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The “App Economy” will Drive Innovation in Africa

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The mobile economy has finally arrived in Africa. Anyone who doubts should simply take a look around them. The millennial generation have become the leading purveyors of the emerging “App Economy”.

They are driving the boom in mobile services and reinventing the way businesses engage with their internal and external audiences and stakeholders.

To compete in this new “app economy,” telcos will need to invest in gaining market share” through mobile applications, services, advertising and the customer data that powers them.Mobile point of sale is also set to take off in the enterprise.

By the end of 2015, nearly 50% of enterprises with 2,500 or more employees will have some variation of a mobile point of sale (mPoS) deployment.

More than 80 percent of market-leading organisations[M1]  globally already recognise that mobile is fundamentally changing the way they do business.By providing apps and services that directly support the devices and connectivity of their core businesses, Africa’s telcos can improve customer satisfaction, decrease the cost of customer service, andgenerate sizable efficiency dividends to their customer retention and employee productivity.

The mobile ecosystem is therefore poised to create new economies driven by a new set of rules. Not one African nation has escaped the movement to mobile.

The dynamics of mobile growth on the continent will continue to provide good study material for savants of global telecommunications, especially when you look at how mobile has helped to transform the national gross domestic picture of nations and the personal economies of citizens at the bottom of the pyramid.

Take a look at Nigeria, a nation of about 170 million people. Nigeria’s mobile uptake has been one of the fastest in the emerging market over the last 12 years, growing from just under 500,000 lines in 2001 to its current 120 million lines.

In the Indian Island nation of Mauritius (population 1.3 million), the impact of mobile has been no less significant. Rated as one of the easiest countries to do business in in Africa, Mauritius has clearly benefitted from the adoption of new technologies like mobile and bio-technology in its agriculture sector.

It should therefore come as no surprise that Africa’s cellular network operators have been able to benefit from rapid growth in mobile subscriptions.

But traditional telco business models rely on high demand for voice and messaging services, which still comprise over 90 percent [A2] of mobile revenues in many markets in the region.

Analysts estimate that data will make up almost 27 percent of telco service revenues in Africa by 2018[M3] .

However, as the adoption of smart devices mobile data grows, telcos face increasing competition from over-the-top (OTT) providers offering free apps for messaging and VoIP calls.

The telco industry can benefit significantly from embracing this mobile disruption.In the African markets where 80 percent of consumers have no bank accounts,[M4] for example, telcos have already disrupted financial services providers with mobile money services.

With their knowledge and control over mobile networks and infrastructure, telcos also occupy a prime position to facilitate the mobile transformations of other industries; from retailers adopting enterprise mobile solutions to manage back-end logistics, to governments seeking to offer the same ease of use and convenience that citizens already expect from the private sector.

For example, in Ghana, Surfline Communicationsis using an IBM cloud solution to support critical back-end processes.

This IBM technology is helping Surfline not only to focus on mobile innovations for its own customers, but also support the infrastructural and implementation needs of Ghana’s businesses and government agencies as they start to invest more heavily in mobile services.

Adopting a mobile mindset
For most Africans, mobile devices are the primary technology platform. African telcoswould do well to consider the frictions experienced by prepaid customers, who account for 9 in every 10 Africans with a mobile device[M5] .

Prepaid customers with medium to high spending –particularly those using smart devices – typically want flexibility in their service consumption.

However, these same customers face the inconvenience of frequentlytopping up their accounts using vouchers, a legacy procedure that has not changed in the past 15 years.

This can be transformed with asimple smartphone app which automatically tops-up a customer’s prepaid account from their mobile wallet, when it hits a certain threshold. It would save telcos the significant margins that typically go to retailer-middlemen selling prepaid credits; and create a new source of revenue for banks enabling direct access to bank accounts to top-up. 

Bharti Airtel, a leading Indian telco, offers customers an award-winning app built with IBM technology which lets them manage multiple services (and even add new ones).

For Africa’s phone companies, the capacity to act local and think in global terms would be crucial test of their market relevance.

As other parts of the world continue to pivot to mobile, the telcos in Africa have a valuable blank slate on which to develop new products and services (and even new business models, based on open software design and collaboration), with relevance to a range of other industries in the region and around the world.

These telcos have a natural advantage to take the lead in mobile services innovation, thanks to their history of control over the device and the network.

Rui Serra is IBM Territory Manager – Central Africa (Angola, Indian Ocean Islands & SADC Region).


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Elon Musk Seeks $134Bn from OpenAI, Microsoft for ‘Wrongful Gains’

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Elon Musk, billionaire Tesla owner, has asked a United States (US) federal court to award him up to $134 billion in damages from OpenAI and Microsoft, stating that the companies earned “wrongful gains” from his early support of the artificial intelligence startup.

Elon Musk Seeks $134Bn from OpenAI, Microsoft for ‘Wrongful Gains’

Elon Musk,

This is according to a court filing, reported by Reuters.

In filings ahead of a trial expected to start in April in Oakland, California, Musk stated that OpenAI benefited between $65.5 billion and $109.4 billion from his contributions when he helped co-found the organisation in 2015, and Microsoft gained between $13.3 billion and $25.1 billion through its involvement.

He has asked a United States (US) federal court to award him up to $134 billion in damages from OpenAI and Microsoft, stating that the companies earned “wrongful gains” from his early support of the artificial intelligence startup.

This is according to a court filing, reported by Reuters.

In filings ahead of a trial expected to start in April in Oakland, California, Musk stated that OpenAI benefited between $65.5 billion and $109.4 billion from his contributions when he helped co-found the organisation in 2015, and Microsoft gained between $13.3 billion and $25.1 billion through its involvement.

Musk’s legal team argues that his early financial and strategic contributions, including approximately $38 million in seed funding, the recruitment of key personnel, and assistance in connecting founders with contacts, laid the foundation for the later success of OpenAI and Microsoft’s commercial AI efforts.

“Without Elon Musk, there’d be no OpenAI. He provided the bulk of the seed funding, lent his reputation, and taught them all he knew about scaling a business. A pre-eminent expert quantified the value of that,” Musk’s lead trial lawyer Steven Molo told Reuters.

“Just as an early investor in a startup company may realise gains many orders of magnitude greater than the investor’s initial investment, the wrongful gains that OpenAI and Microsoft have earned—and which Mr Musk is now entitled to disgorge—are much larger than Mr Musk’s initial contributions,” the filing said.

Musk, who left OpenAI’s board in 2018 and now leads AI company xAI, alleges that OpenAI violated its founding non-profit mission when it restructured to include a for-profit arm tied to Microsoft’s investment and commercial strategy.

Meanwhile, OpenAI has labelled the lawsuit “baseless” and part of a “harassment campaign” by Musk, and Microsoft’s legal team has said there is no evidence the company “aided and abetted” OpenAI in any wrongdoing.

Both companies have asked the judge to limit what Musk’s expert witness may present at trial, arguing that the damages calculations are unreliable and could mislead a jury.

According to Reuters, Musk’s filing says he may pursue punitive damages and other penalties, including a possible injunction, if the jury finds the companies liable, though it did not specify what form any injunction would take.


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Nigeria Targeted with 4,622 Cyber-attacks Per Week in December 2025

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In December 2025, organisations globally faced sustained cyber pressure, as the average number of cyber-attacks per organisation per week reached 2 027, a 1% increase from the previous month and a 9% increase from December 2024.

This is according to December 2025 Global Cyber Attack Statistics by Check Point Research, the threat intelligence arm of Check Point Software Technologies.

According to the statistics, Latin America was the hardest hit, with companies experiencing an average of 3 065 cyber-attacks per week, a 26% year-over-year increase.

In contrast, Africa saw a decline in attacks, with Nigeria (4 622 attacks per week) and Angola (4 002 attacks per week) being the most targeted countries on the continent.

The report’s findings highlight the evolving cyber threat landscape, with ransomware and GenAI-driven data risks posing significant challenges to companies worldwide.

Ransomware attacks jumped 60% year over year, with 945 publicly reported incidents in December. Qilin was the most active ransomware operator, responsible for 18% of publicly disclosed attacks.

“Ransomware continues to scale through industrialised operations, while unmanaged GenAI usage is creating widespread data exposure at enterprise level,” said Omer Dembinsky, data research manager at Check Point Research.

The report noted the education sector was the most targeted industry globally, with 4 349 cyber attacks per week; followed by government (2 666 attacks per week); and associations and non-profits (2 509 attacks per week).

The widespread adoption of GenAI tools has introduced new cyber security risks, with one in 27 GenAI prompts posing a high risk of sensitive data leakage.

Experts warn that companies must prioritise prevention-first security, real-time AI threat intelligence and strong governance over AI tools to mitigate these risks.

Hendrik de Bruin, head of security consulting at Check Point Software, added: “Strengthening ransomware resilience, deploying AI-powered prevention and enforcing clear GenAI governance will be critical to reducing cyber risk in the year ahead.”


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Half of Global Companies Build SOCs to Enhance Cybersecurity, with a Focus on Human Expertise

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Among the primary reasons for establishing a Security Operations Center (SOC) are strengthening cybersecurity posture, enabling faster detection and response and gaining a competitive edge.

Interestingly, despite the increasing demand for automated cybersecurity solutions, businesses rely on skilled security professionals to make key decisions, as human expertise remains essential for effective security management.

A Security Operations Center (SOC) is a dedicated organisational unit responsible for continuous monitoring and safeguarding of a company’s IT infrastructure. Its core mission is to proactively detect, analyse and respond to cybersecurity threats.

To identify the main drivers, strategic priorities, and potential challenges in SOC planning and implementation, Kaspersky has conducted a comprehensive global study involving senior IT security specialists, managers and directors from companies with 500 or more employees.

All participants operate without a SOC but have plans to establish one in the near future. The study spans 16 countries across APAC, META, LATAM, Europe, and Russia, providing valuable insights into the emerging trends and best practices in SOC development worldwide.

The findings of the research reveal that 50% of companies intend to establish SOCs to strengthen their cybersecurity posture, and 45% are motivated by the need to address increasingly sophisticated and dangerous threats.

Other drivers include budget optimisation, the necessity for faster detection and response, and the expansion of software, endpoints and user devices – factors that demand more comprehensive and layered security measures.

These are cited by 41% of organisations. Additionally, 40% seek better protection of confidential information, 39% aim to meet regulatory requirements and one-third (33%) expect SOC capabilities to provide a competitive edge. Larger enterprises tend to cite each of these reasons more often, reflecting the broader operational and regulatory pressures they experience.

Continuous monitoring becomes the leading SOC requirement

Among the key functions organisations plan to delegate, 24/7 security monitoring leads at 54%. This around-the-clock vigilance enables early detection of anomalies, prevents escalation and sustains cyber resilience in real-time. This demand highlights a strategic requirement for proactive risk management, as organisations aim to defend against persistent threats that can strike at any moment.

Companies intending to fully outsource SOC operations show a stronger interest in applying “lessons learned” methodologies, whereas those developing internal SOCs focus more on access management to maintain tighter control.

Human expertise drives SOC technology choices

While SOCs use advanced technology, the choices made by organisations show that human analysts are very important. Among the solutions that organisations plan to include in SOC are – Threat Intelligence Platforms (48%), Endpoint Detection and Response (42%) and Security Information and Event Management systems (40%) – sophisticated solutions that automate data collection and reduce operational load, however, they depend heavily on skilled security professionals who provide critical context, interpret complex findings and make final decisions when guiding appropriate responses.

Other solutions chosen include Extended Detection and Response (38%), Network Detection and Response (37%) and Managed Detection and Response (33%). Large enterprises tend to adopt more technologies (5.5 per SOC on average), while smaller ones integrate fewer (3.8).

“To successfully build a SOC, companies must prioritise not only the right mix of technology but also the careful planning of processes, clear goal-setting and effective resource distribution.

“Well-defined workflows and continuous improvement are essential to ensure that human analysts can focus on critical tasks, making the SOC a proactive and adaptable component of their cybersecurity strategy,” comments Roman Nazarov, Head of SOC Consulting at Kaspersky.

 


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