Before 2007, Telcos knew precisely who they were.They built networks. They connected nations. They carried the weight of communication with pride. Telcos were infrastructure institutions: disciplined, engineered, predictable. Then, in 2007, everything changed. The iPhone turned connectivity into an afterthought. The network disappeared behind the screen, and the center of gravity shifted from infrastructure to experience. For the first time, the telco wasn’t the main act; it was the invisible stagehand behind the digital revolution.

This week, the confession comes from the other side of the table. From the people who have built our systems, sat through our meetings, and quietly watched the same story repeat across continents: the vendors.They have seen how decisions are made, how timelines are invented, and how politics replaces logic. They know when a project will fail before the first contract is signed. They understand that most telcos no longer innovate; they negotiate. Procurement has replaced product. Compliance has replaced creativity.

Les annonces de Pékin sont lourdes de conséquence pour les chaînes d’approvisionnement déjà fragilisées : désormais, n’importe quel produit, composant, ou technologie incorporant des terres rares ou savoir-faire chinois, devra obtenir une licence de Pékin pour être exporté, y compris si le produit se trouve déjà hors de Chine et si l’expédition se fait entre deux pays tiers.

Telco CEOs have changed as much as the networks they run. Two decades ago, most were engineers obsessed with coverage maps; today, they’re diplomats managing politics, investors, and cloud partners.

In 2008, Europe’s telcos were the most valuable companies in technology. Today, their worth has fallen by more than 80%. We spoke to insiders to understand how the empire collapsed.

In classical AI, an agent is nothing mystical. It is a system that perceives, makes decisions, and acts within an environment. A thermostat is an agent. A Roomba is an agent. The term never implied consciousness or autonomy. It was a clean abstraction for building systems that respond to inputs and produce outputs in pursuit of a goal.In the era of generative AI, the word “agent” has been hijacked. Vendors present agents as if they were digital employees who can sit in your enterprise, learn the ropes, and work unsupervised.

C’est une première mondiale qui fait déjà couler beaucoup d’encre. En Albanie, le Premier ministre Edi Rama vient d’intégrer à son gouvernement un ministre… totalement virtuel. Baptisée Diella, cette intelligence artificielle devient officiellement ministre en charge des marchés publics. Une décision symbolique et politique qui entend marquer un tournant radical dans la lutte contre la corruption.Son rôle ? Superviser l’ensemble des appels d’offres publics du pays, secteur historiquement sensible en matière de corruption. Selon le Premier ministre, l’objectif est clair : rendre chaque denier public parfaitement traçable et transparent. Grâce à l’IA, plus d’arrangements opaques ni de conflits d’intérêts. Juste des algorithmes et des critères objectifs.

Mark Zuckerberg parie sur des lunettes intelligentes dopées à l’IA pour succéder à l’iPhone. Objectif : créer un assistant personnel capable de voir, entendre et comprendre notre quotidien.

Telecom networks run on models. Erlang distributions, busy-hour factors, peak-to-average ratios, and oversubscription levels are the tools that let operators design networks without provisioning for absolute maximum demand. The assumption is that human behavior follows statistically smooth curves, allowing for the forecast of aggregate demand and the absorption of rare spikes with a margin of overcapacity.AI breaks this foundation. Agent-driven traffic is non-ergodic: past averages do not predict future bursts. Each inference request is unique, decorrelated from the next, and capable of spawning chains of sub-requests across geographies.

Près de 15.000 téléphones et ordinateurs ont été inspectés par les douanes américaines entre avril et juin 2025, un record depuis 2018. Les voyageurs étrangers, notamment canadiens, sont les premiers concernés.

Dans plusieurs milliers de communes, les habitants peuvent bénéficier de complémentaires santé aux tarifs et prestations négociés par les collectivités locales. La formule des mutuelles dites « communales » connaît des succès variables.

From selling data buckets to monetizing interactions, trust, and intelligence, why gigabytes are the crude oil of telecom, and value lies in the petrochemicals built on top.

We spend less than 1% of our revenue on R&D. In 2022, AT&T, with more than $120 billion in revenue, spent just over $1.2 billion on research and development. Vodafone and Telefónica are in the same range. Compare that with Alphabet, which allocates approximately 15% of its $280 billion in revenue to R&D, or Meta, at nearly 20%. Even Apple, often described as conservative, spends more than 7%.Our spending goes elsewhere. CAPEX intensity for the sector runs at 15% to 18%. For Vodafone, €7.8 billion on €45 billion of revenue; for AT&T, roughly $24 billion a year. Spectrum auctions, towers, and fibre consume everything. Then come dividends. European operators yield between 5% and 8%. AT&T yields around 6. Debt service takes another 10% of revenue. The sector carries more than $1.7 trillion in debt, with leverage at three times EBITDA in many cases. After those obligations, there is nothing left for invention.

The environmental impact of streaming extends far beyond servers and networks: it reaches our mobile devices and living rooms. At Greening of Streaming, we’ve been investigating where and how energy is consumed across the streaming ecosystem. These four recommendations emerged from our research and testing. We don’t claim they are the most important actions, but they are practical, user-facing steps that operators and service providers could promote or support today.

Un article de l’historien Jean-Baptiste Fressoz relance le débat sur l’activité du groupe-3 du Groupe d’experts intergouvernemental sur l’évolution du climat. Il l’accuse de technophilie, et de sous-estimer le volet sociétal de l’action contre le changement climatique. Mais d’où vient le problème ?

Despite promising results from existing randomized controlled trials of semaglutide and tirzepatide in those with obesity-related HFpEF, regulatory authorities and professional societies have not approved or endorsed the use of these drugs for HFpEF, due in part to the studies’ relatively small sample sizes and unknown generalizability. The researchers therefore used data from three large U.S. insurance claims databases to emulate two previous, placebo-controlled trials of semaglutide and tirzepatide in new study populations that were an average of 19 times larger than those previously evaluated.

We're living through an unprecedented paradox: your best innovation ideas aren't losing to bad ideas – they're losing to exhaustion. The Hidden Crisis Every executive I know is evaluating 40+ innovation proposals monthly.

Tsinghua’s Agent Hospital was made up of 14 AI doctors upon launch. At its core, is MedAgent-Zero, the self-evolving AI framework developed by the University’s AIR (Institute for AI Industry Research). Moreover, in November of 2024, the “Zijing AI Doctor” was launched. Developed by a Tsinghua University spin-out start-up, Zijing Zhikang, to serve as the core component in AI Agent’s ecosystem.1 The system features 42 AI doctors across 21 clinical specialties, covering over 300 diseases. Furthermore, each specialty has trained its virtual agents on over ten common conditions. And finally, by creating a pool of half a million synthetic patient cases to test and evolve diagnostic accuracy. These AI doctors can treat 10,000 patients with 93% accuracy in a matter of days, a feat that would take real doctors years to complete.

Political and social changes in the U.S. and other Western democracies in the 21st century have triggered growing concerns about possible erosion of academic freedom.In the past, colleges and universities largely decided whom to admit and hire, what to teach, and which research to support. Increasingly, those prerogatives are being challenged.

Despite the rush to integrate powerful new models, about 5% of AI pilot programs achieve rapid revenue acceleration; the vast majority stall, delivering little to no measurable impact on P&L. The research—based on 150 interviews with leaders, a survey of 350 employees, and an analysis of 300 public AI deployments—paints a clear divide between success stories and stalled projects.