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5 Reasons Why MENA Service Providers Should Walk The Automation Talk

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By Lucky La Riccia,

Digitalization is shaking up a variety of industries. Mobile operators face the challenge of digitalizing themselves – so that they in turn can accelerate the digital transformation of their business customers. If operators do not transform, they will miss out on the opportunities offered by 5G and IoT.

The MEA region’s telecom market has seen a strong uptake of LTE and there is a high smartphone penetration (for more details, please read the Ericsson latest Mobility Report). Increased smartphone usage – together with a large increase in the number of IoT devices using LTE – will lead to significant data consumption growth. As MENA service providers prepare to switch on 5G, they need to increase investment to improve coverage, reliability, and speed to ensure customer experiences do no suffer.

In my conversations with some of the leading mobile operators across the region, it is clear for them that automating network management and operations are crucial steps in their modernization strategy. They also get that network automation is fundamental to manage 5G/IoT complexity and efficiently deliver 5G services to customers.

As MENA operators continue to move network functionality from proprietary hardware over to software, here are some of the key questions I am often asked: How can I use automation to gain cost efficiencies? What’s the best way to reduce customer service time? How can data analytics help me gain insights to offer services that my customers desire in a 5G/IoT world?

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To present a reliable solution to these questions, Ericsson commissioned MIT Technology Review Insights to interview experts within global telecom operators – resulting in a report titled “Network automation: Efficiency, resilience, and the pathway to 5G”. The article outlines the value of automating network operations and where some of the leaders in the field have started.

From the insights of senior technology executives at network operators globally, the report offers the following conclusions:

Face up to disruption: Chief Technology Officers may deem it risky to purposely disrupt their networks, but some “structural change is necessary to gain the benefits of automation”. Changes will be needed to integrate staff with IT backgrounds and programming skills, essential for operating the network.

Make a clearer link to the 5G and IoT future: With so much riding on 5G and IoT, making the link more explicit to CEOs and CFOs can only strengthen the automation business case. With traffic levels boosting, the need for more investment becomes inevitable.

Keep the faith with open standards: The MENA region’s service providers and their ability to capitalize on the opportunities arising from new technologies require a significant reduction in complexity within the fragmented operations support area.

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Beyond making fuller commitments of their own to one or another open-source platform, “operators should keep up the pressure on their vendors to do the same”. Open Network Automation Platforms can generate even greater value when leveraged to create new services that support new business models across different verticals that will emerge from the introduction of 5G.

Embrace DevOps: DevOps is a key enabler of successful software-driven teams and businesses. Arming network staff with new skills may not be enough to help them thrive in fast-paced cloud environments. Whether or not new structures are created, “learning DevOps ways of working across teams can cement the gains achieved from network automation—and much more”.

Don’t be afraid to let go: Automating means trusting software to do the jobs that manual management and configuration—and the proprietary tools developed to guide them—performed. “A leap of faith is required to ‘flip the switch’ over to the automation tool. Delaying this or maintaining legacy tools for redundancy purposes are likely to negate at least some of the gains of automation.”

With greater adoption of automation, I am confident service providers in the Middle East and Africa can slash operations costs and introduce services more quickly, become fully prepared to manage complexity and exceed customer expectations in the era of Digital Transformation – likely through services that we have yet to invent!

Lucky La Riccia is Head of Digital Services at Ericsson Middle East and Africa

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Starbase Technologies Introduces Yolly, a Reward-Based Social Entertainment Platform

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Starbase Technologies has launched Yolly, a new social entertainment platform designed to reward users for watching, streaming and creating content while promoting wholesome digital engagement.

Starbase Technologies Introduces Yolly, a Reward-Based Social Entertainment Platform

Starbase Technologies

The company said the platform was developed to redefine participation in the digital economy by enabling viewers, creators and brands to earn value from meaningful online interactions.

According to Starbase Technologies, Yolly introduces a reward system powered by Stars, its native digital rewards currency, which users accumulate through activities such as watching videos, live streaming and creating content.

The company said the initiative was built on the belief that everyone contributing to the digital ecosystem should have the opportunity to benefit from the value they help generate.

Unlike conventional social media platforms where monetisation is often restricted to creators with large followings, Yolly allows creators to begin earning from their first stream without meeting follower thresholds.

The platform also provides emerging creators with features including gifting, Boosts and a Founder Creator badge to help them grow their communities from the outset.

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Viewers are also eligible to earn Stars through the platform’s Watch+ feature, which rewards users for watching content from their first session.

For brands, the company said Yolly offers an alternative to traditional impression-based advertising by providing verified engagement metrics, real-time performance dashboards and brand safety controls to improve campaign measurement and audience interaction.

Speaking on the launch, the Head of Business at Yolly, Emeka Okenwa, said the platform was designed to create a more inclusive and rewarding creator economy.

He said the rewards ecosystem prioritises wholesome content and genuine community engagement rather than content driven solely by algorithms or viral trends.

“The platform has been developed on the premise that the future of the creator economy should be more inclusive, more rewarding and built around genuine communities rather than algorithms alone,” Okenwa said.

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He added that Yolly was created to encourage family-friendly content while providing viewers, creators and brands with a trusted environment to connect, create and grow.

According to the company, the platform features content across entertainment, sports, lifestyle, education, technology and live events.

Starbase Technologies said the launch forms part of its broader vision of connecting creators and innovators through technology solutions that expand opportunities within the global digital economy.

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Isolation Is Economic Suicide – Jonas Warns Stronger African Nations Against Self-Delusion

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Mcebisi Jonas, Chairman of MTN Group, has called on African leaders and businesses to deepen regional cooperation, warning that no country on the continent can achieve lasting prosperity in isolation.

Isolation Is Economic Suicide - Jonas Warns Stronger African Nations Against Self-Delusion

Mcebisi Jonas, Chairman of MTN Group

Jonas made the call during the MTN Y’ello Chair event held on Aug. 2, where he urged Africa’s largest economies to work together to unlock the continent’s economic potential.

He said the fortunes of businesses operating across Africa were closely linked to the continent’s overall economic performance.

“Our fortunes as MTN are intertwined with the fortunes of the continent. If the continent goes down, we go down. If the continent is lifted up, we also are lifted up,” he said.

According to him, corporate success cannot be sustained where regional economies remain weak or fragmented.

Jonas cautioned major African economies, particularly Nigeria and South Africa, against adopting inward-looking economic policies, stressing that their long-term prosperity depends on stronger collaboration with neighbouring countries.

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“If the continent is to be propelled beyond where it is, trade between South Africa and Nigeria must improve.

“If the big economies of the continent are not working together, are not aligned in terms of agenda and are not trading with each other, then you have a problem,” he said.

He advocated the creation of a pragmatic coalition of Africa’s leading economies, comparable to the Group of Seven (G7), to coordinate economic priorities, strengthen regional integration and accelerate development across the continent.

Jonas also called for increased investment in cross-border infrastructure, including energy, transport, logistics and financial systems, to facilitate trade and improve economic resilience.

According to him, Africa’s long-term growth will depend on its ability to function as a cohesive and interconnected economic bloc.

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Recent trade figures indicate growing commercial activity within the continent.

According to the African Trade Report 2025 published by the African Export-Import Bank (Afreximbank), intra-African trade increased by 12.4 per cent to 220.3 billion dollars in 2024.

The report showed that South Africa remained the continent’s largest intra-African trading nation with 42.14 billion dollars in trade, while Nigeria’s intra-African trade rose significantly to 18.43 billion dollars, from 8.1 billion dollars recorded in the previous year.

Despite the progress, Jonas noted that regulatory bottlenecks, infrastructure deficits and other cross-border barriers continued to limit the full potential of trade among African countries.

He urged governments to pursue policies that encourage greater regional integration, describing continental cooperation as essential for sustainable economic development.

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Pan African Towers Acquisition: Court Filings Highlight Governance, Shareholder Disputes

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Court filings in multiple legal disputes arising from the 2023 acquisition of Pan African Towers have raised questions about corporate governance, board oversight and executive independence, with the company’s Board Chairman, Adefolarin Ogunsanya, featuring prominently in the proceedings.

Pan African Towers Acquisition: Court Filings Highlight Governance, Shareholder Disputes

The disputes, currently before Nigerian courts, stem from the acquisition of Pan African Towers by Development Partners International (DPI), Verod Capital Growth Fund III LP and African Development Partners International LLP.

According to documents filed before the Federal High Court, former Chief Executive Officer of Pan African Towers, Azeez Amida, played a central role in identifying and engaging prospective investors after the company’s shareholders decided to sell the business.

The filings stated that negotiations led by Amida culminated in the acquisition, which was later recognised as the African Deal of the Year.

However, less than three years after the transaction, the acquisition has become the subject of three separate court cases challenging aspects of its governance and implementation.

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According to the court filings, a proposed Management Incentive Plan (MIP) formed part of the negotiations leading to the acquisition.

Amida alleged that he informed prospective investors that management would retain a minimum five per cent equity stake following the acquisition, an arrangement he said distinguished the successful consortium from competing bidders.

The pleadings further alleged that the consortium accepted the proposal through the MIP and related term sheets.

Among the exhibits before the court is an email attributed to Ogunsanya forwarding a document titled “PAT – MIP analysis.xlsx,” described as an analysis of the proposed incentive scheme.

According to the claimant, the proposed equity participation could have generated returns exceeding 30 million U.S. dollars, but the arrangement was allegedly not implemented after the acquisition.

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He is consequently seeking damages exceeding 30 million dollars in a separate action before the Federal High Court.

The filings further alleged that governance dynamics changed significantly after the acquisition, with shareholder representatives and board members becoming increasingly involved in operational matters ordinarily handled by executive management.

The defence claimed that disagreements arose over procurement processes and commercial negotiations, including sourcing decisions involving companies in which some directors allegedly had interests.

The filings identify Ogunsanya as one of the directors involved in those discussions.

The allegations remain disputed and are yet to be determined by the court.

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Another issue raised in the defence concerns the company’s financial approval procedures.

According to the filings, following the appointment of a new Chief Financial Officer (CFO), Amida deliberately withdrew from final expenditure approvals because of governance concerns.

The defence maintained that expenditures subsequently challenged in the litigation were processed through the company’s established approval procedures, involving reviews by relevant departments and final authorisation by the CFO.

It also argued that the CFO responsible for the approvals remains employed by the company and has since been promoted.

The defence further contended that the disputed hospitality, investor engagement and related business expenses passed through internal approval processes and were reflected in the company’s audited financial statements before becoming the subject of litigation.

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Internal emails, approval workflows, WhatsApp communications and financial records have been listed among the evidence expected to be presented during the trial.

The court filings also noted that Ogunsanya participated in negotiations surrounding the Management Incentive Plan, signed an October 2024 query issued to Amida before a Mutual Separation Agreement and later declined a request for an amicable settlement in a separate matter before the National Industrial Court.

Amida further alleged that a subsequent Federal High Court action instituted by Pan African Towers was retaliatory and intended to exert pressure in connection with his earlier legal action against DPI, Verod and other parties involved in the acquisition.

The allegations remain contested, and the parties are expected to present their respective cases before the courts.

As of the time covered by the filings, the defendants had not filed substantive defences to some of the claims referenced by the claimant.

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The matters remain pending before the courts, and no judicial determination has yet been made on the merits of the allegations.

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