Fayyaz Zaidi

Resilience is knowing how to adapt – not predicting the future. Our report explains the uneven impact of geopolitical risks across business sectors.

2

Not long ago, a telco CEO confided in me, "We're investing heavily in enterprise solutions, but our growth just isn’t taking off." It struck a chord—why are so many telcos struggling to gain traction despite the booming enterprise tech market? In an era where the enterprise technology services market is projected to reach a staggering $4 trillion by 2024, I've witnessed many telco leaders grapple with stagnating B2B growth. The frustration of pouring resources into new ventures yet seeing minimal returns is a shared challenge that's both real and urgent. When collaborating with a telco determined to break this cycle, we discovered that offering highly customized, bespoke solutions was actually holding them back. We pivoted to embrace the "smart orchestrator" model, positioning them as platform-based providers who oversee comprehensive tech ecosystems. I'm curious—how are others in the telecom industry redefining their strategies to unlock growth in the enterprise sector? If you're interested in exploring this further, check the episode below in comments.

1

1 Comment

As reported in The Australian (paywalled), Bain analysis found that three areas of AI-driven opportunities – data centres; software; enterprise and sovereign AI initiatives – could spur growth of 40%-55% annually in the technology sector. https://bit.ly/4gIQ4q2

1

Today Darren Ball launched the 37th KPMG Australia Mutual Insights Review, which included a demonstration of how AI can assist in managing the regulatory burden faced by the sector and a conversation with Michael Lawrence, CEO of Customer Owned Banking Association. A great event, a great report and illustrates KPMG’s ongoing commitment to Mutuals. Read the report and you may even find an article from me :) Celia Reid Wendy Chew Francine Hoo Shane Lyell Heather Hicks Nicole Walshe Saurabh S. Patrick Artese

14

✅ Optimism for Australia and New Zealand by Goldman Sachs ✅ Heads Up for Australia and New Zealand Deals! Goldman Sachs highlights promising trends in dealmaking for Australia and New Zealand. 💰 Investment bank identified promising trends in Australia and New Zealand amidst global dealmaking activity. 📢 There's been a noticeable increase in M&A activity, highlighting the region's resilience and growth potential. Global M&A volumes have surged by approximately 30% year over year, with Australia and New Zealand showing particularly optimistic signs.

6

​In the rapidly evolving #Industrials and Services (I&S) landscape, staying ahead means redefining strategies. Our latest Australian M&A Outlook 2024: I&S Industry Insights reveals three essential steps for dealmakers to drive value this year. #PwCDealsAU #Deals #MergersandAcquisitions #TransacttoTransform #BusinessModelReinvention #ValueCreation https://dy.si/B4o6S

13

I am interested in feedback on this Mckinsey article. Telcos have vital assets they can leverage for success. Our own TSTT has/had most of these—a large customer base, a rich data set, and a broad array of sales channels. However, to truly realize these advantages, they must undergo a fundamental transformation into customer-centric tech companies. Do they have the necessary, leadership, management competency, owner & board support, and staff buy-in for this shift? I think I know the answer but my question is:- How can we change the predictable outcome and constructively disrupt the organization to leverage these assets? What are your thoughts. #ConstructiveDisruption #IndustryDisruption #changingthepredictableoutcome #Mckinsey

1

As reported in The Australian (paywalled), Bain analysis found that three areas of AI-driven opportunities – data centres; software; enterprise and sovereign AI initiatives – could spur growth of 40%-55% annually in the technology sector. https://bit.ly/3N0nAul

20

1 Comment

As we rapidly move from ambition to action in our mission to redesign healthcare with women in mind, getting specific on the diseases that uniquely, disproportionately or differently affect women and the geographic differences in prevalence and pathways is key. My super talented colleagues Dr. Stephanie Allen, Roopa Mehta and Sanath Kumar P B recently published a report focused on cardiovascular disease in the APAC region highlighting: ❤️ Cardiovascular disease—the leading cause of death in women—is projected to double by 2050 in the Asia Pacific region 🌏 Despite improvements in overall healthcare, women in the Asia Pacific region continue to face significant barriers to accessing high-quality care You can read their call to action and ideas for closing the gender health gap in cardiovascular disease in APAC in the link below #healthequity #genderhealth #womenshealth #cardiovasculardisease #womenshealthiswHealth https://lnkd.in/dj9dV4s6

20

Telstra is making a significant shift in its pricing strategy, abandoning its previous model that linked prices to the Consumer Price Index (CPI). This move is part of a broader restructuring effort that includes cutting 2,800 jobs to streamline operations and reduce costs. Previously, Telstra’s prices for services like postpaid mobile plans increased annually in line with the CPI. This predictable model is now being replaced with a more flexible value-based approach. In essence, this means they will be moving to a system of adjusting prices based on the value delivered and perceived by customers, and customer needs rather than inflation alone. Their upcoming CPI-linked price increase, scheduled for July 1, has also been cancelled as part of this shift. Will this lead to higher prices for mobile services? There will inevitably be higher prices as a result of this new approach but there should also be lower prices too as the perceived value of a given mobile service varies by customer segment. The advantage here is the increased ability to adjust prices based on market conditions rather than just on 1 CPI index. The difficulty is defining the right inputs and understanding new outputs and metrics.  The Australian Competition and Consumer Commission (ACCC) will inevitably monitor these changes. The federal government has expressed concern about the potential impact on consumers and has tasked the ACCC with ensuring that Telstra’s new pricing strategy complies with competition laws and consumer protections. Like anything new, there will be uncertainty over what future mobile phone subscription pricing actually looks like for customers. Overall, then, this new value-based approach could enable Telstra to better navigate a dynamic market at a more granular level if they do it properly. The journey to get there from where they are now will not be easy. Do they have the capability, teams, systems and culture they need to make this successful? The culture may not be great when they are laying off thousands of people. 

7

1 Comment

Stability. Certainty. Activity. Australia’s M&A market looks set for a cautious comeback as transformative deals take centre stage. Our new Australian M&A Outlook explores how organisations can use transactions as a catalyst for deeper business transformation. The outcome? Value creation in a practical and sustainable way. #PwCDealsAU #Deals #MergersandAcquisitions #TransacttoTransform #ValueCreation https://dy.si/9ocZ6

35

Stability. Certainty. Activity. Australia’s M&A market looks set for a cautious comeback as transformative deals take centre stage. Our new Australian M&A Outlook explores how organisations can use transactions as a catalyst for deeper business transformation. The outcome? Value creation in a practical and sustainable way. #PwCDealsAU #Deals #MergersandAcquisitions #TransacttoTransform #ValueCreation https://dy.si/oQcDQ5

2

Organisations leveraging managed services see a 30% improvement in customer satisfaction scores. Now in its 15th year, KPMG’s Customer Experience Excellence report is a must-read for anyone looking to elevate their customer experience strategy. ✅ Identifies the top 10 brands in consumer experience ✅ Covers insights from the Australian retail, financial services, and utilities sectors ✅ Explores how AI and human ingenuity are powering Customer Experience Excellence (CEE) Discover how leading organisations are overcoming challenges and seizing opportunities to enhance customer experiences. https://lnkd.in/gtNpsB66

17

Aramco Digital’s $1B Investment in U.S. Telecom Leader, Mavenir Aramco Digital, the tech arm of Saudi Aramco, is set to make a $1 billion investment in Mavenir, a U.S.-based telecommunications software leader. This bold move will value Mavenir at $3 billion, marking Aramco Digital’s first major telecom deal and a significant step in advancing Saudi Vision 2030. Key Highlights: 1. A separate $200 million joint venture is also under discussion for regional tech development. 2. Mavenir specializes in Open RAN technology, which promises to reduce telecom costs while fostering innovation. 3. This deal positions Aramco at the forefront of 5G advancements and the 6G rollout expected later this decade. This investment aligns with Vision 2030’s goals of economic diversification and technological leadership, strengthening Saudi Arabia’s role in shaping the future of global telecommunications. #AramcoDigital #Vision2030 #TelecomInnovation

24

1 Comment

Have a read. Great insights from many vantage points on M&A activity. This year we highlight how people view IP in these transactions and highlight ways that more value can be delivered. #intellectualproperty #ipadvisory #iam #ipstrategy

10

New UK Government – Priorities for Energy See below my colleague @Julianne Antrobus’s (head of the PA UK Energy team) reflections on key priorities for the new Labour Government   My take? Ed Miliband and the Labour Government have a golden opportunity to once again become a global leader in The Great Pivot to Net Zero (borrowing a phrase from Justine Burt) and make the UK a green energy superpower.   I was part of Ed Miliband’s negotiation team when he led an impassioned attempt at COP 15 in Copenhagen 2009 to get a global deal. It failed, but paved the way for Paris 2015 (championed by the late great UK and EU climate negotiator Pete Betts). So I know that Ed Miliband gets it.   Keeping your eye on the prize is hard in the clamour of voices trying to influence a new Government (and new Secretary of State).   But from my perspective the key priorities should be: 1.       Leverage proven policies and technologies to turbo-charge investment in net zero generation technologies (i.e. build on the astounding success of the CfD in raising billions of £s of private capital for offshore wind, onshore wind, solar, nuclear) a.       An obvious and immediate step would be to increase the AR6 budgets b.       My PA offshore wind team’s analysis suggests the current budget will only deliver c. 3-5GW offshore wind (see previous post) c.       To get close to the 55-60GW offshore wind target we think the Government needs to contract for more like 6-8GW per year d. Reform of the planning regime is also needed - though the announcement on day 1 to scrap the moratorium on onshore wind is a good sign! 2.       Networks – no transition without transmission – we need to enable efficient investment in a lot more grid connection at all levels. Coordination through the HND is important, but should not delay investment. 3.       Balancing technologies – we need greater investment in long duration storage in particular (whether from hydrogen enabled CCGTs such as Germany seem to be planning, or compressed air or other thermal technologies) 4.       Reform the market – REMA (or EMR 2.0 if you will) is needed to make our energy markets fit for the future. Steer clear of the Scylla and Charybdis of creating an economist’s nirvana of a perfect market or of protecting all the vested interests and incumbents at the expense of progress. 5.       Innovation – ensure that policies continue to enable innovation (there is a lot of confusion in the public debate about how to enable innovation). 6.       Building industries and creating jobs – building on existing policies to enable UK industries to thrive in the energy transition.

4

Australia’s corporate sector is going through some big changes, driven by the ever-growing need for innovation, cost efficiency, and resilience. Our analysis shows that while there is almost AU$20 billion of incremental value potential anchored to transformations, we expect to lose about AU$5 billion of that value during delivery, and the knock-on potential loss in market capitalisation from transformation failure is even more significant. Tune in to hear Chris DeBrusk, Julian Granger-Bevan, and Suzy Torta discuss the key areas to focus on when undertaking large-scale technology transformation programs, what contingencies CROs or CIOs may need to consider, and what we’re seeing in Australia, the US, Europe, Canada, and South America. Watch the full video here > https://owy.mn/4e6wJx2   #Transformation #Technology #Risk

1

India and Japan have benefited from favorable economic conditions and a growing interest in diversifying healthcare private equity investments across the Asia-Pacific region. Explore our midyear update to learn more. https://bit.ly/3z0tXL0

1