Open Innovation Strategies

Open RAN and Data Streaming: How the Telecom Industry Modernizes Network Infrastructure with Apache Kafka and Flink Traditional telco networks were vertically integrated and vendor-locked. #OpenRAN changes this by decoupling hardware and software to promote flexibility, reduce costs, and accelerate innovation. However, modern #telecom infrastructure is more than modular—it’s event-driven. That’s where #DataStreaming with #ApacheKafka and #ApacheFlink come in. Together, they power real-time observability, automation, and #AI in disaggregated, cloud-native architectures. In my latest post, I explore how telcos build scalable, future-proof 5G infrastructure using: - Open RAN and containerized workloads - Real-time data pipelines with Kafka and Flink - Cost-optimized ingestion and analytics with #DisklessKafka Vendors like Mavenir are leading this shift with cloud-native software for distributed RAN, while Confluent WarpStream handles real-time telemetry, fault detection, SLA enforcement, and AI-driven optimization. Open RAN is not just a hardware strategy—it’s a data architecture challenge. More detail in my latest blog post: https://lnkd.in/ebjMQhKH How are you addressing real-time observability and automation in your network modernization journey?

Sovereign AI : if you always wanted to know about #Eurostack : Bertelsmann Stiftung wrote a 130 pages report on it. It contends that in a rapidly shifting global order, digital technologies are defining security, economic leadership, and scientific excellence. Eurostack is proposed as a strategic and political framework to reassert Europe’s role in a multipolar world- its answer to geoeconomic weaponization and systemic dependencies. 🔹Over 80% of Europe’s digital infrastructure is imported, creating critical dependencies 🔹the EuroStack proposal is about reducing them while maintaining selective global partnerships. 🔹the report envisions a vertically integrated, European-owned tech stack spanning semiconductors, AI, cloud, and quantum computing, built on principles of sustainability, inclusivity, and interoperability 🔹it describes sovereign AI ecosystems to drive industrial productivity, smarter public services, and ethical innovation aligned with EU values. 🔹it recommends integrating AI into Europe’s SMEs and industrial base for lower tech adoption costs and enabling homegrown knowledge spillovers to fuel long-term growth. 🔹 it advocates for a Common Digital Stack modeled after the success of the Common Market, a unified digital policy architecture to harmonize standards, pool investments, and align innovation with strategic goals. The report analyses the current systemic dependencies : • AI: EU lagging behind in model development, data infrastructure, and platforms. • Microchips: EU produces only 9% of what it consumes; aims for 20% by 2030. • Cloud: 70% controlled by 3 U.S. companies; EU’s largest holds only 2% • Critical Raw Materials: China dominates global refining of key inputs like rare earths and lithium. • R&D: EU firms represent just 7% of global software R&D; 4 of top 50 tech firms are European—and none founded in the last 50 years. • Reflecting the Mario Draghi Report (2024): it targets the root causes of the observed productivity stagnation: underinvestment in deep tech and poor R&D-to-market translation. • Startup Drain : Nearly 30% of European unicorns relocated abroad (2008–2021) & EU digital platforms facing acquisition pressure from non-EU actors 🔹Bertelsmann contends EuroStack aims to embed privacy, transparency, accountability, and trust into Europe’s tech ecosystem, differentiating itself from authoritarian and surveillance-driven models. 🗞️ Enjoy the read Martin Hullin

The potential benefits of building a network made up of disaggregated, open solutions are easily articulated and understood. However, with the commercial momentum building up and more Open RAN players entering the sector, operators have faced an associated challenge around integrating the disaggregated systems. The traditional approach for an operator is to take a product from a vendor or systems integrator into a lab, simulate a network around it, and test it for conformance and performance acting as the system integrator as well, verifying all the elements of the system and all the interfaces between them. Each operator has to go through the test, validation and integration process for this for all the vendors they engage with Every vendor has to go through the same, often duplicated, processes at every operator. That huge replication and duplication of processes take up time and resources. There is a better way. The Telecom Infra Project way. In 2023, this is how TIP addressed these challenges: ➡ We have introduced Testing and certification for Open RAN: SCOPE. Open RAN System Certification called SCOPE, outlining how TIP will drive efficiency in the Open RAN supply chain and accelerate deployment of Open RAN. TIP’s SCOPE is the result of broad consultation within the industry. As TIP operates a global community, SCOPE also responds to the need for a controlled global alignment requested by governments and regulators. TIP’s SCOPE will enable a “test once; deploy many times” approach to achieving supply chain efficiencies and engendering confidence to deploy Open RAN technology into live networks, without every operator having to conduct individual comprehensive system tests. Implementing the process across participating regions will enable global scale and accelerate the deployment of Open RAN. ➡ TIP created a blueprint for scenario 15, this is, an indoor/small cell solution for mono-operators with vDU/vCU and OFH. The blueprint is expected to be deployed in indoor environments, offering data and voice services [services] in areas that may be already or not yet covered by LTE service to expand network bandwidth to meet the network needs of enterprises, manufacturing industries, and individuals. ➡ with the cooperation of Airtel India, TIP released a new blueprint for Macro/outdoor deployment, using Scenario 3 as defined by the MoU. This scenario supports O-RU and vDU on site, with centralized vCU; this is, a midhaul interface exists between the vDU and the vCU. The blueprints are expected to be deployed in urban/suburban environments Operators are asking for Open RAN solutions that have been validated to meet their operational requirements and can be integrated with other elements within their network architecture without operators re-testing every element from the first principles. And TIP is here to deliver. #yearinreview #telecominfraproject #telecom #projectgroups

Should we build in public or keep things private? I’ve been thinking about this lately, especially with what’s happening at topmate.io and Hito Building in Public means opening up our entire process to the world. It’s about sharing our wins, our struggles, and our lessons learned along the way. It feels intimidating—after all, we're letting people see us stumble and grow. But there are huge benefits: - We have been able you attract people who are interested in our journey and become a part of the Topmate family. - We have been able to connect with others by sharing our everyday experiences. - Improve from the input and suggestions of our users. And, user-love is the reason for everything that we do today. But there’s also a case for building privately. Sometimes, it’s more about the comfort of refining our work behind closed doors before going public (which we do everyday) This approach has also allowed us to:   - Try out new ideas without fear of immediate judgment. - Make sure everything is polished before we show it to the world. In the last 3 years, I’ve seen the benefits of both approaches. Sharing our progress has brought incredible support and feedback, helping us grow faster. Yet, there are times when working quietly behind the scenes has allowed us to refine our ideas and ensure we’re delivering the best possible experience. But let me tell you, we believe in the principle of build fast shift fast. While you might see the outputs, there are a lot of things that go behind-the-scenes. So, what’s the right choice? If you’re unsure, maybe find a balance. Share parts of your journey that you’re excited about or ready for feedback on while keeping other aspects private until you’re ready to reveal them. No matter what you choose, remember that both approaches have their strengths. It’s about finding what works best for you and your goals. What’s your take? Building in public or keeping things under the wraps?👇 #Topmate #Buildinpublic

💡 Europe was said to be lagging in tech. The new EU 2026 Work Programme just proved otherwise, it’s Europe’s boldest leap toward digital sovereignty yet. The European Commission has just unveiled a plan that redefines Europe’s technological ambition. From the Cloud & AI Development Act to the Quantum Act, this roadmap anchors our continent’s leadership in clean and digital innovation. It also introduces a “28th regime” to simplify EU rules, making it easier for startups to scale across borders: a long-awaited breakthrough for entrepreneurs. 💥 As a Digital EU Ambassador and someone who has spent over 35 years building and mentoring tech startups, I fully support this agenda. It speaks to the core of what I believe in: a Europe that innovates responsibly, leads strategically, and invests ethically. The focus on AI, cloud, quantum, and semiconductors reflects the right priorities, boosting innovation while reinforcing European autonomy and security. 🚀 This is not about isolation, but about freedom to innovate, controlling our data, our infrastructures, and our destiny. It’s a vision that combines sovereignty with openness, performance with purpose. Looking ahead, I see 2026 as a turning point: ✅ a moment for European startups to embrace the twin transition, ✅ for governments to create the conditions for ethical innovation, ✅ and for all of us to make technology serve humanity, not the other way around. Europe isn’t following. It’s writing the next chapter of global innovation, on its own terms. 🇪🇺 https://lnkd.in/dvSvZBFA The below picture was created by Adobe Stock

The Power of Outside-In Thinking Are you making decisions based on what is or what could be? Too often, leaders fall into the trap of inside-out thinking, relying on familiar playbooks and echo chambers. But the most impactful decisions come from embracing an outside-in perspective—seeing the world through fresh eyes and challenging conventional wisdom. Here's how some visionary leaders have done it: -> Elon Musk (Tesla): Instead of accepting the limitations of traditional automotive, Musk envisioned a future of sustainable transportation and revolutionised the electric vehicle industry influenced from his tech not lack of automotive experience. -> Melanie Perkins (Canva): Instead of targeting professional designers, Perkins empowered everyday users with accessible design tools and democratised the creative process influenced from tutoring students. -> Indra Nooyi (PepsiCo): Instead of solely focusing on profits, Nooyi integrated social and environmental responsibility and transformed PepsiCo into a purpose-driven company influenced by her lived experience. How can you embrace outside-in thinking in your decision-making? 1️⃣ Seek diverse perspectives: Actively listen to voices outside your usual circles—customers, frontline employees, and even critics. 2️⃣ Challenge assumptions: Question the status quo and be willing to rethink long-held beliefs. 3️⃣ Embrace experimentation: Treat every decision as a learning opportunity and be open to pivoting based on new information. The world is changing fast. Leaders who can see beyond the horizon and embrace outside-in perspectives will be the ones who thrive. #leadership #innovation #outsidethinking #decisionmaking #elonmusk #canva #pepsico

Managers Don’t Support Innovation Unless You Align It to Strategy—Here’s How Innovation sounds exciting—until it clashes with corporate priorities. The hard truth? Most managers won’t support innovation unless it directly contributes to strategic goals. That’s why aligning innovation to strategy is a game-changer. When innovation becomes an enabler of strategic success, leaders see it as a necessity, not a distraction. In my book Breaking Innovation Barriers, I introduce 15 different ways to align innovation with strategy, from cost leadership and differentiation to digital transformation and sustainability. Each approach comes with a clear innovation assignment—one that defines what needs to happen, why it matters, and how success will be measured. For example, if a company pursues cost leadership, its innovation assignment might be: “Generate innovative ways to reduce costs by 50% in five years in a sustainable way, making us the cost leader in our niche.” If a company focuses on market development, its innovation assignment could be: “Generate new, easy-to-access markets for our current offerings to grow revenues by 15% over three years.” Seizing the Right Moment A key opportunity to align innovation with strategy? When a new CEO or corporate strategy shift happens. These moments create a natural opening for fresh, ambitious ideas that move the company in the right direction. To make this happen, I recommend running an Innovation Focus Workshop—a structured session that turns vague ambitions into a concrete innovation assignment. This approach, which I developed as part of the FORTH Innovation Method, ensures senior managers buy in by clearly defining what innovation should achieve. Your Next Step If you want management support for innovation, don’t just push for “new ideas.” Tie innovation directly to your company’s strategic objectives. That’s when leaders listen, invest, and actively champion innovation. Want to see how this works in practice? Check out the full story in Breaking Innovation Barriers. Let’s make innovation strategically unavoidable. #innovation #strategy #innovationstrategy #Breakinginnovationbarriers

As anyone following EU affairs could not avoid notice, Mario Draghi unveiled his long-awaited report today. He touched upon various issues, but digital technologies in general and AI in particular stand out as a make-it-or-break-it matter. Here is what you need to know. The report's focus is on Europe's competitiveness. For Draghi, the origin of the productivity gap between the EU and the US that started to widen in the mid-1990s is explained mainly by Europe's failure to capitalize on the first digital revolution driven by the internet. Several structural problems are pointed out, particularly those related to access to capital and fragmentation of the single market. However, the most daunting criticism for Brussels is "inconsistent and restrictive regulations" that burden SMEs and innovators. Draghi notes that "while the ambitions of the EU's GDPR and AI Act are commendable, their complexity and risk of overlaps and inconsistencies can undermine developments in the field of AI by EU industry actors." A slap in the face for EU policymakers who boast the 'Brussels effect.' Very harsh words at the press conference as well. "With this legislation, we are killing our companies," Draghi said, pointing out that regulation favors large players since SMEs have fewer resources for compliance. To mitigate this regulatory burden, Draghi suggests harmonizing national AI sandbox regimes, simplifying the implementation of the GDPR, and avoiding contradictions between the two landmark laws. Potential regulatory hindrances should also be regularly assessed. The report recommends the adoption of an EU Cloud and AI Development Act to enhance computing infrastructure and AI capabilities and launch plans to integrate AI models in strategic sectors vertically. Draghi details how he thinks these verticals should be developed, as he sees them as vital for Europe's industrial players to stay competitive. The overall coordination is assigned to a 'CERN-like' AI incubator, an idea that emerged from the EU chief scientific advisors. The report goes one step further and proposes the launch of 'quasi-pilot lines' to bring together the relevant market actors to develop sector-specific AI models. Grand challenges are also envisaged to fast-track translating scientific findings into industrial applications. To sum up, for Draghi, Europe needs to get back into the tech race with the US and China, and the 'AI revolution' is a key opportunity that should not be missed. "A window has opened for Europe to redress its failings in innovation and productivity and to restore its manufacturing potential."

Can You Build an Open-Source Telco? Open-source software is now embedded in nearly every industry: 80% of companies use it in some way. The question is: can you really build an open-source telco with today´s technology? Deutsche Telekom is taking significant steps in that direction, and their strategy is worth analyzing. But there are technical realities to consider, and they shouldn’t be overlooked. DT’s Telekom Container as a Service (T-CaaS) platform uses open-source components like Kubernetes, Ceph, and Prometheus to handle critical functions such as 5G core and network orchestration. It’s an impressive move that reduces reliance on traditional vendors and accelerates innovation. However, as exciting as this is, the telco environment is not the same as IT. Networks are far more deterministic, requiring ultra-low latency, high reliability, and consistency—things that are not easily achieved with open-source systems designed for more flexible, general-purpose IT environments. Here’s where the challenge lies: telcos are pushing the boundaries in Open source, but the open-source ecosystem for telecom isn’t yet mature enough to handle the full complexity and demands of large-scale, mission-critical networks. Open-source solutions are fantastic for flexibility and innovation, but they don’t inherently guarantee the five-nines reliability (99.999%) that telco operations need. And let’s be clear: open-source isn’t free. While it might reduce vendor lock-in, telcos will still need enterprise-grade solutions for lifecycle management, security, and long-term support—things that come with a price tag. There’s no avoiding the cost of ensuring that your network meets the performance and reliability requirements that customers expect. While DT’s commitment to open source is commendable, and they’ve made strong strides with projects like ONAP and SEBA, there’s still the question of how well these frameworks integrate into legacy systems and manage the operational complexity of telco networks. I see this move as the future, but I also believe the ecosystem needs more maturity before we can fully rely on open source for such mission-critical infrastructure. Telcos will need to proceed with caution, ensuring that they strike the right balance between innovation and operational stability. DT is paving the way, and they’re doing it boldly, but the technical challenges ahead are real, and the path to a fully open-source telco isn’t without its hurdles.

Buyers and sellers negotiate across the table. That’s how procurement typically works: price, specs, timeline, risk management - often with an “us vs. them” mindset. Established players with more resources nearly always win. Deals for earlier stage tech often die, especially when the risk appetite of the buyer is low. What if, well ahead of the procurement phase, they worked around the table instead? That question led to the formation of the Telecom Infra Project (TIP) when I was at Meta more than a decade ago. Telecom infrastructure innovation moved slowly, and startups struggled against entrenched players. Procurement cycles sometimes dragged on for years, burning most if not all of the capital of uncountable start-ups. Inspired by the success of the Open Compute Project Foundation (OCP) in data center tech, TIP brought telecom ecosystem players together to collaborate well before procurement began. Vodafone, Telefónica, Deutsche Telekom, Orange, AT&T and other large global operators, small and large infrastructure providers, innovators building new approaches — all under the moniker “Together We Build”. We created project groups — or “mini ecosystems” — for every part of the telecom infrastructure stack. These groups defined specs collaboratively. Buyers and sellers across hundreds of different companies aligned on what solutions needed to achieve. Tech was validated together instead of through separate evaluation processes. That framing shift mattered enormously. Corporate partners became collaborators solving shared infrastructure challenges, not buyers evaluating vendor proposals. This new mindset opened dialogues that bilateral negotiations could never produce. Some TIP initiatives succeeded. Others went nowhere. Many are still charging ahead. But the effort accelerated innovation across the space because community collaboration drives progress in ways transactional relationships simply cannot. I use that model at Gigascale Capital now, bringing portfolio companies and corporate partners together early — especially during the discovery stage. Framing discussions around learnings and collaboration instead of immediately jumping into sales pitches and negotiations. Building relationships around the table, where new technologies can advance together. Ensuring that the playing field for innovation to thrive is set up for success.