Report: Telco Innovation Toolbox
Telco Innovation Toolbox showcases 10 economic models on how Telcos can manage disruption and reinvent themselves. This report, produced in association with Ericsson, disseminates critical issues for Telcos, such as the OTT landscape and asymmetric business models, explaining how your company can make the right innovation investments and avoid costly mistakes. Also, take a look at our Telco Innovation Toolbox workshop.
Telcos are being disrupted because the basis of competition in mobile has fundamentally changed. It has changed from “reliability and scale of networks” to “choice and flexibility of services”, which is represented by millions of apps in the platform app stores. The change in the basis of competition is fundamental and irreversible. Despite all the talk about innovation, today telcos are still putting most of their money into old-school investments like network expansion and device subsidies. Telcos aspiring to be more than just mobile broadband providers need to find a new balance between investments in the network and investments in ecosystem innovation.
The economic and strategy tools introduced in this paper will guide telcos in their choices on what innovation initiatives they should pursue and how to execute on their choices in fundamentally new market conditions.
You can also download this report in iBook format for your iPad.
Chapters (click on the thumbnails below to read the analysis on our blog)
Chapters 1-2: The superiority of ecosystem economics
Telcos are being disrupted because the basis of competition in mobile has fundamentally changed. It has changed from “reliability and scale of networks” to “choice and flexibility of services” driven by the transition from “mobile telephony” to “mobile computing”
Chapters 3-4: Ecosystem Engineering and the modular telco
The new basis of competition is defined by ecosystem economics, and technology is just one part of a much more complex puzzle. Platform owners run their ecosystems of users and developers by means of five ingredients and two control points
Chapters 5-6: Asymmetric business models and the true value of innovation
As OTT players put increasing pressure on traditional telco profit centers, it is tempting to see them as direct competitors. Yet they don’t compete for profits, but for control of the value chain
Chapters 7-8: Discovery-driven planning and ecosystem as a new distribution channel
High levels of uncertainty require radically different planning methods. Instead of treating blue-sky assumptions as facts, discovery-based planning systematically converts assumptions into knowledge
Chapters 9-10: Keys to successful telco API and freeing voice from telephony
It is common for telcos to see developers and content providers as a source of direct revenues, or even push for “redistribution of profits” from OTT companies to telcos. These strategies are destined to fail because of fundamental conflicts with developers’ business models
Chapter 11: Turning openness into a competitive advantage
“Open” can mean different things to different people. Standardization and interoperability (a form of openness) were among the key factors that allowed mobile telephony and SMS to scale and achieve ubiquitous cross-carrier capabilities
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