Vodafone pumps Manchester for 5G ecosystem development

In a few weeks’ time, Vodafone will become the second telco in the UK to switch on its ‘5G’ network, but up in Manchester, the team is focusing on ecosystem development.

At an event dubbed ‘Go Beyond’, the Vodafone team launched its Digital Innovation Hub in an attempt to help the next-generation. This is perhaps one of the important facets of 5G which is missed in general discussions; 5G isn’t just about speed, its about offering new tools to innovators to create services which would not be deemed possible on 4G networks.

“The Digital Innovation Hub is an example of how we are empowering today’s start-ups and small businesses with the expertise and technologies to help turn their blueprints into reality,” said Anne Sheehan, Business Director at Vodafone UK. “Our 5G services can help UK start-ups become global leaders in their fields.”

For the telcos, being first to launch 5G offers a competitive edge in the utilitised world of connectivity, and also bragging rights, but there is a bigger win for the economies and societies which drive forward the fastest; the opportunity and ability to get a jump start to create services which will define the technology world of tomorrow.

This would appear to be one of the objectives behind the innovation hub opened here by Vodafone; put the technology in the hands of start-ups and entrepreneurs.

“Such investment and commitment from the private sector supports our ambition to make Salford one of the world’s most attractive cities for digital enterprises,” said Paul Dennett, City Major of Salford.

“It will also boost the local economy and help attract new jobs and opportunities for the people of Salford, Great Manchester and beyond. This commitment also further strengthens Salford’s Innovation Triangle connecting MediaCityUK with the University of Salford and Salford Royal Foundation Trust, our outstanding and leading hospital in the City.”

Think about the impact which 4G had on yesteryear and today. Many of the countries who were the first to launch 4G networks created some of the most influential technology companies in the industry today. Prior to 4G, Uber, Spotify, Tencent, Alibaba or AirBnB didn’t exist (or did but weren’t anywhere near at full scale), but with the new connectivity buzz, new jobs, wealth and segments were carved out.

Arguably the UK missed out on this craze. It was the 28th country to launch 4G networks, and while it maintains a healthy position in the technology standings today, other nations who were quicker to the finish line reaped greater benefits.

5G isn’t just about going faster, it is about having the opportunity to create services which are not conceivable today. But to do that, the networks need to up and running. With all four of the MNOs planning to launch 5G this year, and each taking a slightly different geographical rollout plan, the UK has an opportunity to capture the new revenue created through the upgraded networks.

The UK currently accounts for around 35% of all European unicorns created over the last few years, while the technology sector has outpaced average GDP growth by 4X since the European referendum. The technology sector is on the up in the UK, but 5G launches and scaled deployment are critical to ensure this position is not eclipsed by other nations.

Google has another run at the AR world

Google is taking another crack at the growing augmented reality segment with the launch of Glass Enterprise Edition 2.

While the first enterprise product has seemingly trundled along without fanfare, Google will be hoping the segment is ripe enough to make the desired millions. Although this is a technology area which promises huge prospects in the future, sceptics will suggest society, networks and the supporting ecosystem isn’t quite ready to make this dream a reality.

“Over the past two years at X, Alphabet’s moonshot factory, we’ve collaborated with our partners to provide solutions that improve workplace productivity for a growing number of customers – including AGCO, Deutsche Post DHL Group, Sutter Health, and H.B. Fuller,” said Jay Kothari Project, Lead for Glass. “We’ve been inspired by the ways businesses like these have been using Glass Enterprise Edition.

“X, which is designed to be a protected space for long-term thinking and experimentation, has been a great environment in which to learn and refine the Glass product. Now, in order to meet the demands of the growing market for wearables in the workplace and to better scale our enterprise efforts, the Glass team has moved from X to Google.”

This is a massive step for any Google idea. Graduating from the moonshot labs to be listed as a genuine brand in the Google family is a sign executives think there are profits to be made now, not in the future. Over the last couple of months, we’ve seen the likes of Loon and Fi make their way into the real world, and now it is time for Glass to hit the big time.

Google Glass was first brought to the market in 2013, though this wasn’t exactly a riveting success. Perhaps it was just a sign of the ecosystem and society at the time; people just weren’t ready for this type of innovation. However, Google is a company which often demonstrates innovation leadership and it was never going to completely give up on this idea. The products were taken back to the labs and refined.

What you have now is an enterprise orientated product which has the potential to run into the mass market. This makes sense for two reasons; firstly, there are more immediate usecases for the enterprise world, and secondly, businesses have more money to spend on these types of products than the consumer.

What remains to be seen is whether Google has any long-term interest in the hardware space or whether this is a game-plan to generate momentum in an embryonic segment.

When you look at the smart speaker segment, Google was always set to make more money in software and services than the hardware space. As soon as the traditional audio brands got the idea, its products were going to come up short. However, selling the hardware cheap to gain consumer buy-in while simultaneously demonstrating market appetite to the traditional brands was an excellent move.

Now there are more mainstream brands starting to develop their own smart speakers, Google can create partnerships to ensure its virtual assistance is exposed to the consumer and make money through means which are embedded in its corporate DNA; third-party relationships and online advertising.

Google might well have ambitions to take a leadership position in the AR glasses space, but you can also guarantee it has bigger plans to make profits through the supporting software and services ecosystem.

Apple is facing complaints from developers for removing competing apps

Apps that help users control screen time have been removed or been demanded to curtail their features after Apple rolled out similar features.

Many app makers have claimed that their parental control and screen time alert apps have either been removed by Apple or have been asked to change the features, shortly after Apple rolled out similar features on iOS, reported The New York Times. 11 out of the 17 most downloaded apps of this category have been taken down, according to the research by the app analytics firm Sensor Tower and the NYT.

Apple included screen time control tools when iOS 12 was unveiled at the WWDC event in June last year, integrated in the Settings menu when the new OS was officially launched. They enabled parents to control how much time their kids can spend on iPhones and iPads, as well as alert users the time they spend on their iOS devices. But they are not as feature rich as some specialised 3rd party apps, the developers told the NYT. They were also not terribly robust. Only a few days after the new iOS was released to the public, many kids already found ways to bypass the control, according to the parents who shared their experiences on Reddit.

Apple’s official response claimed that these apps were removed to help “protect our children from technologies that could be used to violate their privacy and security.” Its spokesperson also denied that the apps were removed for competition reasons, saying, “we treat all apps the same, including those that compete with our own services.”

However, both the timing and the reasons given by Apple would raise some eyebrows. While its defence of limiting the device management features for enterprise use is plausible, as was detailed in the response to MacRumor by Phil Schiller, Apple’s SVP for Worldwide Marketing, some other key features that have been in place for years and have been repeatedly approved by Apple are being asked to be removed, some developers told the newspaper. For example, these apps support device level blocking of certain content while Apple’s tool only blocks content inside the Safari browser.

At least three of the app developers, Kidslox, Qustodio, and Kaspersky Lab have filed complaints at the EU’s competition commission.

It is less likely that Apple purges the competing apps for the revenue. On one hand, Apple does not directly get revenue from their screen time apps, it is included in the phone price. On the other hand, by taking down these apps Apple is losing its share of the payment the apps receive (30%). A more plausible reason to trigger the Apple action is these apps can be used cross-platform, which means parents on iPhone can control their kids’ screen time on Android. It is not entirely out of the question that Apple may be using some feeble excuses to lock in as many users as possible.

This is another example that Apple is taking its role as platform and curator of apps too far, and inadvertently lending support to the rhetoric of Elizabeth Warren, the Democratic presidential candidate for 2020, when she said, without naming Apple, that “either they run the platform or they play in the store. They don’t get to do both at the same time.” These complaints also sound similar to Spotify’s accusation that Apple is being both the referee and a player.