Augmented expertise

With 4G and now 5G, telecommunications networks have evolved from simple connectivity technologies into true technology platforms. They have opened up to the integration of entire ecosystems (cloud, edge computing, visualization). With 6G, this evolution is accelerating. It is no longer just a question of improving speeds, shorter latencies, nor the old debate between “smart pipe vs. dumb pipe,” but rather a radical transformation. Networks are becoming a unifying platform that links artificial intelligence, distributed computing, and emerging quantum technologies, extending beyond the earth’s surface through the integration of non-terrestrial networks. This platform opens up through its “API-ization.” More than ever, connectivity is the backbone that orchestrates multiple digital building blocks to serve societies, economies, and industries.

It remains an observation that a kind of Pareto principle applies, whereby probably no more than 20% of companies contributing to 3GPP activities, for example, are able to truly master 80% of all the associated information. Simply noting the many and increasingly significant asymmetries does not provide a solution for the 80% of players who may already be satisfied with ensuring that they have a good grasp of the 20% that is essential to their business. To this must be added the dimensions of economic intelligence that enable the development of a holistic, contextualized view: uses, markets, scientific and technological dynamics, intellectual property, geographies, etc. The issue is not information overload, but information relevance. Developing an understanding of the knock-on effects of these asymmetries in terms of the research-innovation-industry continuum, the consequences for technology transfer, the risks of possible “lemon” effects, and the industrial impact of such effects is certainly necessary in order to position a value proposition for a solution to these issues. But this is still not enough: it must be operationalized.

When the idea to create Cobelty was born, several issues had to be addressed in order to develop a viable business model that would enable the company to grow.
Securing and developing Cobelty’s business by putting itself in a situation of enormous asymmetry is just nonsense. Standardization is a highly resource-intensive activity, both in terms of human and financial resources. Mass recruitment cannot be the only option for addressing the issue, as it is neither realistic nor viable in the long term. It was necessary to define a business model that was not only viable but also, and above all, scalable in order to deliver on the value proposition, convince prospects and investors, and deliver and retain customers. In other words, Cobelty needed to be able to grow as quickly as possible without costs increasing proportionally to revenue growth, allowing it to reinvest in order to expand. This had to be done while taking into account the fact that Cobelty’s business and identity are based on expertise and high value-added but rare skills.

Cobelty’s offering is based on collaboration between humans and AI agent based workflows, allowing Cobelty to effectively focus on delivering high value-added human expertise at the benefit of its clients and their innovation stakes.
With a hybrid business model: The service to support, operate and create value. The platform as a product to fuel value creation and to optimize.

Innnovating through intelligence. Intelligence through strategy.

For more information: contact@cobelty.com