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The critical role data plays in digital twins

Rami Amit, RADCOM
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The critical role data plays in digital twins

Partner content: The benefits of digital twins in telecom are increasingly evident, ensuring all parts of a real-world entity work in harmony across the entire lifecycle

Digital twins allow users to perform multiple simulations and even make ‘digital’ mistakes prior to implementation, to provide visibility and move to a holistic perspective of the physical object or technology. With telecom networks becoming more complex, 5G digital twins offer a new model to test a physical network, to use network performance and usage patterns to ensure optimum coverage. And as networks move to 5G Advanced and eventually 6G, digital twinning will become an essential part of planning and optimization.  

Digital twins offer many advantages to telecom operators. For instance, digital twinning has the potential to mimic different environments for the transmission of radio waves. They can detect the best place for antennas and cellular towers for maximum coverage and signal strength. They can also monitor performance for any issues and identify or predict faults. 

Twins need a trio: the data source

Digital twins use virtual models for the entire process, but those virtual models need to test different scenarios and initiatives from thousands of genuine data points, ensuring the validity of those decisions.  This means that the data fed into the virtual models needs to be high quality, accurate and reliable.

With accurate data, telecom operators can, for example, use the digital twin to identify subscribers with the highest potential for churn by applying predictive analytics and modeling and to identify performance issues that may arise.   

Digital twins can utilize the data to pinpoint parts of the network and RAN that need additional optimization, modifications or upgrades. They can also understand the quality of experience in certain applications by analyzing a given environment.

In one example, a mobile operator[1] leveraged digital twins to enhance network performance along a complicated railway route which services around 61,000 passengers per day. The geographic area presented substantial challenges as it covered challenging terrain, including 64% over bridges and tunnels surpassing many mountain ranges and heavy flora.

With the help of drones that could reach the terrain, surveys, AI and 3D data, the operator built a digital twin model to optimize 5G coverage. The result amounted to 98.5% 5G coverage with speeds of more than 300 Mbps over otherwise difficult topography, and a saving of around $221K compared to traditional optimizing and planning projects.

Tapping into existing data

Fortunately, telecom operators are already sitting on vast amounts of data. This offers a vantage point for them to implement digital twins, assuming they can access that data.  Modern automated assurance solutions, driven by artificial intelligence and machine learning like RADCOM, offer operators the possibility of accessing real-time, balanced data models.  

Designed to sustain millions of connected devices, high-speed voice and data services, and changing conditions, they offer data in user analytics, location intelligence, usage patterns, service interactions, and more to continuously monitor and identify trends, potential faults, and service quality issues.

This reliable data offers potential benefits for operators implementing digital twins as the industry moves to more complex infrastructure and technology. It enables operators to quickly input massive amounts of accurate data for network testbeds or simulations tools for physical implementation and synchronization – which affect the reliability of the digital model.

Furthermore, they have the added benefit of helping integrate data with legacy systems and easing management and integration issues. Automated assurance solutions, moving to predictive analysis, will further offer scalable and accurate data for digital twins.

Quality Control Demands Reliability

There are many real-world applications in which operators will benefit from utilizing digital twins. Take for example the recent hurricanes and storms across the United States – digital twins offer telecom operators a virtualized model to strategize against these natural and other mission-critical disasters and to minimize service disruptions and efficiently optimize operations in those events.

In telecom, the digital twin market is still only in the infancy stage, but is expected to reach USD1.6 trillion by 2031 as its impact becomes increasingly recognized. Operators will use this model to perform quality control, to retain a competitive edge over RAN performance, for capacity management, and to understand where resources need to be changed and more. However, the ability to offer scalable, accurate and AI-driven digital twin platforms, can only be powered by reliable, accurate and true data.

[1] Originally published in telecoms.com

The author, Rami Amit, is Chief Technology Officer and Head of Product at RADCOM

VMO2 links 1k mobile sites to its own 10Gbps backhaul

Annie Turner
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VMO2 links 1k mobile sites to its own 10Gbps backhaul

The operator’s proprietary Converged Interconnect Network which aggregates traffic closer to customers to improve infra efficiency

Virgin Media O2 (VMO2) has improved its mobile network across the UK by connecting 1,000 mobile sites to its proprietary 10Gbps fibre backhaul network. This should improve throughput, latency and reliability. Previously the sites were connected to a third-party backhaul connection which could be a bottleneck.

The sites are now connected to Virgin Media O2’s new Converged Interconnect Network (CIN) built to carry mobile and fixed traffic. This means traffic can be aggregated closer to the customer making the operator’s network infrastructure more efficient. It also means greater reliability for customers. 

According to VMO2, the architecture of the new network is inherently more resilient and can be scaled up to cope with growing demand for capacity. It also said the new backhaul arrangement can accelerate the roll-out of VMO2’s mobile network in future, helped by the fact it no longer has to pay a third party for fixed backhaul.

Steven Verigotta, Director of Radio & Mobile Backhaul Delivery at Virgin Media O2 said, “This is all part of our plan to provide customers with the best connectivity, no matter where they are.” 

In July, as part of the drive to gain approval for Vodafone UK and Three UK to merge, Vodafone agreed to offload some spectrum to VMO2 UK. Details were not forthcoming. They also agreed to extend their long-established network-sharing agreement into the mid 2030s. Vodafone and Three were granted permission for the merger today.

CMA agrees to Vodafone and Three UK’s ‘£16.5bn’ merger

Annie Turner
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CMA agrees to Vodafone and Three UK’s ‘£16.5bn’ merger

Approvals are only the starting blocks; the challenge is making the merger work in terms of networks, operations, customers and the bottom line

The Competition and Markets Authority (CMA) has decided Vodafone’s merger with Three should be allowed if they sign binding commitments to invest billions in 5G infrastructure across the UK. In the shorter term, the combined entity must protect customers by agreeing to cap certain mobile tariffs and offer “preset contractual terms” to MVNOs for three years.M

Vodafone and Three were also obliged to agree to hand over some spectrum to Virgin Media O2 to get the deal through, which is good news for VMO2’s mobile customers. The mergees got off pretty lightly in terms of having to divest assets to gain the necessary approvals.

The qualified approval comes after a protracted inquiry and consultation process. The independent inquiry group published its final decision today. The merger is expected to formally complete in the first half of next year.

A new force in the market?

When the deal was announced in June 2023, the terms of the deal were that Vodafone would own 51% of the combined operator with an option to acquire CK Hutchison’s 49% after three years if the merged group reached an enterprise value of £16.5 billion.

Vodafone Group’s CEO, Margherita Della Valle, said in a statement, “Today’s approval releases the handbrake on the UK’s telecoms industry, and the increased investment will power the UK to the forefront of European telecommunications.” Della Valle is making good progress with her to-do list, having got this merger through and exited the uneconomic markets of Italy and Spain since becoming CEO. She still has a long way to go on the share price, though.

The Deputy Chair of CK Hutchison, Canning Fok, claimed the network investment plan would ensure “customers across the country benefit from world-beating network quality”.

Terms and conditions apply

Assuming the mergees agree to the strictures, the network commitment is to be overseen by Ofcom, the telecoms regulator, and the CMA. The merged company will be obliged to publish an annual report setting out its progress on implementing the network plan. The CMA will be responsible for monitoring and enforcing the protections relating to consumer tariffs and wholesale terms.

The new operator will have its work cut out. First of all, only a tiny percentage of mergers deliver all the benefits they promise and fusing two lots of infrastructure in an efficient and economic fashion, never mind the IT systems, will not be a walk in the park. BT’s painfully poor and slow integration of customer-facing systems for fixed and mobile is a good example of what not to do.

One the other hand, BT’s mobile and fixed networks is in a league of its own in the UK but there is plenty of room for improvement. UK customers will benefit from a rival of sufficient scale breathing down its neck.

Simon Frumkin, CEO of connectivity infrastructure-as-a-service provider Freshwave, adds, “The last telecoms merger in the UK led to a lot of investment and innovation, resulting in us being the first European country to launch 4G. Since then, because of the competitive nature of the global ecosystem, the UK has started to fall behind other markets when it comes to network infrastructure deployment and overall quality of service.

“Meanwhile, BT and EE have maintained a leading network quality score akin to those in first class mobile connectivity markets (specifically a score of over 900 in the recent Global Umlaut PBM scoring system). The UK needs all of our network operators to be world class to maintain our competitiveness as a nation and this merger makes that possible.”

More and better 5G needed

Rafael González, CMO, MedUX, is more prescriptive: “While the Vodafone/Three merger includes commitments to invest in 5G, general investment alone may not be sufficient to improve the experience for UK citizens and enterprises. Capital expenditure should specifically focus on enhancing 5G coverage, availability, reliability, and performance. 

“With various versions of 5G offering different quality levels, it’s essential to address overlooked factors such as the spectrum bands used, minimum required speeds, and the performance capabilities necessary for new use cases. Considering these factors is crucial for contributing to positive social welfare and improving network quality.”

A long game

The plan is that Vodafone/Three will form the UK’s biggest converged operator. As Paola Pescatore, founder of analyst house PP Foresight, says, “The bottom line is it will take many years before the full merits of the deal are realised [if they are, of course], and there’s a lot of tough decisions to come. Merging two networks is no easy feat…there are past examples with BT/EE and VMO2 to draw upon. It’s not going to be smooth sailing.”

He adds, “Rivals will have a window of opportunity to lure disgruntled customers during this painful integration process. Priorities will be implementing a successful strategy and choosing a brand that resonates with consumers and business. On this it is very hard to see the Vodafone brand disappearing from its home core UK market. Better price guarantees in the next few years will be a big pull for customers.

“Overall, it’s a big deal for both players, arguably even more so for Three given its business model would have been unsustainable in the long term.”

He concludes, “This will most likely be the last major deal the CMA will see in telco. There are few strategic moves left within the UK.”

Belgium’s Telenet outsources services and IT for consumer customers

Simon Dux
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Belgium’s Telenet outsources services and IT for consumer customers


The operator turns to Teleperformance, Infosys and Accenture to speed up fixes for customers and IT woes

Children playing football learn early on that “when in doubt, kick it out” and Belgian operator Telenet has adopted this philosophy after what can only be described as an annus horribilis on the customer service front. The operator is entering into agreements with Teleperformance for its customer service department and with Infosys and Accenture for its IT department. 

The move follows Belgium’s Telecommunications Ombudsman’s Office recording a 65% increase in the number of disputes in 2023 after five years of decline in the number of complaints submitted. Telenet registered the highest number of complaints in 2023 – the first time since the Ombudsman was set up more than 30 year ago that Proximus was not the most complained about operator. 

At the time in March, the Ombudsman said the mediation in thousands of complaints showed that the introduction of a new IT platform by Telenet was generally the cause of numerous persistent problems that “have often had major consequences for customers.” 

Ironically, the announcement was made a day after thousands of Telenet users across Belgium were unable to make calls or use mobile internet from 07:00 until around 12:15 on 3 December. The outage followed planned maintenance works which took place on Monday evening, which didn’t go as planned. 

Customer outsource

Telenet has entered into an agreement with Teleperformance – in addition to its existing partner WEngage – and will transfer 200 call centre employees to this global operator. Telenet assuaged employees but suggesting that a partnership with Teleperformance will offer them “more growth opportunities and career development prospects”. The transfer will happen on 1 May 2025.

The operator reckons it needs to focus on a digital customer service for routine questions to process the more than 26,000 daily contacts with consumers and self-employed individuals more efficiently and to provide customers with a tailored service. By doing this the operator hopes it will give call centre staff more time to handle and resolve more complex customer inquiries. To this end, Telenet said it is developing “an in-house expertise centre over time that will act as the central hub for specific support for customers with complicated service questions”.

IT outsourcing

Telenet said it will also continue to simplify the way it works with IT partners and reduce the number of suppliers for software delivery activities. This means, going forward, it will only work with Infosys and Accenture as core partners for software development. Infosys oversees the lion’s share of software activities, including development and IT application and infrastructure operations. Accenture will manage the overall software development within the “Digital & Data domain”. 

Telenet believes this delineation of responsibilities facilitates “rapid adjustment to evolving technologies” and provides “access to top talent when needed” – which comes across as a slight backhander to its own IT department. As part of this new set-up 79 employees will be transferred from Telenet to Infosys and Accenture. This transfer is also scheduled for 1 May 2025. 

During Q3, Telenet delivered growth in postpaid mobile net adds of 800 despite what it said was an intensely competitive market environment. Its broadband base contracted by 4,000 during the quarter. 

Iliad, InfraVia plan European ‘hyperscale’ data centres

Annie Turner
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Iliad, InfraVia plan European ‘hyperscale’ data centres

The private equity fund and operator group are in ‘exclusive discussions’ to form partnership to convert OpCore into data centre platform

France’s Iliad Group and private equity firm InfraVia are in exclusive discussions to form a partnership about turning OpCore into a major European hyperscale data centre platform. OpCore has a 20-year history of operating data centres to meet the needs of the Iliad Group, hyperscalers, techcos and large corporations. It has data centres in Paris, Marseille, Lyon and Poland.

OpCore apparently “is recognized for pioneering new technologies in the data center industry, driving continuous improvements in efficiency and sustainability. The company maintains its innovative DNA developing high-quality projects and seeks to establish itself as a frontrunner in the emerging wave of AI use cases, as demand for large-scale direct liquid cooling deployments arises in the market.”

Thomas Reynaud, CEO of the iliad Group (pictured), said, “The iliad Group’s ambition is Europe-wide. Together with our partner InfraVia, we plan to invest more than €2.5 billion into making OpCore the leading independent data center platform in Europe.”

As part of the proposed transaction, InfraVia would acquire a 50% equity stake in OpCore through its infrastructure funds. OpCore has an enterprise value of €860 million.

Pure-play opportunity

The new concern would regroup Iliad’s data centres in France and Poland, positioning the new entity as a pure-play data centre provider, that is, by charging fees to pretty much anybody that wanted to use them. The plan is to cash in the booming market in Europe for hyperscale data centres to run cloud and AI, which according to Iliad are expanding at a rate of more than 20% annually.

The proposed partnership is intended to give OpCore the “right financial structure” with dedicated financing that will cover up to 75% of the required investment in OpCore with bank debt. It would enable OpCore to scale to more than 130 MW by developing a data centre in the Paris region of about 100MW, and then to multiple hundreds of megawatts in Europe.

The plan is that OpCore and the Iliad Group remain close partners, working together rapidly to expand Scaleway, iliad Group’s cloud subsidiary, and OpCore itself. Scaleway will retain its status as a privileged client of OpCore. “As Europe’s leading AI cloud player”, according to the press release, will help position OpCore “at the forefront of the next-generation AI data center landscape.

“This ambitious partnership is one more initiative from the iliad Group and InfraVia towards building a truly European digital ecosystem for the benefit of innovative businesses across our region.”

The deal is subject to prior consultation with the employees’ representative bodies. It is expected to close in the first half of 2025 once “the customary conditions precedents and the relevant regulatory clearances have been obtained”.

Unprecedented growth

Vincent Levita, founder and CEO of InfraVia, commented, “We are extremely pleased to expand our partnership with iliad through our investment in OpCore. This transaction draws on all our experience in hyperscale data center development…and [will] contribute to shaping a major hyperscale data center operator in Europe.”

Arnaud de Bermingham, CEO of OpCore, added, “We are seeing unprecedented growth in the capacity demands expressed by hyperscaler and AI customers. Our experience, track-record and unique technologies are key assets in a radically changing datacenter industry.

“As a cofounder of OpCore leading the Company for 20 years, I am very proud of the milestones and value creation achieved with the team and I am excited about the huge opportunities ahead. I am convinced that iliad and InfraVia are the perfect shareholders to support OpCore on our ambitious growth plans.”
 

NOS chooses Entuity software to monitor critical network assets and infra

Annie Turner
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NOS chooses Entuity software to monitor critical network assets and infra

It is designed for multi-vendor, multi-cloud environments, and “will be a core part of [NOS’] OSS architecture and supporting operations”

NOS chose Entuity Software from Park Place Technologies to monitor its critical network assets and infrastructure.  The operator is the largest in the country, serving more than 11 million consumers, and the public and private sectors.

According to the vendor, Entuity is designed for multi-vendor, multi-cloud environments, enabling ITOps teams better to monitor, visualise and manage IT infrastructure. Users can plan, track and manage the IP address space in their network in the context of IPv4/v6 networks and subnets.  

They can also see network traffic patterns and trends via continual network discovery, and to drill down to individual devices and ports to establish the exact cause of issues. NOS will also be able so see an application’s route their its network to identify bottlenecks. The software delivers detailed analysis of flow information such as conversations between source and destination ports.  

The event management organises data from network alerts in order of their importance and priority.

Paulo Bessa, Head of Development at NOS Business Solutions, said, “Entuity will be a core part of our OSS architecture and supporting operations to delivering on NOS’ mission of providing to companies and institutions in Portugal the best solutions and services to their businesses and delivering the best experience.”

David Cramer, President, Solutions Delivery at Park Place Technologies, added, “NOS can expect improved network stability, enhanced network security, and a lower cost of ownership. Plus, Entuity is highly scalable and built to handle NOS’ future needs.” 

Ericsson aims to simplify move to cloud native with Compact Packet Core

Simon Dux
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Ericsson aims to simplify move to cloud native with Compact Packet Core


The ‘footprint-optimised’ solution designed to make upgrading telcos’ packet cores to cloud native ‘easy’ for 4G and 5G

5G SA network deployments have been disappointingly slow in general, but Ericsson believes it may now have a catalyst with the launch of its Compact Packet Core, which combines the cloud-native Packet Core Controller (PCC or control plane) and Packet Core Gateway (PCG or user plane) functions – integrated with Ericsson’s cloud-native infrastructure (CNIS) – on a single compact rack. 

The global solution comes with pre-defined parameter settings and streamlined migration procedures that Ericsson said simplifies transition to cloud-native and maximises efficient return on investment. Compact Packet Core fully supports 4G, 5G non-standalone, and 5G standalone (5G SA) networks.

Crucially, CPC’s pre-integrated and compact design should simplify integration for systems integrators and operators. “One of the main aims here is to drastically reduce complexity for deploying a cloud-native packet core and associated cloud infrastructure,” Ericsson head of offering, area packet core, Ulf Jönsson told Mobile Europe. 

“A specific benefit comes when considering the migration from legacy infrastructure (such as NFVI) to cloud-native infrastructure. It’s an important transition to make for CSPs – not only providing the future-proofed platform upon which their network can grow and evolve, but also to ensure they have access to the latest software updates and security capabilities,” he said.

“The transition usually involves substantial interoperability and integration testing, on top of the work of matching business logic based on the previous system to the new one – ensuring that if you need something to happen in your network, that will still happen as needed even though it’s a new piece of software performing the task,” he said.  

“The pre-integration completed here substantially reduces the time and work needed to make this migration so CSPs can more straightforwardly make the jump to cloud native – setting the scene for a huge range of future evolutions,” he said. “This could involve launching cloud-native 5G Core, an essential element to 5G Standalone, or other things such as adding capacity to existing LTE and 5G NSA networks, or even reducing overheads as ISSU is adopted for core network upgrades.” 

“Thinking about 5G SA specifically, it can greatly reduce the time to market for launch – the pre-configuration means faster deployment times and the automatic software upgrades ensure the software is always the latest, most efficient and secure versions,” he added. 

Jönsson said CPC can be a suitable solution for a wide range of network sizes. For smaller networks, it can scale down to four servers but within the CNIS Compact cabinet Ericsson can also scale up to 24 servers if required – however, he said the biggest CPC deployment might just be around 14 servers. “The main thing to assess to see if the CPC is a good fit or not for a CSP is the topology of the network and the design of the core network. The CPC is a complete Packet Core solution and can be deployed centrally, or in distributed manner – regionally or on edge,” he said. 

CPC, he said, delivers the simplicity of the “appliance” approach and adds to it by inheriting the key benefits from being cloud native. It supports cloud-native features such as automation, In-Service Software Upgrades (ISSU), Container-as-a-Service rolling upgrades (CaaS RU) and gives telcos the flexibility to adapt the network to new use cases or workloads as they grow and evolve their services to customers.

The core network functions in Ericsson CPC are pre-integrated and deployed on Ericsson full-stack CNIS. It’s a solution designed to take advantage of a full Ericsson stack, with no need for other cloud providers to host the functions, according to Jönsson. “Ericsson core network functions are verified on a number of other cloud-infrastructure providers should a telco choose to go with one of their offerings instead of CNIS,” he added. 

Yes to microservices

Despite having a compact CNIS deployment, CPC still offers cloud-native capabilities such as microservices-based architecture and containerisation. “It was vitally important that the compact version of CNIS offers the same capabilities we have always offered with the solution. In fact, one of the key advantages we are bringing to customers of CPC is that it brings the possibility of automated software updates through ISSU, a process that is only possible with the microservices-based architecture,” he said.  

“A CSP can start with this solution using just four server blades in a single cabinets. This will give it the necessary power and capacity to handle a few hundred thousand subscribers. From there, capacity can be added by installing further hardware in the same cabinet, with the solution able to scale up, powering a few million subscribers. From there, our existing product and solution set can be used for any further scale needed,” he added.

Jönsson said the solution enables service providers to take full advantage of the benefits that come naturally with a move to cloud-native operations for core network. “Particularly of interest, is the benefit of faster software upgrades through ISSU, automation and a centralised service delivery which means the CSP can always be on the very latest software versions and so best placed to launch new services to users, and stay updated with new features and security updates,” he said. “Additionally, Ericsson Orchestrator and OMC (cloud manager) as part of the solution enables the centralised LCM but also FCAPS (fault management) observability for efficient operation and maintenance of the solution.” 

He added that CPC still offers advantages to telcos that have already made the step to cloud native and are relatively advanced in there ambitions to launch 5G SA. “We see the main benefit of this solution to be the ease with which network capacity can be upgraded and the reduced time to market for new services and functionality that comes with constantly having the latest software releases,” he said. “Of course, there may still be some more advanced CSPs who have some legacy EPC – deployed on virtual or physical hardware – nodes in their network that they are looking to migrate, then they can also consider the solution.”

Lifecycle costs 

While Ericsson is coy on the total cost of ownership benefits for CPC – which is fair because it is new and benefits will vary according to each unique network set up. However, looking at what the solution can deliver will help operators make their own minds up. For example, savings will come from reducing the number of parameters that has to be configured by 80%, introducing a saving related to migration and deployment. The time from hardware “racked and stacked” on site until first node is ready for handover to customer is around six weeks. 

There’s also savings to be gained in energy usage and footprint, and the introduction of automated upgrades. It will also enable up to 30% reduction in energy and hardware footprint due to its inbuilt capability to support the latest CPU generations as they evolve.

So while the numbers aren’t there yet, there are real benefits over legacy EPC deployment on physical or virtual infrastructure. The new CPC solution will enable centrally managed LCM (lifecycle management) using Ericsson’s latest automation tools and capabilities to enable efficient LCM. Ericsson has an opportunity to turn this into a managed service. 

Although integrating PCC and PCG on scaled-down infrastructure gives operators the advantage of localising core network functions – nobody mention AI-RAN inferencing – Ericsson sees this more as a cherry on top of a full-stack pancake rather than the key application. “[Localising] gives benefits of a reduction in latency, and also reduced transport costs. Compact Packet Core supports more regionalised deployments, but can also be used in small, medium and larger network configurations with more centralised topology,” said Jönsson. “This solution is not positioned for private networks, Compact Packet Core will be used to migrate and scale the CSPs public networks.”

Ericsson currently sits behind 37 of the world’s 60+ commercially live 5G SA networks, with its RAN solutions and the cloud-native Ericsson dual-mode 5G Core solution. As of October 2024, Ericsson said it has 120+ unique 5G Core or cloud native commercial contracts, with 55+ live dual-mode 5G Core solution customers (including EPC, 5G NSA and 5G SA live customers).

Navigate the future: OSS/BSS pathways for effective IT transformation

Emad Damra & Rohit Agarwal, Ericsson
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Navigate the future: OSS/BSS pathways for effective IT transformation

Partner content: CSPs must embrace new business models that leverage automation, AI and intent-based networks

Communications service providers (CSPs) face the daunting task of managing evolving IT and network demands. The traditional telco business model, focused solely on connectivity, is no longer sufficient. CSPs must embrace new business models that offer services beyond mere connectivity. This shift requires a transformative approach, leveraging automation, artificial intelligence (AI), and intent-based networks to streamline operations and inject agility into business models.

The pitfalls of traditional transformation approaches are often characterized by disjointed strategies and fragmented outcomes. The key to successful transformation lies in breaking down silos within Operations Support Systems/Business Support Systems (OSS/BSS) architectures. By doing so, CSPs can unlock the full potential of 5G monetization and deliver differentiated services. This holistic approach ensures seamless integration and data migration, maintaining business continuity and solution sustainability.

“If CSPs are to enter a new era of financial prosperity with a renewed vigour for innovation, their service operations IT ecosystem must be radically different to the OSS/BSS of yesteryear… we are now starting to see market impact of IT transformation projects in CSPs ability to behave differently and serve their customers in more engaging ways.”

Dean Ramsay,
Principal Analyst, TM Forum
CSPs focus on service operations transformation

A stepwise approach to transform your OSS/BSS

A structured, stepwise approach to transformation is essential. This involves a comprehensive set of services that combine end-to-end expertise to advise, build, operate, and ensure the best route to market for new services. By focusing on delivering exceptional experiences at every touchpoint, CSPs can navigate the complexities of digital transformation with confidence.

The power of integration: An integrated service model breaks down the barriers between development and operations. By maintaining and managing end-to-end business processes, CSPs can provide proactive operations that predict service performance degradation, ultimately improving the overall service experience. This approach empowers CSPs to align business processes with OSS/BSS transformation, enabling innovation and supporting new product offerings.

Embracing the Cloud: Cloud transformation is a critical pathway for CSPs aiming to modernize their OSS/BSS architectures. A seamless migration and modernization to both public and private clouds is needed to ensure optimal operational efficiency and future readiness. This cloud-native approach fosters flexibility and agility, enabling CSPs to swiftly launch and deliver new offers to the market.

Driving business outcomes: At the heart of Ericsson’s OSS/BSS services is the goal of delivering tangible business outcomes. By accelerating implementation with predefined integrations and automated use cases, CSPs can ensure quick time to value. AI and automation drive proactive operations, optimizing end-to-end business processes and maximizing success through an integrated products and services portfolio.

Ericsson’s real-world examples

The eBrief explores real-world examples of successful transformation pathways. These case studies illustrate how CSPs can improve operational efficiency, boost customer satisfaction, and drive revenue growth through strategic transformation.

Table 1: Transformation pathways with real-world examples

Transformation pathwaysOrchestrationMonetizationCloud transformation
Aim of the pathwaySupport CSPs on their
journey to commercialize,
operationalize, and
industrialize 5G services
through a stepwise
approach from day one of 5G introduction to launching advanced use cases.		Drive CSPs’ revenue growth by monetizing new service segments, particularly in the realm of 5G, while also
capitalizing on enterprise and partner collaborations to expand monetization
opportunities.		Seamless migration and modernization of OSS/BSS to both public and private clouds ensuring optimal operational efficiency and future readiness.
Example of customer casesTelia’s transformation for automated 5G digital service delivery
This digital transformation is enabling Telia to improve its marketing and sales functions end-to-end, from core commerce into service
orchestration and assurance.		Airtel India consolidating real time charging and policy
This large-scale program integrates the charging solution for its 350 million subscribers, further solidifying our company’s presence in its network. This consolidation equips Airtel India with a future-proof solution, poised to support 5G offerings.		Moving BSS to the Cloud: Early success stories
Two customer cases transitioning their BSS applications architecture to harness the complete advantages of cloud infrastructure.

A new era of connectivity with OSS/BSS

As CSPs stand at the crossroads of technological advancement, the transformation of OSS/BSS architectures is pivotal. Navigate your journey to successful IT transformation provides a compelling narrative for CSPs to embrace this transformation, unlocking new revenue streams and delivering exceptional service experiences. By navigating the journey, CSPs can confidently step into a new era of connectivity, innovation, and growth.

In the end, it’s not just about the tools and technologies—it’s about the outcomes they enable. Well planned and implemented transformation pathways offer CSPs the opportunity to redefine their role in the digital ecosystem, ensuring success in the ever-evolving telecom landscape.

The potential transformative impact of Operations Support Systems/Business Support Systems (OSS/BSS) evolution is immense. Ericsson OSS/BSS Services assist communications service providers (CSPs) in overcoming the challenges of IT and digital transformation, leading to improved business outcomes and service experiences. Navigate your journey to successful IT transformation offers the context and motivation to rethink OSS/BSS transformation and the traditional business and operational models that support them, emphasizing the need for transformative approaches in today’s dynamic market landscape.

To know more about Ericsson’s views for orchestration and cloud transformation journeys, don’t miss Capturing 5G value through automated orchestration journeys and Your cloud transformation journeys underpin effective innovation.

Authors

Emad Damra, Product Marketing Manager

Emad Damra brings two decades of experience in the Telecoms industry, specialized in BSS domain, with a primary focus on E2E ecosystem integration in a CSP’s overall architecture. Through his tenure at Ericsson, he served in multiple countries driving the presale and delivery of Ericsson BSS solutions to our customers and led the engagements of multiple BSS transformation projects to our customers in the Middle East and Africa region. Currently, Emad is part of the global OSS/BSS product marketing team, responsible for the value articulation of Ericsson OSS/BSS products, solutions and services offerings to our customers. Emad holds a Master of Business Administration from the University of Northampton.

Linkedin: https://www.linkedin.com/in/emaddamra/

Rohit Agarwal, Strategic Product Manager

Rohit Agarwal is Global Portfolio Director within the Managed Services IT and ADM Offering Area in Business Unit Cloud Solution & Services. Rohit has close to 23 years of experience in Telecom Industry spanning across Product Management and Management Consulting. Rohit’s specialization is in Autonomous Operations, Gen-AI, 5G Ecosystem and Business Models, Digital Transformation, Operating Model Development, Business Architecture, Business Process Engineering and Market Assessment. Rohit has extensive experience of working in operations transformations and customer experience improvement programs with tier 1 telecom operators.

Linkedin: rohit-agarwal-3523351

Closing the digital divide while fostering economic growth

Andre Antunes Viera
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Closing the digital divide while fostering economic growth

Partner content: Internet access, that basic service which connects the world, is still unavailable to around 30% of the global population

We live in an unequal world. 2.7 billion people still don’t have internet access. This means that a basic service which connects the world is still unavailable to around 30% of the global population.

The digital divide not only slows down education and blocks innovation, but it also causes major economic losses. The World Bank estimates that universal internet access could increase global GDP by $2 trillion every year.

It also affects how we respond to natural disasters, which rely on strong communication networks. In 2023, natural disasters caused over $313 billion of damage globally, and communication breakdowns made things worse. Terrestrial networks often fail during disasters, cutting off affected areas. Satellite communication (SATCOM) can solve this by providing coverage where traditional networks can’t, ensuring emergency responders stay connected in a crisis.

We need to close the digital divide to give everyone access to education, healthcare, and economic opportunities, which helps communities grow. At the same time, this isn’t just about helping others, that should be more than enough to do this, it’s also about driving global society improvement. By bridging this gap and helping others, we are also helping everyone since all countries can develop faster and contribute to new products/services/inventions that benefit us all.

How Celfocus is trying to help?

The SATCOM + 5G Anywhere – Phase II Catalyst (C24.0.683), is a collaborative initiative involving Celfocus, Airbus, alvatross, amartus, Bell, BT, OneWeb, Oracle, SES, Telesat and others, that brings a futuristic approach to address this connectivity challenges. This award-winning project, recognised at DTW24 – Ignite, received two awards for being Innovative & Futuristic and for demonstrating Tech for Good, by showing how it is possible to operationalise SATCOM and 5G technologies for seamless communication, particularly in disaster-stricken zones and underserved areas.

At the heart of this solution is an Automated Marketplace-driven Intent-Order-Activate process, powered by multi-domain orchestration across SATCOM and 5G networks. This approach addresses one of the biggest challenges in such solutions: integrating customer-facing portals, OSS/BSS systems, and network management for smooth service orchestration. Thus, the main technological challenges were:

  • Instant 5G Deployment: How to rapid setup a 5G mobile private networks to address emergency communication needs?
  • Unified Service Activation: How can we automate the activation of SATCOM and 5G services, ensuring reliable and bespoke connectivity with just an intent from a user?
  • Resilient Architecture: How to make an architecture that can handle demands so heterogeneous?

Celfocus and Sylva: Seamless 5G Fulfilment and Operations

Celfocus plays a pivotal role in this Catalyst by enabling instant 5G Core deployments through its Orchestrator and deploying the 5G core on top of the Linux Foundation Europe, project Sylva. The orchestration ensures that complex 5G orders are executed seamlessly, from product offer qualification to service activation. By integrating SATCOM and 5G, Celfocus eliminates traditional bottlenecks, reducing deployment times by 90% and providing end-to-end automation.

For example, during a natural disaster, relief agencies can use the system to deploy a 5G private network within hours. This network ensures uninterrupted communication for emergency responders, empowering them to save lives and coordinate resources effectively.

But also, this makes it possible the business case for remote areas to have internet access and provide tailored connectivity to different needs (healthcare, education, web browsing, etc.).

However, there was also a major effort from the rest of the participants to achieve the unified service activation from user intent to technical deployment, but what made this success was not only this multiple integration, possible by teamwork, but also a resilient architecture employing TM Forum’s Open Digital Architecture (ODA), the project leverages standards like TMF622, TMF641, and TMF640 to streamline service delivery and ensure interoperability.

What can we see next?

Beyond its humanitarian applications, the Catalyst opens up significant commercial opportunities. Industries such as agriculture, logistics, and energy can utilise the Private 5G Bubble, combining SATCOM and 5G connectivity to enable precision operations in remote areas. The system also supports Distribution Partners and Communication Service Providers (CSPs) by simplifying the delivery of satellite and 5G services through a unified platform.

SATCOM and 5G are critical enablers of this vision, offering solutions for remote regions, disaster scenarios, and high-demand industries. For telecommunications companies, this represents an opportunity to expand their customer base, diversify services, and contribute to global economic development.

Conclusion: Building the Future of Connectivity

The combination of SATCOM and 5G is more than a technological advancement—it is a transformative force for society. From saving lives during disasters to unlocking new business opportunities, this partnership promises to connect the unconnected and drive significant economic growth.

By leveraging cutting-edge orchestration and TM Forum standards, Celfocus ensures that the SATCOM + 5G Catalyst delivers on its promise. Recognised as both futuristic and socially impactful, this project showcases how technology can build a more connected and prosperous future for all.

About the author

André Vieira is the Operational Intelligence Offer Lead at Celfocus. He started his career providing consulting and engineering services in telecommunications, developing and leading several projects focused on Telcos across Europe, Africa, and Asia. In 2021, he joined Celfocus to manage the Celfocus Order Management Product.

He refined product offerings and managed customer relationships and partnerships. He is now leading the offer of a Business Unit – Operational Intelligence – that combines technologies and professional services that speed up the delivery of the foundations of digital transformation while leveraging the Telecom Operator ecosystem. Since February 2023, he has also been the leader of the communication and adoption working group for Project Sylva, a Linux Foundation Europe project.

Contact: andre.antunes.vieira@celfocus.com

Intel’s boss retires after turnaround plan judged too expensive and slow

Annie Turner
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Intel’s boss retires after turnaround plan judged too expensive and slow

Gelsinger allegedly resigned on 1 December, having been told he could quit or be removed by the board

It seems that Intel’s board of directors was not convinced by Pat Gelsinger’s expensive and ambitious turnaround plan for the beleaguered chip maker. Reportedly it gave him the choice of resigning or being sacked. Gelsinger’s departure is less than four years after he took the helm at Intel in 2021 and long before his four-year turnaround plan had run its course.

This was Gelsinger’s second stint at the chipmaker, which he joined originally in 1979 and went on to become its first CTO. Upon rejoining, as breakingnews.ie puts it, he “inherited a company rife with challenges that he compounded. Setting lofty ambitions for manufacturing and AI capabilities among major clients, Intel ultimately lost or cancelled contracts under his watch, and was unable to deliver the promised goods.”

Its dramatic fall is the results of years of poor decisions and being out of step with the market. For example, failing to get into the data centre business more than a decade ago was a huge blunder. Another was Gelsinger beginning the construction of a $20 billion site in Ohio in 2021 and hiring a larger workforce of 132,000, considerably higher than Intel had in its pomp.

Post-pandemic blues

After the pandemic the market for PCs and laptops dropped like a stone, driving Intel’s gross margins through the floor. Then the big recovery plan was to become a major supplier of chips for others, known as the foundry model. But it had too few foundry contracts, with the likes Microsoft and Amazon, which were also too low in volume to be viable.

Softbank was interested in teaming up with Intel to challenge NVIDIA’s dominance of AI silicon (see below) but Intel was unable to meet the demand and the deal fell apart.

Other plans were put on hold, most notably from a European point of view, it was planning to build two chip factories in Saxony-Anhalt near Berlin, an investment of about €30 billion that was expected to create some 3,000 jobs. Now that investment will be put on hold for at least two years.

Intel will also delay building a new chip factory in the Polish city of Wroclaw for at least two years. The €4.2 billion project had been described as the “largest investment in Polish history.” Some €1.7 billion of the cost would have been met by state aid.

During Gelsinger’s term, Intel’s share price fell more than 60%, thousands of people lost their jobs and there was much speculation about takeovers and asset sales, such as Qualcomm potentially being interested in acquiring some parts.

Intel had to abandon its revenue forecast at the end of October, but even so, the timing of Gelsinger’s departure is something of a surprise. At the end of last month, the Biden-Harris Administration finalised a $7.86 billion funding award to Intel under the US CHIPS Act.

NVIDIA chips in

As Intel fell – only five years ago Intel was the world’s most valuable chipmaker rival, according to the FT – NVIDIA rose, providing a sharp contrast. It passed the marketcap threshold of being worth more than $3 trillion in June 2024, briefly overtaking Apple to be the world’s most valuable company. The Taiwan Semiconductor Manufacturing Co supplies NVIDIA with chips. Propelled by AI, NVIDIA is now worth more than 30 times the value of Intel which dominated chipmaking for decades.

It’s hard to see what will pull Intel out of the doldrums but the two of the people tasked with steering its course immediately are the CFO, CFO David Zinser, and Michelle Johnston Holthaus. They will be acting Co-CEOS. In addition, Holthaus has been appointed as CEO of Intel Products, which covers the Client Computing Group (CCG), Data Center and AI Group (DCAI) and Network and Edge Group (NEX). 

The independent chair of Intel’s board, Frank Yeary, will be interim executive chair during the transition period, while another CEO is sought. The leadership of Intel Foundry is unchanged. It is being spun out into a standalone unit, possibly in readiness for sale.

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