麦肯锡 -电信行业重塑：人工智能如何推动价值创造 The telco reinvention How AI can fuel value creation

McKinsey

&Company

Thetelco

reinvention:

HowAIcanfuelvaluecreation

March2026

Contents

Insights

2Thecriticalbetsonthefutureoftelcovaluecreation

15Telcos'Alinflectionpoint:Whatleadersdotocapturevalue

31WinningB2Bcustomersintechnologyandtelecommunications

Issuebriefs

53Al-driventelecomnetworks

58Alinfrastructure

62B2Cgrowthbeyondthecore

65Satelliteconnectivity

69SovereignAl

73Telecominfrastructure

Insights

March2026

McKinsey

&Company

Technology,Media&TelecommunicationsPractice

Thecriticalbetsonthefutureoftelcovalue

creation

Afterachallengingdecade,telecomoperatorsmayfinallybepoisedtospuraneweraofgrowth.Butitwillrequireembracingfundamentalchangeandmakingstrategicmovesinfourkeydomains.

ThisarticleisacollaborativeeffortbyAndreaTravasoni,DevPatel,TheodorVendrig,andTiagoPalma,withAlimaZimanandMarcoLabianca,representingviewsfromMcKinsey'sTechnology,Media&

TelecommunicationsPractice.

Telecomoperators(telcos)haveplayedacriticalroleinlayingthefoundationforthemassive,technology-

driveneconomicandfinancialgainsofthe21stcentury.Yetformostofthatperiod,theindustryhasn'tmanagedtoshareinmuchofthespoils.Whileestablishedtechtitansandemergingstart-upsalikewereprofitingfrom

successivegenerationsofwiredandwirelessinfrastructure,thetelcosthatdeployedandoperatedthose

networksfoundthemselvesweigheddownbythecrushingcapitalburdenaswellasintensenewcompetition.Thatinitialperiodfromthelate2000sto2015putgreatpressureontheindustry'srevenuesandmargins,

leavingitwithanROICthatfellbelowthecostofcapital.

Theindustryhasspentmuchofthelastdecadetryingtospurarecovery,butitstrackrecordhasbeenmixed.Despitemakingmodestprogressbyembracingselectiveconsolidation,moredisciplinedandagileoperatingmodels,andadjacentbusinessesorservices,it'softenseemedthebesttheindustrycoulddooverthepast

decadehasbeentotreadwater.Themarketvalueoftelcoshasdonejustthat,asthepersistentchallengesofthepriorfivetotenyearscontinuedtotaketheirtoll.Regulatoryconstraints,alegacybusinessmodel,shiftingcustomerexpectations,andtechnologicaldisruptionhavehelpedsaddletelcoswithbothTSRandenterprisevaluemultiplesthathavestayedflatataround5to7timesforthepasttenyears,evenasthetechsector'shavecontinuedtogrowto15orhigher.

However,astheindustryturnsthepageonthefirstquarterofthe21stcenturytherearesomesignsthattelcosmayfinallybepoisedtoembarkonaneweraofhealthygrowth.WhiletheindustryexperiencednotablylowTSRgrowthoverthelasttwodecades-at29percentversus235percentforallsectorsglobally-ithasstabilized,growing28percentsincethestartof2024,firmlyonparwiththeoverallglobalmarket(Exhibit1).'

Atthesametime,inmostregions,thelongstandingimbalancebetweenrevenuegrowthandinvestmentgrowthisbeginningtonarrow.From2019to2021,forinstance,investmentcapital(IC)atNorthAmericantelcosgrewataCAGRof1.8percentwhilerevenuesgrewjust0.4percent;bycontrast,from2021to2024,ICdeclinedat

aCAGRof0.4percentcomparedwithrevenues'annualdeclineof1.2percent.Theindustryisshowingamorehesitant,wait-and-seeperspectiveoncapitaloutlays,fueledinpartbythefactthatmanycostly5Gandfiberrolloutsareclosetocompletion.Inasurveyof152telcoexecutiveslastyear,onlyathirdsaidtheyexpected

investmentcapitalgrowthtoaccelerateoverthecomingthreetofiveyears,a50percentdeclinefromtheprioryear'soutlook.?

Still,drivinghealthy,long-termgrowthfortelcoswillrequiremorethantakingasharperapproachtoinfrastructureinvestmentsorreapingproductivityimprovements.Itwilltaketheindustryembracingfundamentalchangeandmakingstrategicmovesinfourkeydomains:

-Al-nativetransformation.Comprehensive,Al-drivenreinventionoftheend-to-endprocessesand

operatingmodelacrossallfunctionsrequiresthecapabilitytopartnerstrategicallywithhyperscalers,systemintegrators,andsolutionandchangemanagementspecialists.Atthesametimetelcoswillneedtoharnessthetechnologyanddatatohelpautomateworkflowsandbreakdownlegacysilosandfragmentedsystems.

-Growthbeyondthecore.Achievingthegoalofhealthy,long-termgrowthrequiresusingAltoredefine

consumerandenterprisevaluepropositionsthroughhyper-personalized,automatedengagement,bothwithcoreofferingsaswellasanexpanded,diverseportfoliooflow-costadjacentproductsandservices.

IndustryTSRgrowthasreflectedintheMSCITotalShareholderYieldindex.

²McKinseyTelcoCxOSurveywasconductedonlineinFebruary2025,withasampleof152respondentsrepresentingAfrica,Asia,Australia,Europe,LatinAmerica,theMiddleEast,NorthAmerica,andOceania.

3

Thecriticalbetsonthefutureoftelcovaluecreation

Thecriticalbetsonthefutureoftelcovaluecreation4

Exhibit1

Aftermorethanadecadeoflaggingmostsectors,telcos'market

performancehasmorerecentlybeguntoapproachglobalaverages.

MSCItotalshareholderreturn,index(Jan2024=100)

75

175

+64Information

+52Financials

150

.+40Global

+37Industrials

r+29Consumer

125_+28Telecommunications²

+13Healthcare

100

technology

2024

2025

BasedonlastsalepriceonJan30,2026ofMSCIAIlCountryWorldIndex(ACWI)andsub-sectorindices.

2BasedonMSCIACWISelectTelecommunicationServicesScreened35/20CappedIndex($).

Source:CapitalIQ

McKinsey&Company

-Infrastructureinnovation.AssovereignAlanddatainfrastructurebecomestrategicdifferentiatorsin

selectmarketsandownershipmodelsevolvetounlockcapitalandincreaseassetutilization,rethinkingandupgradinglegacysystemsandtechnologiesiscritical.

一Marketshaping.Inanindustrybecomingincreasinglycommoditized,carefullynavigatingmarket

dynamicsandregulatoryenvironmentsismoreessentialthanever;structuraltransformationsuchasthedelayeringofinfrastructureorcarveoutsofnon-coreassetsandcontinuedconsolidationremaincritical,butonlyifpursuedaspartofabroaderholisticstrategyandtransformation.

Thecriticalbetsonthefutureoftelcovaluecreation5

Iftelcossuccessfullyexecuteanumberofmovesacrossthesefourdomains,theycouldincreasetheindustry'slaggingROICratesandlaythefoundationforrenewedtop-andbottom-lineperformance,whichcouldinturnleadtomorefavorablemarketvaluations.Overthelastfiveyears,fewerthanoneinfivelargetelcosacrosstheglobehasachievedabove-industry-averagegrowthinbothrevenueandprofits,andthoseweretheonlyplayersrewardedwithenterprisevalue(EV)growth,deliveringaround11percentannualEVgrowthonaverage.³PlayersthatfailtomakethesesignificantshiftscouldfacegrowingcompetitivepressureinanAl-drivenenvironment.Thisarticleexploreswhatittakesfortelcostoavoidthatfate.

Fourstrategicmoveskeyforaneweraoftelcogrowth

Therangeofstrategicmovestelcoscanmaketoreignitegrowthisbroad,spanningfourprimarydomains,butthepaceofadoptionvarieswidelythroughouttheindustry,andnotallmovescarrythesameimportance(Exhibit2).

Al-nativetransformation

Likemanyotherindustries,telcoshaven'tyetseenmuchtop-orbottom-lineimpactfromtheirexperimentswithgenAlacrossvariouspartsoftheirorganization.Aswithsomeoftheirprevioustechnologicalinitiatives,telcos

havesufferedfromasiloed,piecemealapproachtoincorporatinggenAlormorerecentlyagenticAl.Theyhave

tendedtofavornarrowuse-caseimplementationsorcost-reductionpilotsoveracomprehensiveredesignofend-to-enddomains,whichhavesofaryieldedlittlefinancialupside.

IndustryleadersincreasinglyrecognizethatcapturingAl'sfullpotentialrequiresamoreholistictransformation,supportedbytwocriticalenablers.⁴First,data:accesstoabroadandintegrateddatafoundationisessentialtoredesignprocessesend-to-end,andpreventsdatafrombecomingthesourceofanewgenerationofinvisiblesilos.Second,theoperatingmodel:scalingAlrequirescross-functionalteams,rapidtest-and-learncycles,andcontinuousimprovementembeddedintoday-to-dayexecution.

ThoughtheyremainrelativelyearlyintheirAljourneys,withveryfewinitiativesfullyimplemented,manytelcoshavestartedtomakeprogress.Sixty-onepercentoftelcoexecutivesinarecentMcKinseygenAl-focusedsurveysaidtheyarefocusedonscalinggenAlusecasesacrossfunctionsandlessonisolatedpilots.And,47percentreportedexperiencingsomeimpactfromthoseefforts,up20percentagepointsfromacoupleofyearsago.Thatimpactislimitedsofar,withAldrivinglessthantwopercentoftotalrevenuesformorethanhalftheoperatorswesurveyedthathavetestedAlusecases.Buttheindustryremainsoptimisticaboutitspotential.Fully64percentofleaders

saidtheyexpectedthetechnologytocontributemorethanfivepercentofrevenuesinthenearfuture,and40

percentanticipatedAl-drivencostreductionstoexceed10percentoncethetechnologyisfullyscaledacrosstheirorganizations.6

Astheyattempttoachievethosegoals,telcoswillneedtoadapttothefactthatdataisthecorecompetitiveassetinanAlenvironment.Thatgivesevengreaterurgencytotheindustry'spressingneedtostandardizeitsfragmentedsystems,breakdownsilos,andmakestructureddataeasilyaccessibleatalllevelsofthecompany.Atthesame

time,standingoutfromthecrowdcouldbecomeevenmorechallenging.TheriseofAl-poweredagentsrisks

furthercommoditizingthetelcomarket,withallplayersofferingsimilarefficiencyandservicequality,asituationthatcouldforcetelcostobeevenmoreinnovativeandcreativeincommunicatingadistinctivevalueproposition.

³Basedonasampleof166publicytraded,largetelecomoperators,includingtowercompanies,acrossAfrica,Asia,Europe,theMidleEast,Latin

⁴denablershAca.ofRewired:TheMcKinseyGuidetoOutcompetingintheAgeofDigitalandAl,McKinsey'sbroader,comprehensivedigital

andAltransformationframework.ThesecondeditionofRewiredwilbeavailableApil14,2026.Formoreinfomation,see,EricLamarre,KateSmaje,andRodneyZemmel,"RewiredtoOutcompete,"McKinseyQuarterly,June20,2023.

5McKinseyGenAlTelcoCxOSurvey,December2025(n=49).

⁶McKinseyTelcoCxOSurvey,January2026(n=125).

Thecriticalbetsonthefutureoftelcovaluecreation6

Exhibit2

Thestrategicmovestelcoscanmaketoreignitegrowthvarybylevelofimportanceandimplementationstage.

TelcovaluecreationstrategicbetsbydomainImplementationisongoingor

Relevance,%fullylive,²%ofrespondents

DomainStrategicbetOverviewofrespondents0100

Al-nativeAl-drivencostTriggeringsignificantcostreductionby

transformationefficiencyharnessingAltoredesignprocessesacrossalloperationsandsupport

functions

Zero-touch

operations

UsingAlandautomationtoenableproactive,autonomous,andfaster

operationswithminimalhuman

interventionacrosstheenterprise

Al-poweredcustomer

lifecycleengagement

Drivinghighlytailoredengagementacrosstheentirecustomerjourmey,frombrand

buildingandconversiontoretentionandupsell

Al-drivenvalueDeliveringpersonalizedexperiences

propositionthroughintelligent,value-addedservices,suchasvendor-agnosticAlassistants

GrowthbeyondVerticalExpandingbeyondcoreconnectivityby

thecoreecosystembundlingstandardtelecomserviceswith

expansionadjacentofferings(eg,security,

entertainment,insurance,energy)

ICT³productsBecomingtrusteddigitaltransformation

andservicespartnerswithend-to-endenterprisetechsolutionsthatspancloud,cybersecurity,andITmanagedservices

NetworkAPlsFosteningthedevelopmentofnew5G-

relatedproductsandservicesbyworking

togethertorolloutstandardized,globalAPIplatforms

Private5Gnetworks

Monetizing5Ginfrastructurethrough

vertical-specificenterpriseofferingsinsuch

areasasmanufacturing,logistics,andpublicinfrastructure

InfrastructureAlPositioningtelcosastrustedprovidersof

innovationinfrastructureAl-capableinfrastructure(including

sovereignAl)tosupportnationalprionitiesandenableenterprise-scaleAldeployment

Network

excellence

IncorporatingAlandautomationtoprovide

intelligentandresilientnetworksasnetwork

equalityreemergesasakeydifferentiator

InfrastructureandIT

modernization

UpdatinglegacynetworksandITsystems

withcloud-native,real-timearchitecturestoreducecomplexity,cutcosts,andunlock

Al-enabledserviceinnovationatscale

MarketDelayeringCarvingouthigh-potentialtelcounitsinto

shapingindependententitiestoenablespecialized

governance,fasterscaling,andstrongerperformance

StrategicM&AFocusingonindustryconsolidationto

benefitfromenhancedeconomiesofscaleandvaluepropositiondifferentiation

Question:Whichofthestrategicbetsistedaremostrelevanttoyou(pleaseselectthe5mostrelevant)?

²Question:Howfarisyourcompanyintheimplementationjoumeyforyourselected5mostrelevantbets?Pleaseindicatelevelandstatusofimplementation.mplementationfiguresrepresenttheshareofrespondentswhoidenffiedthegivenstategcbetasoneofther5mostrelevantandsaidtheirimplementationsareeither"ongoing"or"fulyIive:"

3lnformationandcommunicationstechnology.

Source:McKinseyTeloCxOSurvey,Jan2026(n=125)

McKinsey&Company

Thecriticalbetsonthefutureoftelcovaluecreation7

OvercomingsuchrisksandsucceedingatanAl-nativetransformationwill,aboveall,requiretelcostoembracefoundationalchangeinthefollowingareas:

-Al-drivencostefficiency.ArguablyoneofthemostfoundationalelementsofanAl-nativetransformationistodrivesignificantcostreductionbyharnessingAltoredesignprocessesacrossalloperationsandsupportfunctions.Itmakessensethenthatthisareaattractedthemostconsensusinourmostrecenttelcoleader

survey,withcloseto60percentofexecutiveschoosingitasoneoftheirtopstrategicpriorities.?Telstra,theleadingAustraliantelco,achievedAU$122millionincostsavingsinjustthefirstyearofitsprogramtoembedAlacrossallitscorporateprocessesandbusinessworkflows.AspartofwhatitdubbedProjectT25,Telstrashiftedfromrelyingonarosterof18differenttechvendorstoestablishingstrategicjointventureswithjusttwo,improvingcapabilityintegrationandgovernanceintheprocess.Anothertelcodevelopedagen-Al

poweredcopilotforitsfinancialplanningandanalyticsteamthatcouldhandlemuchofthepreviouslymanualandtime-consumingdatacollectionandresearchactivities,allowingemployeestofocusonhighervalue,

morestrategicanalyses,andsavingseveralmillionsinoperatingexpenses.

-Zero-touchoperations.UsingAlandautomationtominimizehumaninterventionisanotherkeypieceof

thepuzzle.Reachingthisgoalofproactive,autonomousoperationshasthepotentialtoradicallyreshape

back-officeandsupportfunctions,butitisnosmallfeat.Itrequires,amongmanykeyenablers,cross-domaindataflowsthatseamlesslylinkIT,network,andoperationswithreal-time,cross-domaindataflows.BT's

procurementunit(BTSourced)usesAlsourcingandanalyticstoolstoautomateandquickentendering,supplieronboarding,andspendanalysis,improvingdecision-makingintheprocess.

-Al-poweredcustomerlifecycleengagement.ProvidingtailoredengagementforbothB2CandB2B

customersisincreasinglytablestakesforanysuccessfultelco,andleveragingAlisessentialtoreaching

thatgoal.Iftelcoscanincorporatethetechnologyintoeverystageofthecustomerjourney,frombrand

buildingandconversiontoretentionandupsell,theycanspursizeableimprovementsinrevenue(5to8

percent),upsell(50percent),andchurnreduction(30percent).Onetelcocallcenterstrugglingwithperiodsofundercapacityandovercapacity,forexample,wasabletoshaveitscustomerwaittimesfrom3minutesto

30secondswithnobudgetincreasebyusingAltobetterpredictcalltrafficpatternsandadjuststaffingasaresult.AnothertelcohasusedgenAltoolstocutby70percentthetimeittakestodevelopandactivateanewpersonalizedmarketingcampaignorproductoffering.

-Al-drivenvalueproposition.AkeystrategicbetthatformsthecoreofanAl-nativetransformationistappingthetechnologytoprovidehyper-personalizedexperiencesandservices.Suchinnovativeofferings,whichinsomecaseshaveshownthepotentialtoincreaseB2CARPUbyasmuchas5to10percent,couldrangefromvendor-agnosticAlassistantsthathelpusersdealwithfragmentedLLMs,tolocalizededgehostingofLLMsclosertotheenduser.Severaltelcoshavealreadygonedownthisroute:SKTelekom,forinstance,rolled

outanAl-poweredpersonalassistantasanintegratedpartofitsmobileplansthathelpsinsuchareasasshoppingandtravel.

Thistypeofbold,multifacetedeffortdependsonseveralfactorsthatcanmakethedifferencebetweenrealizingambitionsandencounteringsignificantsetbacks.Thesekeyenablersinclude:

-Changemanagement.Alimplementationultimatelycomesdowntohelpingagroupofpeople,oftenafteryearsofingrainedroutines,tofundamentallyreshapehowtheyworkdaytoday.Thatseismicshiftrequirestime,committedandvisibleleadership,acomprehensiveredesignofcoreprocessesandincentives,andasignificantinvestmentinupskilling.InarecentgenAl-focusedsurveyoftelcotopexecutives,morethan

⁷McKinseyTelcoCxOSurvey,January2026(n=125).

Thecriticalbetsonthefutureoftelcovaluecreation8

three-quartersidentifiedslowadoptionbecauseofweakchangemanagementasthebiggestobstacletoscalingAlimpact.8

-Al-readysystems.Theseincludesystemsthatintegrateandstructuredatafromcustomerjourneysinrealtime.TheyalsoincludemodulargenAltoolsforcontentcreationandtargeting,andcross-functional,agileteamstoenablepersonalizationsprintsandrapidlyrolloutandrefinenewAlcampaigns.

-Cross-functionalproductsquads.Theseincludeteamsfromtheproduct,engineering,andgo-to-marketfunctions,andedge-readyinfrastructurethatcanhostLLMslocally,securely,andcost-effectively.

-Abilitytoform,manage,andscalestrategicpartnerships.TheseneedtobemadewithabroadersetofplayerscomplementingtelcosintheAlandtechecosystem,includinghyperscalers,systemintegrators,specialistsolutionplayers,digitalinfrastructurespecialists,andimpactpartners.

Inthosemarketswheretelcoshappentobepartoflargerdiversifiedconglomerates(suchasthoseinmanypartsofAsia),buildingtheseenablersoftenpresentsplatformingopportunitiestocommercializecapabilitiesboth

internallyandexternally.

Growthbeyondthecore

Astraditionalconnectivitymarketsmatureandcompetitiveintensitycontinuestorise,telcosfacemountingpressuretounlocknewsourcesofsustainablegrowth.Evendata,oncetheindustry'sprimaryvaluecreationengine,isincreasinglycommoditizing.Amidthischallengingenvironment,telcosseekinganewcommercialgrowthpatharealreadytestingandscalingnewbusinessmodelsthatextendwellbeyondcoreconnectivity.

Telcoshappentobewell-positionedforthispursuit.Thesector'spositionatthecenterofthedigitaleconomyaffordsitreal-timeaccesstodatageneratedacrossnetworks,devices,locations,andusagepatterns,and

atascaleandgranularitymatchedbyfewothersectors.Thisuniquedataadvantage,combinedwithtrustedcustomerrelationshipsandubiquitousinfrastructure,enablestelcostoshiftfromsellingdiscreteproductstodeliveringintegrated,value-addedservices.

Byresponsiblyandsecurelyleveragingnetworkandcustomerinsights,operatorscancreatedifferentiated,

customizedofferingsinbothB2CandB2Bmarkets.Theserangefrompersonalizedconsumerexperiences

(includingenergy,content,insurance,security,omnichannelretailandotherofferings)builtaroundavertical

ecosystemtoindustryspecificenterprisesolutionsthatenhancesecurity,efficiency,andperformance.Leadingplayersarealreadytranslatingthisshiftintoactionbyexpandingintoadjacentdigitalverticals,end-to-end

ICTservices,networkAPls,andprivate5Gnetworks.Intheprocess,theyareconvertingexperimentationintoscalablegrowth,unlockingnewrevenuepools,andbuildingamoreresilient,long-termvaluecreationmodel.

-Verticalecosystemsexpansion.Expandingbeyondcoreconnectivitytoofferadjacentservicesthat

unlocknewrevenuepoolsisacriticalcomponentfortelcoslookingtodriveaneweraofhealthygrowth.Theseofferingscouldrevolvearoundeverythingfromsecurityandentertainmenttoinsurance,energy,

andfintech,tappingtheindustry'sreachandinfrastructuretodramaticallyexpandthescopeofcustomerrelationships.Forward-thinkingtelcosarealreadyleadingthewayinthisarea,shiftingfromamindsetofsellingproductsintoanecosystemofvariedservicesthatcanwidenthevalueproposition.Canada'sTelusnowgetsaquarterofitsrevenuesfromB2Bdigitalverticalsforhealthcare,agriculture,digitalprocessandbackofficesolutions,partofadiversificationstrategythathashelpedthecompany'sTSRoutperformthecountry'sbroadertelcosector.

8McKinseyGenAlTelcoCxOSurvey,December2025(n=49).

Thecriticalbetsonthefutureoftelcovaluecreation9

SeveralEuropeantelcosareaddingadditionalservicestotheirportfolio.SpanishoperatorMasOrange,

forinstance,hasfocusedonexpandingintoadjacentcategoriessuchasenergy,insurance,security,and

health/telemedicinetoserveitscustomerbasewithvalue-addedservicesandtohelpincreaseARPUand

reducechurn,allwhilereinforcingitscoreconnectivityvalueproposition.Byleveragingadynamic,TechCooperatingmodelofindependentunitsandagileplatformsandscalingthroughpartnershipsandotherflexiblecollaborationmodels,MasOrangehasbuiltanumberofgrowingnewbusinesses.Thesehaveincludedan

app-controlledelectricity-and-gasservice,whichitsoldlastyearfor90millioneuros;aninsurancebusiness(mobile,home,health,andpaymentprotection)withacumulativeambitionofmorethan7.5millionpoliciesandoverE1.5billioninpremiumvolume;acobrandedhomesecuritybusiness(withADT)thathasreduced

churn;andB2Bfocusedofferings,includingacybersecurityandloTofferingthataresupportingARPUupliftandprofitabilitythroughhigher-valueenterpriseservices.Italy'sWindTrehasenjoyedsimilarinitialsuccessbyrollingoutinsuranceandenergyproducts,usingupskillingandrealignedincentivestoenableitsstore

clerkstohelpdriveinterestandsalesofasignificantvolumeofpoliciesoragreements.

-ICTproductsandservices.Asmoreenterprisesseekoutthird-partysupportinoptimizingtheirrapidlyevolvingpatchworkoftechnologiesandsystems,telcoshavealucrativeopportunitytoplayabiggerroleindigitaltransformation.ByexpandingfromcoreB2Bofferingsintoend-to-endsolutionsthatspancloud,cybersecurity,andITmanagedservices,theindustrycangrowB2BICTintoadynamicbusinessthatt

accountsforasmuchas20percentoftotaltelcorevenue.OneEuropeantelcousedthatmodeltogrowitsshareofthedomesticcloudmarket,upgradingitsinfrastructure,upskillingemployees,andstrikingkeypartnershiponthewaytomorethandoublingitscloud-relatedrevenuesandearningsinfouryears.

-NetworkAPI.Theeffectivemonetizationof5Ghasbeenasignificantchallengefortelcossincethewirelesstechnology'sdebutseveralyearsago.Byworkingmorecloselytogethertorolloutstandardized,globalAPIplatforms,theindustrycanspurthecreationofnew5G-relatedproductsandservicesthatleveragefeaturessuchasspeedondemand,low-latencyconnections,speedtiering,andedgecomputediscovery.Atrioof

BrazilianoperatorsrecentlypartneredonanAPlinitiativetohelpfinancialinstitutionsimprovedigitalsecurityandantifinancialfraudefforts.Workingwiththeindustry'sGSMAOpenGatewayInitiative,TIM,Claro,and

VivodevelopedthreecustomizedAPlsfocusedoncontinuousmobilenumberverification,SIMcardswap

checking(topreventaccounttakeoverattacks),andinstantdevicelocationandvalidation.Theservicesarealreadyreachingcloseto150millioncustomersandearlyresultshavebeenpromising,notonlygenerating

$9millioninincrementalrevenuefromtheSimSwapAPlalonebutalsodeliveringtangibleconsumerbenefits.

-Private5Gnetworks.Anothervehicleforincreasingtelcos'returnon5Gisc