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Poland’s mobile market is among the most competitive in Central Europe. Mobile penetration exceeds 120% and consumers routinely consume massive amounts of data at extremely low prices — often 50GB for the cost of a premium coffee in Amsterdam. Yet the ARPU (Average Revenue Per User) remains among the lowest in Europe.
Innovation is easy to promise. Delivering it while millions of businesses, governments and public institutions rely on your systems is another story. SAP’s challenge is not creating flashy solutions that attract attention, but ensuring that those solutions actually keep the world running, every day.
Europe may be SAP’s home, but it is no longer the place where its future will be decided. That future is shaped elsewhere — in the boardrooms of American multinationals, in the industrial corridors of Asia and in innovation hubs stretching from Silicon Valley to Bangalore. For a company born in Walldorf, Germany, global presence is no longer a strategic option. It is an existential condition.
Technology is moving faster than human comprehension. AI, autonomous networks and 5G/6G infrastructures are reshaping industries. CEOs are caught in the middle: accountable for decisions they cannot fully understand. Shareholders demand results. Regulators demand compliance. Society demands responsibility.
Europe speaks confidently about its digital future. About strategic autonomy, technological sovereignty and the ambition to reduce dependency on foreign platforms. In policy papers the language is convincing. In conferences it sounds even stronger.
Across Europe, telecom operators are navigating a historic transformation. From AI-native architectures to autonomous networks, the industry is no longer just about connectivity—it is about trust, culture and influence. Deutsche Telekom, Orange, BT, Vodafone and Telefónica are all experimenting with AI-driven networks, yet the road ahead is far from straightforward.
House prices in the Netherlands are rising, according to ABN Amro. As soon as the bank announces these predictions, markets react. To many, it seems like a simple economist with a spreadsheet. But behind the scenes, another mechanism is at work: algorithms processing data, detecting patterns and forecasting future trends.
The transformation of telecom networks is often described in technical language — cloud-native cores, autonomous operations, AI-driven optimization. Yet beneath the architecture diagrams and vendor roadmaps lies a deeper challenge, one that cannot be solved by software alone.
Ask ten European executives what the AI Act means for their organisation and you will likely receive ten different answers. Some see it as a legal framework best handled by compliance teams. Others assume it mainly targets Big Tech. A few quietly believe that enforcement will take years — long enough for technology to move on again.
Under Allison Kirkby, British Telecom is no longer the BT it once was. What began as a domestic restructuring has evolved into something far more consequential: a redefinition of how connectivity itself is organised, governed and valued. Nowhere is this shift more visible than within BT Worldwide.
