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MWC: Aricent joins CORD

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Aricent announced at the Mobile World Congress that it has joined the Central Office Re-architected as a datacenter community to contribute software, integration and testing frameworks to the CORD reference implementations.

The CORD Project’s mission is to transform legacy central offices by redefining datacenter economics and leveraging the agility of cloud computing. Proprietary hardware is replaced with composable infrastructure, white-box servers and open-source software. The architecture is designed to support connectivity and cloud-based services for residential, enterprise and mobile subscribers.

Drawing on its 20-year history of datacenter and network equipment design and engineering, Aricent helps service providers build tomorrow’s on-demand and digital networks. Aricent’s capability portfolio spans network function virtualization (NFV), software-defined networking (SDN), micro services and container architectures, open network operating system (ONOS), and OpenStack (infrastructure-as-a-service). Aricent is working with key network equipment and service providers to accelerate the adoption of various implementations of CORD including GPON, SD-WAN, Residential Gateways, vCPE, vRouter and other on-demand resources and network operations.

By joining the CORD Project, Aricent becomes part of a diversified open source community that is comprised of leading service providers, vendors, individual contributors, and other collaborators, all working to redefine network access through cloud systems.

An example is CORD’s VOLTHA (Virtual OLT Hardware Abstraction), a project that seeks to develop a software module that acts as an isolator between an abstract (vendor agnostic) passive optical networking (PON) management system and a set of vendor-specific PON hardware devices. Aricent is developing a real-time performance monitoring (PM) framework for VOLTHA to enable access networks to stream statistics and counters for analysis. VOLTHA provides a set of abstract APIs, via which northbound systems can interact with the PON network with relative ease. On its southbound side, VOLTHA communicates with the PON hardware devices using vendor-specific protocols and protocol extensions.

“We want to evolve the intelligence of the network to a point where it’s able to improve service quality at the right place and time in the customer experience,” said Walid Negm, Aricent’s Chief Technology Officer. “The idea of gaining visibility and insight from distributed network elements is critical to a self-aware and self-steering network,” he said.

“Imagine applications that can subscribe to a data stream of patterns that indicate network congestion, traffic outages, and proactive network diagnosis. Operators can get a better handle on the utilization of network resources and system health that are the foundation of a superior customer experience,” Negm said.

In the initial development phase of the VOLTHA project, Aricent’s performance monitoring framework will include:

  • Light-weight PM agent that collect the real-time raw data and metrics from lower device driver layers and funnel them to external entities through an Apache-based Kafka interface (on the northbound side)
  • Collection of PM data in the form of metrics, counters, ONT status monitoring, and error signals
  • Southbound support, with generic APIs that can be easily mapped to different hardware devices

These metrics can be used by an analytics framework like Analytics-CORD, or a third-party consumer application, which can have its own intelligence and take network actions and decisions based on machine-learning techniques.

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Gadget goes to Hollywood

Gadget visited the Netflix studios last week. In the first of a series, ARTHUR GOLDSTUCK talks to CEO Reed Hastings.

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Netflix CEO Reed Hastings is no stranger to Africa. He has travelled throughout South Africa, taught maths in Swaziland for two years with the Peace Corps, and visits close family in Maputo. As a result, he is keenly aware of the South African entertainment and connectivity landscape.

In an exclusive interview at the Netflix studios in Hollywood, Los Angeles, last week, he revealed that Netflix had no intentions of challenging MultiChoice’s dominance of live sports broadcasting on the continent.

“Other firms will do sport and news; we are trying to focus on movies and TV shows,” he said. “There are a lot of areas that are video that we are not doing: sports, news, video gaming, user-generated content. We don’t have live sport.

Reed Hastings at the Netflix studios in Hollywood last week. Pic: ADAM ROSE

“We’re not replacing MultiChoice at all. Their subscriber growth is steady in South Africa. They serve a need that’s independent of the Internet, via low-price satellite. There is no intention of capturing that audience. If they’re growing, it’s because they serve a need.”

While Reed ruled out any collaboration with MultiChoice on its satellite delivery platform, despite its collaboration with another pay-TV service, Sky TV in the United Kingdom, he did not close the door. He stressed that Netflix saw itself as an Internet-based service, and would pursue the opportunities offered by evolving broadband in Africa.

“If you look in other markets like the USA, how Comcast carries us on set-top boxes with their other services, it could happen with MultiChoice, the same as with all the pay-TV providers.

“We’re really focused on being a service over the Internet and not over satellite. Our service doesn’t work on satellite. Where we work with Sky is on Internet-connected devices. We’re happy to work on Internet-connected devices. We tend to work on smart TVs, but need broadband Internet for that.

“Broadband is getting faster in Nigeria, Tanzania, Kenya and South Africa – we can see the positive trendlines – so it’s more likely we will work with broadband Internet companies.”

Hastings is a firm believer in the idea that one content provider’s success does not depend on pushing another down.

“HBO has grown at the same time as we have, so can see our success doesn’t determine their success. What matters is amazing content with which the world falls in love.”

Click here to read about Netflix’s international expansion, and how the streaming service selects content for its platform.

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Take these 5 steps to digital

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By MARK WALKER, Associate Vice President for Sub-Saharan Africa at IDC Middle East, Africa and Turkey.

Digital transformation isn’t a buzz word because it sounds nice and looks good on the business CV. It is fundamental to long-term business success. IDC anticipates that 75% of enterprises will be on the path to digital transformation by 2027. 

However, digital transformation is not a process that ticks a box and moves to the next item on the agenda – it is defined by the organisation’s shift towards a digitally empowered infrastructure and employee. It is an evolution across system, infrastructure, process, individual and leadership and should follow clear pathways to ensure sustainable success.

The nature of the enterprise has changed completely with the influence of digital, cloud and the Fourth Industrial Revolution (4IR), and success is reliant on strategic change.

There is a lot more ownership and transparency throughout the organisation and there is a responsibility that comes with that – employees want access to information, there has to be speed in knowledge, transactions and engagement,” he adds. “To ensure that the organisation evolves alongside digital and demand, it has to follow five very clear pathways to long-term, achievable success.

The first of these is to evaluate where the enterprise sits right now in terms of its digital journey. This will differ by organisation size and industry, as well as its reliance on technology. A smaller organisation that only needs a basic accounting function or the internet for email will have far different considerations to a small organisation that requires high-end technology to manage hedge funds or drive cloud solutions. The same comparisons apply to the enterprise-level organisation. The mining sector will have a completely different sub-set of technology requirements and infrastructure limitations to the retail or finance sectors.

Ultimately, every organisation, regardless of size or industry, is reliant on technology to grow or deliver customer service, but their digital transformation requirements are different. To ensure that investment into artificial intelligence (AI), machine learning, knowledge engines, automation and connectivity are accurately placed within the business and know exactly where the business is going.

The second step is to examine what the business wants to achieve. Again, the goals of the organisation over the long and short term will be entirely sector dependent, but it is essential that it examine what the competitive environment looks like and what influences customer expectations. This understanding will allow for the business to hone its digital requirements accordingly.

The third step is to match expectations to reality. You need to see how you can move your digital transformation strategy forward and what areas require prioritisation, what funding models will support your digital aspirations, and how this tie into what the market wants. Ultimately, every step of the process has to be prioritised to ensure it maps back to where you are and the strategic steps that will take you to where you want to go.

The fourth step is to look at the operational side of the process. This is as critical as any other aspect of the transformation strategy as it maps budget to skills to infrastructure in such a way as to ensure that any project delivers return on investment. Budget and funding are always top of mind when it comes to digital transformation – these are understandably key issues for the business. How will it benefit from the investment? How will it influence the customer experience? What impact will this have on the ongoing bottom line? These questions tie neatly into the fifth step in the process – the feedback loop.

This is often the forgotten step, but it is the most important. The feedback loop is critical to ensuring that the digital transformation process is achieving the right results, that the right metrics are in place, and that the needle is moving in the right direction. It is within this feedback loop that the organisation can consistently refine the process to ensure that it moves to each successive step with the right metrics in place.

There is also one final element that every organisation should have in place throughout its digital evolution. An element that many overlook – engagement. There must be a real desire to change, from the top of the organisation right down to the bottom, and an understanding of what it means to undertake this change and why it is essential. This is why this will be a key discussion at the 2019 IDC South Africa CIO Summit taking place in April this year. With this in place, the five steps to digital transformation will make sense and deliver the right results.

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