The commercial prospects of high-tech telecoms strategy, value chains, and pertinent business economics (transactional or transitional) rest on an underlying pivot: the strategy paradox. If there is a single phrase that encompasses how the variety of strategic and commercial imperatives play out in the market, it is the elimination of strategic uncertainty. In other words, how infrastructure vendors can pursue new growth initiates by making the right (strategic) commitments today, and, equally importantly, align those commitments with tomorrow’s competitive circumstances. The path to the summit gets even steeper when we consider that decision makers do not know what the circumstances will be because the future is, unsurprisingly, unpredictable.
A strategy discussion around new growth would therefore need to be framed around two strands: one, the realities of the current telecoms marketplace and, two, the telecoms’ competitive dynamics relative to other industries now and in the future. The demand side in telecoms has for some time hit an impenetrable commer…
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