1、February 2024Technology,Media&Telecommunications PracticeShaping the future of 6GNext-generation technology could spark innovation,attract investment,grow adoption,and revitalize telecommunications.But to fully benefit from 6G,the industry must overcome legacy challenges.by Zina Cole,Toms Lajous,Fab

2、ian Queder,and Martin WrulichExecutive summaryThe telecommunications industrys investments in disruptive wireless technologies over the past few decades have radically reshaped peoples daily lives,enabled the creation of massive new businesses,and transformed entire industries.Yet even as each new w

3、ireless generation has introduced new services,lowered costs,and improved performance,telcos have increasingly struggled to benefit from the unprecedented value creation.The next-generation mobile standard,6G,offers telcos the opportunity to change the status quo and revitalize the industry.If devel

4、oped thoughtfully,6G has the potential to attract sufficient cross-sector investment,drive innovation,grow adoption,and spark future waves of disruptive technologies.Most crucially,it could drive new value on top of the connectivity layervalue that telcos can finally enjoy.To reap these potential re

5、wards from 6G,the telecom industry needs to overcome the headwinds created by previous generations of wireless telecommunications standards,especially those resulting from 5G.Expectations for 6G vary widely,with lingering skepticism regarding the challenges and costs of the 5G rollout weighing on it

6、s prospects.These attitudes raise the possibility that 6G could become an afterthought rather than the next great technology driver of innovation.This report examines how that fate can best be avoided and raises the question of what 6G should look like to create the necessary momentum in the develop

7、ment and standard-setting phase.Our findings,based on our own experience in the market,a series of expert interviews,and proprietary research,highlight the need for a paradigm shift toward a collaborative approach to innovation and investment with companies outside the telecom industry,a revised set

8、 of KPIs to guide the R&D that will drive 6G,and a broad vision that embraces all of the widely divergent expectations for 6G.1 For more about xRAN,see Gerardo de Geest,Gustav Grundin,Ole Jrgen Vetvik,and Nemanja Vucevic,“Telecom networks:Tracking the coming xRAN revolution,”McKinsey,February 24,202

9、3.In particular,to lay a foundation for future 6G success,operators can take action today in five key areas:1.Shift focus to customer(and telco)value creation.Telcos should ensure that 6G does not become a more-of-the-same technology that only provides higher peak speeds,lower latency,and higher dev

10、ice density.Instead,the R&D focus needs to shift to addressing the operational issues mobile network operators(MNOs)face and the issues hindering enterprises from scaling the use of advanced connectivity in their operations.2.Work toward multicapability platforms.Expanding the capabilities of mobile

11、 networks beyond just connectivity to,for example,enable MNOs to sell data generated through sensing has the potential to improve the economics of a 6G investment by unlocking new revenue streams.3.Expand the roster of network investors.Wireless connectivity will become an even more integral part of

12、 societies and the operations of nontelecom companies once 6G is deployed.This could bring about partnerships and closer alignment,ultimately spreading capital expenditure and value accrual more evenly across telco providers and the industries that operate atop their infrastructure.4.Make smart inve

13、stments in digital infrastructure.Accelerating xRAN rollout,1 upgrading fiber in the backhaul and fronthaul,and investing in green energy are all examples of investments in digital infrastructure that will help support future capital expenses associated with 6G.5.Get the right talent mix.New network

14、 technologies require new competencies and skills.Building up the talent for 6G now will help ensure that operators can capitalize on new value-creation opportunities.This type of approach can put the industry on a solid footing for the 6G future and help the next-generation technology realize its f

15、ull potential.2Shaping the future of 6GIntroductionDespite the seismic advances in wireless technology that have fueled unprecedented connectivity over the past three decades,it has been a challenging journey for the telecommunications industry,and the next-generation tech could present similar prob

16、lems.The ongoing struggle of MNOs and OEMs to realize a healthy return on investment has left many players unenthusiastic about the prospect of 6Gthe sixth generation of mobile telecommunications standards.As 5G deployments advance globally,it becomes increasingly apparent that unless things change

17、drastically soon,the introduction of 6G could become a hurdle for stakeholders such as telecom operators and vendors,slowing down innovation in wireless technology capabilities.To maximize the value creation potential for 6G investors and users,the industry will need to figure out how to approach th

18、e wireless standard with a goal-oriented innovation mindset.When we ask telecommunications ecosystem players such as operators,OEMs,consumers,and industrial verticals what they expect from 6G,we hear widely differing views.This lack of consensus has the potential to hinder collective efforts in stan

19、dardization and R&D,which may be critical for bringing the 6G vision to life.At the same time,the industrys relatively disappointing experiences with 5G to date have generated a fair amount of skepticism about the potential for monetization,which could lead to a narrow focus on cost reduction and sa

20、p power from 6Gs potential innovation engine.Additionally,because many enterprises are still grappling with making use of 5G in their operations and may not be keen to participate in building out 6G,there is a risk that the upcoming generation could be developed in a telecommunications silo with ins

21、ufficient input from potential customers.To steer 6G toward a promising trajectory,the industry needs to define an approach that embraces needs across all stakeholders:from operational enhancements,ease of deployment,and efficient upgrading to cost reductions and unlocking new possibilities for valu

22、e generation.Achieving this balance will require the industry to address a few pertinent questions:How can telecom companies and vendors stimulate enterprises to collaborate with them to create the next wave of 6G use cases?Is the current focus on core wireless KPIs such as peak speed,latency,and en

23、d-point density sufficient,or will meeting the expectations of all stakeholders require a reassessment?And what incentives and investment-sharing models will be needed to stimulate the generation of new value in 6G?This report aims to provide answers to those critical questions while examining how t

24、he telecom sector reached this crossroads and exploring stakeholders varied views of 6G.It is informed by a series of interviews with a number of executives in the industry,as well as by our own research and experience.To steer 6G toward a promising trajectory,the industry needs to define an approac

25、h that embraces needs across all stakeholders.3Shaping the future of 6GThe journey toward 6G:Funding the next round of wireless innovationThe rhythm of the wireless industry has typically been defined by roughly ten-year cycles:a new connectivity standard is developed,released,and deployed,and then

26、it matures,after which the cycle repeats.The 2G standard was released in 1991,followed by 3G in 2001,4G in 2009,and most recently 5G in 2018.Each generation has consistently lowered unit costs and introduced new capabilities that paved the way(except for 5G)for use cases that,in turn,have driven mon

27、etization and fostered further deployment on a global scale.The remarkable success of the industry in its first two decadeswhich resulted in a consumer wireless-connectivity services sector worth an estimated$800 billion annually2 and a roughly$40 billion annual radio access network(RAN)marketcan be

28、 attributed to a self-perpetuating flywheel mechanism.This cycle was initiated by a growing number of consumers who purchased wireless connectivity services,thereby fueling revenue growth for MNOs.The increased revenue,in turn,allowed and stimulated MNOs to expand their spending on wireless infrastr

29、ucture by adding sites and upgrading their RAN.This led to a surge of income for equipment vendors,allowing them to ramp up their R&D investments and increase the range of features and quality of service that telcos could get consumers to pay more for.The use of wireless technology became more wides

30、pread and extensive,which in turn supported its continuing 2 Connectivity retail revenues for cellular technologies(2G5G).evolution to become even more useful.This virtuous cycle created an environment conducive to continuous innovation and improvement.But since the advent of 3G,the telecommunicatio

31、ns sectors revenues have not kept pace with rising capital costs.The expenditures necessary to design,build,deploy,and operate successive generations of network infrastructure have outpaced the industrys revenue growth from 3G through 5G,leading to a global decrease in telco ROIC.As wireless systems

32、 have grown more complex,network equipment vendors have had to channel ever-increasing funds into their R&D departments to tackle the mounting challenge of enhancing the performance of each standard and release.The expansion in R&D costs quickly outgrew corresponding low,single-digit rises in revenu

33、es.Similarly,MNOs have had to constantly expand their footprints and increase network capacity to reach and serve more customers.Spectrum scarcity in the low bands has become an increasing problem,forcing MNOs to deploy new but higher spectrum,which has shorter waves that require more density in RAN

34、 equipment.Meanwhile,backhaul costs exploded with 5G because of the need to connect more towers and small cells with fiber,and the demand on mobile networks skyrocketed because of persistent data traffic and growth in end points.As a result,that spending growth has far outpaced revenue growth(Exhibi

35、t 1).(See sidebar“From 3G to 5G:Victims of their own success?”)The rhythm of the wireless industry has typically been defined by roughly ten-year cycles.4Shaping the future of 6GExhibit 13G(200010)4G(201020)5G1(202022)34457356606846Spectrum2Nonspectrum mobile capital expenditur

36、es3Connectivity revenues4Spend growth over 2G baseline,%Revenue growth over 2G baseline,%1Average across 202022 vs average across the 2G era(19902000).2Includes spend from mobile network operators(MNOs)for all spectrum auctions within the period.Auctions that took place prior to the period but aucti

37、oned pioneer bands for the successor standard have been reallocated to the latter(eg,700-megahertz auctions prior to 2010 are accounted for as 4G spectrum spend).3Includes capital expenditures for towers,equipment,backhaul,and the core.4Includes all revenues that MNOs were able to generate from thei

38、r mobile public networks;eg,voice,SMS,data,and revenues from fxed wireless access.Excludes revenues from adjacent services or connectivity revenues that would require additional capital expenditures(eg,private networks).For mobile network operators,spending growth has far outpaced revenue growth sin

39、ce the advent of 4G technology.McKinsey&CompanyThe remarkable success of the industry in its first two decades can be attributed to a self-perpetuating flywheel mechanism.5Shaping the future of 6GFrom 3G to 5G:Victims of their own success?1 Peak downstream speeds for Edge(2G:236 kilobits per second)

40、versus HSPA+(3G:21.6 megabits per second).When 3G was rolled out at the dawn of the 21st century,the unprecedented growth it initially spawned would have made the industrys current financial challenges hard to imagine.The introduction of 3G changed the way users viewed and used their mobile devices.

41、Peak data-throughput rates had increased significantly,by a factor of roughly 90,1 enabling new use cases that expanded from simple calls and text messages to more robust data services.Business professionals tapping away on their new BlackBerry devices in meetings or on the street became a common si

42、ght,while the iPhone launch in 2007 introduced mobile data to the mass market.By 2010,more than a billion mobile broadbandcapable handsets had been sold worldwide,and 3Gs potential for monetization had attracted hundreds of new mobile entrants across the globe.In fact,connectivity revenues surged by

43、 440 percent in the 3G era(200010)compared with 2G(19902000).This expansion was predominantly fueled by growth in data services and a rise in global mobile broadband penetration,which climbed from less than 1 percent in 2000 to 14 percent by 2009.Yet it didnt take long for operators to get a first g

44、limpse of how the next-generation wireless standard might prove more challenging.The prospect of a data-driven market with explosive growth potential,combined with the skyrocketing appetite to invest in digital businesses during the peaking internet bubble,also led to an increase in spectrum costs f

45、rom$25 billion$30 billion for 2G to$95 billion$100 billion for 3G globally(about a 350 percent increase).Capital costs started rising because of radio equipment upgrades and the need to both enhance the core infrastructure and expand mobile networks to cover more than 50 percent of the worlds popula

46、tion with 3G in 2010.While the 3G era was unquestionably one of the most successful in telecommunications history because of the rapid increase in the number of subscribers,rising costs began to outpace revenue growth,signaling that more difficult times were yet to come.If BlackBerry was the definin

47、g device for 3G,the iPhone shaped the 4G era and the accompanying explosion of apps and traffic.The first multi-functional,handheld device with mass appeal,the iPhone attracted millions of consumers who were suddenly willing to migrate much of their digital work and life from desktops and laptops to

48、 phones.The 4G era of the smartphone helped fuel the meteoric rise of new digital titans and business models,allowing us to order food while lying on our sofas(DoorDash,Delivery Hero),play multiplayer online games on our daily commutes(Zynga,Rovio),or listen to the entire music library of the world

49、while going for a run(Spotify,Deezer).With 4G essentially making the entire World Wide Web accessible on everyones handheld device,data usage soared from an average of less than 50 megabytes(MB)per month per handset in 2010 to a staggering four gigabytes(GB)at the end of the 4G era.However,even as m

50、any digital upstarts and over-the-top players rode the 4G wave to sizable value creation,this remarkable growth in usage did not yield proportionally significant growth in revenues for the telecom operators that had laid the foundation.Revenues from data did grow,but not nearly enough to compensate

51、for the precipitous fall in revenues from traditional voice service and text messagesabout 35 percent annually from 2010 to 2015 alone.Meanwhile,incremental revenues from providing new services such as network access at home through mobile networks(for example,fixed wireless access)or special-purpos

52、e networks(such as 4G for public safety)had no significant impact on the revenues of telecom operators.Instead,McKinsey analysis shows that from 2000 to 2010,operators had to spend more than$1.6 trillion on spectrum,core network upgrades,and the expansion of infrastructure(including radio access net

53、works)to meet the ever-growing demand for network capacity and coverage.6Shaping the future of 6GFor all the technological advancements promised by 5G,very few industry players express optimism that this trend can be significantly reversed within the 5G decade.In the first four years of 5G deploymen

54、t,mobile network operators(MNOs)have already invested$162 billion in 5G spectrum acquisition auctions globally,matching an entire decades worth of expenditure previously incurred for 4G.These recent 5G auctions not only were costly but also came with strict coverage obligations,mandating operators t

55、o invest in the construction of additional towers in previously underserved areas.Given the low population density in some of these markets,there is little potential to earn significant additional revenues and a corresponding low return on investment.Moreover,regulators in countries such as Croatia,

56、Germany,Greece,and Spain have imposed coverage obligations beyond residential areas to include highways,railway networks,and waterways.At the same time,scarcity of spectrum became a bottleneck for network capacity,and new spectrum bands(more than 24 gigahertz,or so-called mmWave)were introduced.Whil

57、e this provided some much-needed relief in certain areas,it came at a cost:the higher the band,the shorter the range,resulting in an increase of both densification needs and associated construction costs.These new incremental costs are burdensome for MNOswe 2 Gerardo de Geest,Gustav Grundin,Ole Jrge

58、n Vetvik,and Nemanja Vucevic,“Telecom networks:Tracking the coming xRAN revolution,“McKinsey,February 24,2023.estimate that on average,an MNO would need ten to 30 times more sites than it did during the 2G and 3G eras.Telcos also had to upgrade existing RAN elements such as radios,antennas,and baseb

59、and units to support 5G on existing towers.Another major driver of cost increase has been the transport network.The microwave backhaul technology widely used for previous generations could no longer keep pace with the increasing demands for data throughput and latency rates of 5G.To manage growing t

60、raffic and to facilitate the transition to a centralized-RAN topology,2 MNOs had to invest in fiber infrastructure that was more extensive and more capable.The first operators began deploying 5G stand-alone core networks in late 2020.This deployment not only incurred additional capital expenditures

61、but also necessitated substantial system integration efforts to move from monolithic,legacy cores to a cloud-native solution.Moreover,some of the most advanced MNOs also started to roll out multi-access edge computing(MEC)capabilities to bring data centers to the edges of the network,thereby allowin

62、g for faster data throughput and lower network congestion while further increasing the pressure on capital expenditures.It didnt take long for operators to get a first glimpse of how the next-generation wireless standard might prove more challenging.7Shaping the future of 6GAfter the initial 4G boom

63、,many markets began to experience flattening subscriber growth and a stable or declining average revenue per user,despite ever-increasing data demand.As they hatched plans to deploy 5G,operators and vendors were optimistic that capital expenditures invested in 5G would unlock revenue growth in both

64、B2C and B2B.In their financial reports between 2018 and 2021,more than 50 percent of the worlds leading telecommunications companies(13 out of the top 25)posited that their investments in 5G technology would unlock future revenue growth.The belief was that higher speeds and lower latency would convi

65、nce a large number of consumers to pay more for their wireless service.In B2B,5G was positioned as a critical catalyst for the next generation of innovations through advanced industrial use cases(such as automated guided vehicles,drones,3 Some operators are reporting fixed-wireless-access growth(pre

66、dominantly US operators),but the growth is not explicitly or even implicitly reported to be a consequence of 5G deployments.remote controls,and fleet monitoring),which would translate into a massive value creation opportunity for the telecom sector.The industry was particularly excited about Interne

67、t of Things(IoT)applications,with cars,robots,and sensors expected to lead to a massive increase in devices connected to the network.To date,only two of the 13 optimistic telcos have reported material growth from new revenue pools based on 5G(Exhibit 2).3 Moreover,many MNOs made significant early in

68、vestments with the expectation that a first-mover advantage would help them gain market share from competitors.This hope did not materialize either.Of the 12 MNOs that deployed 5G more than six months earlier than the next 5G launcher,none was able to gain significant market share(more than 1 percen

69、t)in the first five Exhibit 2Out of 25 telcos that deployed 5G before 202113Initially announced that 5G investments would unlock new revenue pools12Reported material growth from new revenue pools based on 5G(beyond the human segment2 or fxed wireless access)12Did not reference incremental growth opp

70、ortunities based on 5G investments123Reported no 5G-driven material growth from new revenue pools based on 5G 111In annual reports prior to or during the initial 5G investment phase(up until FY 2020).2Connectivity for handsets;excludes connectivity revenues for Internet of Things as well as solution

71、s,use case deployments,and private networks.Only two of the 25 telcos that deployed 5G prior to 2021 have reported material growth from new revenue pools based on 5G.McKinsey&Company8Shaping the future of 6Gquarters after the 5G launch.The private-network market is showing some momentum;several hund

72、red private networks have been deployed worldwide to date,achieving 20 to 30 percent CAGR.Yet with an average deployment cost of between$2 million and$10 million,the market is not yet moving the needle by creating a significant incremental revenue source for telecom operators and OEMs.As daunting as

73、 the financial picture is for the telecom industry,it represents only one part of the broader story.Since the 2000s,wireless cellular connectivity has delivered immense value to a diverse array of other stakeholders.Chief among them have been over-the-top(OTT)and tech playerssuch as Uber,DoorDash,Zy

74、nga,Delivery Hero,and Spotifythat have built their businesses on top of mobile infrastructure and become household names in the process(Exhibit 3).4 McKinsey analysis of average data allowances across high,medium,and low tariffs for a sample set of MNOs in 2013 and 2023.5 Based on all spectrum aucti

75、on outcomes.Simultaneously,regulators have remained intent on maintaining a highly competitive landscape to further expand consumer choices,which has led to significant fragmentation,particularly in Europe.Other successful stakeholders include consumers,who are constantly connected and can access th

76、e internet everywhere with an ever-expanding number of applications and data allowances at flat prices(data allowances have grown by about 300 percent in the past decade alone).4 In addition,government budgets have benefited from an influx of$451 billion through spectrum auctions globally,5 and coun

77、tless legacy businesses have increased their productivity by leveraging new wireless technology to reach and cater to their customers in new ways.However,the continuation of this success story is far from certain if the telecom industry stays on its current trajectory.Exhibit 3Invest in R&D,expandin

78、g function-ality and qualityIncrease connectivity and end-device spendIncrease network equipment spendSpectrum fees and auction incomeIncentives for inclusive network developmentFlat connectivity spendIncreased spend on OTT,tech,and end-point OEMs1Mobile network operators(MNOs)Consumers and enterpri

79、sesSemiconductorOver-the-top(OTT)and other tech playersGovernmentsVendorsEnd-point OEMsInvest in R&D,expanding function-ality and qualityIncrease network equipment spendWeb Exhibit of 1Tech and(smartphone)OEM players such as streaming providers have had a positive impact on mobile penetration and da

80、ta consumption.However,this no longer translates into increased revenue streams for MNOs due to declining cost per gigabyte and the fact that mobile(data)penetration has exceeded 100%in most developed markets.The industrys self-reinforcing fywheel has turned into an open loop,with increased spend go

81、ing outside the telecom industry.McKinsey&Company9Shaping the future of 6GStakeholders perspectives:Lacking consensus on 6Gs value To realize the promise of 6G for innovation and value creation,a wide array of stakeholders will need to collaborate effectively,arguably more so than they have done in

82、the past.Establishing early on something at least approaching a consensus on the characteristics,goals,and requirements of 6G among MNOs,telecom vendors,governments,industrial verticals,consumers,semiconductor players,and device makers will be essential to change the current course.We interviewed a

83、wide array of stakeholders to understand their expectations of 6G.We found a clear lack of consensus,including a few sharp disconnects around how 6G needs to evolve to become a success(Exhibit 4).Across stakeholders,we saw just one main area of common ground:widespread skepticism about how the 6G st

84、andard will drive value on top of existing mobile infrastructure.The few optimistic voices and forward-looking statements came exclusively from within the telecom industry,mainly from vendors and select MNOs.6 Enterprises are not yet thinking beyond 5G because they have had cumbersome experiences wi

85、th it so far,and they still view it as relatively new.Consumers do not see a difference between 4G and 5G despite intensive marketing efforts,so the notion of a 6G future isnt even on their radar.The inability to help the key potential users of 6Genterprise verticals and consumersidentify and articu

86、late the most important areas of improvement for 6G could mean that the next generation of wireless technology will be developed in a telecommunications echo chamber,resulting in something the world does not necessarily need.Market-making events that revolutionize 6 McKinsey analysis of 6G whitepape

87、rs published by selected MNOs.the landscapesuch as Apples introduction of the buttonless,touchscreen iPhoneare always possible,but they would be much more likely if the industry had a concrete vision for 6G.Without a clear vision shared by all key stakeholders,6G is unlikely to achieve major improve

88、ments on the right KPIs.For example,the majority of the stakeholders we interviewed did not view peak speeds,device density,and low latency as critical success factors,while all groups identified energy efficiency as a key priority.At the same time,MNOs and enterprises want to reduce their operating

89、 expenses and extend battery lifetimes for end points.One of the more notable disconnects is between governments and MNOs.Governments tend to focus on 6G as an opportunity to drive the net-zero transition and GDP growth,while MNOs are not fully on board with these ambitions for various reasons.Chief

90、 among them is MNOs need to lower total cost of ownership(TCO)and their lack of appetite to bring new,innovative features into their network,which would bring the potential to drive GDP growth and accelerate the transition to net zero beyond reduction in energy usage.In another example,MNOs strong d

91、esire to pursue cost-effective upgrade paths would likely reduce 6G vendors addressable market.This would limit the ability of vendors to invest in R&D and innovate,which in turn would likely further hamper MNOs success.Similarly,semiconductor players do not necessarily see value in developing a cos

92、t-efficient 6G chip because they dont yet perceive enough market demand for it.However,modem costs,which are driven heavily by the chips inside them,have been one of the key hurdles to scaling up the use of 5G devices in industrial settings(see sidebar“The varying views of 6G stakeholders”).10Shapin

93、g the future of 6GExhibit 4Web Exhibit of Priorities vary widely among players in the connectivity value chain.Camoufaged base stationsEasy-to-deploy private networksLong-term life cycle supportNTN1 integration Network opennessLow-capex upgrade path and deploymentsSpectrum efciency and availabilityR

94、adio-access-network energy consumptionEnd-point modem costsPeak speedLatencyDevice densityReliabilityEnergy per bitSecurity and trustSensingMaterial detectionWireless power transferDigital inclusionTransition to net zeroDiversifying supply chainsMinimized new-equipment footprintOperational improveme

95、ntCost reductionKPI improve-mentsNew capabilitiesSocio-economic issuesCreating local playersEnd-point OEMGovernmentsSemiconductorsIndustrial enterprisesNetwork vendorsMobile network operators(MNOs)ConsumersFocusCoreSecondaryNot a priorityNot yet thinking ahead to 6GDiverse set of operational needs b

96、ased on current pain points experienced with 5GTCO2 reduction top of mind for“core”telco industryWeak pull for old KPIsCore KPIs for players1Non-terrestrial-network integration;ie,integration of cellular and satellite or high-altitude platform systems.2Total cost of ownership.McKinsey&Company11Shapi

97、ng the future of 6GThe varying views of 6G stakeholdersAs mobile network operators(MNOs)continue to grapple with monetizing 5G,they are not fully convinced of 6Gs potential to offer additional opportunities for value creation.Most telcos have yet to delineate a set of use cases that would be signifi

98、cantly advanced by a transition to 6G,and some are even questioning the need for another generational upgrade.A few MNOs see 6G as a chance to enhance critical KPIs,such as latency and throughput,and to enable capabilities such as sensing(which allows for the creation of real-time digital models)or

99、futuristic concepts such as the Internet of Senses.However,their primary expectations lie in tackling more bottom-line issues,such as achieving reductions in operational expenses with minimal capital investments needed for the upgrade from 5G.For the MNOs that are thinking about 6G,one major goal is

100、 to reduce the energy consumption of the radio access network(RAN).This would have the dual benefit of decreasing one of the most substantial components of operational expenses(more than 10 percent of the overall operational spending of a telco,on average)while simultaneously reducing CO2 emissions

101、to meet environmental,social,and governance(ESG)goals.As a result,many MNOs view the energy consumed by the network as a crucial KPI for 6G.Another significant focus is the minimization and optimization of the equipment footprint on antennas.The deployment of 6G would require the installation of new

102、 equipment on existing towers,and MNOs are eager to contain the impact on rental costs for the land where towers are located.They consider compact and lightweight equipment as crucial to avoid spending heavily to upgrade passive masts.MNOs also face challenges in securing building permits,particular

103、ly for sites in urban areas.Further complicating matters is the widely anticipated need for a denser site grid to accommodate increasing traffic and to deploy the higher frequencies that 6G requires,which come with smaller coverage radiuses.Base stations that are camouflaged or easily integrated int

104、o street furniture are perceived as a potential solution.MNOs are squarely focused on ensuring that the upgrade path from 5G to 6G is not only cost-effective but also incremental.As operators migrate their networks to xRAN and cloud-native core architectures,many network functions now run as softwar

105、e on commercial,off-the-shelf servers in distributed units and centralized units.Some MNOs believe this software-centric architecture could enable the development of 6G largely as a software upgrade with limited investment in the physical elements and hardware within the RAN.However,this could have

106、the unintended effect of hampering the innovation potential of the new wireless standard.Radio units,the second piece in the transmission chain,still run on custom silicon(ASIC)and include analog components such as diplexers and filters.The only option to upgrade these without replacing hardware ele

107、ments would be to develop 6G,or a 6G-light version,that can run on the same radio units that have been developed and deployed for 5G(similar to 5G radio running on 4G core technology in a non-stand-alone setup).The downside of this approach is that it would not allow for the introduction of new freq

108、uency bands,but this doesnt seem to bother MNOs too much.While theres significant discussion and research about opening up new,previously unused wireless spectrum bands such as terahertz(THz),MNOs seem more interested in the spectrum below ten gigahertz(GHz).In their view,dealing with extra-high fre

109、quencies with new physical characteristics and lower range is less appealing than getting robust coverage and capacity on time-tested frequencies(such as 600 megahertz or six GHz)that dont require extensive densification.The mixed record of 5G millimeter-wave rollouts has fostered skepticism about t

110、he benefits of THz frequencies,which present even more challenging characteristics,including shorter propagation.MNOs are also exploring network slicing as a tool to monetize 5G use cases by creating new revenue opportunities through customized services(for example,for smart surveillance with higher

111、 accuracy and reliability or for augmented reality AR and virtual reality VR with higher speeds).However,most MNOs are still developing this tool as they face a relatively low demand for such services and the technical complexity,interoperability,and standardization of this technology.Optimizing 6G

112、for network slicing by overcoming these issues may be a key driver for monetizing 6G,and if implemented 12Shaping the future of 6Gearly at a low operational cost,it can spur early wins for MNOs in the 6G wave.Vendors(OEMs):Betting on unlocking an innovation market Network equipment vendors see 6G as

113、 a driver of future innovation across industries,much as they did 5G.However,their narrative about 6G is more developed and detailed than that for its predecessors:vendors view 6G as a fundamental enabler for technologies such as digital twins,the metaverse,services driven by AI and generative AI,au

114、tonomous objects,and further industrial automation.If 5G was seen as the enabler of the first industrial use cases,6G is expected to raise the capabilities to a much higher level.In this vision,6G acts as part of a broader ecosystem in which it interacts with and catalyzes the adoption and advanceme

115、nt of other evolving technologies and adjacent spaces,rather than acting as an isolated innovation.For instance,6G would serve as the industrial internets backbone,enabling machines to transmit gigabytes of data with zero latency to edge clouds running digital twins of factories,while ensuring ultra

116、precise positioning of connected assets.By contrast,many vendors think that 5Gs launch has focused too much on the build-out of the most advanced version of the network and not enough on the advanced use cases it can enable.Vendors believe this order should be reversed for 6G.Unclear ROI,nascency of

117、 advanced use cases,and higher overall modem costs have pushed the implementation expenses of some promising 5G use case pilots so high that enterprises have been hesitant to scale them.As a result,vendors think the 6G process should start with getting access to the appropriate spectrumand making su

118、re enough applications leveraging advanced cellular networks are developed and cost-efficient modems are availableand only then doubling down on 6G network rollouts.Despite the use-case challenges,vendors arent ready to give up on 5G either,at least in the B2B space.Not only have there been some suc

119、cessful use-case proofs of concept,but the most important features that could turn 5G into a powerful platform 1 3GPP is the 3rd Generation Partnership Project.for digital innovation are becoming available only with 3GPPs releases 16 and 17,while all features will be available only in 2025 or later

120、once release 18 is standardized and introduced.1 Only then,as far as the vendors are concerned,can 5G be judged a success or a failure.The consumer space is a different story.According to vendors,one important lesson has already emerged from 5G:6Gs potential to convince consumers to pay more is limi

121、ted,and the primary aim of the next generation should be to create applications serving the needs of industrial verticals.Industrial verticals:Still trying to understand 5Gs benefitsIndustrial enterprises,including healthcare,automotive,manufacturing,and retail,are still in an exploratory stage with

122、 5G.The majority believe that their needs can largely be met by what 5G can theoretically offer,but they are still working to achieve them:speeds of several gigabits per second,high reliability,and extremely low latency that would enable compute workloads to run not on end devices but in edge clouds

123、,thereby reducing costs and optimizing the form factors of their end-point devices.As a result,they do not generally place a lot of emphasis on further improvement of traditional KPIs,such as speeds above 20 gigabits per second,latency reduction below one millisecond,and an increase in device densit

124、y above one million devices per square kilometer.Still,enterprises remain interested in higher reliability and ubiquity of those peak KPIs enabled by 6G.At the same time,some enterprises do have a set of unique requirements that they expect 6G to address.For example,in automotive,the major issue is

125、the life cycle support of successive cellular generations.If most new cars have a lifespan approaching 15 to 20 years,and if the standard is being switched off in between the cycles,retrofitting the embedded telematics systems with a newer version might be prohibitively costly.Similar concerns exten

126、d to other sectors.The experiences stemming from the sunsets of 2G and 3G,and the consequent need to retrofit items such as Internet of Things(IoT)sensors or elevators with new modems,has led many enterprises to push for backward compatibility 13Shaping the future of 6Gthat would allow 4G end points

127、 to connect to the 6G network.Another area of focus for industrial customers is cybersecurity.The risk profiles of many 5G IoT systems are elevated compared with traditional enterprise IT,2 given the IoT control needed over physical operations and the nature of sensitive data that is transferred fro

128、m manufacturing equipment to edge-computing clouds.A high degree of trust in the wireless technology and its integration into IoT platforms and application layers is a critical factor for the success of 6G.As enterprises anticipate adopting innovative technologies such as digital twins or collaborat

129、ive robots working closely with humans,the security profile of the next-generation wireless standard becomes an even higher priority because of the increased potential fallout from breaches.Additional expectations for improvements in 6G include a significant reduction in modem costs to further embed

130、 wireless connectivity into a greater number of devices,as well as seamless,faster deployment and scalability of private networks.End-point OEMs:Focused on 5G-Advanced Manufacturers of mobile phones,robotics equipment,and other end-point devices are rapidly evolving their innovation strategies,aimin

131、g to embed increasingly connected devices into consumers everyday livesespecially devices that automate tasks and routines.High on their agenda,for example,are AR services to further dissolve the divide between the digital and physical world,along with advanced healthcare services that involve physi

132、cian-directed or direct-to-consumer use of wearables and extensive collection of health data.However,the driving forces behind OEMs current innovation plans are the technical capabilities of 5G-Advanced(5G-A),not the more distant 6G.OEMs firmly believe the broad deployment of 5G-A to provide ubiquit

133、ous connectivity will suffice for practically every use case in their innovation pipelinefor example,closed-loop manufacturing or offloading compute workloads to edge clouds for autonomous driving.Although they do think some use cases(such as AR-supported remote machinery inspection)can be enabled b

134、y more-limited,private 2 Jeffrey Caso,Zina Cole,Mark Patel,and Wendy Zhu,“Cybersecurity for the IoT:How trust can unlock value,”McKinsey,April 7,2023.wireless networks within a clearly defined area,their top priority is the widespread deployment of the 5G-A network,which they think is taking longer

135、than necessary.Finally,end-point OEMs are also concerned that introducing 6G to the market could lead to consumer confusion,with many,if not most,users already struggling to understand the differences between 5G and 5G-A.Consumers:Still focused on price and coverageConsumers first got internet acces

136、s on their phones toward the end of the 2G era,and within just a decade,the number of mobile-broadband-capable connections soared past one billion.However,in the more than 20 years since the introduction of mobile data,wireless providers have not launched any significant new connectivity services th

137、at have translated into large new revenue streams.On the contrary,the changes introduced to consumers have been primarily limited to increased bandwidth and data allowances,in parallel with reduced prices for both data and voice connectivity.As a consequence,consumers have been trained to value ubiq

138、uitous coverage with decent speeds at affordable prices,and they dont have any particular perspective or expectations about what 6G could mean for them.Even if some consumers are aware of some compelling IoT use cases(for example,implanted health monitors or smart home applications),they dont necess

139、arily connect them with the underlying connectivity technology.What will excite consumers?The response is twofold.First,MNOs need to be able to build networks with robust coverage and capacity,which 5G has largely yet to achieve.Second,indoor-coverage issues must be resolved;about 70 to 80 percent o

140、f all data traffic is generated indoors,but indoor wireless usage is still relatively low because of weak signals.If consumers are ever going to see real value in the next-generation standard,6G must tackle this challenge head-on.Governments:Sustainable inclusionWhen it comes to 6G,governments are f

141、ocused on four broad objectives:creating local players(such as equipment providers),diversifying supply chains,promoting digital inclusion,and transitioning to 14Shaping the future of 6Gnet zero.Each of these goals is less about specific development metrics or KPIs and more about how 6G can lead to

142、substantial economic and societal transformation.Governments desire for stronger local network-equipment-manufacturing sectors reflects their strategic interest in boosting domestic innovation,technical capabilities,and their competitive edge in a rapidly evolving global ICT industry,as well as pres

143、erving technological sovereignty in some cases.This push goes hand in hand with governments focus on diversifying supply chains for network equipment as they aim to avoid dependencies and risk that stem from geopolitical tensions and other global supply chain disruptions.In addition,they are eager t

144、o use 6G to help promote digital inclusion.Ensuring that the benefits of 6G and its resulting technologies are accessible to all citizens,irrespective of geographic,economic,or social barriers,helps prevent the digital divide from expanding and can contribute to greater economic and social stability

145、.Governments also want to use 6G as a tool to drive the transition to a greener,more sustainable society and economy,yet there is limited concrete vision as to how precisely 6G can help achieve this.Semiconductors:AI as a main driver of 6G Unlike their stakeholder peers in the telco ecosystem,semico

146、nductor players are focused on even higher peak data rates than those of 5G-A,because this would drive further demand for more advanced chipsets.At least some players in the sector are also thinking big about how 6G will interact with the transformative technology of AI in the coming years.In their

147、bold vision,6G could become an overlay in AI-first data centers deployed across edge clouds and would no longer have to rely on a single-purpose mobile infrastructure.The long-standing system of telcos investing in their own compute and storage capacities exclusively 3 For example,to tackle hard-to-

148、model optimization problems,enabling further efficiency of modem and network parametrization and allowing a further boost to core metrics such as spectral efficiency.for networks has proven both costly and inefficient.Historically,it has often led to an overprovision of RAN compute in certain areas,

149、which pushed up already inflated total cost of ownership.Those costs could grow even more with the eventual arrival of 6G and the growing importance of AI and generative AI in networks.3 Both are likely to fuel increased capacity demand,forcing MNOs to make massive investments in new computing resou

150、rces across their networks.Semiconductor players have discussed the idea of transitioning from computing infrastructure built exclusively for wireless networks to making 6G just one of the overlays running on distributed data centers,which could dramatically reduce costs for telcos.This shift would

151、not only allow telcos to more quickly gain the benefits of virtualized networks as part of their xRAN adoption journey but also potentially accelerate the AI transition of networks.As part of that,some semiconductor players think that MNOs should go beyond deploying generic,CPU-based commercial off-

152、the-shelf(COTS)servers to leverage AI-tailored GPUs in their networks,which would ideally make the infrastructure layer future-proof.In their view,standardization bodies(such as 3GPP)could help propel this futuristic vision by building plug-and-play interfaces for AI models in 6G.These would allow m

153、ore companies to develop AI models for a subset of network functions(such as beamforming that is optimized for sensing)and spur greater AI innovation,because smaller players,such as software-based start-ups,do not need a complete xRAN portfolio for a successful play in the network equipment and soft

154、ware market.If this approach can hasten the emergence of 6G,semiconductor players view“network as a sensor”(sensing)as the key capability for driving value in 6G.They envision it not only as an external capability to help provide new services to customers but also as a way to optimize the radio freq

155、uency layer.In this scenario,AI models working in conjunction with digital twins of the area in the proximity of a base station could calculate the optimal beamform or multiple-input,multiple-output antenna form in each setting.15Shaping the future of 6GLaying the foundation for 6G success:Five prio

156、rities going forward No matter how big a technical leap 6G represents,it wont be able to unleash innovation and revitalize the industry on its own.MNOs and other ecosystem players should strongly consider taking action now.Five important steps can help lay the groundwork for a more resilient,sustain

157、able mobile telecommunications industry:1.Shift the focus to customer(and telco)value creationTraditional KPIs for standardization and R&D such as peak throughput and lower latency do not directly address the prevailing problems faced with 5G,and they do not substantially augment the value of wirele

158、ss connectivity to enterprises.Alternatively,the telco sector could shift its focus from traditional KPIs toward reducing the TCO of building and operating a wireless network,prioritizing key value drivers(especially for enterprises),and learning from the pain points that enterprises have experience

159、d with 5G.Reducing TCO will be a crucial determinant for MNOs in their decisions to roll out 6G,and two primary tools should help in reaching that goal.First,MNOs can double down on advances that reduce operating expenses(for example,targeting energy efficiency)or on methods to enable additional cap

160、acity without the need for costly new site constructions.For the latter approach,6G will need to be capable of reusing the virtualized xRAN architecture to the fullest extent possible,thereby limiting the need to replace costly hardware elements in the RAN.Another important driver will be active sha

161、ring.Active network sharing deals have accelerated and should continue to do so,with more operators moving from passive to active sharing.The annual number of active-sharing agreements announced worldwide was less than ten in 2010.That number exceeded 100 deals annually in 2016 for the first time an

162、d has only continued to rise since.The deployment of 6G can further fuel this trend by enabling cost-efficient implementations,flexible adaptations,and easy 7 3rd Generation Partnership Project.maintenance of sharing setups in order to maximize the efficiency potential.Given how challenging it has b

163、een to increase consumer revenues,prioritizing key value drivers for 6G will likely start with enterprises.Engaging in deeper innovation partnerships with enterprises by developing applications and use cases before embarking on a 6G journey is critical,because it will help enterprises overcome a lac

164、k of enthusiasm toward 6G.A customer-first approach starting with the application layer could help create a better balance between 6G demand and supply,preventing the expensive overprovisioning in certain parts of the network that was seen in previous generations,and enabling a sustainable business

165、model.The difficulties that enterprises have encountered with 5G need to be addressed head-on to increase excitement about the new standard.These include high total modem costs,the complexity of private network deployments,and the absence of a sufficient number of end-to-end use cases with proven va

166、lue.2.Work toward a multicapability platform For 6G to yield new value,wireless networks need to transform into multicapability platforms,which will serve as a strong foundation for developers to create new use cases across industrial verticals.Todays networks were built to serve one purpose:providi

167、ng connectivity between people and other end points.Using 6G to add more capabilities based on radio signals sent and received by mobile networks has the potential to elevate mobile connectivity networks to multicapability platforms.This vision of a 6G capability platform has the potential to disrup

168、t the economics of building and investing in 6G because it unlocks new revenue streams through these capabilities.Building stronger ecosystems by fostering collaboration between the telecom sector and verticals will be key to reaching a new level of innovation.Many enterprises participated in the 5G

169、 development process by submitting their requirements to 3GPP7 during the standardization phase,both individually and through 5G-focused industry groups such as the 5G Automotive 16Shaping the future of 6GAssociation(5GAA),5G Alliance for Connected Industries and Automation(5G-ACIA),and PMSE-xG(for

170、special events and entertainment).Scaling this concept horizontally to more verticals and vertically to more enterprises in preparation of 6G can spur co-innovation and reduce the risk that 6G will be developed in a telecom silo,detached from the actual needs of enterprises.The 6G multicapability pl

171、atform also requires a connectivity layer capable of adapting dynamicallyfor example,through open interfaces that allow developers to customize parts of the tech stack and integrate them with the 6G standard in a plug-and-play manner,providing the sandbox for co-innovation.The prevalent one-size-fit

172、s-all approach of 4G will become increasingly outdated because every sector,enterprise,and even individual application has its own unique set of needs(for example,beamforming patterns will need to be optimized not only for achieving the highest throughput and best coverage for data connectivity but

173、also for reflection patterns that can be used for sensing).By its very nature,a standard cannot cover such a wide array and combinations of application-specific requirements across every element of the 6G network stack,from the core to the air interface,and from the physical to the logical layers.Th

174、e present system in the LTE and 5G world largely limits MNOs revenues to the pricing of end-point connectivity,SMS,data traffic packages,outgoing minutes,and unlimited plans.MNOs and vendors are currently seeking to exploit the massive potential of monetizing APIs,enabling developers to leverage net

175、work functions and data generated by telecom operators for their applications specific needs.In addition,6G could unleash four additional new opportunities for monetization beyond connectivity services:ultraprecise positioning data via IoT platforms and specialized applications;for example,to enable

176、 granular asset tracking real-time 3D models of the physical world generated through sensing;for example,to allow digital-twin platforms to deploy closed-loop 8 GSM-R and TETRA are specialized wireless technologies for specific verticals:GSM-R is for railway operations,and TETRA is for public safety

177、.manufacturing systems that enable automated decision making and actions instead of just monitoring and reporting object materials composition detection for use in activities such as security,where identifying potentially dangerous materials at airports or event venues,for example,could be done more

178、 effectively and efficiently,potentially even replacing security scanners or manual body checks wireless energy transfer to IoT end points via radio waves to extend the battery life of end points or even remove the need for a battery entirelyIncorporating these emerging capabilities as integral comp

179、onents of 6G in its early releases could provide a substantial boost to the whole sector and help provide valuable services to enterprises.Enhancing monetization potential and value capture for MNOs will raise both their willingness and capacity to invest in 6G upgrades,expanding the total addressab

180、le market for vendors and stimulating investments in R&D and innovation.3.Expand the roster of network investors Until now,investors in the wireless telecommunications ecosystem have been limited to investing in the industry itself and in select government efforts.With the prospect of new capabiliti

181、es and value pools,6G should be able to attract new investors,creating new types of co-investment models.First,given the dependency on wireless service availability and potential capital expenditure constraints of the telecom sector,OTT and tech players could consider investing in improving coverage

182、 and capacity across the globe.Additionally,MNOs could co-invest with infrastructure providerssuch as railway or highway operators,utilities,and public-safety agenciesor even with sectors such as entertainment and sports to deploy next-generation networks.Such partnerships could not only help reduce

183、 the cost of duplicating networks(for example,GSM-R and TETRA8)but also facilitate a closer alignment between investments and specific needs.Such 17Shaping the future of 6Gcoordinated effort could enable a more effective and cost-efficient implementation of 6G while also fostering uptake and use bec

184、ause the new standard network layer will be purpose-built.Recent years have seen an uptick in government efforts to subsidize the costly development of mobile networks.Now,with the advent of 6G on the horizon,governments face the question of how(and how much)financial or nonfinancial incentives can

185、expedite and amplify value creation through 6G.While continuing to subsidize the supply side to expedite and expand network rollouts can be an effective strategy for 6G,the demand side is even more important,because historically,advanced 5G use cases have lagged behind network rollouts.Some countrie

186、s in the Middle East and North America are subsidizing lighthouse industrial 5G use cases to gain traction and foster innovation.This strategy has also proved successful in other sectors,such as electric cars,for which subsidies can stimulate sufficient demand to kick-start a market while bringing s

187、ocietal benefits.Efforts to foster 6G could take the form of temporary tax relief,partial funding of R&D,or backing for hardware and software procurement.4.Make smart investments in digital infrastructureMNOs can support the path to 6G now by future-proofing all primary elements of the network infra

188、structure.This would include accelerating the rollout of xRAN,upgrading fiber in the backhaul and fronthaul,and investing in green energy supply.MNOs that transition to xRAN typologies gain greater flexibility and,under some conditions,cost advantages,because xRAN centralizes and virtualizes network

189、 functions while leveraging cloud-native concepts based on a decoupled hardware and software layer.Thinking ahead to 6G,xRAN brings another key advantage:the general-purpose servers that are being deployed across the network as centralized units(CUs)and distributed units(DUs)and at network aggregati

190、on points will enable a fast software-upgrade path for network functions.Given that 6G will likely be more compute-intensive due to increased complexity and greater use of AI models,MNOs should deploy xRAN in a scalable way.The quality provided by mobile networks is eventually determined by the weak

191、est link,which can be the 5G or 6G air interface but also the backhaul.Connecting more sites with fiber and upgrading the capacity in the backhaul will ensure that 6G will not be limited by congested fiber backhaul routes or microwave links.Further fiberization will also increase 6Gs flexibility.For

192、 example,parts of the physical layer between CUs and DUs can be split dynamically based on real-time requirements of each packet.Achieving the goal of green 6G networks will not be easy:in addition to heavy emphasis on demand management for energy,MNOs will need to deploy renewable-energy sources ac

193、ross all network elements.The implementation of wind or solar energy at cell sites,replacement of diesel sites with hydrogen generators,and the transition toward more sustainable grid power-supply options are all key strategies.It is an intricate and lengthy process given the scale and number of sit

194、es,network nodes,and data centers that make up mobile networks,requiring a comprehensive energy transformation.To be ready for 6G deployment,MNOs can begin the transition toward sustainable energy solutions immediately.5.Get the right talent mixIn addition to further evolving wireless capabilities,t

195、he 6G era will be part of a broader connectivity ecosystem that will be shaped by technologies such as AI,edge computing,and autonomous driving.This will require MNOs to adapt their talent mix and upskilling road maps and to develop a new mix of technical skills.Emerging technologies are shifting th

196、e talent focus toward a new set of required competencies and skillsfor example,embedding AI in networks,or building software development kits for 6G capabilities.But according to the largest MNOs,the surge in demand for critical new skills is already outstripping supply,potentially threatening new v

197、alue-creation opportunities.Moreover,the industry will need talent that can navigate both connectivity and application layers,because the two will be increasingly intertwined in the 6G era.For MNOs to thrive in the 6G era,they should prioritize a three-pronged talent strategy.First,they can thorough

198、ly assess the current and future 18Shaping the future of 6Glandscape of tech talent and trends to pinpoint the scarce skills and capabilities that will drive future demand.Understanding this evolving landscape is crucial to developing the agile workforce needed to successfully implement and innovate

199、 within 6G networks.Second,they can evaluate their own talent“baselines”to identify gaps and risk areas.This self-assessment is necessary to highlight the areas in which they lack essential skills and to understand the specific areas of talent acquisition and development that need to be prioritized.

200、And third,with a solid understanding of the industry landscape and their own talent status,MNOs can design a comprehensive tech talent strategy.This involves developing an operating model for effective execution that targets identified gaps and aligns with industry trends.Through this proactive appr

201、oach,MNOs can ensure that they have the right talent to leverage the full potential of 6G technology and innovate for the future.The wireless-telecommunications industry has experienced a few decades of disruptive innovation,enabling consumers to stay instantly connected wherever they are and whatev

202、er they do,and allowing industries to operate much more safely and efficiently.While many participants in the ecosystem have benefited from the technological advancements,the telecom industry itself has struggled to increase revenues and create sustainable business models.Today,the industry is far f

203、rom thriving,despite life-changing experiences created by connectivity all over the globe.In the future,6G has the potential to reverse this trend by becoming a new standard that suits the needs of primary stakeholders,creates additional value in connectivity,and distributes a fair share of it back

204、into the MNO space.However,this will require the ecosystem to renew a customer-back approach and focus on service innovation provided by the network(for example,through APIs,multipurpose platforms,and value-added services).Without this,there will almost certainly be no 6G-induced wave of start-ups a

205、nd no expansion of services from existing players,but there will be delayed deployments of new networks.The industry can steer back to a pathway that will allow 6G to reach its full potential:shifting the focus to value creation,working toward a multicapability platform,expanding the pool of network

206、 investors,making smart investments in the right digital infrastructure,and getting the right talent mix.If executed well,the transition to 6G could unleash a new level of innovation and serve as a trigger for reassessing traditional ways of developing,investing in,and deploying the next generation

207、of connectivity technology.Designed by McKinsey Global Publishing Copyright 2024 McKinsey&Company.All rights reserved.Zina Cole is a partner in McKinseys New York office,where Toms Lajous is a senior partner;Fabian Queder is a knowledge expert in the Dsseldorf office;and Martin Wrulich is a senior partner in the Vienna office.19Shaping the future of 6GMcKinsey&Company February 2024 Copyright McKinsey&Companywww.McK McKinsey McKinsey McKinsey