uses the

one community college, the potential

same frequency for 5G as Sprint’s

benefits of distance learning for the

network in the US, and we managed

island are also substantive. However, he

to get that ahead of schedule,” Boss

notes that both applications are prin-

explains. “Now, of course, Samsung’s

cipally based upon fixed 5G networks,

S20 is 5G capable. This means we’re

and that the process of finding applica-

seeing a progression from one highly

tions for 5G mobile that aren’t already

specialised handset, to having a very

being supported by the last generation

mainstream model of phone that’s 5G

of technology is an ongoing process.

capable. For us, that really changed the game, because anyone with an

“For me, there’s one major application for mobile 5G in Guam that I’m w w w. m o bil e m a g a z in e . c o m

193

D O C O M O PA C I F I C

194 most excited about and that’s fiber

neighbourhood and achieve fiber-like

replacement. If I can get internet

speeds through wireless, by dropping

speeds that are comparable to fiber

a tower near my users, that’s a signifi-

without having to dig up the ground

cant game changer for our market.”

or drill holes in people’s walls, that’s a game changer.” Guam is located in

A VITAL ECOSYSTEM

what’s colloquially known as “Typhoon

Providing world-class services in a

Alley”. Every year, some of the world’s

tiny market is an ambitious goal, and

most devastating storms sweep across

DOCOMO PACIFIC fully leverages

the Pacific and break on the island.

its network of partner relationships

As a result, Boss explains that build-

to support its goal. “Our partnerships

ings on the island tend to be made

are incredibly important to us,” says

of reinforced concrete. “In-building

Boss. “Because of our scale, we have

penetration is a big issue,” he says.

limitations in the skills and knowhow

“If I can use 5G to go into a

that we can have inhouse. So we rely on

SEPTEMBER 2020

195 our partners’ expertise and by having

the modern enterprise. As countries

close working relationships, we can

around the world close their borders

make their expertise our own. We have

to travellers, and the global economy is

a long and close relationship with Nokia,

forced into history’s biggest experiment

which provides our network equipment.

with remote work, it falls to telecom-

Another key partner is Commscope,

munications providers to ensure that the

who we’ve bought a number of products

world remains connected.

from over many years. We see the mem-

“Over the past five years, we’ve seen

bers of the companies we work with

a big shift from voice to data. During

as members of our own team, so those

the current COVID-19 pandemic we,

relationships are incredibly important.”

along with telco operators all over the world, have seen a massive increase

THE COVID-19 CHALLENGE

in our broadband business – about a

The ongoing global pandemic repre-

90% increase – and haven’t had any

sents an unprecedented challenge for

network throttling. We’ve been able to w w w. m o bil e m a g a z in e . c o m

D O C O M O PA C I F I C

“ If I can use 5G to achieve fiber-like speeds through wireless, that’s a significant game changer for our market” 196

— Roderick Boss, CEO, DOCOMO PACIFIC

DOCOMO PACIFIC: You + Dreams #BetterTogether CLICK TO WATCH

SEPTEMBER 2020

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1:00

197

handle this spike because we’ve been

we sell to people, so we were in a good

making the transition to data for a long

position to move to that very quickly.”

time,” explains Boss.

In response to the pandemic’s effect

Guam went into lockdown in mid-

on the region, DOCOMO PACIFIC has

March. “In our case, immediately

placed its customers first, waiving late

following the first case of COVID-19

fees, providing uncapped data to its

being diagnosed in Guam, we switched

customers and donating PPE to front

to a virtual work strategy across

liners in Guam and the CNMI.

our entire company. Our call centre operations, for example, all went virtual

CONNECTING TO THE FUTURE

within a two-day period. I was pretty

“It’s an incredibly exciting time in the

proud of the team’s ability to do that,”

industry for us. We have a lot of really

says Boss. “Obviously, the ability to

fun things that we’re doing,” enthuses

stay connected remotely is a service

Boss, reflecting on the fact that w w w. m o bil e m a g a z in e . c o m

D O C O M O PA C I F I C

T O K YO 20 20

198

“Because we’re a small island operator, and most suppliers adjust rates according to volume, it’s important that our suppliers recognise that.

One example of that is the “2020 Olympics. We were hoping to get the sponsorship to be the official telecom supplier to the Guam National Olympic Committee. This is managed by the IOC, and they charge astronomical fees for these sponsorships. We were hoping that they would understand that we’re a tiny market with our own Olympic team separate

SEPTEMBER 2020

from the US. We thought that with it being so close to us geographically, and with us being part of a Japanese telco, it would be a great sponsorship opportunity. It actually turned out very well; they were able to understand our scale and give us a rate we could afford. Now, we’re Guam’s official telecommunications sponsor for Team Guam to the Summer Olympics event. We need a lot more of our partners to recognize that we need worldclass products and support, but at small island prices.”

“ I love this industry.

It’s where new technology comes first, it’s incredibly competitive – and I love competition” — Roderick Boss, CEO, DOCOMO PACIFIC

for people who are moving away from full-service cable. That’s something that we’re going to see launched here very soon and I’m really excited about it,” he says. “I’ve watched my cable business shrink, year-over-year, for some time.

Rather than just wait and see what happens with that, I’m ready to be a player in this new market as well.”

From new technology, new strategies and constant competition to stay on top, to its inherent customer centricity, DOCOMO PACIFIC is

DOCOMO PACIFIC represents his

a uniquely capable company that

first experience with the TV and broad-

punches above its weight, operating

casting business. “The media and TV

in a market unlike any other. “I love this

businesses are at an inflection point

industry. It’s where new technology

right now around the world. OTT broad-

comes first, it’s incredibly competi-

casters are seeing this phenomenal

tive – and I love competition – and it’s

growth, creating their own content, and

fun to come to work everyday,” says

that’s driving this huge transformation.”

Boss. “We’ve built a great team here

In response to the rapid acceleration

at DOCOMO PACIFIC. We’re lucky to

of OTT adoption and the proportional

have a very supportive shareholder

decline in traditional cable services,

that allows us to do some things we

Boss is exploring ways for DOCOMO

might not otherwise be able to do. I’m

PACIFIC to once again thrive in

very happy to have that and, looking at

response to market pressure and com-

the future, I think it’s pretty bright.”

petition. “What I want is for those people to leave me for me. That means that I’m developing my own IPTV offering w w w. m o bil e m a g a z in e . c o m

199

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