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1、IBM Institute for Business Value|Research InsightsRewiring the telecom mindset How CSPs are gaining a network advantage with cloud and AI2IBM helps communications service providers unlock new revenue potential through business and delivery transformation driven by hybrid cloud and AI-first approache

2、s across the value chain.Our solutions help optimize network operations,enable differentiated experiences across customers,employees,the edge,and beyond,and fortify cybersecurity.For more information,visit: IBM can help1ForewordIn the rapidly evolving telecom landscape,2025 stands as a pivotal momen

3、t,marked by a triad of transformative dynamics in the realm of cloud and AI integration within networks.AI.The growth trajectory of AI adoption in the telecom sector is surging upward.Between 2023 and 2024,GSMA Intelligence research noted a 4x uptake in the commercial deployment of generative AI sol

4、utions.This expansion underscores a growing confidence in AI technologies but also the imperative operators feel in deploying AI.Monetization.Our work with operators highlights that the enhancement of user experiences and the generation of new revenue streams are now at the forefront of industry exe

5、cutives strategic priorities.The network,traditionally a cost center,is increasingly being viewed as a canvas for AI-driven innovation,with use cases ranging from network optimization to the creation of new services.Novel opportunities for leveraging AI to fuel business growth are also gathering mom

6、entum,exemplified by GPUaaS,AI Factories,and AI solution sell-through models.ROI.While communications service providers(CSPs)are often characterized as taking a long time to weigh the value of new technologies,ROI concerns do not appear to be a primary barrier to AI deployment for them.Executives sh

7、are an optimism for AIs potential,while understanding the necessity to engage in AI-related investments and explorations,regardless of the clarity of ultimate returns.Despite these shifts,certain dynamics persist.The debate around“AI for networks versus networks for AI”remains a familiar narrative.W

8、hile AI holds the promise of enhancing network performance and operations,it is equally evident that network investments are essential to accommodate AI workloads effectively.This dual focus presents a momentous opportunity for operators to further capitalize on their networks and seize the full pot

9、ential of AI,contingent upon making the right investments.However,the path forward is complex with ongoing interoperability and security challenges among the top concerns.As AI use cases continue to unfold and the broader AI value proposition takes shape,guidance can help CSP executives navigate thi

10、s terrain,including research such as this IBM Institute for Business Value report,Rewiring the telecom mindset:How CSPs are gaining a network advantage with cloud and AI.Informed by a survey of 750 industry executives and interviews with 14 global CSP leaders,this report offers insights and tangible

11、 steps for telecoms to propel progress at a consequential time.It is a call to action for telecom executives to rewire their mindsets,reimagine their networks,and reap the immense benefits that lie at the intersection of cloud and AI.Peter Jarich Head of GSMA Intelligence2Communications service prov

12、iders(CSPs)are adopting a hybrid,multicloud approach for network functions,with 27%hosted in public clouds.But interoperability concerns,vendor dependency,and uncertain business value hinder development of cloud-native networkswhich are crucial for the future of CSPs.Concerned about data security an

13、d the pace of technology changes,many CSPs are slow to harness AIs promise.60%use traditional AI for their leading use case of network performance monitoring,but fewer than half apply it to other use cases.Even fewer deploy generative AI in the network.55%of network executives report theyve suffered

14、 a network security breach in the last 12 months.A group of leading cloud and AI adopters report 45%fewer security breaches over the past year and see a greater positive impact from cloud on network security than their peers.Executives rank network monetization as both their biggest challenge and th

15、eir lowest priority.The maturity of 5G and open APIsunderpinned by cloud and AIholds potential,but monetization may remain elusive unless CSPs renew their focus with a cloud-native,collaborative mindset for innovation.“Its not just about adopting cloud or AIits about using this architecture to serve

16、 differently while rethinking how we operate and engage with customers.Were close,but achieving this requires a fundamental shift in perspective.”Shyam MardikarPresident and Group CTO of Mobility,Reliance JioKey takeaways3Juggling legacy challenges and new opportunitiesThe technology terrain for CSP

17、s is a whirlwind of rapid evolution where 5G,IoT,cloud,and AI can reshape the very fabric of communication.New research from the IBM Institute for Business Value(IBM IBV)finds that todays telecom network executives are negotiating a complex mix of tried-and-true legacy systems,new technologies,and i

18、ntensifying security threats,where the strategic balance between innovation and risk is a delicate dance.Our survey of 750 global network executivesand 14 exclusive one-on-one interviews with CTOs,strategy leaders,and domain specialists at major telecom companies worldwidereveals that CSPs are keenl

19、y focused on modernizing the network to deliver seamless performance,innovative consumer and enterprise services,and enhanced customer experiences.Over the next three years,executives expect to increase network investments in cloud implementation by almost 20%,traditional AI by 16%,and generative AI

20、 by almost 19%.Yet,todays fast-moving environment is testing an industry known for its measured approach.“The main challenge in telecom is balancing the rapid introduction of new features,such as CNF cloud-native network function versions,with the need for stable and reliable networks for essential

21、services.Traditionally,stability was ensured by minimizing change,but modern practices of automated,low-risk updates create a culture clash,”says Iain Wilkinson,Principal Enterprise Architect for Strategy and Architecture of Cloud at Great Britains Vodafone.Some CSPs are setting the pace.Our researc

22、h identified a group of technology front-runners that are embracing cloud computing and AI in their networks and reaping significant rewardsincluding better performance and security,greater scalability and availability,reduced maintenance costs,and accelerated deployment times.Their commitment to cl

23、oud and AI is yielding greater operating margins than their peers.Over the next three years,executives expect to increase network investments in cloud implementation by almost 20%,traditional AI by 16%,and generative AI by almost 19%.4To emulate similar success,other CSPs must look beyond just techn

24、ology adoption and transform their mindsetembracing bold,calculated risks,strategic partnerships,and a proactive approach to innovation.This report delves into three areas where this broader perspective can help CSPs stay ahead of emerging rivals,confront market disruptions,and establish leadership:

25、Part one explores the trajectory and hurdles of cloud and AI adoption in the network domain.Part two probes the pressure to boost network security management as CSPs come under increasing attacks.Part three examines why now is the moment to upend the status quo in the ongoing quest to monetize the n

26、etwork.Each section concludes with steps CSPs can take to solidify their stance in defining the future of communications.DefinitionsPublic cloud technology:On-demand cloud services(compute,storage,development environments,and applications)hosted in an off-premises,third-party data centerPrivate clou

27、d technology:Dedicated cloud computing environment hosted either in a third-party,off-premises data center or an on-premises data centerVirtualization:A simulated computing environment or virtual machine that mimics the functions of physical hardware such as servers,storage,and networksTelco cloud:A

28、 software-defined,highly resilient cloud infrastructure that allows telecommunications service providers(telcos)to add services more quickly,respond faster to changes in network demand,and manage central and decentralized resources more efficiently 5G Standalone:A cellular infrastructure built speci

29、fically for 5G services by implementing 5G standards and protocols in the radio network and controller core.It is dependent on a cloud-native 5G Core and Radio architecture.5Part oneModernizing the networkTelco cloud is the linchpin for the AI-powered network of the future.Are CSPs capitalizing or f

30、alling behind?The transition to 5G Standalone networksand the ROI opportunities they offerputs CSPs adoption of cloud technology in the spotlight.“The advent of 5G marked a pivotal shift,integrating connectivity,compute,and storagea Holy Trinity that redefined the concept of cloud in the telco lands

31、cape,”explains Shyam Mardikar,President and Group CTO of Mobility at Indias Reliance Jio.In pursuit of 5Gs ROI,CSPs continue to shift key network operations to the cloud,supporting financial returns as well as advanced AI and automaton capabilities.AI-driven network performance analysis,predictive a

32、nalysis,and real-time service automation are more efficient and help optimize capital expenses when powered with a flexible,cloud infrastructure.Plus,cloud-based programmability powers a rich developer community,fueling rapid service creation,niche app development,and on-demand features that can dri

33、ve innovative network monetization strategies.These technical and operational benefits are clearly influencing key initiatives.When asked to choose their top priorities for the network division over the next three years,79%of network executives place network performance first,and this informs their

34、second priority,modernizing the network.The imperative for reliable,resilient connectivity compels CSPs to adopt a hybrid cloud strategy for the network,blending on-premises infrastructure,private cloud,public cloud,and edge computing(see Figure 1).“This progressionvirtualization,cloudification,auto

35、mation,and AIis a necessary sequence for the future of the industry.”Srinivasa KalapalaSenior Vice President,Technology and Product Development,VerizonFIGURE 1 CSPs are taking a hybrid cloud approach for network functions.Figure 1CSPs are taking a hybrid cloud approach for network functions.61%Priva

36、te cloud and on-premises infrastructure27%Public cloud11%Edge computingPercent of network functions in each locationNote:Percentages do not equal 100%due to rounding.6However,performance,operational transparency,security,compliance,and privacy concerns make many CSPs cautious about public cloud for

37、core network functions.“Our network is purpose-built to deliver consistently high performance.the cost reductions of public cloud are not on par with the reliability and operational agility of the private cloud,”asserts Srinivasa Kalapala,Senior Vice President of Technology and Product Development a

38、t Verizon in the US.Yet,smaller CSPs(with revenue ranges from$10 million to$100 million)are embracing public cloud,where they run 44%of their network functionspotentially reflecting their priority for agility and buy-versus-build resource strategies over the risks on the minds of larger CSPs(see Fig

39、ure 2).FIGURE 2 Smaller CSPs are embracing public cloud.Percent of network functions in public cloud by organizational revenue$10M-$100M$100M-$500M$500M-$10B$10B-$200B44%35%23%20%Public cloud7Overcoming challenges that hinder adoptionNetwork executives cite lack of interoperability and standardizati

40、on across cloud providers(63%),fear of vendor lock-in(58%),and unclear business cases(53%)as their biggest hurdles to cloud adoption.“Each step in adoption must be meaningful and purposeful,ensuring tangible value and alignment with long-term objectives rather than change for its own sake,”says Niko

41、s Angelopoulos,Group CIO at South Africas MTN Group.Some CSPs are addressing vendor lock-in by planning and deploying disaggregated architectures,where hardware and software are sourced from multiple vendors.While this approach offers CSPs greater flexibility,it adds to interoperability challenges,p

42、articularly when vendors rely on proprietary solutions that are not based on open standards and APIs(see Perspective,“Open RAN:A divided frontier”on page 8).“While suppliers claim to provide cloud-native solutions,they often insist on proprietary stacks,resulting in what can be called a pseudo-cloud

43、offering limited flexibility and defeating the purpose of cloud adoption,”says Jios Mardikar.Kevin Plunkett,Vice President of Cloud Services at Boost Mobile,an EchoStar company in the US,says they have had to be the systems integrator,handling the software integrations needed for telecom workloads t

44、o thrive in cloud environments.“Our secret sauce lies in hiring cloud and automation specialists rather than telco veterans,enabling us to push major vendors to become truly cloud native,”he notes.Top barriers to cloud adoption63%Lack of interoperability and standardization across cloud providers58%

45、Fear of vendor lock-in53%Unclear business cases8Open RAN:A divided frontierPerspectiveOpen radio access network(Open RAN)technology allows software and hardware components to be built to industry-wide specifications defined by the O-RAN Alliance.This helps ensure interoperability between components,

46、giving CSPs flexibility to customize their networks.But opinions differ as to whether the stars have aligned for Open RAN.Nearly half(48%)of executives surveyed say Open RAN is still a few years away but they are following trends.Just over a third(37%)say its very important and that they are early a

47、dopters.We found a similar dichotomy in our executive interviews,with Vodafone being one of the pioneers.“We have been on this journey for over five years now,”explains Francisco Martn Pignatelli,Head of Open RAN.“From an ecosystem perspective,it takes time,but there is now a very good ecosystem dev

48、eloped.Once technology is ready,deployment becomes the next challenge.”“While gaps in technology needed addressing,right now,Open RAN is ready for massive scale deployment,”he continues,noting that Vodafone plans to deploy across 2,600 sites in the UK.Plunkett of Boost Mobile,an EchoStar company,say

49、s that open RAN is inherently more secure than closed systems:“By making the code accessible and transparent,we enable thorough interface inspection and interoperability,allowing for rapid vulnerability scanning and patch deploymentmultiples faster than typical operators.”On the other hand,others ar

50、e not even considering Open RAN.“While trials have been conducted,they have not demonstrated the economies of scale necessary to make Open RAN a viable deployment model at this stage,”says Amit Kumar,Senior Vice President of Technology Strategy Enterprise Solutions at Indonesias Indosat.Jios Mardika

51、r observes,“Historically,new technologies in telecom,such as massive MIMO in 4G,take a full generation to mature before achieving large-scale viability.Similarly,while Open RAN has a compelling proposition,it would likely become a default standard in future generations like 6G.”“While gaps in techno

52、logy needed addressing,right now,Open RAN is ready for massive scale deployment.”Francisco Martn PignatelliHead of Open RAN,Vodafone Group9Advancing AI innovation on a telco cloud foundationCloud technology enables the scalability,flexibility,and computational power necessary for handling large AI d

53、atasets,training sophisticated models,and delivering low-latency inference at scale.However,many CSPs are slow to harness AIs promise.While 60%use traditional AI for network performance monitoring their leading AI use casefewer than half apply it to other uses,such as predictive maintenance of netwo

54、rk equipment(46%),service ticket automation(46%),and network planning(43%).Even fewer deploy generative AI in the network.Why the hesitancy?61%of executives cite concerns about data security and privacy as the leading adoption barrier.More than half also cite the pace of technology changes(53%)and t

55、he lack of an AI strategy for the network(51%).47%of executives are also concerned about insufficient in-house AI skills.They report just 26%of their network teams have traditional AI skills,with generative AI skills even scarcer at 13%.As organizations increasingly pair people with domain-specific

56、AI agents capable of performing more complex tasks autonomously,this shortage underscores the need for tailored training programs that equip network experts with AI skills and encourage redesigning jobs to make the most of AI.1“The network domain requires extensive expertise,and simply adding more d

57、ata scientists doesnt help if they dont understand the intricacies of the data,”says Ahmed Hafez,Vice President of Technology Strategy at Germanys Deutsche Telekom(DT).“Its often easier to teach network experts basic AI tools than to get data scientists fully up to speed on our domain.”By deploying

58、AI more extensively,our leader group of technology front-runners demonstrates how cloud readiness delivers the agility and on-demand resources needed for sophisticated AI-driven capabilities(see Perspective,“CSPs leading the way in AI”on page 11).69%use traditional AI for network performance monitor

59、ingincluding observability and insights(versus 59%of peers),62%employ it for network planning(compared to 40%),and 54%integrate generative AI into network planning,double that of their peers(see Figure 3).“We anticipate exponential growth in AI-driven calculations.This will lead to massive data cons

60、umption,multiplied hundreds of times.AI RAN plays a key role,enabling AI inferences at base stations to optimize coverage and resource use,even when stations are idle.”Daisuke FurukawaSenior Director,Unified Cloud and Platform Division,SoftBank Corp.1031%20%24%27%Network performance monitoringPredic

61、tive maintenance of network equipmentNew site deployment planningTraditional AIGenerative AITech front-runnersPeersTech front-runnersPeers69%59%47%38%47%46%43%27%33%24%Network planningNetwork service ticket automation62%40%55%44%54%31%Spam management64%47%47%38%Percent using traditional or generativ

62、e AI for each use case“A structured program is needed to standardize AI knowledge across the organization,fostering curiosity and readiness for technological evolution.”Miguel FernandezCTO,Telecom ArgentinaFIGURE 3 As leaders in cloud adoption,the tech front-runners also use AI to a greater extent.1

63、1PerspectiveCSPs leading the way in AIVisionary CSPs are already harnessing the power of AI and generative AI.Aayush Bhatnagar,Senior Vice President of Jio Platforms at Indias Reliance Jio,explains how AI is at the core of their operational and strategic framework:“Our proprietary AI platform,Jio Br

64、ain,operates across three domains:real-time AI for network optimization,near real-time AI for IT processes,and non-real-time AI for data-driven decisions.”For example,using AI for proactive root cause analysis in Jios network helps prevent incidents before they occur,significantly reducing operating

65、 expenses.Their AI-driven Agent API supports personalized customer experiences to enhance retention and loyalty.And integration of their energy management platform with Jio Brain is helping optimize energy consumption across radio networks.Deutsche Telecom has leaped into generative AI with multiple

66、 use cases already operational.As explained by DTs Ahmed Hafez,gen AI powers chatbots for resolving queries,coding assistants in network and IT development,and RAG for complex problem-solving.As a notable use case,Hafez cites their Fiber-to-Home chatbot,which supports third-party contractors with re

67、al-time guidance on regulations and constraints for ground-digging based on factors such as terrain,weather,and depth requirement.They also use gen AI as a copilot for interpreting 3GPP standards,improving efficiency in understanding and applying technical documents.“Our approach is to first identif

68、y real problems,consider simple solutions(like if-then logic),then explore predictive AI,and finally turn to generative AI if needed,”Hafez explains.“This ensures we use technology responsibly,avoiding unnecessary complexity and costs.”“In most cases,AI enhances efficiency and quality of work rather

69、 than replacing people.”Ahmed HafezVice President of Technology Strategy,Deutsche Telekom12Capitalize on your cloud foundation and apply AI to differentiate yourself with a modern network.The journey to a cloud-powered,AI-driven network is rigorousoften requiring changes in budgeting,risk management

70、,and operational culturebut is essential for CSPs to meet evolving customer demands while securing long-term growth and resilience.5G and AI technologies demand intentional cloud strategies,leveraging both public and private options to optimize business impact and operations.Action guideReimagine a

71、holistic,agile network architecture and reskill to support it.Executives expect high demand for cloud computing skills to nearly double from 30%today to 59%in 2027.Complement your network experts with cloud and automation specialists so that you can build a dynamic,responsive network that can morph

72、in tandem with market dynamics.Adopt cloud FinOps principles for the financial discipline that bolsters business cases and strong ROI.Embrace open standards and interfaces to help ensure flexibility and interoperability.Elevate your generative AI use.Start with pilot AI deployments in controlled san

73、dbox environments,establish robust data governance practices,and collaborate with AI vendors who understand telecoms stringent performance requirements.Devise a thoughtful strategy to tailor existing large language models(LLMs)models to the niche industry and enterprise context,using techniques such

74、 as Retrieval-Augmented Generation(RAG)and fine-tuning.2 Agentic-RAG is emerging as a cutting-edge innovation that automates context understanding and response generation to resolve network incidents more efficiently.3 Dont overlook the power of small language models(SLMs)to help balance costs,effic

75、iency,and effectiveness for industry-specific tasks.Insist that vendors truly be open.Include strict interoperability requirements in contracts,such as adherence to open standards and the availability of well-documented APIs.Organize interoperability testing events or facilitate testing and certific

76、ation programs to ensure compatibility between vendor equipment.Collaborate with other operators to create a unified front,amplifying collective bargaining power and driving industry-wide adoption of interoperability standards.Integrate interoperability into your strategic technology roadmap and lev

77、erage success stories to showcase its importance to vendors.13Part two Securing the networkA surging number of network security breaches undermine trust and jeopardize cloud and AI innovation.Trust underpins every service a CSP delivers more than ever,but network vulnerabilities cast a shadow,exposi

78、ng core services to cyber threats.A parade of breaches in 2024 underscores the grim reality that CSPs are a prime target for cybercriminals.These include the hack of multiple US telecommunications networks to spy on law enforcement officials,the sabotage of French telecom infrastructure,a penetratio

79、n of a Belgium providers administrative systems,and the data breach of an Australian provider.4 And cyberattacks are more expensive than ever:the average cost of a breach involving more than 50 million records is$375 million.5In our survey,55%of network executives say theyve suffered a network secur

80、ity breach in the last 12 months.Adding to the financial losses,these breaches erode customers confidence and can ultimately curtail their adoption of services such as private 5G networks,IoT,and AI-driven solutions.Against this formidable backdrop,42%of executives consider network security a top ch

81、allenge over the next three years.An open,hybrid cloud approach means they must safeguard data across different environments,while multivendor network solutions and open networks also broaden their attack surfaces.Yet,their frequency of security audits and penetration testing is disconcerting,with o

82、nly 36%conducting them quarterly,and 21%biannually.This amounts to leaving the bank vault doors unlocked.CSPs need more effective,streamlined tools and strategies to counter the escalating threats.“We have implemented a centralized cybersecurity pillar,ensuring a unified approach to detection,respon

83、se,and backup security.”Amit KumarSenior Vice President,Technology Strategy Enterprise Solutions,Indosat55%of network executives say theyve had a network security breach in the last 12 months.14From reactive to proactive security with cloud and AIOur data analysis shows a correlation between clouds

84、positive impact on security and revenue growth,while our technology front-runners represent the advantages cloud and AI can bring to security.Compared to peers,45%fewer of these leading adopters of cloud and AI experienced security breaches over the past year.Cloud technologies help fortify the netw

85、ork against cyber threats,a point reinforced by Plunkett of Boost Mobile,an EchoStar company:“Our open,cloud-native architecture allows for continuous and real-time security enhancements.”Cloud also provides the foundation for advanced AI-driven security frameworks that enable CSPs to shift from rea

86、ctive defenses to preemptive,automated systems that detect,analyze,and mitigate threats in real time.Our survey found that CSPs are gaining traction using AI,with 59%of executives citing network security threat detection as a popular use of traditional AI in the network.Spam management(33%)and fraud

87、 management(31%)are their top use cases for generative AI.CSPs can better capture the advantages of AI-powered security solutions by transitioning from piecemeal,point-based security to a streamlined platform-based approach.In recent IBM IBV research on security platformization,57%of CSP executives

88、reported complexity is their biggest impediment to security operations as they wrestle with an average of 107 cybersecurity solutions from 39 vendors.6 These standalone security solutions often have suboptimal integration and higher costs,while a platform-based approach leveraging automation,machine

89、 learning,and AI can unify CSPs approach,reduce complexity,and enhance security team efficiency.7Balancing centralized and decentralized securityStrategically,CSPs walk a tightrope between centralized and decentralized security approaches.As with security platforms,a centralized approach can enhance

90、 the effectiveness of network security measures while fostering a holistic,coordinated defense.Vodafones Wilkinson explains:“Network security is a pan-organizational priority,directly overseen by the CTO.Dedicated teams focus on securing the network,ensuring protection not just for Vodafones service

91、s but also for third-party applications like Netflix accessed via our network.”But in our security platformization study,nearly two-thirds of CSPs reported that cybersecurity is not governed centrally.8 Daisuke Furukawa,Senior Director of the Unified Cloud and Platform Division at Japans SoftBank Co

92、rp.,suggests the need for decentralized security will continue:“Our projection is that cloud services will decentralize as social infrastructure expands to activities requiring low latency and high capacity,like aviation,trains,healthcare,and autonomous driving.This shift emphasizes the need for loc

93、alized security,as communication requirements evolve.”CSPs will likely need to take a hybrid approach based on their overall cloud strategy,risk tolerance,and security expertise.Combining elements will allow them to leverage the benefits of both,such as centralized threat intelligence and automated

94、response while maintaining a degree of localized control and flexibility.“Cybersecurity is a truly integral part of everything we do in our network engineering functions.”Simon NortonHead of Digital Networks and OSS Europe,Vodafone Group15Viewing security as catalyst for revenue A robust security po

95、sture can also spark new revenue streams via cloud-enabled and AI-driven services,particularly in data-intensive areas such as 5G and edge computing.In fact,in our security platformization study,60%of CSP executives said their cybersecurity investments have improved revenue generation over the last

96、two years,while 72%reported cybersecurity is essential to innovation.9 User trust rests on encrypted,reliable data transfers,which are most effectively delivered through resilient cloud operations defended by AI-enabled threat monitoring.End-to-end securitybolstered by tighter governance,frequent au

97、dits,and AI-powered protectionsis indispensable for a thriving digital business.“Security requires proactive investment,research,and partnerships.We also prioritize advanced solutions like quantum security.Our 5G core is quantum-secure to prevent man-in-the-middle attacks,and we advocate for quantum

98、 security in enterprise 5G and edge computing.”Aayush BhatnagarSenior Vice President,Jio Platforms,Reliance Jio16Action guideDont gamble with customer loyalty.Elevate security to preserve,not lose,trust in your network.The threat landscape is evolving at breakneck speed,with adversaries unleashing A

99、I and generative AI to orchestrate increasingly complex assaults.10 Adding to the risks,the evolution of quantum computing will profoundly alter how you secure critical applications through cryptography.11 Tight budgets and evolving regulations can be challenging in this tenuous environment,but robu

100、st security is an imperative to maintaining continuity of service and protecting customer data,trust,and the bottom line.Apply hybrid-by-design principles so your cloud,AI,and security solutions work together.Hybrid by design is an intentional approach to technology decisions focused on business out

101、comes.12 This includes the integration of security into every technology choice you make for your network.Enforce zero-trust principles to ensure all network access is continuously verified at every functional level.Develop your identity and access management and segmentation strategies in tandem to

102、 eliminate opportunities for an attacker to move laterally across the network.Harness the security capabilities of cloud-native technology to enforce access control over API calls from third-party vendors.Regularly assess the security of all cloud and network function virtualization(NFV)providers an

103、d conduct pilots that validate security controls under real-world conditions.Centralize and standardize security management with platform-based solutions.Transition to a platform-based security model that integrates disparate tools for security operations,threat intelligence,incident response,networ

104、k and platform security,data security,and compliance management into a unified framework.These platforms streamline visibility and governance across cloud,on-premises,and edge operations while reducing complexity.13 The IBM IBV security platformization study found that CSPs embracing platform-based

105、security solutions saw an average ROI on their security investment of 108%compared to 43%for those that have not yet adopted the approach.14Use AI and quantum-safe capabilities to shift from reactive to proactive threat protection.Leverage AI-powered security technologies to accelerate detection of

106、security threats to the network.Explore gen AI solutions to automate remediation of security issues.Upskill security personnel in how to use AI-based tools,increasing their familiarity with prompt engineering and agentic frameworks.Understand and prepare now for impending future threats,such as encr

107、yption risks introduced by quantum computing.15 Conduct risk assessments to identify systems that could be compromised due to inappropriate encryption standards and upgrade to approved encryption libraries.Investment65%Competitive50%Customer 53%Business model55%Regulatory56%Technical58%17Part three

108、Breaking the monetization deadlockThe maturity of 5G and open APIsbolstered by cloud and AI technologieshas CSPs poised to unlock the next level of network monetization.The networks potential to drive revenue through new services is within reach,but many CSPs still grapple with moving beyond traditi

109、onal business-to-consumer models.In fact,executives rank network monetization as both their biggest challenge and their lowest prioritya conundrum thats stifling growth in a competitive,rapidly evolving market.What stands in the way?Investment barriers top the list,driven largely by the need to over

110、haul hardware and software for 5G Standalone implementation(see Figure 4).Technical,regulatory,and business model obstacles follow.These challenges leave CSPs caught between knowing 5G monetization is essential to their financial future and a reluctance to invest without a clear path to profitabilit

111、y.Their hesitation can lead to further tightening of investments,resulting in a downward spiral.Executives rank network monetization as both their biggest challenge and their lowest priority.FIGURE 4 The barriers to network monetization are complex and multifaceted.18Cloud and AI pave the path to mo

112、netizationThe synergy between cloud and AI is the cornerstone of the modern telecom network,enabling CSPs to stay competitive in an increasingly digital and technologically advanced landscape.When cloud and AI work in harmony,they can enable real-time network intelligence,cost optimization,and perso

113、nalized services,helping CSPs deliver greater value while adapting quickly to changing market demands.CSPs cite advantages that represent the link between network modernization with cloud,AI and gen AI adoption,and the creation of innovative services that drive monetization.Their leading benefits fr

114、om cloud include faster time to market(61%),higher quality of service to customers(58%),and new revenue-generating services(58%).Our interviews reflect a similar sentiment.“Cloudification offers clear benefitsscalability,faster infrastructure deployment,and better insights with lower investmentsmaki

115、ng accelerated investment in this space inevitable,”says Abhishek Biswal,Chief Business Officer,Digital Services at Indias Bharti Airtel.Telecom Argentinas Fernandez agrees:“Cloudification serves as the cornerstone of our networks digital transformation,driving both business and operational evolutio

116、n.”“Monetization requires identifying innovative use cases that generate new value streams.AI holds immense potential in this regard,limited only by our imagination.”Nikos AngelopoulosGroup CIO,MTN Group5G and open APIs reveal new avenues to monetizationAs part of 3GPP Release 18,5G-Advanced represe

117、nts the next phase of maturity for 5G,introducing transformative capabilities such as AI-driven network intelligence,high-precision positioning,and enhanced self-healing(see Perspective,“State of 5G and APIs”on page 19).These capabilities enable CSPs to pioneer innovative services in diverse domains

118、 such as autonomous vehicles,IoT,and real-time fraud detection.16 When paired with robust cloud infrastructure,these advanced functionalities can scale securely,protecting valuable customer data while facilitating rapid service innovation in a market thats ready.The global 5G services market is expe

119、cted to grow from$98.3 billion in 2023 to$427.7 billion by 2028,while the Standalone 5G network market is projected to increase from$44.9 billion in 2025 to$4.7 trillion by 2034.17 With 6G looming on the horizon for 2030,CSPs can build on 5G-Advanced solutions to drive real business value that can b

120、e achieved through integration of AI into all aspects of a CSPs network.At the same time,the telecom API market size is growing,with revenue of$320.9 billion in 2023 increasing to an estimated$664.9 billion by 2028.18 Open API projectssuch as The Linux Foundations CAMARA,GSMAs Open Gateway,and TM Fo

121、rums Open API initiativeare democratizing developer access to network capabilities,underscoring the need for CSPs to actively court a robust developer community to enable scalable solutions.19 Leveraging APIs as critical enablers for both internal efficiency and external service offerings is a growi

122、ng approach.Vodafones Wilkinson explains:“We have been working on implementing an API layer across our network to enable Network as a Service(NaaS),simplifying the inherent complexity of 5G Standalone,SDN(software-defined networking),and Open RAN.This abstraction allows the network to be made availa

123、ble in an API-driven,automated manner to internal consumer and enterprise units,as well as external users.”19Collaborations such as Aduna,the joint venture among Ericsson and multiple global operators,are designed to facilitate seamless access to carrier networks,fueling solutions that simplify and

124、monetize network capabilities.20 Similarly,API alliances formed in local markets,such as Indonesia,allow operators to combine their user bases to offer unified access across the country.Indosats Kumar says,“This collaboration helps create a stronger position against competitors.”These new efforts by

125、 CSPs to proactively tap into network API opportunities position them to create bold business models that can convert new capabilities into revenue.2.19 B5G connections globally 3245G networks globally60Standalone 5G networks globallyProjected value ofRegional breakdown of operator participationin t

126、he GSMA Open Gateway API initiative6%MENA5%Sub-Saharan Africa6%Latin America26%South&Southeast Asia21%Europe4%US&Canada27%China4%Northeast Asia$427.7 BGlobal 5G services market in 2028$4.7 TStandalone 5G network market in 2034$59.7 B5G IoT market in 2028$664.9 BTelecom API market by 2028State of 5G

127、and APIs21Perspective20Adapting business modelsCSPs are choosing different paths to monetization (see Perspective,“Network monetization strategies vary by geography”on page 22).For some,5G and network APIs are enabling dynamic consumption models,but these challenge traditional subscription paradigms

128、.CSPs must innovate pricing models and adopt AI-based frameworks as part of the solution.“Delivering flexibility without harming profitability will require both technological advancementsexpected in three to four yearsand innovative business models to strike the right balance,”says Verizons Kalapala

129、.Other CSPs,such as Telstra,are doubling down on core strengths,refining their portfolio to deliver reliable,secure connectivity at scale.“In many ways,telcos are at a crossroads.There is a legacy from the role they played in the 90s and being everything to everyone,”says Nathan Gumley,Executive for

130、 Strategy and Transformation,Products and Technology,at Australias Telstra.“This history has led to more and more attempts to diversify and pull value from adjacent markets.But there is also a great opportunity for telcos to really focus on what they do best.”Jios Mardikar suggests a better understa

131、nding of industry nuances can open the door to fresh opportunities.In our survey,network executives favor government,healthcare,and banking and financial markets as both the easiest and most valuable industries for monetizing their networks.Indeed,a growing synergy between CSPs and banks is setting

132、the stage for creative mobile finance solutions,such as enhanced banking services through mobile phones and digital payments.22 Verizons Kalapala predicts that heightened fraud risk and privacy concerns will entice consumers toward services that protect their financial information,driving traction i

133、n API-based monetization over the next two years.Security will remain paramount to success,making secure cloud environments and AI-powered fraud detection critical.Reinventing culture to compete in the modern marketplaceTo meet this pivotal moment for network monetization,CSPs must embrace the ethos

134、 and culture of cloud-native enterprises:accepting greater risks,learning from failure,and pivoting fast.“The willingness to adapt and pivot quickly is crucial in a rapidly evolving technology landscape,”says Vodafones Head of Digital Networks and OSS Europe,Simon Norton.“Rapid iterations,experiment

135、ation,and the ability to admit failure are essential for progress.”In parallel,CSPs must jettison traditional telecom mindsets and broaden their perspectives,says Jios Mardikar.“Its not just about adopting cloud or AIits about using this architecture to serve differently while rethinking how we oper

136、ate and engage with customers.”Indosats Kumar agrees:“By fostering a strong relationship and trust with customers,we aim to position our company as a provider of value-added services,opening opportunities for upselling and monetization of additional content or capabilities.”A willingness to collabor

137、ate will also be key as technology advances.Telstras Gumley suggests the shift to eSIMS introduces new partnership opportunities.“This change could unlock new propositions and ecosystems and an increasingly digitally-driven,partner-centric approach with more choice for consumers,”he says.“Future gro

138、wth depends on maturing use cases for monetization and developing unified orchestration APIs for consistent user experiences.This will require industry collaboration,similar to past successes in CPaaS and voice.”Abhishek BiswalChief Business Officer,Digital Services,Bharti Airtel21Disrupt the status

139、 quo approach to network monetization.Now is not the time to be timid.When CSPs treat security,cloud,and AI as shared foundations,monetization can shift from a challenge to an ever-expanding opportunity.Those taking a problem-first approach to investing strategically and courageously in solutions th

140、at meet customer needswhile adopting a collaborative,cloud-native mindsetcan emerge as trailblazers in a hyper-competitive market.Action guideEmbrace co-opetition.“True value can be unlocked through joint efforts across the industry,”says MTNs Angelopoulos.Build alliances with other operators in you

141、r local markets to consolidate APIs and create a unified marketplace that can be used for revenue-generating opportunities.Then identify unlikely partners in other industries to co-create nontraditional,high-impact products and services.Adopt an outside-in mindset to address customer pain points.Ens

142、ure security is a shared priority,including data governance protocols and compliance measures that foster trust among all ecosystem players.Start with a minimum viable ecosystem to establish how all partners can benefit and implement governance to foster collaboration and mutual growth.Assimilate th

143、e startup mentality by working with startups.For larger CSPs,become an incubator for network startups.Provision a dedicated developer environment and offer free or low-cost network testing environments with real 5G capabilities.This allows startups to build and test innovative applications,with CSPs

144、 potentially acquiring equity or revenue shares in return.Co-develop AI-powered tools for predictive analytics,cybersecurity,and enhanced customer experiences with startups.Host hackathons and competitions to engage global developer communities in solving industry-specific challenges(such as telemed

145、icine or smart agriculture).For smaller CSPs,consider forming collaborative alliances or consortiums with other operators and local industry groups to pool resources,share testing facilities,and jointly fund developer programs.Champion industry standardization.Actively contribute to industry initiat

146、ives such as the CAMARA open-source project for standardized telecom APIs,GSMAs Open Gateway,and TM Forums Open API Project.Provide input on AI-related elements to standards groups,such as 3GPP and the Internet Engineering Task Force,to help ensure the industrys evolution aligns with technological a

147、dvancements.Keep security standards at the forefront of these efforts to further strengthen trust in cloud-based,AI-driven network services.22PerspectiveNetwork monetization strategies vary by geography23Market maturity,regulatory environments,and customer needs drive different monetization strategi

148、es across regions:“Network monetization remains a challenging conversation for CSPs,especially in low-economic countries.Many countries still view telecommunications as a necessity.As society uplifts,people will become more open to using telecom services for banking,medicine,education,and other life

149、style improvements,opening doors for more monetization opportunities.”Amit KumarSenior Vice President,Technology Strategy Enterprise Solutions,IndosatEnterprise-driven use cases,using private 5G networks and APIs to tailor solutions for industries such as manufacturing and logistics.Advanced API ado

150、ption supports Network-as-a-Service offerings.Consumer services and public-sector initiatives that balance innovation with strong governance frameworks such as GDPR.Collaborative API initiatives support cross-operator services.Consumer-driven applications such as gaming and IoT,with some CSPs applyi

151、ng 5G monetization through app-based micropayments.API marketplaces help unify developer access.Flexible pricing to attract customers.Strategic alliances with major vendors(such as Nokia,Ericsson,and Huawei)and nonprofits(such as the Telecom Infra Project)to offset capital expenditures and operation

152、al complexities.North AmericaEuropeAsia PacificEmerging markets23“The success of cloud-native workloads in telecom is less about their inherent nature and more about the mindset of agility and innovation they enable.The ability to quickly identify market opportunities and support business developmen

153、t relies on the automation capabilities brought by cloud platforms,rather than simply their cloud-native architecture.”Iain WilkinsonPrincipal Enterprise Architect for Strategy and Architecture of Cloud,Vodafone Group ConclusionCSPs are charting their course in the modern era of communications,poise

154、d to leverage cloud and AI as the twin engines that will propel them forward.This potent duo helps safeguard the network against mounting security threats,reinforcing customer trust and confidence in new products and services.At the same time,cloud and AI can clear new avenues to monetization as the

155、 network transforms from a mere conduit of data to a fertile ground for meeting changing customer demands and crafting personalized services.CSPs with a vision for seamlessly integrating cloud and AI into their network fabricusing them to reimagine the role of the networkcan stake an advantage in a

156、competitive marketplace.24AuthorsRahul KumarSenior Partner and Vice President,IBM Consulting Global Industry Leader for Telecom and Media IBM Industry Academy Member CoughlanGlobal CTO,Industry Engineer,TME,IBM Chachra Global Telecommunications Leader IBM Institute for Business Value Expert contribu

157、torsThe authors would like to thank the following for their contributions to this report:Peter Jarich,GSMA Intelligence;Mara Andronescu-Pora,IBM Marketing;Sourav Banerjee,IBM Consulting;Luiz Bourdot,Claro;Jeronimo Martinez Campins,IBM Consulting;Jamie Chard,IBM Consulting;Bill Daigneault,IBM Consult

158、ing;Vivian de Cassia Lopes,IBM Marketing;Enrique Fernandez de Alarcon,IBM Consulting;Jeremy Foy,IBM Consulting;David Karpel,IBM Marketing;Alexandra Kelly,IBM Marketing;Priya Kurien,IBM IBV;Bill Lambertson,IBM Infrastructure;Andrew Maguire,IBM Technology;Katia Braga Moreira,IBM Technology;Matt Miller

159、,IBM Marketing;Sanil Nambiar,IBM Software;Linda Oberhoff,IBM Technology;Tomoko Oka,IBM Consulting;Harish Pani,IBM Consulting;Gerhard Parham,IBM IBV;Prashant Singh Parihar,IBM Consulting;Richard Patterson,IBM Technology;Vij Prasad,IBM Consulting;Veena Pureswaran,IBM IBV;G.S.Raghavan,telecom industry

160、expert;Mariano Alvaro Rombola,IBM Technology;Jayathura Samarakoon,IBM Consulting;Matilda Tanascov,IBM Marketing;Ian Thomas,IBM Consulting;and Luis Ernesto Valli,IBM Consulting.We also thank the IBM IBV Analytics Research Hub,including Steve Ballou,Kathleen Martin,and Hebatallah Nashaat,and the IBM I

161、BV Editorial and Design Team including Joanna Wilkins,Angela Finley,and Sara Aboulhosn.25Study approach and methodologyThe IBM Institute for Business Value,in cooperation with Oxford Economics,surveyed 750 telecommunications industry executives from 25 countries.Roles included CTOs,Chief Network Off

162、icers;Heads of network planning and architecture,network operations,radio access network,core network,network security,network engineering,service assurance,and network IT systems;and leaders responsible for network monetization.A two-step cluster analysis was performed based on respondents evaluati

163、ons of cloud computings impact on network characteristics and their implementation of AI technologies.The clustering variables included eight network performance indicators(rated on a scale from-100%to+10,000%):network performance,security,scalability,flexibility,reliability,availability,maintenance

164、 costs,and deployment time.Additionally,the analysis incorporated the number of use cases where organizations deployed both traditional AI(including machine learning)and generative AI across 17 network management areas,ranging from network planning to field service operations.This clustering approac

165、h identified a distinct leading segment characterized by superior benefits derived from cloud computing adoption,coupled with broader implementation of both AI and generative AI solutions across network operations.InterviewsFrom November 2024 through January 2025,we selected 14 executives from leadi

166、ng companies in the telecom industry to interview one-on-one to validate and explore the survey results in more depth.Their expertise is reflected in the report along with select quotes.About Research InsightsResearch Insights are fact-based strategic insights for business executives on critical pub

167、lic-and private-sector issues.They are based on findings from analysis of our own primary research studies.For more information,contact the IBM Institute for Business Value at .26IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership

168、 think tank for IBM.What inspires us is producing research-backed,technology-informed strategic insights that help leaders make smarter business decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of executives,consu

169、mers,and experts each year,synthesizing their perspectives into credible,inspiring,and actionable insights.To stay connected and informed,sign up to receive IBVs email newsletter at can also find us on LinkedIn at ibm.co/ibv-linkedin.The right partner for a changing worldAt IBM,we collaborate with o

170、ur clients,bringing together business insight,advanced research,and technology to give them a distinct advantage in todays rapidly changing environment.About GSMA IntelligenceGSMA Intelligence is the definitive source of global mobile operator data,analysis,and forecasts,and publisher of authoritati

171、ve industry reports and research.Our data covers every operator group,network,and mobile virtual network operator(MVNO)in every country worldwidefrom Afghanistan to Zimbabwe.It is the most accurate and complete set of industry metrics available,comprising tens of millions of individual data points,u

172、pdated daily.GSMA Intelligence is relied on by leading operators,vendors,regulators,financial institutions,and third-party industry players to support strategic decision-making and long-term investment planning.The data is used as an industry reference point and is frequently cited by the media and

173、by the industry itself.Our team of analysts and experts produce regular thought-leading research reports across a range of industry topics.Related reportsReinventing telecoms with generative AI:7 keys to separating signal from noise IBM Institute for Business Value in partnership with TM Forum.June

174、2024.https:/ibm.co/telecoms-generative-aiTelecoms blind spot:Hidden opportunities to drive revenue growthIBM Institute for Business Value in partnership with GSMA Intelligence.September 2023.https:/ibm.co/telecoms-revenue-opportunitiesTelecoms and banks connect:Tapping into transactions and tech to

175、grow revenue27 Notes and sources 1 5 Trends for 2025:Ignite innovation with people-powered AI.IBM Institute for Business Value.December 2024.https:/ibm.co/business-trends-20252 Martineau,Kim.“What is retrieval-augmented generation?”IBM Research Blog.August 22,2023.https:/ Lanne,Fabien.“Revolutionizi

176、ng the Network Operations Center(NOC)with Agentic RAG(Retrieval-Augmented Generation).”LinkedIn.November 19,2024.https:/ 10 Biggest Cyber Attacks of 2024&25 Other Attacks to Know About!”Cyber Management Alliance.January 20,2025.https:/www.cm- recent cyber-attacks on the telco section.”Wisdiam.July 3

177、1,2024.https:/ Cost of a Data Breach Report 2024.IBM Security and the Ponemon Institute.July 2024.https:/ Hughes,Mark and Karim Temsamani.Capturing the cybersecurity dividend:How security platforms generate business value.IBM Institute for Business Value in partnership with Palo Alto Networks.Januar

178、y 2025.https:/ibm.co/unified-cybersecurity-platform.Unpublished data for 60 CSP executives.7 Unify your fragmented security:Accelerate transformation with platformization.IBM Institute for Business Value in partnership with Palo Alto Networks.May 2024.https:/ibm.co/next-gen-platform-cybersecurity8 H

179、ughes,Mark and Karim Temsamani.Capturing the cybersecurity dividend:How security platforms generate business value.IBM Institute for Business Value in partnership with Palo Alto Networks.January 2025.https:/ibm.co/unified-cybersecurity-platform.Unpublished data for 60 CSP executives.9 Ibid.10 Morgan

180、,Lisa.“GenAIs Impact on Cybersecurity.”Information Week.November 7,2024.https:/ Harishankar,Ray,Dr.Sridhar Muppidi,Michael Osborne,Dr.Walid Rjaibi,and Dr.Joachim Schaefer.Security in the quantum computing era:The risk is real,the need is now.IBM Institute for Business Value.December 2022.https:/ibm.

181、co/quantum-safe-encryption12 From chaos to cash:How hybrid by design creates business value.IBM Institute for Business Value.May 2024.https:/ibm.co/from-chaos-to-cash13 Unify your fragmented security:Accelerate transformation with platformization.IBM Institute for Business Value in partnership with

182、Palo Alto Networks.May 2024.https:/ibm.co/next-gen-platform-cybersecurity14 Hughes,Mark and Karim Temsamani.Capturing the cybersecurity dividend:How security platforms generate business value.IBM Institute for Business Value in partnership with Palo Alto Networks.January 2025.https:/ibm.co/unified-c

183、ybersecurity-platform.Unpublished data for 60 CSP executives.15 Harishankar,Ray and Lory Thorpe.“Securing telecoms networks for the post-quantum era.”IBM Quantum Research Blog.October 23,2023.https:/ Torres,Andres.“5G at five,and whats next for mobile networks?”LinkedIn.December 11,2024.https:/ Serv

184、ices Market Size,Share,Growth Analysis,by Communication Type,End User,Application,Enterprises,and Region Global Industry Forecast to 2028.”Markets and Markets.June 2024.https:/ 5G Network Market Research Report:By Application,By Network Architecture,By End Use,By Deployment Model,and By Region Forec

185、ast to 2034.”Market Research Future.January 2025.https:/ “Telecom API Market by Type of API,User,and Region Global Forecast to 2028.”Markets and Markets.November 2023.https:/ CAMARA:The Telco Global API Alliance website.Accessed January 14,2025.https:/camaraproject.org/;GSMA Open Gateway website.Acc

186、essed January 14,2025.https:/ to Open APIs.”TM Forum website.Accessed January 14,2025.https:/www.tmforum.org/oda/open-apis/20“Historic API venture announces CEO.”Ericsson press release.January 8,2025.https:/ GSMA Intelligence data;“5G Services Market Size,Share,Growth Analysis,by Communication Type,

187、End User,Application,Enterprises,and Region Global Industry Forecast to 2028.”Markets and Markets.June 2024.https:/ 5G Network Market Research Report:By Application,By Network Architecture,By End Use,By Deployment Model,and By Region Forecast to 2034.”Market Research Future.January 2025.https:/ IoT

188、Market by Component,Network Type,Organization Size,Type,End Users and Region Global Forecast to 2028.”Markets and Markets.March 2023.https:/ API Market by Type of API,User,and Region Global Forecast to 2028.”Markets and Markets.November 2023.https:/ Open Gateway:State of the Market,H2 2024.GSMA Inte

189、lligence.December 2024.https:/ Acosta,Jennifer,Stephen Rose,John J.Duigenan,and Priya Kurien.Telecoms and banks connect:Tapping into transactions and tech to grow revenue.IBM Institute for Business Value in partnership with J.P.Morgan Payments and GSMA.February 2024.https:/ibm.co/telecoms-mobile-fin

190、ancial-services23 Based on IBM internal expertise and interviews with global communications service providers.29 Copyright IBM Corporation 2025IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|February 2025IBM,the IBM logo,and are trademarks of International Bu

191、siness Machines Corp.,registered in many jurisdictions worldwide.Other product and service names might be trademarks of IBM or other companies.A current list of IBM trademarks is available on the web at“Copyright and trademark information”at: document is current as of the initial date of publication

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194、IBM shall not be responsible for any loss whatsoever sustained by any organization or person who relies on this publication.The data used in this report may be derived from third-party sources and IBM does not independently verify,validate or audit such data.The results from the use of such data are provided on an“as is”basis and IBM makes no representations or warranties,express or implied.12266d529a4b8297-USEN-00