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Article
12 minute read 25 July 2022


THE METAVERSE AND WEB3: THE NEXT INTERNET PLATFORM


LOOKING PAST THE HYPE AND CRITIQUE, WEB3 AND THE METAVERSE ARE SHAPING A NEW
APPLICATION LAYER FOR THE INTERNET. HOW CAN LEADERS BETTER UNDERSTAND THIS
EVOLUTION AND WHAT IT MEANS FOR BUSINESSES, ORGANIZATIONS, AND SOCIETY?

JANA ARBANAS

United States

×


JANA ARBANAS


US TELECOM, MEDIA & ENTERTAINMENT SECTOR LEADER

Jana is vice chair and Deloitte’s US Telecom, Media and Entertainment (TM&E)
sector leader. She is also a principal in Deloitte and Touche’s Risk and
Financial Advisory practice. Jana has more than 20 years of experience in
serving large, multi-national technology companies to help them address
enterprise risk. She has leveraged her risk advisory capabilities to lead
engagements for digital platform companies, helping them navigate evolving
regulatory requirements and business transformation. Jana has built worldwide
engagement teams to serve several Fortune 500 companies, across the Americas,
Europe, Middle East, and Asia. As the US TM&E sector leader, Jana is focused on
strategic direction and market eminence of the TM&E sector, and go-to-market
strategies for Deloitte’s key businesses. Jana was formerly the Inclusion and
Well-being leader for Risk and Financial Advisory and continues to bring
inclusion and well-being into everything she does.

   
 * jarbanas@deloitte.com
 * +1 415 987 0436
   
 * 

KEVIN WESTCOTT

United States

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KEVIN WESTCOTT


GLOBAL TME INDUSTRY LEADER

Kevin is a vice chairman and leads the US Technology, Media & Telecommunications
(TMT) practice of Deloitte; as well as serves as the global Telecommunications,
Media and Entertainment (TME) practice leader. Kevin has more than 30 years of
experience in strategic and operational planning, as well as implementing global
business change and technology projects for major telecom and media
organizations. His industry experience spans film, television, home
entertainment, broadcasting, over-the top, publishing, licensing, and games.
Kevin is an author of Deloitte’s Digital Media Trends Survey a co-author of
Deloitte’s Digital Media Maturity Model, and speaks regularly on media
consumption trends.

   
 * kewestcott@deloitte.com
 * +1 213 553 1714
   
 * 
 * 

ALLAN V. COOK

United States

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ALLAN V. COOK


MANAGING DIRECTOR | DELOITTE CONSULTING LLP

Allan is a managing director with Deloitte Digital & the Digital Reality
Business leader, working with clients on VR, AR, MR, 360 & immersive strategies
& experiences. Allan was also the Global TMT Sector leader for Ops
Transformation & has more than 30-years of industry experience. He works with a
wide variety of organizations on strategy, scenario planning, business
transformation, innovation & digital reality.

   
 * allcook@deloitte.com
 * +1 213 688 5360
   
 * 

CHRIS ARKENBERG

United States

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CHRIS ARKENBERG


RESEARCH MANAGER | DELOITTE

Chris Arkenberg is a research manager with Deloitte’s Center for Technology,
Media and Telecommunications. He has 20 years of experience focusing on how
people and organizations interact with transformational technologies. Chris is
also an avid video game enthusiast, stomping the virtual grounds since the days
of the 2600.  

   
 * carkenberg@deloitte.com
 * +1 415-783-7025

KEVIN DOWNS

United States

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KEVIN DOWNS


SENIOR MANAGER

Kevin is a senior manager in Deloitte Services LP and the sector specialist for
the US Media & Entertainment sector. He has more than 20 years of systems,
operations, and management consulting experience implementing business-driven
technology transformation and digital modernization programs for clients in
technology, media, and telecommunications, and the public sector.

   
 * kdowns@deloitte.com
 * +1 571 814 7324
   
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THE METAVERSE AND WEB3: THE NEXT INTERNET PLATFORM

by
   
 * Jana Arbanas
   
 * Kevin Westcott
   
 * Allan V. Cook
   
 * Chris Arkenberg
   
 * Kevin Downs

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By removing distance, connecting everyone and everything, and unleashing massive
flows of information, the internet has been the greatest disruption since the
printing press. In a few decades, it has reshaped much of the human world,
enabling great progress and historic change, and revealing the many challenges
that come with such transformation. There is now a growing need for
standardization and interoperability across services and systems, more coherency
around market fragmentation, more intuitive and seamless user interfaces, and
governance that effectively regulates content and experiences while still
supporting progress.1 Smart cooperation and governance by providers and
regulators may be critical to overcoming Web2-era challenges and enabling the
next internet platform: the metaverse and Web3.

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 * Explore the Technology collection
 * Learn about Deloitte’s services
 * Go straight to smart. Get the Deloitte Insights app

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Moving further into a world that blends the physical and digital may require
greater integration, more modern standards and protocols, and capabilities that
give people more control of their digital selves—their identity and
representation, what they own, and who has access to the data they create. Just
as we use standardized protocols and devices to interact with digital
experiences on the internet, the promises of Web3 could help enable consistency
and interoperability across metaverse experiences—uniting disparate,
disconnected metaverses into a single coherent platform.  Similar to the web,
there can be walled gardens and open commons and any number of creative
innovations, accessed by browsers, mobile apps, AR glasses, VR headsets, and
more.

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Amidst the hype and criticism of Web3 and the metaverse, leaders should work to
cut through the noise by exploring and experimenting with the underlying
solutions. If they wait too long, the landscape could shift underneath them.
With a new wave of metaverse and Web3-native disruptors, the future of the
internet could be shaped by a grassroots movement that directly challenges
Web2-era business models. As Deloitte’s Eamonn Kelly and Jason Girzadas have
shown, technologies like Web3 and the metaverse are poised to drive
revolutionary advancement and technological breakthroughs which could shape new
forms of communication, innovation, prototyping, and community formation – and
new business opportunities.2 The metaverse and Web3 are powerful ‘winds of
change’ that will likely propel us into new and challenging future ‘worlds’ that
business leaders will navigate. To reap the benefits of this new internet
platform, businesses should collaborate to build its foundation through
metaverse and Web3 initiatives.


THE METAVERSE IS EMERGING FROM OUR DIGITAL BEHAVIORS

Today, people often socialize through global networks, modifying their
appearance with augmented reality filters that can see and respond to faces,
wrapping themselves in avatars, buying virtual clothes, and attending concerts
in massive game worlds.3 Businesses hold face-to-face meetings remotely and
virtually, and can don VR and AR headsets to train, visualize, and collaborate.
Generation Z ranks playing video games as their favorite form of media and
entertainment.4  Even before the nonfungible token (NFT) boom, some game worlds
were running out of virtual real estate to meet the demand of
players.5 Remarkably, one poll found that over half of people in nine markets
prefer to spend their time online rather than in the real world.6 Several
generations have become accustomed to digital interfaces, software and
interactivity, and global connectivity. We immerse into the digital and
increasingly draw it out across the physical world. Amidst the hype and
critique, it is these behaviors and uses that are invoking Web3 and the
metaverse.

Many technology, media, and telecom (TMT) companies have enabled and responded
to these accelerating behaviors, laying the foundation for an interoperable
metaverse. Telecommunications providers have extended advanced connectivity into
businesses, households, and hands, enabling more interaction, immersion, and
collaboration. Technology providers have established hyperscale platforms that
have greatly empowered innovation and operations, while delivering new
generations of hardware that continue to support and amplify larger and more
complex tasks. Media and entertainment companies have leveraged technology and
telecommunications to advance content and storytelling towards richer, more
interactive, and more social experiences to audiences around the world.

Many of these capabilities need more room to grow, could be rearchitected to
better meet our evolving uses and enable next-generation capabilities, and
require addressing the side-effects that have emerged with scale. There is a
desire to enable much larger shared immersive experiences; to enable an economy
of digital goods and ownership; and to establish digital identity solutions that
give more control to users. In essence, Web3 and the metaverse could bring these
capabilities to the internet. Critically, this layer extends both into the
digital internet while enabling digital information and content to exist in and
be drawn from the physical world.7 And it is being architected with learnings
from 40 years of connectivity and digital interactions.


ENABLING SEAMLESS MOVEMENT ACROSS THE METAVERSE

One of the more common promises of the metaverse vision is the portability and
interoperability of identity, data, and digital assets. For example, if a
consumer buys an exclusive digital item for their avatar from one service, like
a piece of virtual clothing, they can go to a second service that will recognize
their ownership of the item and render it effectively. For the enterprise, a
similar use case might involve being able to invite users across a partner
ecosystem into a shared immersive collaboration. This might mean reviewing the
3D assembly of a prototype vehicle or inspecting a digital twin of a factory for
performance enhancements.

This capability may require new ways of organizing identity, ownership, and even
storage. Digital identity is often fragmented across services, with multiple
logins and passcodes. Likewise, digital assets such as personal avatars and
virtual clothing are designed to work in the service providing them, not for
portability elsewhere. Currently, only the service knows you “own” the asset,
and only the service can load and render that asset. This concentration of user
identity, data, and ownership within a given service is what is referred to as
“centralization”.

Web3 can enable blockchain registries that bind a user’s identity to the things
they own. NFTs offer this ability.8 Instead of being scattered across services,
identity could become a persistent element of the blockchain internet:
physically decentralized across the many computers mirroring and managing the
blockchain but logically centralized as a registry.9 This would enable any
service to read the “state” of the user and the goods they own. Identity, data,
avatars, and 3D objects could become portable across services.

Interoperability of 3D goods is another challenge. There are many 3D modeling
solutions that use different formats with diverse ways of specifying objects and
materials and their behaviors.10 An object that works in one will not typically
work in another. While there are very successful game world marketplaces selling
virtual goods, for example, there is little to no interoperability between them.
Enabling consumer interoperability of digital goods will be critical for the
evolution of retail in the metaverse.11 Users that buy virtual branded sneakers,
for example, will likely want to wear them across different immersive
experiences. However, this could require secure, peer-to-peer storage
solutions.12 Although identity and records of ownership can be secured on a
blockchain, the objects themselves—those new virtual sneakers—are still often
stored in common databases.13

Enabling portability and interoperability in the metaverse will likely require
significant effort and collaboration among providers. There are technical
challenges, like increasing the rate of blockchain transactions and reducing
energy requirements.14 It may be harder to shift business models built on user
data, but such efforts could add value to users, their data, content, and
digital goods by making them more persistent and transferable across platforms.
Leading businesses have been very successful and may not see immediate
incentives to share control of key assets like identity and user data. Such
considerations tug at the interplay between centralized and decentralized
solutions.


SHIFTING THE BALANCE OF POWER: UNDERSTANDING CENTRALIZATION AND DECENTRALIZATION

Web2 has been marked by hyperscale platforms and two-sided marketplaces that
have aggregated very large numbers of users and built their businesses using
identity and user data. Web3 protocols were developed specifically to challenge
this control.15

Increasingly, these winners may feel burdened by managing and securing identity
and data, contending with customers and adversarial third parties that have
learned to exploit their services, and reckoning with regulators concerned with
market dominance and consumer protection. A recent Deloitte study found that
data and security were the largest issues causing anxiety for technology
executives in the United States, and that many expect regulation to become much
more disruptive over the next three-to-five years.16 If business leaders are to
guide the historic shift to Web3 and the metaverse, they may need to shed some
of their Web2 norms and embrace more decentralization.

For the metaverse, decentralization applies to the premise that internet users
should control their identity, their data, their digital goods, and more, and
that these can move with them between services and experiences. With Web3, a
user’s avatar and digital goods, for example, can become more easily portable
across different services. Or users can specify different properties for
different services. For example, one’s personal avatar may be very different
from one’s avatar for work—just as one’s dress style may be. Users could use
smart contracts that determine how third parties may or may not interact with
their data. In this model, businesses can still own and control metaverse
experiences, but they would negotiate for access to users.

This condition has some interesting nuances. Businesses may give up direct
control of user identity and data but could issue tokens that incentivize users,
offer fractional micropayments in exchange for contributions to the service, and
give them a stake in the success of the business. Users could be similarly
incentivized to share their data and accept advertising. Consumer and enterprise
businesses could potentially implement rules to enforce appearance and behaviors
within shared immersive spaces: a form of virtual-geofencing. Overall trust in
digital systems could become much more robust with decentralized identifiers
(DID), peer-to-peer storage systems, and secure and compliant third-party data
trusts.17


TODAY’S METAVERSE AND WEB3 DISRUPTORS

While leading platforms and service providers increasingly bend their strategies
towards the metaverse, more nimble disruptors are drawing large amounts of
capital to build the next generation of Web3-native metaverse experiences. These
young businesses use Web3 protocols to create strong networks of users and
owners all incentivized toward shared outcomes. They’re issuing tokens,
generating funds and membership through NFT virtual goods, and building
immersive and interactive virtual worlds that offer entertainment, goods, and
equity. Many are built on the Ethereum blockchain, enabling portability and
interoperability across services.

Web3 and metaverse disruptors are often decentralized autonomous organizations
(DAOs). DAOs use blockchains, tokenized incentives, and automated rulesets
(smart contracts) to govern how the network acts and grows. In this way,
blockchain-based organizations can operate towards shared goals as semiautomated
tribes—they are both computers and social networks.18 However, leadership in
DAOs can be distributed among stakeholders—literally those members holding the
largest stake in tokens on the network.19 This again tugs at the nuances in the
debate of centralization versus decentralization. The largest token holders
within some networks can exert greater influence over the direction of the
network, its services, and its business models.20 Even now, growing Web3
companies are emerging as dominant marketplaces and gateways.21

Web3 may not fundamentally decentralize power and capital, but it can distribute
it more evenly into smaller groups. As before, the next generation of the
internet could be shaped by the eruption of small disruptors that can quickly
capitalize on change. The boom-and-bust cycles of NFTs and crypto are enabled
because much of the foundations of Web3 are present and functional. This enables
innovation, scaling of new commercial applications, and with enough users,
testing them in extreme market dynamics. Lessons learned in design and
implementation can support the next growth curve.


KEY RISKS AND UNCERTAINTIES

Many elements of Web3 and the metaverse are already unfolding, enabling
innovations and opportunities, and revealing the risks and uncertainties
inherent to this disruptive shift.

Successful blockchain implementation are advancing, moving from proof-of-concept
to deployments to serving customers.22 But many Web3 solutions are highly
technical, there are many vulnerabilities from immature implementations,
volatility and asset inflation from investors and scammers alike, and a good
deal of noise clouding the market.23 There is fragmentation among crypto wallet
and identity providers and a growing need for stability and liquidity guarantees
in crypto markets. There’s also a need for coherent payment rails across crypto
and fiat currencies, and thoughtful regulation to support innovation within an
allowable framework. Additionally, high energy consumption from proof-of-work
blockchains could slow adoption while raising operational costs and
environmental impacts.24 Energy use could be addressed by the pending shift to
more efficient proof-of-stake blockchains, as well as an increase in green
energy supply to power these protocols.

Establishing user-centric identity, asset portability and interoperability, and
shifting to hybrid models of centralization and decentralization could take
several years to scale. Or they could simply empower a patchwork of early
adopters and disruptors building a new competitive flank. In the near term,
there could be more change driven by disruptors as leading incumbents work to
reinforce their platforms. This posture can help leaders defend their current
business but could cause them to fall behind if they don’t jump in now.
Ultimately, they will likely need to cooperate and build alignments to create
the interoperability that is so critical to the metaverse.

Arguably, the early advancement of the metaverse has been hampered by too much
hype and critique, unclear definitions, and a tendency to insist on VR and AR as
a precondition. Like the web, the interface to the metaverse should be
device-agnostic. With extensive use cases on mobile devices, for example,
augmented reality has advanced without having achieved adoption of AR glasses.

THREATS, COMPLEXITIES, AND MUCH MORE DATA

Business leaders face many challenges with cybersecurity, trust, brand
reputation, and digital rights management.25 Web3 and the metaverse may require
new implementations across networks and partner ecosystems. This can expand the
surface area of vulnerability and data risk for businesses that are already very
concerned about these disruptions.26 With added layers of complexity, malevolent
actors may find new and more advanced ways to attack organizations.

Layered blockchains and bridges can be compromised. Crypto custody can be
broken, validity of NFT transactions compromised, and a user’s real identity can
be teased out of transactional data. Immersion and embodied digital interactions
could create much more data about users, revealing new threats and security
concerns. Organizations may need to advance security policies, processes, and
technologies that cross between physical and digital domains, while evolving
identity management, threat detection, consent and content management, data
protection, and compliance. Yet, there are now many use cases and lessons to
learn from, and a wide range of experiments to study that can help address the
challenges.

AMPLIFIED CHALLENGES, BLURRING JURISDICTIONS, AND UNEXPECTED OUTCOMES

Many of these challenges point toward the next generation of internet
regulation.27 There is an increasing dynamic of new cryptocurrencies and
tokenized economies evolving at a faster pace than regulators can respond to.
Scaling decentralized identity (“self-sovereign”) could introduce
vulnerabilities, instabilities, and unintended consequences.28 Data collection,
transit, storage, and sovereignty could take on new shapes and scales. There are
also unknown tax and compliance implications of decentralized organizations
whose members are anonymous and potentially scattered across the globe.

Metaverse experiences could face much greater challenges with the scope of data
collection enabled by advanced interface hardware while reckoning with new forms
of content, speech, and reach. Social networks and immersive entertainment could
become even more engaging and influential, potentially amplifying existing
challenges. And unforeseen innovations, exploits, and the side-effects that come
with scale could drive more discontinuities across society. There is a critical
need to carefully consider how Web3 and the metaverse could exacerbate existing
societal problems and enable new ones. If this next internet platform becomes as
transformative as the visions suggest, then its architects will be responsible
for how it impacts democratic ideals, human rights, self-determination, and the
very real consequences of industrialization.29


BUILDING CAPACITY FOR TOMORROW

It can be hard to navigate so much change and discontinuity amidst all the hype
and criticism surrounding Web3 and the metaverse. The foundations of Web3 are
already in place and will continue to seek value and weed out the problems. Many
metaverse capabilities and behaviors exist, inspiring the largest platform and
digital lifestyle providers to mobilize enormous amounts of capital towards its
success.

Leaders should examine their businesses and customers, looking for areas where
Web3 protocols can create unique and compelling experiences, enable greater
efficiency, and address regulatory pressures. Some may be able to productize
virtual goods, extend their brands, or offer enterprise services through
metaverse experiences. Some may need to build out their networks, cloud,
compute, and storage capacity, while adding the talent necessary to execute on
these next-generation capabilities.30 If data is being generated exponentially
by metaverse interactions, businesses may need new solutions in place to operate
on that data continuously and effectively, while also adhering to evolving
regulatory and compliance regimes. Additionally, businesses could leverage
cryptocurrency and smart contracts to manage finances with much greater
velocity, essentially automating capital and making their money programmable.31

Businesses may also be burdened by managing and securing user identity,
reckoning with the complexity of so much data, and struggling to turn it into
value. As threatening as it may seem, many leading businesses could be freed up
by letting go of old approaches and working with partner ecosystems to build
data management in a more holistic and agile way. To do so, business leaders
will likely need to align more on standardization and interoperability that
support entire markets—and communities—beyond the existing market leaders.

However, leaders should also carefully consider the pace of adoption and growth,
especially for immersive experiences. Some things may move quickly, and others
will take time. Business leaders should seek to understand how their
capabilities and mission enable them to build in the near term, plan for the
midterm, and prepare for longer horizons. Experimenting with Web3 and metaverse
solutions for today’s problems can lay the foundations for new business models.

There is much more to understand. What changes will come with regulation, and
how will use cases impact networks, semiconductors, software, and consumer
devices? How might media and entertainment evolve? What is the role of
artificial intelligence in amplifying these capabilities, and what is the future
of risk and cybersecurity? Ultimately, this big shift responds to the demands of
people, business, and technology to establish the next foundation for progress.
However, such tectonic changes should be approached thoughtfully, with more
societal considerations beyond the goals of business and the inertia of
technology.

LET’S MAKE THIS WORK.

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ENDNOTES

 1.  Andrew Blau, Lauren Lubetsky, and Tom Shoenwaelder, A whole new world? The
     metaverse and what it could mean for you, Deloitte, April 2022.
     
     View in Article

 2.  Eamonn Kelly and Jason Girzadas, The future of business leadership,
     Deloitte, 2022.
     
     View in Article

 3.  Stuart Dredge, “Merch sales from Lil Nas X Roblox gig near ‘eight
     figures’,” Musically, July 6, 2021.
     
     View in Article

 4.  Chris Arkenberg, et al., 2022 Digital Media Trends, 16th edition: Toward
     the metaverse, Deloitte Insights, March 28, 2022.
     
     View in Article

 5.  Mollie Taylor, “Final Fantasy 14 is desperately trying to fix its housing
     crisis,” PC Gamer, July 19, 2021.
     
     View in Article

 6.  Tom Morris, “Just what’s happening with the metaverse?,” GWI, May 3, 2022.
     
     View in Article

 7.  Allan V. Cook et al., The Spatial Web and Web 3.0, Deloitte Insights, July
     21, 2020.
     
     View in Article

 8.  Tanveer Zafar, “Blockchain, NFTs and the New Standard for Identity and
     Security,” Entrepreneur, January 4, 2022.
     
     View in Article

 9.  Preethi Kasireddy, “The architecture of a Web 3.0 application,”
     preethiksireddy.com, September 22, 2021.
     
     View in Article

 10. George Lawton, “Ironing out the material challenge for the metaverse and
     digital twins,” VentureBeat, May 31, 2022.
     
     View in Article

 11. Kevin Rose and Ron Offir, Retail in the metaverse: Understanding
     opportunities, Deloitte, 2022.
     
     View in Article

 12. World Wide Web Consortium, “Decentralized Identifiers (DIDs) v1.0,” August
     3, 2021.
     
     View in Article

 13. Eric Ravenscraft, “NFTs don’t work the way you might think they do,” Wired,
     March 12, 2022.
     
     View in Article

 14. Kenny L., “The blockchain scalability problem & the race for visa-like
     transaction speed,” Medium, January 30, 2019.
     
     View in Article

 15. Vitalik Buterin, “The meaning of decentralization,” Medium, February 6,
     2017.
     
     View in Article

 16. David Jarvis, Skyler Kolli, and Paul H. Silverglate, What disrupts the
     disruptors? Tech industry leaders sound off on emerging issues, Deloitte
     Insights, June 2, 2022.
     
     View in Article

 17. Deborah Golden, et al., Earning digital trust: Where to invest today and
     tomorrow, Deloitte Insights, February 16, 2022.
     
     View in Article

 18. Mario Gabriele, “Blockspace: An introduction with Chris Dixon,” The
     Generalist, accessed July 18, 2022.
     
     View in Article

 19. Jacob Kastrenakes, “Bored Ape Yacht Club creator raises $450 million to
     build an NFT metaverse,” Verge, March 22, 2022.
     
     View in Article

 20. Edward Ongweso Jr., “The metaverse has bosses too. Meet the ‘managers’ of
     Axie Infinity,” Vice, April 4, 2022.
     
     View in Article

 21. Richard Waters, Hannah Murphy, “Will the crypto crash derail the next web
     revolution?,” Financial Times, July 5, 2022.
     
     View in Article

 22. Ron Miller, “Salesforce takes crypto plunge with new NFT cloud,”
     Techcrunch, June 8, 2022.
     
     View in Article

 23. Molly White, “Web3 is going just great,” accessed July 18, 2022.
     
     View in Article

 24. Jesper Starn and Josh Saul, “Why Bitcoin’s energy problem is so hard to
     fix,” Bloomberg, March 21, 2022.
     
     View in Article

 25. Allan Cook et al., How to begin regulating a digital reality world,
     Deloitte Insights, February 25, 2019.
     
     View in Article

 26. Jarvis, Kolli, and Silverglate, What disrupts the disruptors? Tech industry
     leaders sound off on emerging issues.
     
     View in Article

 27. Allan Cook et al., How to begin regulating a digital reality world.
     
     View in Article

 28. Molly White, “Is ‘acceptably nondystopian’ self-sovereign identity even
     possible?,” Mollywhite.net (blog), June 10, 2022.
     
     View in Article

 29. U.S. Department of State, “A declaration for the future of the internet,”
     accessed July 18, 2022.
     
     View in Article

 30. CB Insights, “The metaverse could be tech’s next trillion-dollar
     opportunity: These are the companies making it a reality,” April 13, 2022.
     
     View in Article

 31. Tim Davis, Rob Massey, and Carey Oven, From next-generation to now: Digital
     assets, Deloitte, April 2022.
     
     View in Article


ACKNOWLEDGMENTS

Special thanks to Andrew Blau, Jeff Loucks, Rob Massey, Heather Rangel, Frances
Yu, Tanneasha Gordon, and Hanish Patel for their expertise, and to Ankit Dhameja
for supporting this research.

Cover image by: Jim Slatton. 


TOPICS IN THIS ARTICLE

 * Telecommunications,
 * Innovation,
 * Internet of Things (IoT),
 * Technology, Media & Telecommunications,
 * Technology,
 * Technology Industry,
 * Disruptive innovation


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