The two say their joint venture will deliver services to 19m more people in the Democratic Republic of Congo and that it is the first of its kind in Africa
Orange and Vodacom are forming a rural towerco partnership in Africa which they say is the first of its kind. Through this partnership, the operators will build, own and operate solar-powered mobile base stations in underserved areas of the Democratic Republic of Congo (DRC) in central Africa. The setting up of this joint venture remains subject to the approval of administrative, regulatory, and competition authorities.
The initiative will extend network coverage and enable access to telecommunications and mobile financial services to up to 19 million people in less densely populated rural communities, reinforcing their commitment to bridging the digital divide and driving inclusive growth. The DRC has a mobile internet penetration rate of 32.3%.
By land area the country is the second-largest country in Africa and with a population of around 111 million.
Although deploying and operating networks, particularly in rural areas, is challenging in the DRC, Vodacom and Orange have pledged jointly to construct up to 2,000 new solar-powered base stations over six years, using 2G and 4G technologies. This agreement kicks off with an initial commitment of 1,000 sites after which Orange and Vodacom could scale the project by another 1,000 towers.
A range of services
The combined investment will give an estimated 19 million people access to voice, data and mobile money services. The first base station expected to start operating in 2025; Orange and Vodacom will share active and passive equipment owned by the joint venture as anchor tenants for an initial term of 20 years.
Orange and Vodacom’s scheme to construct new base stations aligns with the country’s vision for the digital economy as outlined in the National Digital Plan Horizon 2025 which was adopted in 2019.
The Plan aims to foster digital transformation across sectors, to improve public services, enhance economic growth and provide access to digital services for all citizens. This initiative emphasises e-citizenship, e-government and e-commerce. It is expected to contribute to job creation, bridge the digital divide, and boost the country’s GDP.
Multi-tenancy possibilities
The joint venture will also offer its passive infrastructure to any mobile operator that is interested wherever it is technically feasible to increase usage and promote a wider range of options for the population.
“With a footprint serving over 210 million customers across Africa, we have the opportunity to significantly contribute to the continent’s socio-economic development by building a digital society and fostering inclusivity for all,” says Shameel Joosub, CEO of Vodacom Group. This aligns with our purpose to connect for a better future, and our partnership with Orange is a crucial step towards providing mobile coverage to people in previously underserved areas in the DRC.”
Jérôme Hénique, CEO, Orange Middle East and Africa added, “Our longstanding presence in Africa, including over 10 years in the DRC, has equipped us with a deep understanding of the market and customer needs.
“Collaborating with Vodacom by sharing both passive and active infrastructure is the most effective approach to fulfilling our commitment to accelerating connectivity access for everyone, including rural areas, while minimizing our environmental footprint.”
Long-term commitment
Orange RDC, a subsidiary of the Orange Group, has been operating in the DRC for nearly 12 years and has more than 15 million subscribers and more than 3,400 sites mobile antenna sites, of which more than 90% are 4G-enabled. It is the only operator in the country to offer fibre to subscribers and has pioneered a number of technologies in the DRC.
Orange RDC says it is committed to digital and social inclusion, with initiatives such as the Orange Digital Center & Clubs in Kinshasa, Lubumbashi, Matadi, and Kananga, which provide free digital training to thousands of young Congolese people.
Hyperscalers pause multi-billion dollar rack orders due to overheating concerns; meanwhile focus seems to be switching to the next next-generation tech
Last November, NVIDIA’s latest Blackwell AI chip encountered an overheating problem, reported by the Information. Observers thought this could impact major tech clients like Microsoft and Meta, and this now seems to be the case, according to Reuters.
Mizuho Securities, the investment bank, reports that NVIDIA’s AI accelerators account for between 70% and 95% of the market share for AI chips, cited in Technology magazine. This position is reinforced by NVIDIA’s flagship AI GPUs and its CUDA software, which is the industry standard for AI development.
Major customers Microsoft, AWS, Google, and Meta Platforms have reportedly cut some orders of NVIDIA’s Blackwell GB200 racks. Although each has placed orders for Blackwell racks in the order of $10 billion or more, they are not commenting on the issue, according to Reuters. Apparently some are switching to NVIDIA’s older chips, others are waiting for a more stable version of the Blackwell racks.
Microsoft was initially planning to install GB200 racks with at least 50,000 Blackwell chips in one of its Phoenix facilities. SoftBank is slated to receive the world’s first NVIDIA DGX B200 systems, which will serve as the building blocks for its new NVIDIA DGX SuperPOD supercomputer.
Serious problems?
The overheating problem that were first reported last November are associated with servers customised to house 72 Blackwell chips. NVIDIA immediately started work with suppliers to refine their server rack designs but the issues are substantial. A 72 GPU rack normally would require about 72kW to run and needs to dissipate an equivalent amount of heat energy, but in some liquid-cooled setups, certain Blackwell GPUs can consume up to 1,200W each.
In comparison, an electric oven with a similar footprint consumes between 2-5kW, on average, depending on the model, which shows how tricky the cooling conundrum has become. However, NVIDIA has pointed out in the past that Blackwell can train the same model as its Hopper chip on a quarter of the number of GPUs and a consume a quarter of the power. This clearly demonstrates Blackwell’s advantage if configuration and cooling can be resolved.
Best form of defence is attack
CEO Jensen Huang (pictured above) previously denied media reports that a flagship, liquid-cooled server containing 72 of the new chips experienced overheating during testing. Huang said in November that his company is “on track” to exceed an earlier target of several billion dollars in revenue from Blackwell chips in its fourth fiscal quarter.
NVIDIA’s mood will not have lightened with news earlier in the day that the US government is to impose further restrictions on AI chip and technology exports.
Next-next-gen chips
However, if next-gen chips are bringing you down, why not shift to next-next-gen? A report has emerged from South Korea that NVIDIA may be planning to launch its Rubin chip – the successor to Blackwell – early. The company has said that one of Rubin’s design goals is to control power consumption. The New Daily report suggests that NVIDIA had initially planned to launch Rubin in 2026, but it is now the launch is expected in the third quarter of 2025.
Last autumn, NVIDIA requested Korean chip maker SK hynix to expedite the development of HBM4 (for high-bandwidth memory) chips as they are a fundamental to AI. Now Samsung too is to accelerate development of HBM4, as races to complete the Production Readiness Approval (PRA) process within the first half of 2025.
Samsung is still trying to pass NVIDIA’s verification for its HBM3E chips, which are also crucial AI components, but it seems the two Korean memory chip giants have shifted their focus to HBM4.
In the meantime, data centre operators will be having a very close look at how to incorporate Blackwell into their AI plans. Fortunately for them, there is still a very large cloud services market.
This would be the first 100% Ukrainian outfit to float in US, but no mention of how much of the operator will be floated nor how much the actors expect to raise
Operator group VEON and Cohen Circle Acquisition Corp, a special purpose acquisition company have signed a letter of intent. They plan to enter into “a business combination with the aim of indirectly listing Kyivstar…on the Nasdaq Stock Market” in the US. Kyivstar is VEON’s telecoms operator in Ukraine.
The operator has links to two oligarchs sanctioned by the European Union, according to the Financial Times[subscription needed], and could only proceed once corporate rights in the subsidiary were unfrozen by authorities in Kyiv.
Ukraine is looking to attract inward investment: last September, the French telecoms entrepreneur, billionaire and founder of the Iliad group, Xavier Niel bought Lifecell, for more than $500 million. Lifecell is Ukraine’s third-largest mobile provider.
Assuming the transaction completes, Kyivstar will be the first purely Ukrainian firm to be publicly listed on a U.S. stock exchange. They hope to attract US and other international investors to participate more directly in Kyivstar’s growth and the broader recovery of the Ukrainian economy. No details have been given about how much of the operator will be floated nor expected values.
Kyivstar is Ukraine’s largest mobile and fixed-line business, serving nearly 24 million customers. It also operates the streaming platform, Kyivstar TV. It eported earnings before interest, taxes, depreciation and amortisation of $541 million in 2023.
Its portfolio of digital services includes the digital healthcare platform Helsi. which has a registered user base of 28 million. The operator offers B2B services, including cloud, cybersecurity and AI solutions. It says it is “a growing player in the software development landscape of Ukraine via Kyivstar Tech, and a preferred partner for international technology companies”.
It recently signed a “groundbreaking” agreement with Starlink to bring direct-to-cell satellite connectivity to Ukraine to enhance the resilience of communication.
Augie K Fabela II, Chairman and Founder of VEON, said, “We are proud to be opening American and global markets for Ukraine with Kyivstar’s benchmark Nasdaq listing. As Ukraine’s largest private investor, this milestone amplifies our Invest in Ukraine NOW! campaign, showcasing the country’s growth potential and offering American investors direct access to its future economic opportunities.”
“The agreement that we have reached with Cohen Circle is a significant step in VEON’s ambition of crystallising value for our investors, including through the listings of our key assets where relevant,” addedKaan Terzioglu, VEON Group CEO. VEON was lambasted by Shah Capital, a long-term investor in the group, last October for a decade of poor returns and demanded change, including monetisation of assets.
Terzioglu continued, “It also underscores our commitment to rebuilding Ukraine through investments. We are excited to see investor interest in Kyivstar’s growth story and the appreciation of Ukraine’s potential. We are determined to work diligently towards the successful completion of this process, which will make Kyivstar a unique US-listed opportunity for international investors while also highlighting the overall investment case for Ukraine.”
In December, VEON relocated its HQ from Amsterdam in the Netherlands to Dubai to be closer to its markets. It also consolidated its share trading on the Nasdaq in November, removing common shares from Euronext Amsterdam. The group operates in Pakistan, Bangladesh, Kazakhstan, Uzbekistan and Kyrgyzstan as well as Ukraine.
VEON’s board of directors includes Mike Pompeo, the former US Secretary of State, and Sir Brandon Lewis, a former UK government minister. Veon has already pledged to invest $1 billion between 2023 and 2027 to rebuild Ukraine’s war-damaged digital infrastructure. It quit Russia, selling its operations and assets in the country in 2023.
Is it all ‘jam tomorrow’ as Brits are forced to tighten their belts amid talk of further cuts to public services by the Chancellor*
The UK government has outlined its strategy to deploy AI in the public and private sectors to drive economic growth. It includes £14 billion commitments from some of the UK’s leading firms to integrate the technology.
The British Prime Minister, Sir Keir Starmer, unveiled the strategy, the AI Opportunities Action Plan, on 13 January. He said it is expected to generate 13,250 new jobs in the UK.
The plan has been worked on by Matt Clifford, the government’s AI advisor who is also a venture capitalist, since last year. It lists 50 recommendations, such as establishing growth zones to boost the development of infrastructure and speed up investment. The first zone will be launched in Culham, Oxfordshire, with more to follow. Culham campus, Culham Innovation Centre and Culham Conference Centre are close to the village of Culham (pictured).
Techcos Vantage Data Centres, Nscale (which describes itself as ‘the hyperscaler engineered for AI’) and Kyndryl (‘We design, build, manage and modernize the mission-critical technology systems’) have pledged £14 billion to develop AI infrastructure required in the UK, in addition to a £25 billion AI investment that the UK government committed last year at the International Investment Summit.
It is hoped that integrating AI into public services will improve efficiency and diminish the amount of time and money consumed by administration in sectors from education to healthcare and development.
The government says it will invest in a new supercomputer to increase the UK’s compute capacity by a factor of 20 by 2030 and create a national data library to keep public data accessible and secure. Another plank of the strategy is setting up the framework for sovereign AI.
The government said that adopting AI through the initiative could increase productivity by up to 1.5% a year. Over a decade, this could clock up an average of £47 billion a year for the UK.
The Prime Minister is not lacking ambition: he claims the plan will “transform the lives of working people”, “make Britain the world leader” in AI and promote “more jobs and investment in the UK, more money in people’s pockets, and transform public services”.
Lee Myall, CEO of Neos Networks, a critical network infrastructure provider, commented, “The UK’s commitment to AI, including plans to increase its compute capacity twentyfold and the introduction of a new supercomputer, is a transformative step forward. The effectiveness of this increased computing power relies heavily on the networks that transport data between data centres, businesses, and end users, which will require a comparable level of investment.
“With more data centres likely to be built outside major cities due to cost and energy considerations, key terrestrial routes linking the north and south of the UK will need upgrades to deliver high-capacity optical and dark fibre capacity. By investing in a robust national network, we can unlock the full potential of AI and ensure that businesses and communities across the UK reap the benefits.”
According to research by STL Partners, a survey of 400 developers from around the world think the term refers to their wider IT networks
More than half (55%) of software developers do not associate the term network APIs with telecom network capabilities, but link them to the management of their wider IT networks. This is one of the main findings from the latest STL Partners survey, Telecom network APIs: What do developers really want? It was conducted in November 2024 and examines the perceptions of more than 400 software application developers across key global markets.
What app developers want
To help address developers’ lack of familiarity with their potential, telcos must strike “a fine balance” between demonstrating new capabilities and delivering services in a way that developers are already familiar with according to STL Partners’ Research Director, Amy Cameron, who is the author of the survey.
“We believe operators should position their APIs as delivering similar functional capabilities to existing APIs – that is, the ability to manage network functions, control access to resources and exchange data across different networks – but across a new networking domain that has previously been unavailable to them”, she adds.
On the other hand, the survey shows that the developer community is increasingly aware of telecom API initiatives, such as the GSMA’s Open Gateway and CAMARA. Cameron think more can be done to improve the degree of knowledge.
Despite this, STL Partners found clear interest in the capabilities that telcos can offer to developers. When asked about the perceived value of different features of network APIs, accessing network performance information, such as latency and jitter, was the most popular choice, deemed attractive by more than half (54%) of developers.
Other findings
The research also discovered that half of respondents find the prospect of understanding device status on the network appealing and 44% also see value in specifying and guaranteeing network performance levels for a period of time.
The research found that developers predominantly access APIs through hyperscalers, such as Amazon Web Services (AWS), Microsoft Azure, Google Cloud and others. This applies to telecom APIs, and Microsoft claims the top spot in terms of overall customer experience for developers.
Cameron suggests that the telecom industry should give developers access to APIs through the channels they already use, starting with cloud platforms, then systems integrators and telcos’ own platforms.
“This approach should lower the barriers to adoption enough to expand telcos’ reach beyond developers focused on priority communication and into the wider enterprise productivity, IT and IoT developer market”, the author concludes.
The spectrum will be used to improve the operator’s 4G and 5G services
Virgin Media O2 will begin its nationwide shut down of its 3G network in the city of Durham (pictured) in April. It announced its intention to turn the network off in 2023 and will refarm the spectrum to provide better 4G and 5G services. In the last year, Virgin Media O2 has upgraded 4G and 5G masts in the Durham area with more improvements planned in 2025.
The right to shut down 3G networks was agreed by the government and all mobile network operators in 2021.
Most customers will not have to take any action as a result of the 3G network becoming defunct, but there are a few customers who still rely on 3G devices. Virgin Media O2 says it is contacting them directly to explain the service will be discontinued and they need a 4G SIM for their device to function.
Customers who are classed as vulnerable have already been offered a 4G-ready device free of charge. Others who who don’t have a 4G handset or SIM will be offered a replacement at a reduced price. Those who don’t upgrade their devices will still be able to make phone calls and text, but not be able to use mobile data.
The company’s 3G network was launched more than 20 years ago and today carries less than 3% of all network data, and that percentage continues to fall.
Virtual network operators’s customers, such as those who use Tesco Mobile and giffgaff, will be affected by the shut down and will be contacted directly by their MVNO.
Jeanie York, Virgin Media O2’s Chief Technology Officer, said, “Switching off 3G will be an important milestone in the evolution of our network, enabling us to focus our attention and investment on faster and more reliable 4G and 5G networks that will deliver improved services for our customers.
“By starting in just one location and by putting careful monitoring in place, we’ll minimise disruption to customers and ensure the success of this essential modernisation programme.
O2 customers can find out more about the 3G switch off on its website. Tesco Mobile customers can find out more here, Sky Mobile customers should visit here for further information, while giffgaff customers can access further support here.
The two German associations have identified power connections as a bottleneck for operators trying to meet Federal Network Agency’s (BNetzA) spectrum obligations
The manual is aimed at operators of supply networks and aims to create a better understanding of the needs of towercos for the construction of mobile phone towers and to provide a basis for the development of best practice processes to enable faster mobile network expansion. And the document is revealing in just how many things can go wrong in this space.
The organisations begin by outlining exactly what operators need. In accordance with the Low Voltage Connection Ordinance (NAV) and the Energy Industry Act (EnWG), towercos typically require a low-voltage connection with 30–40kW capacity directly at the base of their tower sites.
For successful grid integration, towercos need predictable timelines for quotations and implementation of all project aspects. Transparent cost estimates are equally crucial, necessitating regular communication with distribution network operators (DNOs). Prompt feedback and clear timelines are essential for towercos to manage their projects effectively.
This commonsense approach with realistic requests then comes face to face of the everyday realities of dealing with DNOs, which are perhaps distracted by the MW/GW requests being hurled at them from the data centre sector.
Challenges abound
In many cases, towercos are only offered connections at a grid connection point several hundred metres away, rather than directly at the tower site. DNOs often cite insufficient connection capacity, significant line losses, or high installation costs as reasons. Despite regulatory requirements, medium-voltage connections are sometimes proposed instead of low-voltage connections. In such cases, towercos are often required to procure and own transformers, contrary to NAV and EnWG regulations.
Cost proposals for low-voltage connections frequently lack transparency and do not provide detailed calculations as prescribed by NAV. In extreme cases, connection offers are withdrawn due to planning errors after towercos have already commenced tower construction.
If a towerco gets this far, the application process then throws up new hurdles. DNOs often rely on online portals as the primary means of communication, which frequently lack fields to specify that the request concerns a mobile communication site. Consequently, towercos may receive inappropriate generic offers.
Queries regarding unsuitable offers are often routed through general hotlines or email addresses, lacking a dedicated point of contact. This results in delays and necessitates resubmitting applications, further postponing project timelines. In addition say the organisations, obtaining initial cost estimates is hindered by incomplete breakdowns of individual cost items, contrary to NAV stipulations.
Delays due to these challenges can extend the timeline for obtaining a calculated offer to 3 months–2.5 years, and the implementation period to 2 weeks–9 months. These delays not only hinder site commissioning but also disrupt planning and reliability in infrastructure expansion.
The guidance spells out the legal framework for the technical requirements for grid connections and points out grid operators may refuse connections only in exceptional cases where they are economically infeasible, and such decisions must consider the significant importance of mobile communication expansion for Germany’s economy. Costs associated with connection establishment (Section 9 NAV) are not grounds for refusal.
What can be done?
While the document aims to foster a better understanding of the needs of towercos in establishing mobile communication towers – and to lay the groundwork for best practices to accelerate development – the target audience feels more the various levels of government – and BNetzA – rather than the grid operators themselves and their regulator.
In proposed solutions, the document lists several principles for technical implementation to ensure Germany achieves the “politically desired rapid and nationwide mobile communication expansion”. These include, first and foremost, that connections must comply with EnWG and NAV, ensuring low-voltage connections directly at the site rather than at distant connection points. In addition, where technical constraints necessitate transformer solutions, these should be provided and owned by the DNO, as stipulated by NAV and EnWG.
VATM and Bitkom urge government and industry to implement process improvements including: establishing working groups between DNOs and towercos; creating single points of contact or dedicated communication channels; and setting clear expectations for response times and throughput. Commonsense stuff really but the grid operator are patently not playing by the rules in the eyes of the telecom industry.
Partner content: The integration of Deep Network Intelligence (DNI) has emerged as a critical strategy for achieving sustainable growth, operational efficiency and superior security
As communications service providers (CSPs) face mounting challenges in a rapidly evolving landscape, the integration of Deep Network Intelligence (DNI) has emerged as a critical strategy for achieving sustainable growth, operational efficiency, and superior security. This article examines how CSPs can leverage DNI to navigate issues of stalled revenue growth, intensified cybersecurity threats, and increasingly complex Quality of Experience (QoE) demands.
Stalled Revenue Growth Amid Increasing Demand
Global mobile data traffic has surged, growing at a compound annual growth rate (CAGR) of 28% between 2019 and 2023, with projections to continue upward, albeit at a slightly slower pace. However, CSPs have only seen a marginal increase in service revenue, hovering around a 1% CAGR over the same period. This disparity presents a critical issue: CSPs are investing heavily in 5G and other network improvements but have struggled to monetize them.
Consumers have shown reluctance to pay a premium for 5G, as many perceive 4G as sufficient. Additionally, flat-rate, unlimited data plans have commoditized connectivity, eroding traditional revenue streams. Faced with these market realities, CSPs must explore new revenue models, such as offering premium services tailored to applications that require high levels of QoE, such as gaming, streaming, and virtual reality.
QoE: A Complex Balancing Act
Delivering a high and consistent QoE is paramount in today’s network environment, which is strained by the growth of connected devices and the popularity of bandwidth-intensive applications. As IoT devices proliferate, CSPs are under pressure to allocate network resources efficiently, ensuring QoE for critical or latency-sensitive applications without degrading performance for other users.
The rise in encrypted traffic (for example, HTTPS and QUIC protocols) presents a significant challenge, limiting visibility into network flows and complicating efforts to manage QoE effectively. This issue is expected to escalate with the adoption of Encrypted Client Hello (ECH) and post-quantum cryptography (PQC), potentially leaving CSPs with even less insight into traffic patterns.
Escalating Cybersecurity Threats
In addition to the revenue and QoE challenges facing CSPs, the disaggregation and cloudification of network functions have broadened CSPs’ attack surfaces, making them prime targets for cyberattacks, including Distributed Denial of Service (DDoS) attacks. These attacks not only disrupt service but also damage CSPs’ reputations and can result in hefty regulatory fines. With cybercriminals increasingly employing artificial intelligence to automate and scale their attacks, CSPs need sophisticated tools to detect and mitigate these evolving threats.
How Deep Network Intelligence Can Help
Deep Network Intelligence is a next-generation approach to network traffic analysis and management, designed to address the limitations of traditional Deep Packet Inspection (DPI) in an era of widespread encryption. At its core, DNI builds upon DPI’s foundation, using advanced Artificial Intelligence (AI) and Machine Learning (ML) techniques to extract actionable insights from network traffic without relying on access to decrypted data.
DNI offers CSPs a holistic approach to tackle the challenges they face. By leveraging granular network insights, CSPs can optimize resource allocation, enhance security, and monetize new services, driving sustainable growth and profitability. Here’s a breakdown of the critical benefits DNI brings to the table.
Actionable Traffic Visibility
With the right DNI solutions, CSPs can achieve comprehensive traffic visibility even in an environment dominated by encrypted data flows. This allows for more granular network insights, enabling CSPs to understand application-specific traffic patterns and their impact on network performance. Enhanced visibility also empowers CSPs to deliver personalized QoE, catering to the unique needs of various user segments.
For instance, enterprise customers often prioritize high-quality, low-latency video conferencing, while residential customers might require low latency for gaming but can tolerate minor interruptions in streaming. With subscriber-aware network management, CSPs can adjust network resources dynamically, ensuring optimal QoE for each customer type.
Granular, App-Aware Control for Optimized Traffic Management
Traditional traffic management approaches, which treat all data equally, are ill-suited to today’s dynamic network environment. Using DNI, CSPs can implement app-aware traffic management, prioritizing latency-sensitive applications over bandwidth-hungry but less sensitive ones. By recognizing and adapting to real-time traffic conditions, CSPs can avoid congestion and ensure optimal QoE, particularly during peak usage times.
For example, DNI enables CSPs to prioritize video conferencing or online gaming during high-traffic periods while throttling data-intensive applications like video streaming, which can tolerate minor delays without significantly impacting user experience. This differentiated approach helps CSPs maintain service quality across applications with varying QoE requirements.
Supporting New Service Monetization Opportunities
In the era of flat-rate data plans, CSPs need innovative strategies to generate revenue. DNI provides the infrastructure to support these efforts through features like application-based charging and precise subscriber segmentation.
For instance, Layer 7 (application layer) analysis allows CSPs to offer premium services with tailored pricing models, such as volume-based charging for high-demand applications. Additionally, CSPs can monetize tethering, detect fraudulent traffic, and provide analytics services to enterprise clients, creating new revenue streams beyond traditional data packages.
These monetization opportunities can be further enhanced with offerings like HTTP header enrichment, which uses customer data to personalize online experiences. CSPs can offer targeted promotions, boosting revenue through upselling, loyalty incentives, and partnerships with over-the-top (OTT) service providers.
Enhanced Regulatory Compliance and Security
CSPs, as custodians of national infrastructure, must comply with various regulatory requirements regarding data security and content filtering. DNI enables CSPs to monitor and filter traffic, ensuring adherence to these regulations without compromising network performance. This is particularly relevant in markets with stringent rules around data privacy and content access, where non-compliance could result in significant fines.
Furthermore, DNI empowers CSPs to detect and respond to cybersecurity threats in real-time. Key security features of DNI solutions include:
Anti-DDoS capabilities: These include inbound and outbound volumetric attack detection, machine learning-based zero-day detection, and automatic mitigation.
Anti-botnet measures: By analyzing host behavior and integrating threat intelligence, CSPs can identify botnet communication and isolate compromised devices.
Network Firewall: CSPs can implement access controls, content filtering, and secure connections tailored to specific security policies, further reducing the risk of unauthorized access and data breaches.
Moving Forward: DNI as a Strategic Imperative for CSPs
The adoption of DNI is not just an operational improvement but a strategic imperative for CSPs aiming to thrive in a competitive and security-conscious telecom landscape. Here are some considerations for CSPs as they embark on the DNI journey:
Invest in scalable, flexible DNI solutions: As the telecom landscape evolves, CSPs need DNI solutions that can adapt to new challenges and technologies, including 5G, edge computing, and IoT. Solutions that support multi-layered architectures, such as NFV-compliant platforms, offer CSPs the agility they need to respond to emerging demands.
Focus on subscriber-centric QoE: CSPs should prioritize QoE optimization based on specific customer needs. By analyzing user patterns and preferences, CSPs can deliver personalized services that increase customer satisfaction and reduce churn.
Explore partnerships with OTT providers: Through collaborations with OTT platforms, CSPs can diversify revenue streams and create tailored service packages that cater to OTT-heavy users, such as dedicated bandwidth for streaming or gaming services.
Embrace proactive security measures: Security threats are only going to grow in scale and sophistication. DNI offers CSPs a proactive approach to threat detection and mitigation, helping safeguard their infrastructure, data, and customers.
DNI as a Path to Resilience and Growth
As CSPs continue to grapple with the twin challenges of revenue stagnation and heightened security demands, Deep Network Intelligence presents a pathway to resilience and growth. By harnessing the power of DNI, CSPs can transform their networks from mere data pipes into intelligent ecosystems that support dynamic service differentiation, robust security, and optimized user experiences.
In a world where network demands are constantly evolving, DNI enables CSPs to remain agile, competitive, and profitable. For telecommunications professionals, adopting DNI isn’t just about meeting the challenges of today; it’s about future-proofing their networks for the opportunities of tomorrow.
For more information about Deep Network Intelligence and its impact on CSP operations, read the OMDIA Analyst Report – Future-Proofing Traffic Management with Deep Network Intelligence.
The author, Nir Baron (pictured below), is Director of Product Marketing at Allot
Bloomberg says the Dutch operator, formerly T-Mobile Netherlands, is getting ready to float and now rivals KPN for mobile customers
Odido (formerly known as T-Mobile Netherlands) is edging closer to an initial public offering (IPO) according to Bloomberg. It reports that the private equity investors Apax Partners and Warburg Pincus have selected bankers Barclays Plc, Goldman Sachs Group Inc and Morgan Stanley to lead the share sale, citing unnamed sources.
This is not a guarantee that the initial public offering (IPO) will go ahead on the Amsterdam Stock Exchange, but if it does, it is expected that the operator will be valued at about €7 billion, the report states. It adds that the proceeds of the IPO would be expected to be more than €1 billion.
All of which makes the €5.4 billion the partners paid for the operator in 2022 look like a good deal, suggesting an increase in value of around 40%.
At the time the deal was agreed, in September 2021, T-Mobile Netherlands was third in the Dutch market. With some 8 million mobile customers, Odido now has about 35% market share, roughly the same as the former market leader, KPN.
It adopted the brand name Odido in September 2023, vowing to differentiate itself through superior customer service to KPN and VodafoneZiggo. The newly named organisation said it was the biggest 100% fibre-based internet service operator in the country and on its way to offering internet and TV services via fibre to more than 6 million households.
Telecoms are at a crossroads – telcos are the backbone of the digital economy and have customers’ trust, yet continue to face long-standing challenges
Growth has eluded telcos despite their massive investments in 5G and full-fibre networks, with European expectations hovering at just 1-2%. High costs and suboptimal returns on capital add to the strain, while competition from other connectivity providers – tech giants, satellite companies, and others – intensifies.
Most alarmingly, customers increasingly perceive telcos as utilities, reducing their value proposition to that of “pipes.” These profound challenges demand bold action.
Quest for revenue growth intensifies
Telcos are heading into 2025 with a lot on their plate. For years, operators have poured huge amounts of money into their networks, but turning those investments into real growth has been tough. The pressure to find new routes to revenue is ever stronger.
Companies will go beyond their core connectivity and network solutions to newer areas like digital services, cybersecurity, sovereign AI cloud, edge computing and even industry-specific tools.
2025 will be a year of leaving no stone unturned to reignite growth. Those who succeed will stop working in silos and lean into collaboration, forming partnerships to create solutions to solve customers’ real problems. By tapping into the strengths of a wider ecosystem, they could open doors to fresh opportunities and staying relevant in our digital world.
Satcos becoming mainstream
Satellite companies, formerly seen as niche players, are quickly becoming a key part of telecoms. They’re no longer the only option for remote areas, but reaching many mainstream underserved markets thanks to global coverage and technological improvements. This is especially of LEO of satellites’ faster speeds, higher capacity, and lower costs.
This shift means it’s time for telcos to rethink their view of satellite companies and treat seeing them as partners rather than competitors. By working together to build hybrid networks that combine satellite and terrestrial technologies, telcos can offer seamless global services. This kind of collaboration could unlock huge opportunities for both sides.
Cybersecurity is a top priority
Telcos are the backbone of the digital economy. As networks become more interconnected, they face more risks. With the rapid expansion of connected devices and AI-driven solutions, the potential for cyber threats is increasing, alongside the demand for stronger security from regulators and customers.
Telcos can see cyber security as a box to tick for compliance or they as an opportunity to stand out. If telcos invest in innovative and reliable cybersecurity solutions, they can protect their networks, build trust and earn the loyalty of customers. Cybersecurity can be a key differentiator to drives growth and strengthens telcos’ position in the market.
Home markets, simplification
In the coming years, telcos will consolidate in key markets while re-evaluating their international operations. They shed non-core assets that consume valuable resources and become more streamlined.
At the same time, telcos will simplify their portfolios, systems and processes with the aim of becoming more agile and better aligned with market demands. By reducing complexity, they plan to improve efficiency and responsiveness in an increasingly fast-changing environment.
It’s important that telcos avoid quick, short-term fixes. They must rethink their entire approach, distinguishing between core and non-core assets. The key will be to retain their most valuable strengths – the ‘family silver’ – while optimising their overall structure for long-term success.
Data and AI are centre stage
Telcos sit on a goldmine of data, but have largely failed to turn it into real value. In 2024, they ranked lower than eight out of the 10 industries Capgemini recently surveyed* (Government/public sector is left off the graph below): in 2020 they were at the forefront. Telcos will refocus on data and AI in 2025, making them central to improving operations, cutting costs, personalising customers’ experiences and unlocking new revenue streams.
To achieve this, they need to build a strong data foundation, starting with a comprehensive data estate then execution. The must scale AI and adopt a fail-fast, learn-fast approach to keep up with the pace of change.
The year ahead represents an opportunity for telcos to redefine their value propositions. By prioritising innovation, simplifying their businesses and embracing the latest technology, such as AI/Generative AI, the industry can overcome challenges and set a course for long-term growth.
The 2025 imperative is clear. Reimagine the business model to ensure that past investments deliver meaningful returns and pave the way for a more dynamic and resilient future.
*This report is based on the findings of an industry survey of 500 business executives and 500 data executives from 500 organizations across 12 countries. All organisations had annual revenue above $1 billion. Executives surveyed were director-level and above and were selected from across business and data functions.
The author, pictured below, is Praveen Shankar, Global Telecom Industry Leader at Capgemini
