To netweek
In an era where the boundaries between Telecommunications and IT have almost disappeared, Anastasia Psara, Head of Telecom at Microbase, holder of an MSc Computer Networks and SIP SSCA “Elite” certification, analyzes the new landscape that is taking shape in netweek. From software-defined ecosystems and Artificial Intelligence to investment challenges and the “gap” in specialized skills, Mrs Psara outlines the strategy for survival and growth in an environment of rapid change.
Mrs Psara, how would you describe the current situation in the Telecommunications industry? Is it now more than just a simple network provider?
Technological developments in the broader Telecommunications industry are rapid. The transformation that the industry is undergoing exceeds all predictions. No one imagined 15-20 years ago the chain of evolution: the “merger” of Telecommunications and IT, the constructive revolution it caused, which led to the environment we live in, which is now characterized by technological leaps.
The traditional distinction between Telecommunications and IT has almost disappeared. From simple voice and data networks that aimed at the basic interconnection of people and systems, Telecommunications has moved to complex, software-defined ecosystems, where Artificial Intelligence and automation now play a central role in the digital strategy of every modern business. Connectivity, which was once not considered a given or even a luxury, is now critical infrastructure with high demands — both in terms of performance and reliability. Connectivity is no longer a “service”; it is critical infrastructure.
What are the main challenges that businesses in the sector are called upon to face today?
This new reality is accompanied by intense, multi-layered and interconnected challenges, which affect both the technological direction and the sustainability of business models.
A new condition-challenge of this new scenario is international and unfettered competition. It no longer comes only from traditional telecommunications providers but also from hyperscalers, cloud providers and software companies that move faster, with different cost structures and a strong presence in the customer interface. This results in a shift in value towards digital services and user experience, putting pressure on traditional telecommunications provider models that have historically been local in nature.
At the same time, the needs for investment remain high and ongoing. The development of infrastructures such as optical fibres, 5G and future 6G networks requires significant capital, with a long-term return horizon and increased risk, especially in markets with intense competition or regulatory interventions. Therefore, while telecommunications infrastructures require development at the local level, the benefit of using them strengthens more the international service providers’ position.
How does the convergence of Telecommunications and IT affect the part of internal organization and the necessary skills?
Increased complexity at the architectural and operational level is also a new condition of the convergence of Telecommunications and IT. Networks are transformed into dynamic, software-driven environments, where management, interoperability and security require new approaches and tools.
And of course, fulfilling the above developments requires specialized skills, for which there is a gap. The demand for professionals with knowledge in areas such as Telecommunications via data networks, cloud infrastructure, Artificial Intelligence, cybersecurity and network automation exceeds the supply, while at the same time existing teams are asked to adapt to new operating models and technologies for which they have not been trained and which present increased complexity and a high learning curve. An equally critical factor is organizational culture.
Many organizations struggle to adopt agile ways of working, accelerate decision-making and integrate innovation into daily operations.
Beyond technical issues, are there external factors that make strategic planning difficult?
Absolutely. It is certain that businesses operate in an environment of increased uncertainty. Geopolitical instability, changes in regulatory frameworks, requirements for the protection of personal data and the need for transparency in the use of technologies, such as Artificial Intelligence, add additional layers of complexity to strategic planning. In this context, the challenge is not only technological. It is deeply business: how an organization invests correctly, adapts in a timely manner and remains competitive in an environment that is constantly changing.
When it comes to risks, where should company management focus their attention?
In such a dynamic environment, risks are not always obvious. Reliance on complex digital infrastructures increases the attack surface, making cybersecurity a critical factor for survival. At the same time, the integration of Artificial Intelligence raises issues of governance, transparency and compliance. Delayed adaptation to new technologies can lead to a significant competitive disadvantage.
Let’s move on to the positive side. What are the opportunities that emerge from this development?
Where there are challenges, there are also opportunities! Especially for businesses that strategically utilize modern telecommunications infrastructures.
Upgraded connectivity and network intelligence allow businesses to operate more efficiently, with better cost control and greater flexibility. Process automation, operational optimization and real-time data utilization are directly translated into business value. Value, which reaches the customer through their significantly improved experience.
Services with high availability, low latency and increased reliability enhance customer satisfaction (CSAT) and loyalty, create a strong competitive advantage and simultaneously strengthen the company’s brand name.
How do you see the relationship with the end user shaping up, and what new applications are they “unlocking”?
The ability to process data closer to the end user (edge computing) paves the way for new applications in sectors such as industry, retail and services. Use cases that require immediate response — such as real-time monitoring, automation or immersive experiences — are now becoming commercially viable.
At the same time, modern telecommunications models allow businesses to adopt more flexible and scalable infrastructures without the need for large upfront investments. This facilitates innovation, reduces risk and accelerates time-to-market for new products and services. The increased reliability and security of networks is characterized as the most important opportunity, which enables organizations to digitize critical functions, support hybrid work models and expand their activity into new markets with greater confidence.
In closing, what is the “key” to success in the next day of Telecommunications?
Success in today’s telecommunications industry will not be determined solely by technology but by the ability of organizations to adapt.
Integrating risk and challenge management into the core of strategy, investing in people and their skills, and adopting modern tools are essential prerequisites.
Also, a proactive approach to regulatory compliance and security, combined with privacy-first service design, is no longer an option but a necessity.
The telecommunications industry is at a critical but exciting juncture. Those who manage to balance innovation and risk management will not just follow the evolution — they will shape it.
The interview was published in netweek magazine in May 2026 (in Greek).
