• Automates Complex Network Slicing Process: The Contrail Network Slicing Bot aims to simplify the highly complex process of defining, creating, provisioning and managing network slicing across both physical and virtual infrastructures. Network slicing is a fundamental tenet of all 5G architectures.
• Addresses Skill Set Shortage: Juniper’s network Bots, including the Slicing Bot, help alleviate the lack of internal staff education and higher level skillsets required to use network automation tools, which are often complex and require deep network knowledge. The Slicing Bot uses a high level human friendly language to translate operator intent into actionable workflows.
Juniper’s “Slicing Bot” launch enables operators to leverage technologies such as machine learning, network telemetry and SDN control, to help reduce the complexity they face as they attempt to deploy virtual networks to meet the growing demand for faster time-to-service. The new Contrail Slicing Bot joins three other Bots, which the company launched in December 2017. The Bots enable operators to operate at a business level (i.e., intent) to help automate complex network functions that are often error prone and time consuming due to manual processes and the lack of operational skills. The three initial Bot applications offered by Juniper included PeerBot, TestBot and HealthBot, which address key pain points for operators; the new Slicing Bot tackles the highly complex, but essential process of carving up the network into virtual slices, a fundamental building block for supporting 5G services. Continue reading “MWC18: Juniper Expands its “Bots” Portfolio with the Contrail Slicing Bot, Helping to Automate More Complexity”→
While the healthcare system in the United States, and abroad, is a complex ecosystem with an array of interdependencies that are influencing the way the market is evolving, four major trends are having a strong impact circa 2018.
Shifts towards “Value-based Care”. Particularly in the U.S., the healthcare system is faced with significant rising costs due to a very large portion of its population moving into retirement age. In response, the U.S. government, the largest payer in the healthcare ecosystem, is taking steps to shift reimbursements towards “value-based payments.” A central tenet of this approach is to encourage a shift in industry focus from “paying for procedures” to “paying for outcomes”. While the business impact of this trend is to transfer increasing amounts of financial risk from payers to providers and patients, the theory is that it will also result in more targeted and effective treatment and care plans.
The need to protect profitability. As the movement towards value-based care shifts more financial risks to providers, many are taking steps such as scaling up through M&A, opening practices in desirable geographies and investing in specialties to protect their profitability. For example, hospital systems are opening urgent care facilities in suburban and rural areas, drug companies are merging and/or buying retail pharmacies, and healthcare payers are partnering with health systems to help promote wellness programs.
• Verizon and Ericsson announced successful trials of NB-IoT with plans to launch nationwide NB-IoT by the end of the year.
• Given the different use cases for LTE-M and NB-IoT, a dual-buildout strategy makes sense. However, with NB-IoT more widely deployed, Verizon’s decision to build out NB-IoT also enables it to hedge its bets in the event that an LTE-M ecosystem doesn’t emerge.
Verizon announced February 1 it will deploy NB-IoT technology across its network in 2018 after successful trials with Ericsson. The announcement represented an acceleration from previous plans which called for NB-IoT trials this year. The move was no doubt a competitive response to T-Mobile USA’s accelerated deployment plans, but there may have been other rationale that played into Verizon’s plans. Continue reading “Verizon’s NB-IoT Plans: Expanding Options for Hedging Bets?”→
Ericsson’s Q4 2017 results showed signs of progress, including significant adoption of its 5G-focused Ericsson Radio System (ERS), an improved position in the Chinese market, and the elimination or completion of a dozen unprofitable and/or non-strategic services engagements.
Unfortunately, the weak results, coupled with continued management upheaval, paint a picture of a company that remains adrift despite replacing a significant portion of its leadership team in the past 18 months.
Ericsson released its Q4 2017 financial results January 31, and as the company had already forecast, it was mostly bad news, particularly when it comes to reported results which reflected a 12% decline in revenue and a painful -34.5% operating margin compared to -0.3% in Q4 2016 and -10% in Q3 2017. However, in the spirit of seeing the light at the end of the tunnel, there was some good news to offset the bad. To be clear, however, some of the news was just bad. Continue reading “Looking for Light in Ericsson Results, but It’s Getting Dimmer”→