TIME Saudi Arabia | SAMENA trends | 24 July 2017

Digital Platforms and Services: Operating in the OTT Environment

Operators should partner with OTTs to differentiate and reduce churn, whereas equity investments could be undertaken for financial and strategic diversification.

Over-the-top (OTT) services are considered to be online mobile applications that are typically provided by third parties through app stores and often consume significant mobile network bandwidth. With billions of users, OTT services already have huge scale and still have further growth potential. In this article, we discuss four kinds of OTT services - consumer messaging & voice, mobile gaming, video and music streaming, focusing on the impact to telecom operators and the options to address and benefit from collaborating with OTT players.

TIME Saudi Arabia | SAMENA | 04 July 2017

SAMENA trends

Aligning Visions to meet the demand of the digital world

Digital disruption is evident across all industries driven by changing customer preferences, new digital competitors and access to new technologies. The telecom industry is no exception to this with shrinking revenues in traditional business ; yet, new opportunities are emerging as industry landscapes are redrawn and transformative approaches become available in business operations.

TIME Saudi Arabia | SAMENA Trends | 05 May 2017

SAMENA trends

Middle Eastern Telcos - Where is the next efficiency frontier?

Telecom operators have a real opportunity to reduce operational costs by 30-40% whilst improving service quality and customer satisfaction.

This is primarily achieved by reducing / eliminating operational complexities accumulated during the growth phase and digitalizing the operations.

TIME | Euractiv | 20 April 2017

Network quality vital for Europe’s move to ‘Gigabit Society’

While capacity and speed will always be important, European companies need networks that are exceptionally reliable and adaptable to launch new technologies across Europe, writes Richard Swinford at Arthur D. Little.

TIME | Small Business | 16 February 2017

Tackling the digital hype: Executing digitally-enabling strategies

Most executives agree that successfully implementing a business strategy is usually a lot more challenging than developing it. Unrealistic or overly academic theories, while persuasive on paper, can be costly in practice and all too often lead to passive resistance or even "tissue rejection" by the host organization. In this article, Greg Smith, Mandeep Dhillon, Laurie Guillodo, Xabier Ormaechea and Carl Bate at Arthur D. Little, discuss why in these situations, advances in technology, increasingly software related, are frequently perceived as a "silver bullet" that can ensure effective delivery of the anticipated change.

TIME | Global Finance | 22 July 2016

The Rise of the Machines

In this article about how robots are moving up to take on both menial paperwork and complex data analysis, Alejandro González and Pedro Fernández-Olano, authors of the Arthur D. Little report "Defining the Digital Organization," are quoted as saying they do not foresee widespread use of robotics in banking in the short term, particularly in corporate banking, which often requires more complex interactions with customers. But they recognize that sophisticated software algorithms-or software robots, for that matter-doing more of the grunt work on the back end could be useful. "Banks would be able to do things more efficiently and not lose money in irrelevant customer marketing campaigns," says Gonzalez.

TIME | InterContinental Finance & Law | 15 July 2016

Going Digital

Digital transformation has changed the world. The ubiquity of the Internet and the extremely rapid expansion of increasingly versatile smartphones have disrupted the way consumers interact with several industries. From entertainment to the car industry, almost no sector of the economy has been left out of the digitalization wave. Financial services are not an exception. The way customers interact with banks and insurance companies has changed: according to Eurostat and The Financial Brand, as much as 40% of banking customers in the EU are active online banking users. That number rises to 61% in the US. We expect this number to rise to 83%-89% in the EU by 2020. In this article, Alejandro Gonzalez and Pedro Fernández from Arthur D. Little, examine how financial institutions can implement technologically-inspired strategies.

TIME | Connect-World Asia | 29 June 2016

Big Data: Creating strategic advantage for Telcos

Even though Big Data is a new frontier and there is widespread excitement about masteringand executing something new, it is important to base any new investments in skills andtechnology on a strong business context. In this article, Lokesh Dadhich and Shinichi Akayama of Arthur D. Little, discuss why Telcos should aim to build upon small successes and then gradually roll out Big Data initiatives organization-wide.

TIME | World Commerce Review | 28 June 2016

Going digital: the benefits of a digital organization in financial services

Recent cases in which we have participated have shown that the organization of digital efforts is a key and controversial aspect of every digital transformation. Channels, clients, IT and other departments often think that digitalization is their natural field of play, and that they must keep ownership of the process. Traditional channels, product areas and other "business-as-usual" departments sometimes see digitalization as more of a threat than an opportunity, and their lack of involvement and commitment is a real danger to the outcome of the transformation. In this article, Alejandro Gonzalez and Pedro Fernández of Arthur D. Little, explain why becoming digital centric is a must.

TIME UK | Consultancy.uk | 21 October 2015

Re-thinking relationship between telcos and start-ups

This online feature article is adapted from Arthur D. Little’s recent Viewpoint: ‘Telecom operators: Open Innovation with start-ups.’ As disruptions rock the corporate world, Open Innovation has taken off, yet for telecom operators difficulties remain finding, scaling and sustaining valuable relations. Telcos need to show their hand to start-ups in terms of pitching what they can offer, from piloting fast-paced ideas to scale development. For collaboration relationships to be successful however, a good fit needs to be found in the initial meeting – requiring clear strategic planning, governance and internal processes and resources from telcos for any future collaboration with a good fitting start-up.

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