Gregory Pankert
Managing Partner
Global Practice Leader, Telecommunications, Information Technology, Media & Electronics (TIME)
Gregory advises actors in the digital landscape on disruptive strategies and business-model redesign in rapidly converging ecosystems.
Education
Solvay Business School
Commercial Engineer
Past Experience
Andersen
Manager
Main Title Secondary - For Display Purposes
Gregory Pankert is Managing Partner based in Arthur D. Little’s Brussels office and is leading our Global TIME (Telecommunication, Information, Media and Electronics) Practice.
He specializes mainly in market-entry and growth strategies, strategic asset reconfiguration, content strategies, and regulatory strategies with a focus on the telecommunication and media segments. Gregory has also built experience in supporting companies in Europe, the Americas, Asia and the Middle East on leading company transformation programs, helping clients define disruptive business models and strategies, and translating those into practice in terms of governance and organization redesign, post-merger integration, performance management, and change management.
Gregory is a Belgian national and speaks French, Dutch, English, and German.
Acing the regulatory exam
Integrated telcos undergoing separation/asset reconfiguration must carefully balance several factors, not least of which is regulation. The regulatory benefits from asset reconfiguration strongly depend on: (1) the type of separation model being adopted, (2) strategic resolutions spelled out in the master service agreement (MSA) between separated entities, and (3) local regulations. Consequently, there must be a careful assessment at all decision-making levels to “ace” the regulatory exam.
Migrating to the next network
The telecom industry is evolving rapidly, simultaneously witnessing the rise of new, advanced network transitions while current technology becomes obsolete. This Viewpoint explores how mobile telecom operators can effectively implement customer migration acceleration programs to optimize operations, migrate customers to advanced networks, and unlock new opportunities in a future-ready telecom landscape.
The metaverse: What’s in it for telcos?
The Metaverse is a megatrend, presenting both a challenge and an opportunity for the telco industry. While some have dismissed it as a passing fad, we believe the Metaverse: (1) necessitates structural changes to the telecom industry on an infrastructure level and (2) offers valuable economic and strategic benefits for those telcos that actively participate in it.
CAN REQUIRED DIGITAL INFRASTRUCTURE OF SOUTHEAST ASIA BE BUILT PROFITABLY IN THE NEXT 5 YEARS?
Over the next five years, Southeast Asia’s data consumption and computing growth will require a massive investment (US $40-$60 billion) in infrastructure (towers, fiber, and data centers). Through the mix of telecom revenues and IT spending flattening, high interest rates soaring, and weak currencies across the globe, this is both a tall order and a huge opportunity for companies with the right strategy. This Viewpoint explores the path forward toward digital transformation.
Navigating fixed asset reconfiguration in telcos
Telcos have long looked to asset reconfiguration as a lever to increase strategic focus and unlock value. While examples often focused on mobile, reconfiguration now reaches fixed assets and is accelerating overall, both in passive and active network components. Rising interest rates, rapid fiber-to-the-premises (FTTP) deployment, and an ever-increasing need for differentiation are forcing integrated telcos toward asset reconfiguration to avoid being outpaced.
Time to accelerate growth
Strategy: How to cope with the uncertainties of tomorrow’s new world
Planning for the future has never been more difficult given the unstable and uncertain global environment that businesses face at both a macro and micro level. Based on insights from client conversations and internal experts, we outline the range of potential scenarios organizations could face, along with guidance and best practice on making strategic decisions in tomorrow’s new world.
Telecoms: Leveraging adversity to leapfrog into the future
The telecoms industry has been able to weather the COVID-19 storm better than many sectors, and has even increased its importance for communicating in a locked-down, socially distanced world. What will be the longer-term impacts for different parts of the sector? This article examines the current environment and explains how CXOs can prepare for the potential challenges and opportunities in a postcrisis world.
Telecom, media and technology – COVID-19 implications and medium-term recovery
The race to the home butler
How to enable the company of tomorrow
Businesses have traditionally organized themselves to ensure optimal effectiveness in each of their business functions. However, shorter product lifecycles, demand for customization, rising consumer expectations, and the growth of automation and data challenge this model. This article explains how success requires organizations to decouple capabilities from business functions, in order to deliver best-inclass performance and enable the company of tomorrow.
The CEO - Lost in space and time?
Being a CEO today is a very different experience than it was even a decade ago – in the past a new CEO would know the space where their company operated and be given time to effect change. This has been transformed – space has expanded, while time has contracted dramatically. How can CEOs understand this new landscape and successfully plot courses through it?
Unlocking GigaWorld Innovation
The GigaWorld is defining a new internet cycle, with additional network requirements
The second cycle of the internet is reaching maturity. Today’s internet – and its enabling applications such as e-mailing, web browsing and video streaming – require asynchronous and/ or one-way near real-time data transfer. Wider coverage and greater bandwidth have to date defined its value.
Time to dare: Reinvent the home butler
After years of decline, telecom operators are being lured by promising opportunities around the smart-home.
Time to monetize fixed-mobile convergence
Fixed-mobile convergence has become a reality in Europe, driven by operators in markets within frastructure-based competition and essentially adopted by customers for its discounts.
Gregory Pankert is Managing Partner based in Arthur D. Little’s Brussels office and is leading our Global TIME (Telecommunication, Information, Media and Electronics) Practice.
He specializes mainly in market-entry and growth strategies, strategic asset reconfiguration, content strategies, and regulatory strategies with a focus on the telecommunication and media segments. Gregory has also built experience in supporting companies in Europe, the Americas, Asia and the Middle East on leading company transformation programs, helping clients define disruptive business models and strategies, and translating those into practice in terms of governance and organization redesign, post-merger integration, performance management, and change management.
Gregory is a Belgian national and speaks French, Dutch, English, and German.
Acing the regulatory exam
Integrated telcos undergoing separation/asset reconfiguration must carefully balance several factors, not least of which is regulation. The regulatory benefits from asset reconfiguration strongly depend on: (1) the type of separation model being adopted, (2) strategic resolutions spelled out in the master service agreement (MSA) between separated entities, and (3) local regulations. Consequently, there must be a careful assessment at all decision-making levels to “ace” the regulatory exam.
Migrating to the next network
The telecom industry is evolving rapidly, simultaneously witnessing the rise of new, advanced network transitions while current technology becomes obsolete. This Viewpoint explores how mobile telecom operators can effectively implement customer migration acceleration programs to optimize operations, migrate customers to advanced networks, and unlock new opportunities in a future-ready telecom landscape.
The metaverse: What’s in it for telcos?
The Metaverse is a megatrend, presenting both a challenge and an opportunity for the telco industry. While some have dismissed it as a passing fad, we believe the Metaverse: (1) necessitates structural changes to the telecom industry on an infrastructure level and (2) offers valuable economic and strategic benefits for those telcos that actively participate in it.
CAN REQUIRED DIGITAL INFRASTRUCTURE OF SOUTHEAST ASIA BE BUILT PROFITABLY IN THE NEXT 5 YEARS?
Over the next five years, Southeast Asia’s data consumption and computing growth will require a massive investment (US $40-$60 billion) in infrastructure (towers, fiber, and data centers). Through the mix of telecom revenues and IT spending flattening, high interest rates soaring, and weak currencies across the globe, this is both a tall order and a huge opportunity for companies with the right strategy. This Viewpoint explores the path forward toward digital transformation.
Navigating fixed asset reconfiguration in telcos
Telcos have long looked to asset reconfiguration as a lever to increase strategic focus and unlock value. While examples often focused on mobile, reconfiguration now reaches fixed assets and is accelerating overall, both in passive and active network components. Rising interest rates, rapid fiber-to-the-premises (FTTP) deployment, and an ever-increasing need for differentiation are forcing integrated telcos toward asset reconfiguration to avoid being outpaced.
Time to accelerate growth
Strategy: How to cope with the uncertainties of tomorrow’s new world
Planning for the future has never been more difficult given the unstable and uncertain global environment that businesses face at both a macro and micro level. Based on insights from client conversations and internal experts, we outline the range of potential scenarios organizations could face, along with guidance and best practice on making strategic decisions in tomorrow’s new world.
Telecoms: Leveraging adversity to leapfrog into the future
The telecoms industry has been able to weather the COVID-19 storm better than many sectors, and has even increased its importance for communicating in a locked-down, socially distanced world. What will be the longer-term impacts for different parts of the sector? This article examines the current environment and explains how CXOs can prepare for the potential challenges and opportunities in a postcrisis world.
Telecom, media and technology – COVID-19 implications and medium-term recovery
The race to the home butler
How to enable the company of tomorrow
Businesses have traditionally organized themselves to ensure optimal effectiveness in each of their business functions. However, shorter product lifecycles, demand for customization, rising consumer expectations, and the growth of automation and data challenge this model. This article explains how success requires organizations to decouple capabilities from business functions, in order to deliver best-inclass performance and enable the company of tomorrow.
The CEO - Lost in space and time?
Being a CEO today is a very different experience than it was even a decade ago – in the past a new CEO would know the space where their company operated and be given time to effect change. This has been transformed – space has expanded, while time has contracted dramatically. How can CEOs understand this new landscape and successfully plot courses through it?
Unlocking GigaWorld Innovation
The GigaWorld is defining a new internet cycle, with additional network requirements
The second cycle of the internet is reaching maturity. Today’s internet – and its enabling applications such as e-mailing, web browsing and video streaming – require asynchronous and/ or one-way near real-time data transfer. Wider coverage and greater bandwidth have to date defined its value.
Time to dare: Reinvent the home butler
After years of decline, telecom operators are being lured by promising opportunities around the smart-home.
Time to monetize fixed-mobile convergence
Fixed-mobile convergence has become a reality in Europe, driven by operators in markets within frastructure-based competition and essentially adopted by customers for its discounts.
More About Gregory
- Solvay Business SchoolCommercial Engineer
- AndersenManager