Nowe Technologie Archive

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Ericsson Mobility Report

  • do końca 2025 roku liczba abonentów 5G przekroczy 2,6 mld
  • Do końca 2025 roku sieci 5G będą obejmowały swoim zasięgiem 65% światowej populacji oraz będą obsługiwały 45% globalnego, mobilnego transferu danych
  • W roku 2025 użytkownicy smartfonów będą przesyłali miesięcznie średnio 24 GB danych (obecnie – 7,2 GB). Będzie to wynikało z rosnącej popularności serwisów wideo oraz z udostępnienia nowych usług
  • Szacuje się, że liczba połączeń komórkowych działających w ramach Internetu Rzeczy wzrośnie z 1,3 mld na koniec 2019 roku do 5 miliardów na koniec 2025 roku

Ericsson (NASDAQ: ERIC) przewiduje, że w ciągu sześciu najbliższych lat liczba abonentów korzystających z technologii 5G przekroczy 2,6 mld. Będzie to możliwe dzięki stałej i szybkiej rozbudowie całego ekosystemu 5G. Prognoza ta została opublikowana w tegorocznym, listopadowym wydaniu raportu „Ericsson Mobility Report” wraz z innymi przewidywaniami dotyczącymi tego, jak wedle firmy Ericsson kształtować się będzie rynek pod koniec 2025 roku.

Autorzy raportu przewidują, że średni, miesięczny transfer danych dokonywany przy użyciu jednego smartfona wzrośnie z 7,2 GB obecnie do 24 GB do końca 2025 roku. Będzie to wynikało częściowo z nowych zachowań konsumenckich, takich jak prowadzenie streamingu w technologii wirtualnej rzeczywistości. 7,2 GB to ilość wystarczająca do przesłania codziennie 21 minut filmu w jakości HD (1280 x 720). 24 GB pozwalają już przesłać codziennie 30 minut materiału wideo HD oraz sześć minut treści związanych z technologią wirtualnej rzeczywistości.

Raport przewiduje także, że do końca 2025 roku sieci 5G będą obejmowały swoim zasięgiem 65% światowej populacji oraz będą obsługiwały 45% globalnego, mobilnego transferu danych. Wiodący operatorzy telekomunikacyjni w Azji, Australii, Europie, na Bliskim Wschodzie oraz w Ameryce Północnej uruchomili swoje sieci 5G w roku 2019. W Korei Południowej, w której sieć 5G działa już od kwietnia 2019 roku, odnotowywany jest znaczny wzrost zainteresowania tym nowoczesnym rozwiązaniem. Do końca września 2019 roku wszyscy lokalni operatorzy komórkowi pozyskali już ponad 3 miliony abonentów korzystających z technologii 5G. Uruchomienie sieci 5G w Chinach, które miało miejsce pod koniec października, również spowodowało konieczność zaktualizowania prognoz dotyczących liczby abonentów, którzy wykupią usługi 5G do końca 2019 roku – z 10 na 13 milionów.

Fredrik Jejdling, Wiceprezes firmy Ericsson i Dyrektor ds. Sieci, zauważa: „Cieszymy się, że sieć 5G budzi tak duże zainteresowanie niemal wśród wszystkich producentów sprzętu. W roku 2020 urządzenia kompatybilne z 5G wejdą na rynek masowy, co jeszcze bardziej zwiększy popularność nowego standardu komunikacji. Pytanie nie brzmi już czy, lecz jak szybko będziemy w stanie wykorzystać jego możliwości, zaspokajając tym samym konkretne potrzeby konsumentów indywidualnych i biznesowych. Standard 4G jest ważnym rozwiązaniem zapewniającym możliwość komunikowania się w wielu rejonach świata. Modernizacja sieci również odgrywa istotną rolę w transformacji technologicznej, której doświadczamy.”

Biorąc pod uwagę aktualne tempo wzrostu popularności 5G, oczekuje się, że liczba abonentów korzystających z tego rozwiązania będzie rosła znacznie szybciej niż w przypadku LTE. Nowa technologia będzie zyskiwać na popularności najszybciej w Ameryce Północnej – zgodnie z przewidywaniami, do końca 2025 roku z 5G korzystać będzie aż 74% abonentów. Kolejne miejsca w rankingu zajmą: Azja Północno-Wschodnia (56%) oraz Europa (55%).

W raporcie przedstawiono również inne prognozy: łączna liczba połączeń komórkowych działających w ramach Internetu Rzeczy wzrośnie z 1,3 mld na koniec 2019 roku do 5 mld na koniec 2025 roku – co oznacza roczny przyrost o 25%. Szacuje się, że 52% połączeń IoT będzie realizowanych w roku 2025 z wykorzystaniem technologii NB-IoT oraz Cat-M. W III kwartale 2019 roku odnotowano znaczący, bo aż 68% wzrost ilości przesyłanych danych (liczony rok do roku). Wynika on z większej liczby posiadaczy smartfonów w Indiach, z rosnącego miesięcznego transferu danych na użytkownika odnotowanego w Chinach, a także z rosnących możliwości samych urządzeń, rosnącej objętości przesyłanych treści oraz przystępnych cen taryf.

Spostrzeżenia klientów przedstawione w artykułach opracowanych przy współpracy z partnerami zewnętrznymi

W raporcie opublikowano również artykuł opracowany przy współpracy z SK Telekom. Przedstawiono w nim szczegółowo stosowaną przez południowokoreańskiego operatora strategię wdrażania 5G w ramach klastrów. Strategia ta skupia się głównie na zapewnieniu klientom wysokiej jakości rozwiązań 5G oraz na udostępnieniu im innowacyjnych usług w wybranych lokalizacjach geograficznych. Kolejny artykuł, napisany wspólnie z MTN Group, przedstawia działania południowoafrykańskiego operatora, które koncentrują się na jakości obsługi klientów i na zachowaniu ich lojalności. Tego typu podejście przełożyło się na wymierną poprawę jakości sieci oraz na zyski komercyjne generowane w Ruandzie i Ghanie.

Raport zawiera również dogłębną analizę planów taryfowych stosowanych przez poszczególnych operatorów. Wynika z niej, że u większości operatorów, którzy uruchomili usługi 5G, zostały one wycenione około 20 procent wyżej niż obecna oferta 4G. Ostatni z artykułów opisuje zastosowanie Internetu Rzeczy w sektorze motoryzacyjnym – zarówno w rozwiązaniach związanych z transportem pasażerskim, jak i towarowym.

Zapoznaj się z pełną wersją raportu „Ericsson Mobility Report” z listopada 2019 roku.

Firma Ericsson zawarła już z różnymi operatorami telekomunikacyjnymi ponad 75 umów na komercyjne wdrożenie sieci 5G. 23 sieci rozpoczęły już działalność.

Katarzyna Pąk

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BCG – The Digital Imperative in Freight Forwarding

A wave of digital disruption is about to hit sea and air freight forwarders. Startups, suppliers, and even customers are using digital technologies to develop a variety of innovative business models that will dramatically improve the customer experience and eliminate entrenched operational inefficiencies. These digital business models have the potential to overturn the dominant position traditional forwarders have long held in the industry.

Traditional forwarders that wish to survive have no choice but to digitize. By our estimate, automating manual processes now could reduce certain back-office and operations costs by up to 40%, while digitizing significant parts of the sales process could reduce related direct costs even more. And as the new business models gain traction over the long term, digital capabilities will open up tremendous opportunities to win in the marketplace.

What’s Driving the Digital Rush

Two major issues have long challenged the air and sea freight-forwarding industry, and provided impetus for new entrants.

Lackluster Customer Experience. The traditional offline quotation and booking process is lengthy and cumbersome, often necessitating several interactions to reach a final price. A shipper who asks a forwarder for a quote can wait as long as 100 hours, according to a recent study by Freightos. Filling out and checking shipping documents can be tedious and time consuming.  And it is difficult to track shipping orders in real time, so when exceptions occur, customers don’t have a chance to make the decisions needed to ensure their cargo will arrive according to plan.

Manual Processes. Compared with other industries, an unusually high number of manual processes is the norm in air and sea freight forwarding. Some companies still rely on email, personal handoffs, and even faxes to convey shipping docments—all time-consuming and error-prone methods that jack up costs and squelch profits. The Freightos study found that only 5 out of the top 20 forwarders send automated confirmation emails and even fewer provide instant quotations. Costs to serve are especially high for companies with a large number of transactional customers. (See The Digital Imperative in Container Shipping, BCG Focus, February 2018.)

Disruption on Many Fronts

Eager to seize the opportunity, many companies have entered the digital fray. Five types of companies pose a threat to traditional forwarders (see Exhibit 1):

  • Startups such as Freightos and Flexport developed digital business models that streamline the customer experience and provide greater visibility into the supply chain.
  • Competitors such as Kuehne + Nagel and Maersk-Damco are digitizing their go-to-market approach, incubating new business models to revamp the customer experience, improve profitability, and drive new growth.
  • Suppliers such as Maersk, with its portal, my.Maerskline.com, are digitizing their booking processes to significantly reduce the time needed to complete a container booking. Increasingly, carriers are trying to sell directly to shippers and bypass forwarders altogether.
  • Integrators such as FedEx (including its TNT Express subsidiary) and UPS are increasingly expanding their activities in logistics by leveraging their end-to-end IT systems.
  • Customers with strong technology capabilities who are eager to gain control of the complete online customer experience are entering the race. Amazon, for example, is set up well to move into air and ocean freight forwarding.

By Jens Riedl , Ted Chan , Simone Schöndorfer , Frederik Schröder , and Michael Sønderby

More: www.bcg.com

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Growing your own agility coaches to adopt new ways of working

Agile coaches play a vital role in enterprise-wide agile transformations. To develop enough coaches, companies should create specialized training academies.

Companies are increasingly looking to infuse agility into their operating models. However, as organizations attempt to scale these efforts across their entire business, new challenges that simply didn’t exist at the micro level are beginning to surface. These challenges are especially prevalent where traditional organization silos need to interact.

The big realization for many companies is that scaling agile is not simply a matter of replicating agile practices across more teams. This is why trying to adapt project-management offices (PMOs) to support agile projects or bringing in more scrum masters is unlikely to be effective (see sidebar, “The scrum master’s role in scaling agile”). Rather, agility as an operating model requires the rewiring of core enterprise-wide processes. With this comes a need for the organization to operate differently.
The degree of change required to adopt agile ways of working across an entire organization is simply too large to repurpose existing roles and structures. Only by investing in agility coaches—and a comprehensive program to identify, train, and support them—can companies expect to scale and sustain agile across the enterprise.

To ensure the success of the agility coaching academy, it is critical to have the right support and leadership structure. Typically, the academy is led by a full-time executive who reports to either the CHRO or some other member of the C-suite depending on who is really driving the agile transformation—it could be the CIO, the head of transformation, or the COO. The academy lead is accountable for the following:

  • Setting the strategy and defining the delivery road map for the academy
  • Running the day-to-day operations of the academy, such as building and refining the academy backlog
  • Leading the recruitment of coaches
  • Overseeing learning and development of the trainee agility coaches, and administering the learning and development of graduated coaches
  • Defining the evaluation criteria and mechanisms to measure effectiveness of the agility coaches
  • Deploying the right agility coaches to the right areas and teams
  • Overseeing performance evaluations for the agility coach cohort

More: https://www.mckinsey.com/business-functions/

By Amit Anand, Sahil Merchant, Arun Sunderraj, and Belkis Vasquez-McCall

About the authors: Amit Anand is a senior expert in McKinsey’s Sydney office, Sahil Merchant is a partner in the Melbourne office, Arun Sunderraj is a digital expert in the New York office, and Belkis Vasquez-McCall is a partner in the New Jersey office.

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The Company of the Future

In the coming decade, companies will increasingly need to compete on the rate of learning. Technology promises to play a critical role: artificial intelligence can detect patterns in complex data sets at extreme speed and scale, enabling dynamic learning. This will allow organizations to constantly adapt to changing realities and surface new opportunities, which will be increasingly important in an uncertain and fast-changing environment.

But for companies to compete on learning, it is not enough to merely adopt AI, which alone can accelerate learning only in individual activities. As with previous transformative technologies, unlocking the full potential of AI—and of humans—will require fundamental organizational innovation.

In other words, to win the ’20s, leaders will need to re-invent the enterprise as a next-generation learning organization.

The next-generation learning organization will need to be redesigned to fulfill several key functions: (See Exhibit 1.)

  • Learning on All Timescales. The growing opportunity and need to learn on faster timescales, driven by technological innovation, is well known—algorithmic trading, dynamic pricing, and real-time customized product recommendations are already a reality in many businesses. But it is perhaps under-appreciated that slow-moving forces are also becoming more important. For example, trade institutions, political structures, wealth stratification, and social attitudes are slowly changing in ways that could have a profound impact on business. Gone are the days when business leaders could focus only on business and treat these broader variables as constants or stable trends. But such shifts unfold over many years or even decades. In order to thrive sustainably, businesses must learn on all timescales simultaneously.
  • Combining Humans and Machines Optimally. Machines have been crucial components of businesses for centuries—but in the AI age, they will likely expand rapidly into what has traditionally been considered white-collar work. Instead of merely executing human-directed and designed processes, machines will be able to learn and adapt, and will therefore have a greatly expanded role in future organizations. Humans will still be indispensable, but their duties will be quite different when complemented or substituted by intelligent machines.
  • Integrating Economic Activity Beyond Corporate Boundaries. Businesses are increasingly acting in multicompany ecosystems that incorporate a wide variety of players. Indeed, seven of the world’s largest companies, and many of the most profitable ones, are now platform businesses. Ecosystems greatly expand learning potential: they provide access to exponentially more data, they enable rapid experimentation, and they connect with larger networks of suppliers of customers. Harnessing this potential requires redrawing the boundaries of the enterprise and effectively influencing economic activity beyond the orchestrating company.
  • Evolving the Organization Continuously. The need for dynamic learning does not apply just to customer-facing functions—it also extends to the inner workings of the enterprise. To take advantage of new information and to compete in dynamic, uncertain environments, the organizational context itself needs to be evolvable in the face of changing external conditions.
  • By reconceiving the external and internal workings of the organization as a flexible, evolving ecosystem, businesses can handle much greater dynamism and complexity. This requires subjecting all aspects of the organization to market forces, enabling it to learn and adapt in response to new opportunities. And it requires internal systems that adjust automatically to new information, allowing learning and resource reallocation to occur at algorithmic speed. When combined, these capabilities can create a “self-tuning enterprise” that constantly learns and evolves according to its environment. (See Exhibit 3.)To harness the power of ecosystems throughout and beyond the organization, leaders must:
    • Engage external partners to create a shared vision of the future.
    • Develop capabilities for collaboration and information sharing at scale—for example, platforms and APIs.
    • Redesign internal processes to be more adaptive and data-driven, allowing the organization to become “self-tuning.”

By reconceiving the external and internal workings of the organization as a flexible, evolving ecosystem, businesses can handle much greater dynamism and complexity. This requires subjecting all aspects of the organization to market forces, enabling it to learn and adapt in response to new opportunities. And it requires internal systems that adjust automatically to new information, allowing learning and resource reallocation to occur at algorithmic speed. When combined, these capabilities can create a “self-tuning enterprise” that constantly learns and evolves according to its environment. (See Exhibit 3.)

To harness the power of ecosystems throughout and beyond the organization, leaders must:

  • Engage external partners to create a shared vision of the future.
  • Develop capabilities for collaboration and information sharing at scale—for example, platforms and APIs.
  • Redesign internal processes to be more adaptive and data-driven, allowing the organization to become “self-tuning.”

By Allison Bailey, Martin Reeves, Kevin Whitaker, and Rich Hutchinson

More: BCG https://www.bcg.com/

The BCG Henderson Institute is Boston Consulting Group’s strategy think tank, dedicated to exploring and developing valuable new insights from business, technology, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration from the Institute, please visit Featured Insights.

 

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Seven key trends shaping maritime transport

UNCTAD’s Review of Maritime Transport 2018 identifies seven key trends that are currently redefining the maritime transport landscape and shaping the sector’s outlook. These trends, presented in no particular order, entail challenges and opportunities which require continued monitoring and assessment for effective and sound policymaking.

1) Protectionism
On the demand side, the uncertainty arising from wide-ranging geopolitical, economic, and trade policy risks as well as some structural shifts, constitutes a drag on maritime trade. An immediate concern are the inward-looking policies and rising protectionist sentiment that could undermine global economic growth, restrict flows and shift trade patterns.

2) Digitalization, e-commerce and the implementation of the Belt and Road Initiative
The unfolding effects of technological advances and China’s ambitious reordering of global trade infrastructure will entail important implications for shipping and maritime trade. The Belt and Road Initiative and growing e-commerce have the potential to boost seaborne trade volumes, while the digitalization of maritime transport will help the industry respond to the increased demand with enhanced efficiency.

3) Excessive new capacity
From the supply-side perspective, overly optimistic carriers competing for market share may order excessive new capacity, leading to worsened shipping market conditions. This, in turn, will upset the supply and demand balance and have repercussions on freight-rate levels and volatility, transport costs, as well as earnings.

4) Consolidation
Liner shipping consolidation through mergers and alliances has been on the rise over recent years in response to lower demand levels and oversupplied shipping capacity dominated by mega container vessels. The way this affects competition, and the potential for market power abuse by large shipping lines as well as the related impact on smaller players, remains a concern.

5) The relationship between ports and container shipping lines
Alliance restructuring, and larger vessel deployment is also redefining the relationship between ports and container shipping lines. Competition authorities and maritime transport regulators should also analyze the impact of market concentration and alliance deployment on the relationship between ports and carriers. Areas of interest span the selection of ports-of-call, the configuration of liner shipping networks, the distribution of costs and benefits between container shipping and ports, and approaches to container terminal concessions.

6) Scale
The value of shipping can no longer be determined by scale alone. The ability of the sector to leverage relevant technological advances is as increasingly important.

7) Climate change
Efforts to curb the carbon footprint and improve the environmental performance of international shipping remain high on the international agenda. The initial strategy adopted in April 2018 by the International Maritime Organization to reduce annual greenhouse gas emissions from ships by at least 50% by 2050, compared to 2008, is a particularly important development. On the issue of air pollution, the global limit of 0.5% on sulphur in fuel oil will come into effect on 1 January 2020. To ensure consistent implementation of the global cap on sulphur, it will be important for ship owners and operators to continue to consider and adopt various strategies, including installing scrubbers and switching to liquefied natural gas and other low-sulphur fuels.

Source: https://unctad.org; Photo: Marek Grzybowski