The telecom industry operates the most distributed, synchronized, and permanently powered infrastructure on the planet. Eight million radio sites span cities, roads, ports, factories, and borders.Telecom can expose not just connectivity but structured awareness: object motion, crowd flow, anomalies, risks, and environmental state. In real time, across every continent. The infrastructure already exists. What’s missing is the architecture and the will to build the sensing layer on top of it.

The killer app is one of the most persistent myths in technology. It promises salvation through brilliance. One product so compelling that customers flood in, competitors fall behind, and monetization somehow takes care of itself. History shows the opposite: killer apps are excellent at creating demand but poor at protecting value.The iPhone is the cleanest way to expose the myth, precisely because it is so often misused as proof. People talk about it as if the device itself were the business, and it never was. A smartphone is a standardized object the moment it succeeds: glass, battery, radios, silicon, and software. Once adoption explodes, expectations harden, and competitors converge. That is what killer products do: they define the reference design that others copy.What prevented the iPhone from becoming a commodity phone business was not the phone itself. It was everything built around it. App distribution, payments, identity, accessories, defaults, services. Remove those layers, and Apple would have faced the same fate as every other hardware success story. Indispensable product, shrinking margins.

The more realistic role of 6G is to enable an AI-driven economy without collapsing network economics. AI traffic is not primarily about terabytes but about transactions, latency variance, trust, and coordination. Supporting that efficiently requires lower control density, tighter timing, integrated compute placement, and autonomous operation. Those capabilities protect margins first and create optionality second.Standards strategy reflects this shift. The emphasis is moving from feature accumulation to architectural coherence, AI-native operation, and system-level efficiency. Success will be measured less by headline speeds and more by reduced cost per delivered service, lower energy per transaction, and fewer human interventions per network element.6G therefore carries a narrower but more complex value proposition. It does not promise revenue miracles, but it aims to stop economic deterioration while preparing networks for continuous machine interaction and AI-driven workloads. The ROI case is defensive and makes it less exciting, but far more grounded than the narratives that accompanied 5G.

From pipes to machine governance: how 5G and 6G turn the telco stack into deterministic coordination, trusted identity, and real time control for billions of robots

Revolut’s decision to launch a full in-app mobile service in the UK does not look dramatic at first glance: a competitively priced plan, unlimited domestic usage, and roaming bundled across Europe and the US. Activation is completed within an app that millions already use. Nothing about the surface offer suggests a shock to the telecom system, but this understatement explains why the move matters. There is a strong B2B2C movement in the Telecom space.

On Dec 19, 2025, the White House issued a national security presidential memorandum ordering federal users to begin relocating from 7.125 to 7.4 GHz to free the band for full-power, licensed commercial 6G. Agencies have 12 months to submit relocation plans with costs and timelines, while protecting national security missions and critical infrastructure operations. The memorandum also triggers immediate studies on 2.69 to 2.9 GHz and 4.4 to 4.94 GHz for potential additional full-power 6G capacity. It directs the State Department to advance US 6G positions through international engagement ahead of the next set of standards and spectrum cycles.

Telecom is rarely associated with startup innovation. Software, fintech, and consumer AI dominate venture narratives, while telecommunications is viewed as slow, regulated, and capital-heavy. Despite structural barriers, a non-trivial startup ecosystem has formed around telecom. Analysts identify roughly 7,000 active telecom startups globally, spanning RAN software, AI-driven operations, security, satellite systems, private networks, and connectivity platforms. This is small relative to SaaS or fintech, but large enough to bring disruption.The backdrop for this new wave of telecom startups is a mix of necessity and disruption. Operator revenues are flat, while complexity continues to rise across multi-generation networks.

As of today, GPUs remain appropriate for co-located edge inference where workloads are heterogeneous, and utilization can be amortized. In a commoditized, energy-constrained RAN, inline radio inference follows a different economic and physical logic. Architectures optimized for deterministic execution, integration, and cost per decision outperform throughput-oriented designs. As learned functions move deeper into the radio processing chain, hardware selection will increasingly be driven by these constraints rather than by data-center inference defaults.

In most industries, heavy usage correlates with high value. Airlines reward frequent flyers. Banks price transaction volume. Cloud providers charge per compute cycle. Telecom does the opposite.Mobile data usage follows a power law. Operator and regulator datasets consistently indicate that approximately the top 10% of users account for 40–60% of total traffic, particularly during peak hours. Under flat or unlimited pricing, users pay approximately the average price rather than a premium.This outcome is not really accidental. Usage-based pricing increases bill shock, which is a major churn trigger. To stabilize retention, operators removed usage signals entirely, accepting margin dilution in exchange for lower churn risk.In telecommunications, the customer who relies most on the network is often the one the network least wants to serve.

Telcos did not misunderstand the internet; instead, for many years, they treated it as an add-on rather than as a new organizing principle. They optimized existing processes rather than redesigning decision-making, pricing, and product creation to substantially reduce coordination costs.AI sits in the same category today. It reduces the cost of prediction, pattern recognition, and decision making by orders of magnitude. According to recent studies by McKinsey and Analysys Mason, more than 70% of telco AI spending between 2022 and 2024 has gone into customer care automation and network operations, with primary success metrics tied to opex reductions of 5-15%. Fewer than 20% of initiatives target pricing, revenue optimization, or new product creation, and even fewer have the authority to execute changes autonomously. AI is treated as an efficiency layer rather than an operating model.

Selon l’indice des dépenses contraintes des ménages publié par LesFurets et CSA Research, un foyer français débourse en moyenne 1143 € chaque mois en charges fixes en 2025. C’est 10 euros de plus qu’en 2024. Un écart en apparence minime, mais qui cache de fortes disparités, surtout chez les familles avec enfants.

Les Français consacrent 49 € par mois en abonnements numériques, mais estiment en dépenser seulement 31. Une sous-évaluation révélatrice d’un angle mort budgétaire, dans un modèle où l’accumulation de services devient aussi diffuse que coûteuse.

Avec un taux de pauvreté de 15,4 % en 2023 représentant près de 10 millions de personnes, la France a atteint en effet un sommet depuis 30 ans. Sans la redistribution et les prestations sociales, la pauvreté grimperait à 21,7 % de la population, selon la Cour des Comptes. Même si ce taux se situe dans la moyenne européenne, la tendance est inquiétante : + 650 000 personnes pauvres en un an, là aussi, la plus forte hausse annuelle depuis 30 ans.

L’étude révèle que 45% des Français se sont déjà sentis en situation de précarité numérique. Pire encore, 1 Français sur 10 considère ne pas disposer d’un équipement suffisant ou assez performant pour accomplir certaines tâches au quotidien, qu’il s’agisse de tâches administratives, de devoirs scolaires ou liées à son activité professionnelle. Parmi les populations les plus concernées par ce manque d’équipement, les jeunes sont les premières victimes.

Europe built modern telecommunications. Companies such as Ericsson, Nokia, and Marconi shaped fixed telephony, radio transmission, mobile systems, and global standards. GSM became the de facto mobile standard worldwide. For decades, Europe exported technology, engineering capability, and regulatory models.Roughly 150 years later, the economic position of the European telecom service provider industry is weak by any objective measure. Since the early 2000s, listed European telecom operators have lost approximately 70-80% of their equity value. Morningstar data indicate that European communications equities required more than 25 years to recover from their dotcom peak, despite substantial growth in mobile and broadband penetration and sustained traffic growth. This performance gap is not explained by demand. It is described by structure.

Network operations represent 25–35% of total opex for integrated operators. Within that, field operations, NOC staffing, and incident management are the fastest-growing cost lines. CEOs are backing AI where it directly compresses these cost curves.Deutsche Telekom’s RAN Guardian is a representative case. The system uses AI agents to detect anomalies, correlate root causes across the RAN and transport layers, and trigger corrective actions. DT reports mean time-to-repair reductions from hours to minutes in specific domains, directly reducing escalations and truck rolls. This is not sold as innovation but as protection against rising operational headcount.

Airspace activity has crossed the threshold where ignoring it becomes a strategic mistake. In 2024, commercial aviation operated approximately 40 million flights worldwide, carrying nearly 9 billion passengers. At the same time, tens of millions of drones are already active worldwide, with commercial fleets scaling at double-digit growth. Urban air mobility programs and military aviation introduce an additional layer of permanent airborne traffic. These systems require deterministic, high-availability connectivity. This could be a new trillion-dollar control-and-connectivity opportunity for Telcos.

Telcos are not greenfield software platforms. They are the accumulation of decades of design compromises. Stateful cores, batch-based charging, legacy billing, OSS stacks built around tickets and escalation trees, Several generations of radios, organizations optimized for human approval loops, and, in many cases, physical distribution and support. That baggage does not disappear because you deploy a few models. You carry it with you for decades unless you are willing to write off billions, shut things down, and accept revenue instability. No public operator will do that at scale.

We are trying to operate technology companies using ideas formed decades ago. Decision-making is optimized for control planning and predictability, and incentives are optimized for avoiding error. Those ideas once protected critical infrastructure, but in 2025, they slowed learning and blocked accountability.I am increasingly convinced that no technical fix will work unless culture changes first. New platforms, new vendors, new architectures all fail when the underlying behavior stays the same. Culture is not a side issue; It is the constraint that shapes every outcome.

Une étude de l’Ifop pour l’association Cop1 montre que de nombreux étudiants peinent à boucler leur budget et renoncent parfois à se chauffer, faute de moyens.