Making Sense of the Telco Cloud

In recent years the cloudification of communication networks, or “telco cloud” has become a byword for telecom modernisation. This Telecoms.com Intelligence Monthly Briefing aims to analyse what telcos’ transition to cloud means to the stakeholders in the telecom and cloud ecosystems. Before exploring the nooks and crannies of telco cloud, however, it is worthwhile first taking an elevated view of cloud native in general. On one hand, telco cloud is a subset of the overall cloud native landscape, on the other, telco cloud almost sounds an oxymoron. Telecom operator’s monolithic networks and cloud architecture are often seen as two different species, but such impressions are wrong.

(Here we are sharing the opening section of this Telecoms.com Intelligence special briefing to look into how telco cloud has changing both the industry landscape and operator strategies.

The full version of the report is available for free to download here.)

What cloud native is, and why we need it

“Cloud native” have been buzz words for a couple of years though often, like with many other buzz words, different people mean many different things when they use the same term. As the authors of a recently published Microsoft ebook quipped, ask ten colleagues to define cloud native, and there’s good chance you’ll get eight different answers. (Rob Vettor, Steve “ardalis” Smith: Architecting Cloud Native .NET Applications for Azure, preview edition, April 2020)

Here are a couple of “cloud native” definitions that more or less agree with each other, though with different stresses.

The Cloud Native Computing Foundation (CNCF), an industry organisation with over 500 member organisations from different sectors of the industry, defines cloud native as “computing (that) uses an open source software stack to deploy applications as microservices, packaging each part into its own container, and dynamically orchestrating those containers to optimize resource utilization.”

Gabriel Brown, an analyst from Heavy Reading, has a largely similar definition for cloud native, though he puts it more succinctly. For him, cloud native means “containerized micro-services deployed on bare metal and managed by Kubernetes”, the de facto standard of container management.

Although cloud native has a strong inclination towards containers, or containerised services, it is not just about containers. An important element of cloud native computing is in its deployment mode using DevOps. This is duly stressed by Omdia, a research firm, which prescribes cloud native as “the first foundation is to use agile methodologies in development, building on this with DevOps adoption across IT and, ideally, in the organization as well, and using microservices software architecture, with deployment on the cloud (wherever it is, on-premises or public).”

Some would argue the continuous nature of DevOps is as important to cloud native as the infrastructure and containerised services. Red Hat, an IBM subsidiary and one of the leading cloud native vendors and champions for DevOps practices, sees cloud native in a number of common themes including “heavily virtualized, software-defined, highly resilient infrastructure, allowing telcos to add services more quickly and centrally manage their resources.”

These themes are aligned with the understanding of cloud native by Telecoms.com Intelligence, and this report will discuss cloud native and telco cloud along this line. (A full Q&A with Azhar Sayeed, Chief Architect, Service Provider at Red Hat can be found at the end of this report).

The main benefits of cloud native computing are speed, agility, and scalability. As CNCF spells it out, “cloud native technologies empower organizations to build and run scalable applications in modern, dynamic environments such as public, private, and hybrid clouds. Containers, service meshes, microservices, immutable infrastructure, and declarative APIs exemplify this approach. These techniques enable loosely coupled systems that are resilient, manageable, and observable. Combined with robust automation, they allow engineers to make high-impact changes frequently and predictably with minimal toil.”

To adapt such thinking to the telecom industry, the gains from migrating to cloud native are primarily a reflection of, and driven by, the increasing convergence between network and IT domains. The first candidate domain that cloud technology can vastly improve on, and to a certain degree replace the heavy infrastructure, is the support for the telcos’ own IT systems, including the network facing Operational Support Systems and customer facing Business Support System (OSS and BSS).

But IT cloud alone is far from what telcos can benefit from the migration to cloud native. The rest of this report will discuss how telcos can and do embark on the journey to cloud native, as a means to deliver true business benefits through improved speed, agility, and scalability to their own networks and their customers.

The rest of the report include these sections:

  • The many stratifications of telco cloud
  • Clouds gathering on telcos
  • What we can expect to see on the telco cloud skyline
  • Telco cloud openness leads to agility and savings — Q&A with Azhar Sayeed, Chief Architect, Service Provider, Red Hat
  • Additional Resources

The full version of the report is available for free to download here.

Reducing risk and minimising transformation pain

When calculated risks are successful, revenue and customer loyalty increase, and C-level executives get big rewards. This TMF report looks at both sides of risk and assesses different options for transforming BSS based on potential risk and rewards. The good news for operators is that there are many options for transformation, and they can choose a path that best suits their existing support system environments.

Read this report to understand:

  • What the risks are in digital transformation and how to navigate them
  • Why edge computing could be a key part of telcos’ digital transformation strategies
  • How CSPs are using, digital BSS solutions to launch in new markets
  • Why using a microservices-based overlay can be a good strategy
  • Why best-of-breed solutions are making a comeback
  • How TM Forum’s Open Digital Architecture can help CSPs transition to cloud-based BSS

Ericsson under pressure to sell Iconectiv operations – report

Ericsson is reportedly under pressure from activist investors to sell OSS/BSS business unit Iconectiv, a deal which could be worth more than $1.5 billion.

According to Bloomberg, activist investor and Ericsson’s largest shareholder Cevian Capital is kicking up a fuss. Several new ideas have been presented to the management team, as well as demands to sell Iconectiv, a business unit which provides solutions for network and operations management, numbering, registry and fraud prevention.

Ericsson has said it would not be able to provide confirmation or comment for market rumours.

With 5G deployment plans being slowed in recent months thanks to the on-going COVID-19 pandemic, vendors are starting to feel the pinch. Although Asian radio equipment vendors seem to be surviving the slowdown, European rivals are seemingly under pressure.

Nokia recently said COVID-19 had a €200 million negative impact on the business, with revenues for the Networks unit down 6% year-on-year, while Ericsson reported a group revenue decline of 2%.

Ericsson CEO Börje Ekholm has put a brave face on the situation, and it did appear investors were rallying around the Swedish telecom infrastructure vendor. The divestment rumours would suggest otherwise, however.

While there has been a positive reaction from the financial markets following Ericsson’s most recent earnings call, share price has dropped 4% the weekend albeit there has been a minor recovery today (May 4).

Under Ekholm, Ericsson has been stripping back investments in areas which would be considered outside core competencies. Mobile telecoms infrastructure is front and centre of the business, which might please some of the more traditional investors who wear the scars of attempted diversification, but there is such a thing as going too far.

Such a move is certainly in-line with the slash and crash Ekholm strategy to double down on network infrastructure, but it still remains to be seen whether such a restrictive and finite approach to business is sustainable in the long-term.

Why agility will be at the heart of 5G monetisation

This article is sponsored by Openet

As the 5G digital services race begins, we now find communication service providers (CSPs) at various stages of planning, designing or deploying new infrastructure. The range of potential 5G use cases are huge. Everything from gaming to smart factories to VR-based entertainment. Unlike in the 4G era, the operators have one asset that can help establish their place at the center of the 5G value chain. That asset is the 5G network itself, or more specifically the opportunity to manage network performance down to individual application level using network slicing.

Network slicing has emerged as a leading technology that will unlock the true value of 5G for enterprises and industries. It is expected to change the economics of the connectivity business by enabling new providers to enter the market—for example web-scale players—and allowing vendors to offer competitive ‘networks-as-a-platform’ services.

But this new technology, cannot be truly be successful if it is run on legacy monetisation tools still used by many CSPs. These outdated systems are likely incapable of supporting the complex use cases network slicing will enable. In fact, CSPs will likely have to adopt a ‘trial and error’ approach when it comes to launching these new use cases and understanding appropriate revenue models. This calls for an extremely agile monetisation platform that is both configurable and scale-able.

Monetisation of the future

Traditionally, CSP monetisation systems have been highly customised for specific requirements and use cases. While this has worked for previous wireless generations that have come with their dedicated use cases—3G was all about voice, while 4G was focused on video—this approach will not work in a 5G age. Indeed, future monetisation platforms must be agile and configurable to meet the dynamic requirements of 5G and support the lack of clarity regarding its use cases. This will require CSPs to embrace modular and scale-able approaches that allow for monetisation platforms to be customised in real-time, according to individual use case requirements.

What’s more, CSPs should embrace cloud-based delivery models, doing away with legacy deployment models, requiring high levels of support and integration. By leveraging cloud-based models, CSPs will be able to upgrade solutions seamlessly and quickly, thus futureproofing CSP monetisation for the long-term. In addition, CSPs will be able to leverage cloud capabilities to drive automation, for example by enabling automated slice creation and application allocation and eventually application automation whereby slice selection or instantiation can be called up by the application itself.

5G is creating a paradigm shift for CSPs that is prompting them to think differently about monetisation. It is driving them to embrace new business models that can support a variety of anticipated—yet undefined—use cases and to cater to new customer profiles—namely the enterprise. But their monetisation success will be heavily reliant on their ability to build monetisation tools that enable them to cope with the demands of network slicing. So what do those requirement look like when thinking about monetisation?

Network slicing prowess

Network slicing will enable a number of exciting use cases. Importantly, it will allow CSPs to monetise their network assets in a way that has never otherwise been possible. By leveraging network slicing, CSPs will be able to set dedicated SLAs for specific applications, and finally put a price on network performance guarantee.

Monetisation will therefore need to move away from a ‘one size fits all’ approach. Indeed, CSPs leveraging network slicing may consider three different approaches to monetisation. First, cross-slice charging whereby a single, centralised charging engine is used to charge for all services across all slices. Second, in-slice charging, whereby each slice will have its own charging engine, with each responsible for charging for all services occurring within the slice. Third, hybrid slice charging whereby CSPs choose to use a combination of cross-slice and in-slice charging, for example in-slice charging systems may be selected for ultra-low latency use cases, while cross-slice charging can be deployed across all other slices.

When thinking about their approach to monetisation, CSPs must take into consideration how new phases of 5G deployment will drive the evolution of network slicing, going from capacity-based slices to service-specific slices, and ultimately, to application-driven slices. This evolution will have a knock-on effect on monetisation; we’ll see CSPs go from requiring only near real-time charging to being reliant on fully cloud-based monetisation systems.

5G and network slicing will create new, exciting opportunities for CSPs to rethink how they monetise their network, and how they create new revenue streams. But doing so will require fresh thinking and new approaches, it will force them to unshackle themselves from the burden of legacy software and look towards agile ways of working, such as open source and DevOps. It will prompt a change in CSP culture and finally give them the ability to be bold, and brave, and will ultimately dictate their success in a 5G era.

Digital Transformation Tracker: Culture change for CSPs

TM Forum’s Digital Transformation Tracker 4 explores how a cultural change in IT is critical for communications service providers (CSPs). TM Forum surveyed nearly 150 executives, and found that most CSPs are optimistic about the future. However, cultural change is slow and difficult to scale. For instance, different agile development frameworks work well within CSP IT teams, but others are unsuitable or unsustainable. Learn how to affect cultural change within your organization to boost innovation and digital transformation initiatives.

Case Study: Amdocs creates dynamic development with Red Hat OpenShift

Amdocs’ mission is to deliver business improvements that create growth for its communications and media customers. As these industries become more dynamic, Amdocs sought to become faster and more agile in its service development approach. By building key new OSS/BSS applications as microservices running on Red Hat OpenShift Container Platform, the company can deliver new features and services to market faster, as well as transform its entire development culture to focus on open, efficient work.

 

Best of breed, not best of suite

Telecoms.com periodically invites third parties to share their views on the industry’s most pressing issues. In this article, Martin Morgan, VP Marketing, at Openet, looks at how the BSS market is evolving.

For all operators around the world, cost continues to be a big concern—whether that be the cost of 5G infrastructure, or the cost of maintaining or increasing their subscriber base. Any potential cost saving operators achieve can have a big impact on their overall profitability. This is forcing operators to rethink old ways of working. It is propelling operators towards a more open, collaborative way of working that is seeing smaller, independent network vendors displacing major NEPs. Change is happening across the entire network – in the core, in the RAN and in supporting OSS and BSS.

The emergence of open RAN is a key example of this change. The trend of operators embracing and deploying general-purpose, vendor-neutral RAN hardware and software is changing the game. Moving away from vendor-centric RAN solutions is presenting massive cost savings to operators—savings few can ignore.

As always, intelligent business practice means optimising all available efficiencies on offer to deliver maximum value to shareholders. Operators that innovate most expansively when it comes to new approaches will reap the benefits. The rise of network and digital transformation projects has encouraged operators to experiment and reinvent themselves. In many cases, this new culture of freedom and experimentation is at loggerheads with the agenda of the major NEPs. Open RAN is an example of this freedom to think and act differently and there is a similar trend taking place with BSS.

Putting the operator first

BSS has traditionally been made up of large, costly systems that are slow to move, and difficult to upgrade. These were often offered by large vendors, as part of mega contracts to deliver multiple solutions across an operator’s network. While this approach may have seemingly made the process of technology procurement more “convenient”, the reality is that it has also left operators with solutions that are incapable of keeping pace with market dynamics and meeting subscriber expectations. Luckily, the move to more open architecture and adjunct systems are overcoming these limitations and offering the speed and agility to evolve with new technologies, like 5G, and enable operators to launch and monetise new services in super quick time. Digital BSS now very much exists for operators to maximise the digital 5G age.

This new approach is changing how vendors view their operator customers, and how operators perceive their vendors. We’re seeing more and more vendors work together, as opposed to against each other, with different vendors bringing their best “assets” to the operator table. We’re also seeing the creation of multi-vendor ecosystems and environments within operator networks that encourage the open RAN principles of innovation, performance and standardization in a way that the traditional ‘best of suite’ approach simply didn’t.

So what’s changing for vendors? Well, quite simply, they’re having to focus on things that were once deemed less important, for example: quality, efficiency, and flexibility around integration. They’re now having to think about what operators want from them, rather than what they have to offer. We’re also seeing a push towards adopting open APIs and open architectures, that are helping operators drive lower integration costs for BSS software, lower cost to serve and reduce the length of development cycles.

What being open truly means

For operators, this move towards a new way of working is very good news. Today, more than ever, operators need to have the agility to deploy new services quickly and easily. The days of waiting for months for a new service, feature or offering to be deployed are now over. Operators need to be able to act fast and build new offers to react to changing consumer trends. Doing so will not only ensure they are able to monetise their current and future network assets, but can also play an important role in boosting subscriber engagement, preventing the operator from being seen as a utility or a “dumb pipe”.

Operators around the world are already reaping the rewards of embracing this open, agile way of working. For example, in Indonesia, leading operator Telkomsel built and launched an entirely new sub-brand targeting its growing Gen-Z population in just 18 weeks. Telkomsel built by.U using open digital APIs, open digital architectures and an ecosystem of vendors all working together to implement an end-to-end BSS suite. This kind of agility helps operators innovate quickly and react to changes and trends occurring across their subscriber base—in this case, Telkomsel knew it needed a new, different offering to appeal to a younger audience and for that a new brand was critical.

The fact that Open RAN and its principles are being applied to other parts of the network has many upsides for operators. What may have once been seen as a risky approach to deploying new technologies, may today be a safer alternative. In an open, multi-vendor environment, managed by an SI, an underperforming vendor can easily be swapped out without placing strain on the rest of the operation. This gives operators the freedom to choose and select who they work with and on what terms, and reduces the cost and headache associated with being stuck in lengthy impractical vendor-operator relationships.

Ultimately, this open collaborative approach is all about giving operators the right tools to become the digital providers of tomorrow.

 

Martin Morgan is the VP Marketing at Openet. With 30 years’ experience in mobile communications software, Martin has worked in mobile since the early days of the industry. He’s ran the marketing teams for several BSS companies and served on trade association and company boards. In that time, he’s spoken at over 50 telecoms conferences worldwide and had a similar number of articles published in the telecoms trade press and served on trade association and company boards. At Openet Martin is responsible for marketing thought leadership and market interaction.

Is your legacy charging system ready to monetize 5G?

Telecoms.com periodically invites expert third parties to share their views on the industry’s most pressing issues. In this piece Marc Price, CTO at Matrixx, looks at how operators need to adapt to cash in on the 5G era.

5G networks will change the way we live and experience the world, with nearly instantaneous speeds, new services such as Mixed Reality (MR), Augmented Reality (AR) and Virtual Reality (VR), and most importantly an expanding ecosystem of enterprise solutions, involving network services that can be scaled and right-sized for wholesale business-to-business-to-customer or enterprise (B2B2x) solutions.

Despite the hype, however, the first 5G services won’t arrive with much fanfare: changes will be rolled out slowly and some customers might not even notice the initial differences.

It might be tempting to think that 5G changes are incremental, and while major network investments are required, business systems won’t require big changes. Nothing could be further from the truth. In addition to changing our lives and habits, 5G will revolutionize business models for consumer devices, smart cities, factories, agriculture, and venues. Not only will 5G deliver a massive increase in the volume of transactions, it will involve a massive variety of transactions – which raises a fundamental question: how should customers be charged for these services?

Traditional telco billing/charging systems were built for a simpler world, where services are often measured in minutes and megabytes. What happens when new pricing schemes are needed for millions of users making small transactions with thousands of different services? How can service providers spur interactions and automate new functions harnessing rich analytics across a breadth of new network functions? If a charging system isn’t built for a 5G environment, it will fail in all these aspects, which means another year of flat revenue for communication service providers (CSPs) and a few more steps along the march toward being a dumb pipe.

5G Requires Cloud Natives – Not Cloud Tourists.

5G isn’t just another “bigger and faster” network. Yes, 5G networks will offer exceptional speed and scalability, but it’s not just a bigger bit pipe. The next generation network is positioned to empower CSPs as digital service providers, harnessing a flexible, automated, cloud-based architecture to launch new services quickly and employ the same web-scale efficiencies as digital leaders like Amazon, Facebook and Google. This requires a cloud native approach.

Cloud native is a specific set of architectural requirements defined by the Cloud Native Computing Foundation (CNCF) that includes the use of containers, microservices, dynamic orchestration, and the separation of stateful and stateless services, among other things. Updating an existing legacy solution to run in a virtualized environment is not cloud native. It would be more appropriate to call this a cloud tourist, as it can exist in a cloud environment, but isn’t adapted to it. Cloud tourists will still face many of the same performance and scalability limitations in a cloud environment as their non-virtualized counterparts.

Cloud native solutions are optimized for distributed environments, regardless of the platform infrastructure. Well-designed applications running in distributed systems are central to the promise of 5G and will enable an evolving ecosystem of massive new IoT devices, slices for enterprise and new business models.

Software solutions like these run natively in containers (e.g., Docker) with container orchestration (e.g., Kubernetes), are designed as loosely coupled microservices that use shared resources, use lightweight APIs to collaborate with other solutions, and handle elastic and resilient deployments as only a truly distributed and dependable architecture can.

Charging and Billing Must Be Cloud Native, Too.

5G is revolutionizing the kinds of digital transactions that will happen over many new emerging devices. These could be billions of tiny transactions from smart meters installed in our homes or in cities. Or they may be dozens of transactions processed through our smartphones as instant transactions or digital shopping carts. 5G will not only bring an increase in the volume of transactions; it will involve a massive variety of transactions.

Some 5G transactions will be stateless, such as “one and done” transactions like buying a movie. Other transactions will be stateful – for example, paying a per-minute charge for a live video chat with a healthcare professional. Some may require extremely low latency (e.g. virtual reality experiences), while others may need to be scaled up and torn down quickly (e.g. augmented reality services at a live event).

Because of the demands of differentiated services, 5G networks are fundamentally different by design. With 4G, monetizing the network means charging more for data and video services. In 5G, however, CSPs will need to be creative. They’ll need to slice their network to provide very different experiences for their customers: one slice for low-cost, high-latency IoT traffic, another slice for high-cost, low-latency emergency response services. In addition, CSPs will need to be able to create, deploy and tear down services quickly if they expect to create value in an ecosystem involving their agile, over-the-top (OTT), digital-native competitors.

Charging and billing systems must adapt to this new world. As new network slices are created, new billing and charging services will need to be created to support those slices. These charging services should be designed to scale up and down seamlessly, move out of the core network and into the network’s edge for lower latency, apply different policies for security and quality, and a myriad of other considerations. In short, charging and billing needs to behave like a cloud native so it can be easily integrated into and meet the performance requirements of 5G services.

Monetizing 5G Is Different by Design.

The business models for 5G will be radically different than those for 4G services. New services will be more immediate and transparent, providing incremental value via “networks on demand” and through tailored services, with nuance and scale not available in legacy networks. These distinctions will impact both enterprise and consumer pricing as 5G matures. In turn, solutions are needed that are ideally suited to support billions of stateful transactions at the scale and speed that 5G services require.

Design principles for 5G charging systems must evolve likewise, both with respect to application and database design. In order to understand why a new database may be needed for 5G scenarios, one must consider where other databases fail. To begin with, telecommunications networks are very different than most computer networks. For example, most networks can sustain some level of packet loss, re-sending the lost packets at a later point without losing the integrity of the session. Any kind of loss is intolerable in real-time revenue bearing networks, however.

Similarly, most computer networks consist of stateless transactions, in which the state of the session can be lost without impacting the transaction itself. A stateful transaction is a different story. It requires that the state of the session be maintained with resilience, so data is not lost when failures inevitably occur.

To ensure stateful transactions in a 5G world, one needs a database with exceptional elasticity and resilience. The majority of industry databases use eventual consistency or asynchronous replication, neither of which provides the accuracy or performance required. An option involves an all-master data store architecture allowing each transaction to be simultaneously committed to multiple masters. If a transaction does fail, it will still be maintained by other masters and may be accessed seamlessly to provide service continuity. 100% accuracy and near instant performance are both required when charging and billing 5G services in a modern environment.

5G charging systems should also harness the full power of open source tools from the Cloud Native Computing Foundation to achieve much greater scale in distributed systems. However, careful design choices must ensure both the performance and consistency of telco transactions in such an environment. Without this level of performance, the charging system cannot act as a reliable management service in 5G networks, coordinating millions of valuable transactions every minute, delivered instantaneously and seamlessly to customers, and enabling new streams of revenue for the operator.

5G’s Payoff Depends on More Than Just the Network.

5G offers a world of opportunity for CSPs, particularly in the way that network services will be created, deployed and most importantly, monetized. Where the revenue focus in the past has been on direct-to-consumer services and, to some extent, direct-to-enterprise services, a new revenue focus for 5G will ultimately be on B2B2x (consumer or enterprise) services. In this new landscape, CSPs will no longer simply be technology providers, but business partners that help other businesses innovate, create and deploy exciting new services.

A legacy billing and charging system has no place in a 5G network. It can slow down revenue streams, create frustrating customer experiences and ultimately compromise CSPs’ ability to compete with native digital service providers. To win in a 5G world, a cloud native charging system delivering scalability, performance and reliability is what CSPs need to successfully stand up and monetize new 5G services. It is a key investment that will pay off for years to come.

 

As Global Chief Technology Officer, Marc Price accelerates MATRIXX Software’s worldwide growth through key software and solutions delivery initiatives. He works closely with the MATRIXX executive leadership, engineering and product management teams to drive industry-leading technology into the market and spearheads strategic engagement with key customers and partners. With almost thirty years of experience in the telecommunications market, Marc has held pivotal roles during the establishment of the real-time charging model, the changing landscape of digital transformation and the move to hybrid clouds and IoT. Prior to joining MATRIXX, he worked for Openet serving as CTO for the Americas where he led initiatives for software development, systems consulting and business development.

Huawei makes a number of bold claims at MWC replacement event

Huawei released a string of new products at its MWC replacement event in London and claimed to be number one in every field.

At its product and solution launch event, dubbed “5G, Bring New Value”, Huawei unveiled a number of new products including a new chipset, an updated 5G core, new solutions for private networks and optical transmission, a new IP router, and a new software suite.

These products were launched one by one after Ryan Ding, Huawei’s President of Carrier Business Group, already unveiled the 64T64R Massive MIMO 5G base station during his keynote, when he reiterated the claim he made a year ago that Huawei enjoyed 18 months’ leadership over its competitors. When asked to substantiate the claim in a subsequent analyst briefing, Huawei simply said its leadership is in all technologies.

Similar claims, if not down to the specific number of months of its leadership, were repeated in the other product launches. After the new flagship base station and other 5G solutions (Blade AAU, 5G X-Haul for higher network slicing precision, a new optical module for ultra-broadband transmission) were introduced in more details by Yang Chaobin, Huawei’s 5G Product Line President, Henk Koopmans (pictured), CEO of Huawei’s R&D UK, took the stage to unveil the new 5G chipset, called 5G pre-module. It has a 2/3/4/5G-in-one baseband that will work on frequency bands from sub-6GHz to mmWave.

Huawei stressed the reference design that comes with it which will make it easier for Huawei’s customers to onboard the platform and design and make their products. What is puzzling is Koopmans’s claim that this chipset, on a 7nm process, is the world’s most advanced design, and is the world’s first to support both standalone (SA) and non-standalone (NSA) 5G modes, clearly undeterred by the fact that the new Qualcomm 5G chipset launched two days earlier does exactly that, and is designed on a 5nm process.

Huawei’s new private network solutions, called HiCampus, include LAN switch and fibre. It focuses on providing its customers with full wireless connectivity, full fibre, and full AI. The AI capability is highlighted in the context of fast detection of root causes for network errors. Huawei claims that over 85% of its customers’ network errors can be automatically resolved.

Other new products introduced at the event include Huawei’s new 5G core, with highlight on what it calls “deterministic networking” (including E2E network slicing, service & topology awareness, and resource orchestration); intelligent optical network solutions, called OptiX, to deliver enhanced experience for home use (especially supported by embedded AI) and private networks (with passive optical LAN); NetEngine 8000, Huawei’s new IP router for data communications which the company claims to be the world’s first to be able to deliver service level agreement (SLA) assurance. Huawei’s new billing system, called Huawei 5G CBS R20, was the final launch at the event. The company claimed that the billing system has achieved the first live 5G SA implementation, with STC Kuwait.

Another key theme that threads all the product launches at the event was Huawei’s stress on the “green” advantage of its new products, with different percentages of energy consumption reduction attached to the feature introductions. This is assumed to not only demonstrate the power consumption efficiency that can save OPEX for its customers, but also echo the message from the GSMA representative at the event that telecoms industry is the first sector to comply with the United Nations Sustainable Development Goals (SDGs).

The Path to Cloud-Native Applications

The cloud-native approach describes a way of modernizing existing applications and building new applications based on cloud principles, using services and adopting processes optimized for the agility and automation of cloud computing. This e-book describes detailed steps as a part of a successful journey from where you are today to adopting a cloud-native application approach.