Embedding telecoms into post-pandemic healthcare

The telecommunications market has been inward-looking for most of its history, focusing on the technology transitions and what it allows people and businesses to do. Now it’s beginning to shift that emphasis to the industries that telecoms serve and how it needs to adapt. Tackling one market at a time is the only realistic approach, and healthcare (including social care) is an industry that impacts every body in different ways at different points in our lives. 

To understand how telecoms and healthcare can interact, it is essential to start with the industry structure and how the technology available for each element can be implemented to facilitate change.

Healthcare infrastructure: From centralized to localized

For many people, healthcare consists of occasional and temporary interactions. For others, it involves on-going appointments, tests, care, and treatments. The sector, like the telecoms industry, demands high quality, secure devices to deliver its services. These devices continue to break new limits of analysis, which in turn generate vast volumes of data. The tendency had been to centralize activities into ever-expanding medical facilities, requiring people to travel to receive consultations and treatment. 

Before the COVID-19 pandemic, I was beginning to witness a shift away from these larger medical facilities and a trend towards more localized delivery of care. The availability of broadband, fixed and mobile was undoubtedly one of the most significant contributors to this trend. In addition, the increasing power of consumer electronics acting as proxies for medical-grade devices was growing. The sensors available on smart devices (e.g., wearables, smartphones, smart speakers), along with the powerful impact of health trackers, have made the medical industry embrace these formerly dismissed technologies.

The cultural barriers overcome during the pandemic regarding doctors and patients accepting video-based consultation should not be underestimated.

The pandemic has also forced medical practitioners to embrace remote technology and video, especially since face-to-face appointments have become challenging. This varies by healthcare area, but for example, a renal consultant told me his video consultations have gone from 5 to 90 percent (and some doctors report 100 percent). We will undoubtedly swing back to more face-to-face interactions in the future, but the critical breakthrough has been made to give patients and doctors alike the confidence to use the technology. Some medical authorities still insist on proprietary security video platforms to protect patients’ privacy and keep data within hospital systems, with applications such as Zoom and Teams being used only for internal meetings.

If we had suffered this pandemic ten years ago, this shift to telemedicine would not have been possible. Fortunately, the reliability of broadband combined with the ubiquity of high-resolution cameras and high-quality audio facilitates these interactions and provides a far more efficient service for all parties.

What the future of healthcare can build upon is the ability to bring a high level of expertise and analysis into everyone’s homes. This may smack of Big Brother, but it is a matter of balance as with any technological advance. For example, the benefits of monitoring an older adult in their own home both by relations and the medical profession have potentially massive positive financial implications. 

Can private networks help deliver services to the most vulnerable communities?

Early 5G hype was around remote surgery and leveraging the low latency and high bandwidth of new mobile generations. While these benefits will gradually materialize, it is the more mundane set of services that will have an early impact. For example, the Liverpool 5G Hub initiative uses a one-way video device to allow carers to monitor people taking their daily medication – resulting in both patients getting the right treatment and reducing wasted medicines. 

The Liverpool example is also important for another reason: it is delivered over a private 5G network. Hopefully, this will be a blueprint for other healthcare authorities to bring effective services into communities. As an industry, we tend to think of the latest smartphones and the shift to an even bigger or unlimited data package. In reality, many of the most vulnerable people in society have little or no access to those services. Increasing the digital poverty gap seems inevitable unless an intervention of this kind takes place. Liverpool is now looking at bringing their private network together with cellular offerings to build out the service. Once again, it is not a question of one or the other but a blend of public and private, which will deliver a community solution.

The assumption is often that increased smartphone penetration is the answer to this problem. The Internet of Things brings a myriad of other devices into play. A simple movement monitor can inform a carer that an individual is active and moving around their home. Sensors in beds, doors, floors, and even embedded into prosthetic limbs can all feed information back to families, specialists, and authorities as appropriate. Most of these require small amounts of bandwidth. The key thing is that the technology in terms of devices and connectivity is affordable. As always, who pays is an issue, but the Liverpool example shows that local government can deploy private networks to deliver this at a sensible price.

Financial barriers aren’t the only concern for telcos

These solutions may not provide the boom in revenue that the telecoms industry has been expecting. It is, however, a relatively straightforward path to delivering a future-proof healthcare system. Technology does not have to have an extra zero on the price tag just because it is medical. Governments will have to intervene to different degrees depending on their respective healthcare systems, but the technology is available and affordable. See also

The cultural barriers overcome during the pandemic regarding doctors and patients accepting video-based consultation should not be underestimated.  And whether the shift from city to more rural living is a temporary reaction to the pandemic, it is supported by the ubiquitous broadband initiatives of most governments around the world. 

My initial analysis of telecoms’ potential in healthcare had assumed it would be built on an individual‘s mobile and/or fixed broadband subscriptions. I now believe that community networks, private authority networks like that in Liverpool, or even an MVNO for the sector will help deliver and maintain healthcare services. Multiple new business models will be evaluated under 5G. Healthcare is no different, with a range of essential services that can benefit from fresh thinking about how the technologies can be brought to the people rather than how people have to go to the technology.

The telecoms industry’s lesson is clear: allowing the healthcare industry’s processes and systems to exploit the power of communications in their own way is vital. We should not fall into the old trap where technology restricted activities. When asking medical professionals about how technology and especially 5G might change their particular role, they assume that the connectivity will be there. COVID-19 has certainly accelerated the shift to digital healthcare. Still, the telecoms industry now needs to ensure that all stakeholders deliver against the promise of ubiquitous high-quality connectivity to facilitate society’s future vision.

This article first appeared in Futurithmic in October 2020.

How tech can bridge the disability divide for a billion people

When I first went to a blind school in the early 1970s, the only technology available for visually impaired people was a braille machine and magnifying glasses. Fifty years later, we are on the brink of fully bridging the disability divide through the use of communications devices and general-purpose technology. 

Back then, technology was expensive and specific for each disability. At university, I used a Kurzweil reading machine that was the size of a photocopier, cost $100,000 and only managed to produce low-quality Optical Character Recognition (OCR)  to help me consume content relating to my course. I also sent documents off to the Student Tape Library to be recorded (getting them back weeks later).

What has changed in the interim? In a nutshell, the content has gone digital, and devices can render content in an audible format in real-time provided from mainstream suppliers rather than the past specialists. Furthermore, the growth of the apps economy and its global scale means that I can now access industry and news content through my smartphone and laptop as well as specialist apps that help me with things like navigation, object recognition and technical support. In addition, the wealth of collaboration apps has put me on equal footing with everyone else during the lockdown shift to home and webinar-centric working. One other important component is the shift to the cloud. As long as we have broadband, information is accessible from anywhere, and pretty much on any device.

This transformation has allowed me to develop my career as a telecoms industry analyst working alongside non-disabled people. This shift from expensive disability-specific technology to mainstream devices means that former barriers are being torn down for the world’s billion disabled people getting access to the digital economy. 

The main categories of disability are hearing, visual, learning and physical impairments – each of which has many degrees and complexities. The evolution of the tech industry, international standards and apps mean that scale can now be applied across all disabilities. For example, sign language was physically limited to the speaker’s location but can now be supported through a smartphone with the interpretation delivered remotely. It is too simplistic to say that a microphone, camera, speaker or screen can replace any sense that is impaired but they can certainly be great proxies. 

One of the most striking changes has been the arrival of the smart speaker. Using speech as the means of interaction helps the visually impaired and physically impaired easily access a wealth of content. Furthermore, linking these smart speakers to household items such as lights, heating, security and television all contribute to a more intelligent home for all people – irrespective of whether they have a disability or not. Are they, in fact, the ultimate companion device? 

Furthermore, be in no doubt, Brain-Computer Interfaces (BCI) are coming. The ability to interpret brain waves and take action accordingly comes with some obvious concerns. However, for those suffering from locked-in syndrome, this may be the best solution to communicating with the outside world. 

How accessible tech helps increase diversity and inclusion

Coming at it from a slightly different perspective, the range of communications options also plays well into inclusion. The goal of unified communications was to bring all forms of interaction together. What is evident from the disabled community is that the blend of text, speech, collaboration tools and social media all have their relative roles. The hearing impaired have relied heavily on text messages in the past and are now benefiting from lip-reading via high-quality video.

Many visually impaired use screen readers to turn text into the spoken word and, if my blind cricket team is anything to go by, record messages in social media rather than typing them. There is, however, a responsibility on developers to label and design their offerings more cleanly. For instance, in a conferencing app, finding the unmute button, identifying and using the Chat or Q&A function shouldn’t be a major ordeal, but believe me, it is. App designers must include accessibility from scratch. And, of course, a well-designed app is better for everyone. If you think about it, modern in-car interactive technology is based on the same text-to-voice and voice-to-text technology that I use every day. 

This diversity of communications options also applies to the area of customer service and experience. When I was researching different disabilities, I had extensive email and social media exchanges with someone with cerebral palsy. I suggested we tried a voice call, but we failed to communicate. We reverted to messaging and continue the dialogue to this day. Companies interacting with the ‘Billion’ need to identify the most appropriate channel for individual customer’s needs – and human voice can still be the best option. 

As we build out a more digital society, the availability of smart devices, connected via the latest generation of communications services, can help bring that ‘Billion’ into the digital economy. According to my calculations, people with disabilities have a spending power of roughly $4 trillion. This not counting the value of the improvement in lifestyle it also brings to often isolated people. 

I usually present the world of communications services as a series of concentric circles with the individual at the centre surrounded by layers representing the household, business and society. Leveraging all mass-market communications services not only brings the ‘Billion’ into the digital marketplace but also allows public services such as healthcare and government to communicate with the individual – and vice versa.  

For example, the COVID-19 lockdown has demonstrated how relatively straightforward and effective remote healthcare can be for many situations. Opening the communication channels to the ‘Billion’ will undoubtedly improve healthcare and social care in the long term. 

Is everything in place? 

Mostly but not quite. Devices have become more accessible with assistive technology ready-built into smartphones, computers and televisions, helping different disability groups gain immediate access to digital services to improve their lifestyles. Website and apps are increasingly better labelled to allow easier navigation but there’s still work to be done.  

The move to 5G and increased fiber roll-out offers an opportunity to bring all individuals and households into the connected world. However, this requires a stronger political will to keep penetration levels at the highest for rural as well as urban communities. 

Perhaps most importantly, the education of individuals is still needed to increase awareness and raise confidence levels in using the technology and accessing services. Lastly, employers require a cultural shift in making internal systems accessible for all and opening up employment opportunities for the disabled.   

In some ways, this shift is the ultimate personalization service. We talk about putting the customer at the centre of our industry. This is the ultimate test of how we bring all of the technology and services down to that individual level. As we enter the 5G era of high speed, low latency communications affordable for all, let’s not lose sight of the goal of bringing the ‘Billion’ into the digital community.

This article was originally published in Futurithmic in August 2020.

Does that guide dog really know where he’s going?

Having been registered blind for over 30 years it may come as a surprise that I have never had a guide dog. My residual sight was sort of good enough to bluff my way by waving a white stick and very, very occasionally (being a bloke) asking for help. Having never had a dog before and after an eighteen-month stint on the waiting list, my life changed irrevocably when I was introduced to Varley. He’s aged two, three quarters retriever, a quarter Labrador and at 35 kilos, he’s a big dog! After intensive residential training at Guide Dogs, involving many walks around the environs of the Premier Inn in Euston, he finally came home with me.

At first, it’s very much like having a new baby: leaving the house means a checklist of poo bags, food, wet wipes and a portable water bowl. Remember those reigns you’ve seen on a toddler? The harness I use for Varley is similar. I can feel his movement through the handle on my left side, so my right hand is free apart from when the lead needs a tug to reinforce direction or distract him from the quantities of pavement food available to him in London.

Talking of movements, picking up poo gets a lot of questions – and was my biggest concern – but actually it’s pretty straightforward: Varley heads into the gutter, assumes the peeing or pooing position (which are very different). If it’s No.2, I apply the poo bag like a surgeon donning his rubber gloves, target where his rear end was, then swoop and quarter the area to find the deposit – the most difficult bit is actually finding a bin to leave it in. I have often been tempted to hang it on the handlebars of the rental bikes which I often stumble over somewhere on my walk!

The main benefits of having a dog are ironically invisible to me. Varley has an amazing ability to make me avoid obstacles such as lampposts, bollards, poster boards and people (often looking at their mobiles). Apparently, my right shoulder is often within millimeters of hitting something, but Varley seems to know exactly what he’s doing. Luckily, he is very wary of water (apparently, he had a scare involving a duck and a pond when he was a puppy) and this pays dividends when he diligently avoids anything more than a tiny puddle.

I’m asked the questions repeatedly, but of course he doesn’t actually know where he is going or when the crossing light has turned green (he’s a dog remember?). I still need to know how to find my location, where we are on the route and when it’s safe to cross. However, he does have an incredible memory of places we have visited such as coffee shops, the gym and the station. He can find ‘the button’ at crossings, the entrance to office blocks and stops at flights of stairs. He has been on trains, tubes, buses and has joined us in restaurants, pubs, church, the theatre and in meetings. He generally just flops on the floor and lies quietly until summoned back to action. One lesson learned is not to give him his favourite bone during meetings. His slurping can be very disconcerting to colleagues or more importantly to those on stage presenting! I have not taken him abroad yet, but his pet passport is in progress and that’s a whole other Brexit-oriented story for another day.

Of course, Varley isn’t always on duty. At home he is ‘just a dog’. He has times during the day when he chases cats, squirrels or birds, demands aggressive tug-of-war games with various slobber-covered cuddly toys, collapses in a heap in the office or kitchen before miraculously becomes very animated around feeding time. The rest of the family love him as much as I do. They too have to follow rules when they walk him to reinforce stopping at curbs etc. but we can’t remember life before him.

Bizarrely, my favorite thing is ‘seeing’ or more realistically, hearing him when he’s free-running off the lead in the park. He’s a big dog and sounds more like a horse when galloping at full tilt. He generally wears a bell on his collar, so I have an idea of where he is and avoid another major collision like the one we had on one on his first runs in the local park!

Luckily for me he is very good natured and extremely friendly – needy even. This is good as I am bombarded with requests to stroke him whenever we are out. He has also attracted considerable attention at every industry event I’ve attended with him but he’s shown significant disinterest in the content as he just sprawls on the floor looking bored. Telecoms is clearly no substitute for a new toy and a warm fire.

All of this is a massive credit to Guide Dogs as an organisation. Huge thanks go to Dave his puppy walker for the first year, and Mel his boarder who had him for the six months of his training before he was handed to me, and especially to Barry the trainer (the dog whisperer) who put us through our paces together.

The experience has been a steep learning curve for me on all levels. The best bit, apart from the confidence I have walking down the street, is that he offers an instant distraction from work, current affairs and the disappointments of being a Derby County fan!

So, feel free to say hello to him whenever our paths cross. But please don’t, as one person did, begin to pet him while we are still walking. Once he is static or preferably sitting, he is game for as much friendly interaction as you can offer. In fact, he will probably just roll over and demand you to tickle his tummy!

A taste of the Great Telco Debate 2018


The dust has finally settled on the Great Telco Debate 2018. The months of planning for the interaction-packed debates and panels left us all reeling from the wealth of inputs, cross-questioning and new ideas on the future of the telecoms industry. This was our fifth event and feedback is that it was the best yet – so no pressure for 2019!

Watch the video and interview highlights here.

One of the main challenges for the Great Telco Debate is identifying the topics for debate throughout the year. The six debates summarised below reflect the diversity of opinion and variety of stakeholders at play. What was clear throughout, was that a more open approach to partnering with other ecosystem players is vital if telcos are to throw off the mantel of being the laggards of the digital economy.


Debate 1: The role of the telco in the broader digital economy
Motion: Telcos should confine themselves to connectivity – DEFEATED

Input from Jean Yves Charlier former CEO of Veon, Akira Tada of Softbank, and Mike Blanche of Google left us in no doubt about the wealth of opportunities outside of connectivity. However, the telco’s role in providing high quality, ubiquitous connectivity across fixed and mobile has to be the focus for the industry.

Debate 2: Filling the fibre gap
Motion: The only way to get full fiberisation is to nationalise fixed telecoms infrastructure – DEFEATED

Clive Carter from Ofcom, Dana Tobak from Hyperoptic and Mike Magee from SSE Enterprise Telecom all emphasised the changing nature of the telecoms infrastructure build-out with funding coming from a wide range of sources. All are looking to get involved in the fibre and 5G build programmes. Despite the emphasis on mobile, the debate centred on fibre being critical to underpinning all connectivity activities, and how the open market, accompanied by regulation, is stimulating the shift to higher bandwidth services for all customers.

Debate 3: Progress in softwarising and virtualising the world’s telcos
Motion: Virtualisation is a poisoned chalice – DEFEATED

Dr Steffen Roehn, Senior Advisor to Reliance Jio, set the scene for the softwarised telco whilst Ian Massingham from AWS outlined how the web-scale giant is working on many different levels with the telco community, with Cloud becoming the de facto standard for developing applications. Sanjay Mewada from Netcracker, Martin Taylor from Metaswitch and Colin Kincaid from Cisco presented their diverse perspectives before we dove into a tetchy debate about the role of open source versus the traditional world of suppliers.

Debate 4: Analytics, Machine Learning and the Edge – DEFEATED
Motion: The first priority for AI deployment is in network optimisation.

Charlie Muirhead of CognitionX boiled down the enormous volume of activity around AI into a few key initial steps for the telecoms world, whilst Simon Aspinall from SWIM AI demonstrated how the start-up is building intelligence at the Edge to help real time analysis and Marisa Viveras from IBM talked about the shift to Watson and hyper intelligence in the telecoms industry.

Debate 5: Security is everywhere but which aspect can generate revenue?
Motion: Security can generate significant long-term income for telcos – DEFEATED

Nicolas Thomas from Fortinet and the Security Alliance opened up the security debate followed by Laurence Pitt from Juniper and Derek Roga from Equiis. The diversity of perspectives on security make it very difficult to pin down whether it’s a revenue or a cyber-defensive play. The one common view is that customers expect the telcos, with their conservative positioning, to provide secure, reliable service, whether this is connectivity, messaging or building on the Edge to deliver real time solutions.

Debate 6: 5G And IoT meet Industry 4.0 but where does it leave the Telcos?
Motion: 5G is revolutionary in enterprise terms but evolutionary in consumer terms – CARRIED

Phil Skipper Head of Business development for IOT at Vodafone showed how industry is benefiting from the potential of 5G. Ericsson through Hakan Duphama and Nokia via Phil Twist demonstrated how their telecoms expertise is being applied to the industry 4.0 revolution and Darrell Jordan Smith from Red Hat outlined how the open source uprising is demanding more and more from all partners in the emerging ecosystem.

We will return with the next Great Telco Debate on December 5th 2019 in London. In the meantime, we will also return with TelecomTV at the Digital Service Provider (DSP) Leaders Summit in May. This is part of the closer cooperation between the Great Telco Debate and TelecomTV – bringing a truly independent platform for debating the future of the telecoms and media industry to all.

The formal summary document will be available shortly. Please drop me a line chris@lewisinsight.com if you would like to receive a copy or if you would like to get involved in the formal proceedings for the DSP event or next December’s Great Telco Debate.


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The global telco dream is over: Mark Gregory, Chief Economist EY gives me his perspective.

The Great Telco Debate is all about putting the industry trends into context. Mark Gregory of EY can’t join us this time around but he sent the following in reply to my questions about the telecoms industry, its dynamics, broader economics and future industry structures. It is great food for thought ahead of November 29th when we next assemble for the debate.  

Image result for mark gregory Ey Mark Gregory, Chief Economist UK & Ireland EY

With telcos under pressure in a complex world…

As the first sector to be liberalised and privatised at scale across countries, telecoms has been in the vanguard of change for 4 decades but now needs to consider where it goes next.

With the freedom to develop, the telecoms industry has changed out of all recognition in its search for profitable growth. Telcos today tend to be a mix of businesses with very different economic characteristics ranging from utility like local network operations to fast-moving, constantly changing content provision. These complex business combinations have grown out of a desire to capture more of the value that the telco enables but they risk destroying value by making the company both hard to manage and difficult for investors to value accurately.

The slowing economic global outlook as identified by the IMF recently will create extra pressure on telco business models and at the same time increase the political risk that companies in the sector face. Confronted with slower economic growth and increasingly squeezed consumers, politicians will look at industries that account for significant shares of consumer spending and corporate costs for opportunities for short-term political gain. The recent introduction of a retail price cap in UK energy and the proposal to nationalise certain UK utilities are good examples of possible ad-hoc intervention.

There is also a growing disparity between the largely national operations of telcos and the multinational scale and scope of their suppliers. With the seemingly never ending process of innovation, telcos risk losing control over their technology roadmaps to companies with much greater resources and economies of scale.

…time for a new stakeholder led model…

The low growth economy without any real productivity improvement is not going to provide much if any support to telco growth ambitions. It is time to change the model and for telcos to consider how they can best contribute to economic growth and increased prosperity. In particular, how to drive improvements in labour markets as these are where so many of the issues underpinning today’s economic and political challenges originate from.

In many countries, concern over the “left behind” have become increasingly prominent in the political debate – the people in traditional industrial towns who find themselves on the margins of the modern economy. Typically these groups live outside of cities and larger towns and struggle to participate in the workforce. One option might be to take investment to these people with the telcos leading the way. Rather than starting the roll out of technologies in the major population centres, telcos could look to reach further out and bring people into the labour market providing the infrastructure for remote working. People would be given the chance to participate electronically in the labour market, reducing the level of transport infrastructure investment required and in so doing enhancing productivity and growth in the economy.

Telcos could also use their national presence and knowledge in the digital arena to support wider digital skills development at a local level. Again remote learning could be part of this approach with the aim being to increase significantly the level and number of digitally skilled people in the economy. This would serve to improve the skills pool available to telcos but also provide a platform for faster digital growth with the benefits accruing to all.

Greater local reach and capability would also open the door to cross-sector collaboration with other utility like providers such as power and water and with other major sectors such as health. As Bell Labs showed, cross-sectoral digital innovation could provide a major leg up for economic growth in local markets. Working closely across sectors at a local level would provide telcos with the opportunity to identify new applications and to participate in developing and deploying these.

…in a brave new world.

Telcos have been at the forefront of economic change in the last 4 decades, innovating with a range of business strategies. It is increasingly clear that the global telco dream is over and that the core business is of providing connectivity that enables economic activity. In this context, telcos should focus on how best they can help increase the rate of economic activity across the full geography of their markets building stakeholder centric telcos.

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Do we let technology shape the future of the telecoms industry or do we let the market, partners, customers and business models have their say?

Thinking ahead to the shape of the telecoms industry as it emerges into digital reality, what sort of product portfolio business processes and supporting systems will be required? This is a chance to rethink the industry, recalibrate in the light of a shifting role for the world’s communications service providers and position for the long-term rather than for the quarterly shareholder demands.

  • Product portfolio:The history of telecoms is strewn with the corpses of failed offerings. ATM (Another Telecoms Mistake), MERLIN (Means Early Retirement Looks Even Nearer), let alone what X.25 or Frame Relay ever meant! Hiding behind technology is no longer acceptable. What is needed is a simplified portfolio of fixed and mobile broadband with easily understandable pricing (not tariffing) and an open approach to APIs. This will allow the entrepreneurialism of applications developers and associated services to be smoothly integrated.
  • Business processes: These evolved along individual service lines and in different lines of business (LOBs) with their own idiosyncratic support services. The industry is crying out for business processes that short-cut the traditional complexity of getting a service ordered, installed and delivered to the customer and supported through suitable customer service channels.
  • Systems:Much is made of building the ‘programmable platform’ needed by the future telecoms players. This blend of formerly separate IT and network-derived components is brought much closer by the blurring of lines between network and IT assets, cloud delivered functions and the web scale players disrupting the hitherto hardware-centric marketplace.
  • AI/Analytics:on top of all of this now comes the power of AI/analytics and the ability to predict network and IT activity and even throw light on the customer’s behaviour.

In my early days at Logica, we always had the acid test of ‘fitness for purpose’  – i.e. did the software do what it was supposed to do. The goal for the future telco is to have a programmable platform which can serve as the engine to drive all consumer, business and wholesale services whether they find themselves playing directly or indirectly in the wealth of emerging business models. This means building economies of scale across all the operating functions within the telco. From outside of the telecoms industry it appears there is a lot of slack built into the system!

Yes, simplification means driving a lot of cost out of the business. A simpler portfolio will be more easily presented to the marketing functions of the LOBs and will remove unnecessary complexity from the billing side. In fact, how about removing billing altogether, flat rate bundles and even ask a credit card company to deal with the billing (as suggested to me by Tier 1 telco CIO)?

Cloud partners provide the ideal hybrid approach to building the platform of the future. We simply cannot predict the traffic patterns that will result from individuals, households, businesses and the wealth of ‘Things’ connected to each.

My suggestion: let’s start thinking from the outside-in. What are our partners, customers and customers’ customers trying to achieve? And how can we, as the telecoms industry, make ourselves as easy as possible to work with? Thinking in current telco terms doesn’t help the rest of the world build trust in telco’s role in the digital world.

5G: Having gorged itself on fat margins, is the telecoms industry now waking up to digital reality?

What do you get when you mix an academic, an optimistic technologist, a sceptical regulator, and the Great Telco Debate? A pragmatic view of where 5G is and where it is going.

I thought it timely to revisit the 5G debate. The expert witness comments at the Great Telco Debate 2017 from Professor Rahim Tafazolli from the University of Surrey 5G Lab, Hossein Moiin from Nokia and Clive Carter from Ofcom gave us plenty to consider on the day. Mobile World Congress gave me an additional chance to test these thoughts against the glitz and glamour of Barcelona and subsequent posturing from suppliers and mobile operators alike are bringing the 5G investment question into stark highlight.

Key threads to emerge from the debate:

  •  5G is an engine, a framework for future proofing the whole network
  • It will start with mobile broadband because the industry is comfortable with the business model of connectivity. The newer business models requiring interworking with the automotive, health, energy sectors will need some time for both sides to agree how to work together. It must be a win/win situation where savings of 60-80% sited around healthcare for example, would be shared between parties, benefiting all.
  • 4G is a very good system. We can add more speed  e.g. massive MIM) to 4G to improve its performance.
  • 5G will support higher speed broadband connecting people and ‘Things’ of different capabilities, but most importantly it will support automation.
  • 5G does not treat IoT in isolation, automotive in isolation or mobile in isolation, but all together in a new all-inclusive system. These can’t all have separate networks so the single network has to be programmable. The reason for virtualisation is not about customer service but about reducing the cost of supporting this ever-expanding demand on the network.
  • Mission criticality and resilience are what is needed to support verticals like health and automotive but also to support the swift roll out of services contrary to traditional telecoms timescales. More important than low latency is guaranteed latency. Knowing what you have to work with when building and managing applications is vital. Take out the variability. We need more and more capacity because more and more applications include video content. The structure of the wave form and the frame size in 4G just can’t cope with this explosion of connections from low to high bandwidth and from low to high latency requirements.
  • Analytics gives the underlying fabric of 5G the intelligence to build future systems to support all activities. This turns the dumb pipes into intelligent pipes that the customers need.
  • We need 1 million connections per square kilometre! Where is the money to support this? ARPU is flattening or shrinking in some countries. The new money for the telcos is in automation, powered by data analytics and ultra-reliable, low latency communications. It is also important to note that data analytics and AI is not so much about what has happened in the past, but what will happen in the future and how to adapt the network around this demand. Excel spreadsheet can do the retrospective but AI/Analytics can do the future. Leveraging MEC and Analytics to have the content cached at the nearest cell site would save everyone a lot of trouble and improve performance as well as satisfaction.
  • We will see islands of 5G emerging: some from the telcos, some from other parties like cities, governments, major manufacturers. It will result in a very localised, scalable network infrastructure linking closely into the activities of people and things across the network.
  • The 5G Innovation Centre (5GIC): The role of Service Providers, Network Equipment Providers (NEPs), cloud providers, academia and regulators is to create an ecosystem capable of supporting the new industry.
  • The more and more personalised service that services and analytics brings to the table just isn’t the model the industry has been built on in the past. We built large scale networks that did lots of things for lots of people. This stuff really matters to society, to the economy, and of course, to the individual.
  • Universal service for everyone is somewhat at odds with the notion of more personalised service and making more money out of certain individuals. Targeting individuals can make the telecoms players more profitable. Great, but can you make the networks available at a uniform price to all customers?
  • In economic terms, we are redistributing the pie, not creating new ones or bigger ones. From a regulator (referee’s perspective), the redistribution of the pie results in people complaining to the regulator about losing a slice or two. The industry is giving productivity back to the customer through lower prices and the Skype dividend rather than giving it to the telcos and providers of equipment and devices. There is inevitably going to be a bun fight between suppliers for a share of a fixed pie.
  • 5G rollout will vary dramatically based on regional differences, control economies, political motivation and regulation
  • Mobile operators can only afford 5G with additional sources of financing, income or perhaps a removal of the spectrum auction.

As the debate motion posited: The market can’t afford 5G.  Well, it has to. It requires a rethink in terms of a broader investment for society as a whole. Benefits will accrue to citizens and not necessarily to the telcos.  So how do governments and regulators encourage the investment? Tying it all back to economics, perhaps it’s time for a reconsideration of the value being created. The business case is built on saving money and driving operational efficiency into an industry that has gorged itself on fat margins and is now waking up to digital reality.

The Great Telco Debate 2018 on 29th November in London is open for registrations. Please contact me for speaking opportunities.

Technology, mind maps and people! A blind man’s guide to MWC

The question I most often get asked at MWC is not what’s hot and what’s not. It’s always, how the hell do you cope with Barcelona and the FIRA as a blind person?  The answer is a combination of planning, people and technology.


  • The annual MWC Lewis spreadsheet is legendary. It’s a masterpiece in how to cluster meetings in the same or adjacent halls (and trying to avoid anything north of Hall 5)!
  • Taxis (the subway is a non starter for me). The GSMA put me in touch with a specialist disability taxi firm who sent the same driver each day and even negotiated with the police to drop me off in front of the FIRA South entrance (didn’t always work). NB: The white cane comes in useful in getting to the front of taxi queues – stick with me next year!


  • Mobile Apps: having all of my appointments in the iPhone and the diary announcing everything through Voiceover, meant that I was continually getting audible input whether I wanted it or not
  • Be My Eyes: an accessibility app with over a 100,000 volunteers around the world helping 400,000 visually impaired people. Simply point your smart phone camera at something, click and it polls for a volunteer who comes online via a Web RTC link to tell you what you’re looking at.
  • Tap Tap See: similar to the above, does what it says in the name. Tap when pointing the camera and the system tells you it sees.
  • Orcam:  this new self-contained device provides character, people and product recognition from its mounting on the arm of a pair of normal glasses. Tap the side and it reads any text in front of it. It recognizes people so that it tells you tChris Lewis 1heir names when they stand in front of you. You can even store products like cereal packets, wine labels etc and it will tell you what they are!




Navigation around the FIRA

  • A member of the GSMA customer team kindly arranged met me each morning outside and got me to my first meeting
  • The venue benefits from a grid system and the upper walkway spine: as long as I knew where I was relatively, I could vaguely find my way back to the Press Centre where I made my base
  • Collision avoidance: My low centre of gravity helps. I was bumped into so many times by people looking down at their phones or up at stands but never looking where they were going – despite vigorously waving my white cane. I was even rammed by a catering trolley but the person behind couldn’t see me and, not surprisingly, had expected people to get out of their way!

And, finally, just asking the hoards of people around me. Most are shocked that a man with a white stick is there at all but, as in life in general, the vast majority are phenomenally helpful. Most companies I saw actually walked me to my next meeting – a great excuse for them to get off the stand!

Just like living in London, I don’t allow myself be overwhelmed by the thought of over 100,000 delegates,  8 Halls,  an Upper Walk Way,  a Press Centre and even the new South Village. Just like commuting, you occupy a small island of the MWC at any time. What exists elsewhere is irrelevant, and optimising the route between islands is the goal. Shame Uber can’t operate in the aisles of the FIRA, or perhaps they, in a ground-based vehicle or a drone up near the ceiling, might well do so in the future. Or maybe I’ll give in to family pressure for a guide dog.

In terms of next year, my shopping list is pretty simple: HD Maps and iBeacons.  Despite the hype around autonomous vehicles, the GSMA and the mapping companies still haven’t come up with a walking navigation step-by-step tool to tell me exactly where I am.  For the premier telecoms industry event of the year, surely an app can be built based on all of that lovely tech to guide me? And, as with most accessibility technology today, everyone able-bodied I talk to say they would also love that for themselves!

Finally, my special thanks to all analysts, companies and GSMA employees who made this one of the best MWCs for me. Special mention to John Delaney from IDC who walked me back to my hotel when my taxi couldn’t get past the police barricades around the Catalonian independence demonstrators!

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A ‘brand’ view of the telecoms industry

Tim Pritchard, Kantar TNS at the Great Telco Debate

In the spirit of getting outside perspectives on the evolving telecoms market, Tim Pritchard from Kantar TNS, the WPP company which is the largest custom research business in the world, joined the Great Telco Debate on the role of telecoms in the digital economy. The brand perspective raised some very interesting and contradicting themes:


  • The customer is changing. Traditional segmentation is no longer valid. ‘Generation CX’ (young, old, educated, working class – a slice of everyone) is the new reality and brands either listen and respond to customer feedback or risk becoming irrelevant.
  • It is widely accepted that customer loyalty drives profitable revenue growth. As such, customer experience (CX) is non-negotiable. But how does it fit in with today’s telecoms ‘product’ given the world of apps and over-the-top content consumption?
  • Corporate mission statements and brand values tend not to include the customer – you’ll be amazed how few companies, even those spending tens of millions each year on CX, have an agreed customer strategy. Get it written down and socialised across the business so that everyone from the janitor to the CEO knows it, and uses it to frame their work, their thinking, and their daily behaviour.
  • WPP’s 2017 Global BrandZ  shows that 8 of the world’s most valuable 50 brands are telcos. A further 15 are technology companies. You’ve had the power for a long time, but have you leveraged that power? I would say not.
  • Most Telcos have adopted NPS (Net Promoter System) yet their NPS scores are among the lowest of any industry. Virtual network providers often enter markets and quickly start to outperform the network owners, sometimes by as much as 20-30 NPS points. It shouldn’t be that easy – there is something clearly amiss among incumbent telcos to afford disruptor brands that opportunity to create true CX differentiation.
  • A focus on self-serve business models may help to save telcos money but, aside from the customer groups who actively prefer to self-serve, tend to harm rather than enhance brand building efforts.
  • The customer voice is vital, and capturing customer feedback on specific interactions (preferably in real-time) provides critical input for both tactical response and strategy development, as well as brand building

There are 3 basic rules:

  • Don’t let customer down, especially at critical times (i.e. the moments that really matter)
  • Deliver emotional and functional experiences that stimulate long-lasting feelings for the brand
  • Do things that reinforce brand choice and deliver services to customers in a personal, relevant, and needs-satisfying manner

In short, the role of brand is changing with the digital market. Telcos and tech companies benefit hugely from high brand valuations yet typically suffer from poor customer service, reflected in low NPS scores. Part of the challenge is identifying what role the telco plays in the lives of ‘Generation CX’. Identifying, enunciating and promoting a clear customer strategy is vital to re-positioning the telco for the coming generations.

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Learn to read the digital wind: A group CIO’s perspective of the state of the telecoms nation

Phil and ChrisOne of my highlights from the last Great Telco Debate was my informal interview with Phil Jordan, former Group CIO from Telefonica, about his 20 years in the telecoms industry. We talked about the highs and lows of the role, the relative role of the CIO, telco transformation and the state of the market. Here are some of the key topics and themes:

Highs and lows of a telco CIO

  • Phil believes the industry should be proud of being at the heart of building the digital economy and helping people run their digital lives
  • Almost every day for Phil had 4 highs and 5 lows: One of the lows is that telecoms is a much-maligned industry and ‘we’ do a great job of kicking the proverbial out of each other when we gather for an industry forum such as the Great Telco Debate. ‘We’ continually complain about how difficult it is and how poor ‘we’ are at servicing customer needs.
  • A low, especially recently, is how frustrating it can be getting the industry to shift gear. We are running out of time to remain relevant and at the centre of driving the digital revolution
  • The vast majority of time has been spent fighting internally with colleagues over the digital transformation of the organisation rather than fighting with competitors, dealing with regulators or building relationships with suppliers

The relative role of the CIO

  • Telcos were traditionally run by network people and IT was very much an afterthought, resulting in overly complex systems. According to Phil, very little architectural integrity exists in telcos. IT was a system of record but is now moving to be the differentiating factor with the network becoming the underlying product. The network is, of course, the biggest asset but it is not a source of differentiation. Phil suggest that the real differentiator is the leveraging of customer data. This is a huge transition for telcos to move from an engineering mentality to actually serving the customer. All this places huge technical, skills and leadership demands on the organisation.
  • It is still difficult to operate at a pace within the telcos but they are gradually realising the new innovation paradigm. From the CIO perspective, running the network with a handful of suppliers, looks easy. The IT side, on the other hand, has literally thousands of suppliers. And, the CTO is the one person in the telco who understands the network.  Everyone thinks they understand how IT works or should work!
  • The shift to ‘X as a service’, along with changing suppliers relationships, is indicative of the shift in balance between CTO and CIO.
  • There has been a degree of complacency with the telcos and their suppliers. There seems to have been a ‘hand break’ on virtualisation because it represents the end of an era for so many parties both in inside and outside of the telcos. “Virtualisation is turkeys voting for Christmas. Having said that, it isn’t a straight route. In sailing terms, it needs a bit of tacking and jibing across the direction of travel in order to get to the end destination – and we need to learn to read the wind!”
  • Telcos have been guilty of not understanding the innovation agenda and where it has been coming from.

Transforming the telco into a digital business

  • Transformation is difficult because it was easy running a telco when profits were high, competition low and everyone knew their place! The commercial and technical leadership used to “rock up and run the business”. All of a sudden there are new competitors, margins are shrinking and innovation is coming from other places. This requires a different kind of leadership.
  • It is noticeable how many telco executives come from management consultancy, finance or law whilst the hyper scale companies are led by tech entrepreneurs
  • According to Phil, the role of the CIO is very much one of being a story-teller and explaining how things work to the different LOBs, OPCOS and levels of management. The CIO, in many ways, has a better end-to-end understanding of the way the business runs. This is because the CIO can’t get away from everyone asking him how everything worked. So, in short, a major problem exists at the top of telcos not understanding the way the business runs and not really understanding the art of the possible when it comes to technology
  • Phil believes that transforming a major telco is 3-4-year job and “anyone who tells you it is less is lying or have never done it before”.

The state of the market

  • On the consumer side, the risk of being marginalised is real. The motion for the debate was that we will buy our broadband from Google and Amazon in the future. We probably won’t even buy broadband directly, but included in services from a variety of companies, including the OTTs.
  • On the business side, there are enormous possibilities as business models emerge that require connectivity. One of the problems is that telcos think they should be running Facebook. The problem is that the money is in B2B, IoT and AI.
  • We need to build offerings into the emerging digital business models. Wholesale was the poor relation because its margins were considerably lower that the highly profitable retail and business service. As those margins ‘head south’, wholesale may well look more attractive!
  • Telcos run the risk being relegated to mere utility bandwidth. Does this mean we will be part of a much smaller industry in the future? Phil believes there will be a consolidation around the connectivity market with the leveraging of data providing the new impetus, innovation, and support for the customer experience. If the telco can give control back to the customer regarding their data, there is potentially a different relationship. Having said that, there is still a major role for the telcos to play in the digital world, society, and lifestyle whatever the ecosystem and relative roles.

Phil is now launching his retail career at Sainsbury’s. He suspects that the wafer thin margins of the high street will have the focus most definitely on the usage of data and building a clearer understanding of the customer and their behaviour. Perhaps he will bring these lessons back into telco in the future!

You can watch the full interview  from the Great Telco Debate here

Thank you Phil for your insight, openness and humour. The industry will miss you.

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