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CPM (PDM_2002001060)
Nokia action
Killexams : Nokia action - BingNews http://www.bing.com:80/news/search?q=Nokia+action&cc=us&format=RSS Search results Killexams : Nokia action - BingNews http://www.bing.com:80/news/search?q=Nokia+action&cc=us&format=RSS https://killexams.com/exam_list/Nokia Killexams : Nokia Oyj: How Does NOK Perform?

The trading price of Nokia Oyj (NYSE:NOK) floating lower at last check on Monday, July 11, closing at $4.62, -0.65% lower than its previous close.

Traders who pay close attention to intraday price movement should know that it has been fluctuating between $4.59 and $4.69. The company’s P/E ratio in the trailing 12-month period was 17.16, while its 5Y monthly beta was 0.60. In examining the 52-week price action we see that the stock hit a 52-week high of $6.40 and a 52-week low of $4.41. Over the past month, the stock has lost -8.28% in value.

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Nokia Oyj, whose market valuation is $26.41 billion at the time of this writing. The dividend yield on the company stock is 0.45%, while its Forward Dividend ratio is 0.02. Investors’ optimism about the company’s current quarter earnings report is understandable. Analysts have predicted the quarterly earnings per share to grow by $0.1 per share this quarter, however they have predicted annual earnings per share of $0.44 for 2022 and $0.47 for 2023. It means analysts are expecting annual earnings per share growth of 6.80% next year.

Analysts have forecast the company to bring in revenue of $6.19 billion for the current quarter, with the likely lows of $5.84 billion and highs of $6.72 billion. The average estimate suggests sales will likely down by -3.40% this quarter compared to what was recorded in the comparable quarter last year. From the analysts’ viewpoint, the consensus estimate for the company’s annual revenue in 2022 is $25.86 billion. The company’s revenue is forecast to drop by -1.50% over what it did in 2022.

A company’s earnings reviews provide a brief indication of a stock’s direction in the short term, where in the case of Nokia Oyj 2 upward and no downward comments were posted in the last 7 days. On the technical side, indicators suggest NOK has a 100% Sell on average for the short term. According to the data of the stock’s medium term indicators, the stock is currently averaging as a 100% Sell, while an average of long term indicators suggests that the stock is currently 100% Sell.

Here is the average analyst rating on the stock as represented by 1.00 to 5.00, with the extremes of 1.00 and 5.00 suggesting the stock should be considered as either strong buy or strong sell respectively. The number of analysts that have assigned NOK a recommendation rating is 27. Out of them, 8 rate it a Hold, while 17 recommend Buy, whereas 2 assign an Overweight rating. 0 analyst(s) have tagged Nokia Oyj (NOK) as Underweight, while 0 advise Sell. Analysts have rated the stock Overweight, likely urging investors to take advantage of the opportunity to add to their holdings of the company’s shares.

If we dig deeper into the stock’s outlook, we see that the stock’s PEG is 1.21, which symbolizes a positive outlook. A quick review shows that NOK’s price is currently -1.21% off the SMA20 and -4.82% off the SMA50. The RSI metric on the 14-day chart is currently showing 43.58, and weekly volatility stands at 2.35%. When measured over the past 30 days, the indicator reaches 2.30%. Nokia Oyj (NYSE:NOK)’s beta value is currently sitting at 0.80, while the Average True Range indicator is currently displaying 0.13. With analysts defining $5.52-$8.41 as the low and high price targets, we arrive at a consensus price target of $6.67 for the trailing 12-month period. The current price is about -19.48% off the estimated low and -82.03% off the forecast high, based on this estimate. Investors will be thrilled if NOK’s share price rises to $6.57, which is the median consensus price. At that level, NOK’s share price would be -42.21% below current price.

To see how Nokia Oyj stock has been performing today in comparison to its peers in the industry, here are the numbers: NOK stock’s performance was -0.65% at last check in today’s session, and -14.05% in the past year, while BlackBerry Limited (BB) has been trading -3.03% in exact session and positioned -48.57% lower than it was a year ago. Another comparable company Apple Inc. (AAPL) saw its stock trading -1.18% lower in today’s session but was up 2.65% in a year. Furthermore, Motorola Solutions Inc. (MSI) showed an increase of 0.21% today while its price kept declining at -3.45% over the past year. Nokia Oyj has a P/E ratio of 17.16. Also during today’s trading, the S&P 500 Index has plunged -1.00%, while the Dow Jones Industrial also saw a negative session, down -0.39% today.

An evaluation of the daily trading volume of Nokia Oyj (NYSE:NOK) indicates that the 3-month average is 34.39 million. However, this figure has increased over the past 10 days to an average of 27.52 million.

Currently, records show that 5.63 billion of the company’s shares remain outstanding. The institutions hold 8.20%. The stats also highlight that short interest as of Apr 28, 2022, stood at 33.56 million shares, resulting in a short ratio of 1.23 at that time. From this, we can conclude that short interest is 0.59% of the company’s total outstanding shares. It is noteworthy that short shares in April were down slightly from the previous month’s figure, which was 34.89 million. However, since the stock’s price has seen -25.24% year-to-date, investors’ interest is likely to be reignited due to its potential to move even lower.

Mon, 11 Jul 2022 07:11:00 -0500 en-US text/html https://stocksregister.com/2022/07/11/nokia-oyj-how-does-nok-perform/
Killexams : Spy-Phones: listen in on a Nokia 3410, 3310, or 6100
Nokia French 6600

Remember that $1,800 we might have had you drop on the Nokia 3390 spyphone last year? We know it was a little hard to swallow, but if you held out your patience will be rewarded: French distributor Spy-Phone.net's got your same covert Nokia action (this time as a French 3410, 3310, or 6100), but for a whole lot less bling. Starting at €399 (about $480 US) now you too can surreptitiously dial up on the unwitting phone holder's audio, and listen in to your heart's (dis)content. Of course, whomever is actually the type of person to use one of these probably has bigger issues than merely jealousy to deal with, but we'll let them sort that biz with their therapist.

[Via I4U]

All products recommended by Engadget are selected by our editorial team, independent of our parent company. Some of our stories include affiliate links. If you buy something through one of these links, we may earn an affiliate commission.

Thu, 07 Jul 2022 12:00:00 -0500 en-US text/html https://www.engadget.com/2005-07-08-spy-phones-listen-in-on-a-nokia-3410-3310-or-6100.html
Killexams : How the price action of Nokia (NOK) is used to our Advantage

The MarketWatch News Department was not involved in the creation of this content.

Jul 08, 2022 (Stock Traders Daily via COMTEX) -- Stock Traders Daily has produced this trading report using a proprietary method. This methodology seeks to optimize the entry and exit levels to maximize results and limit risk, and it is also applied to Index options, ETFs, and futures for our subscribers. This report optimizes trading in Nokia (NYSE: NOK) with integrated risk controls.

Warning:

The trading plans were valid at the time this was published, but the support and resistance levels for NOK change as time passes, and this should be updated in real time. Access those real time updates for this and 1000 other stocks here. Unlimited Real Time Reports

Protection from Market Crashes: Subscribers also get our Tail Risk hedge, Evitar Corte

Instructions:

Use the basic rules of Technical Analysis. Here are some examples: if NOK is testing support the signal is to buy and target resistance. On the other hand, if resistance is tested, that is a sign to short, and target support. No matter which side the trade is, long or short, the trigger point is both a place to enter and as a risk control.

Swing Trades, Day Trades, and Longer term Trading Plans:

This data can be used to define Day Trading, Swing Trading, and Long Term Investing plans for NOK too. All of these are offered here: Access our Real Time Trading Plans

Longer Term Trading Plans for NOK

  • NONE.
  • Short NOK under 4.72, target n/a, stop loss @ 4.73

Swing Trading Plans for NOK

  • Buy NOK over 4.74, target 5.21, Stop Loss @ 4.73
  • Short NOK near 4.74, target n/a, Stop Loss @ 4.75.

Day Trading Plans for NOK

  • Buy NOK over 4.74, target 5.21, Stop Loss @ 4.73
  • Short NOK near 4.74, target n/a, Stop Loss @ 4.75.

NOK Technical Summary | Raw Data for the Trading Plans

Bias Weak Weak Weak
P1 0 0 4.72
P2 4.60 4.53 5.21
P3 0 4.74 5.68

COMTEX_409846354/2570/2022-07-08T02:55:25

Is there a problem with this press release? Contact the source provider Comtex at editorial@comtex.com. You can also contact MarketWatch Customer Service via our Customer Center.

The MarketWatch News Department was not involved in the creation of this content.

Fri, 08 Jul 2022 00:43:00 -0500 en-US text/html https://www.marketwatch.com/press-release/how-the-price-action-of-nokia-nok-is-used-to-our-advantage-2022-07-08
Killexams : A new way iconic brands like Procter & Gamble, Nokia are cashing in on R&D moonshots

A picture taken on July 26, 2018 shows a view of the headquarters of Finnish telecoms giant Nokia in Espoo, Finland.

Mikko Stig | Afp | Getty Images

For over a decade, the research arm of Nokia Bell Labs in Finland had been working on a cooling and energy efficiency technology for data centers and mobile network equipment. In June, that R&D effort took a big step outside its corporate parent.

Innventure, which finances, operates and manages companies spun out from multinational corporations, formed Orlando-based Accelsius to house the Nokia innovation as a stand-alone startup.

This approach to giving corporate R&D a life of its own is becoming more common.

Co-founded by former Walgreens CEO Greg Wasson and his family office Wasson Enterprise, Innventure accesses the innovations inside corporate R&D labs with the goal of building businesses externally at less startup risk than the venture capital route and ultimately having that former parent company as a key customer.

Since its formation in 2015, the industrial innovation investment firm has reviewed more than 100 technologies with multinational companies, vetting disruptive technologies that can solve critical needs and have the potential to create $1 billion or more in new enterprise value within five years. It finances the new firms through its Innventus Fund with additional strategic investment and debt.  

Private equity and 'venture clienting'

For at least a decade, many big companies have created their own corporate venture capital arms to invest in promising startups that may be disruptive threats to their businesses as well as potential acquisition targets. The Innventure model of innovation is another approach that is working far outside Silicon Valley venture circles, with corporations leveraging their internal R&D by bringing it together with external startups to be commercialized, and then become a client of an innovative business from the collaborative effort.  

It's not multinationals alone that are pursuing this approach.

"We're starting to see some of these deals where a private equity firm comes in and helps a corporate carve out a startup. This could develop into a trend," said John Garvey, global head of financial services at PwC in New York. He added that so far it is largely being done by smaller, specialized private equity firms looking for quality assets in a frothy environment where there is immense competition for deals. "If the firm is willing to put in the sweat equity to build the company, it is a way of working with a fixer-upper, and not at a premium price," he said.

Several large companies, such as BMW, Siemens, and Bosch, have adopted another method to make key startup connections, known as "venture clienting."

"Corporations can be a great resource for technology, and through outside partnerships and startups can make use of it without owning a stake in it," said Gregor Gimmy, founder and CEO of Munich-based consultancy 27pilots and developer of the BMW Startup Garage, the venture client unit within the automaker. "The beauty of this is that the corporation makes more money from using the technology rather than owning a majority stake in the startup, and without the enormous cost and risk associated with corporate venture capital investing."

Using this venture client model, BMW integrated machine learning camera technology into its vehicles as early as 2007 from Intel's Mobileye (which had been a stand-alone Israeli company before being acquired by the chipmaker and is intended to become a stand-alone company again through an IPO planned for this year) and started installing smart sensor software that detects roads conditions from Haifa-based Tactile Mobility beginning 2021.

"This is a way to leverage startups without the enormous cost and risk associated with corporate venture capital investing," said Gimmy, who estimated that only one out of 10 corporate venture capital investments done in a conventional way with equity actually results in a strategic benefit.

The Nokia-born Accelsius was Innventure's third collaborative company, but the firm's initial partner is giant packaged goods company Procter & Gamble. Well-known for brands like Tide and Ivory, the Cincinnati-rooted company – formed in 1837 as a soap manufacturer – has been venturing outside these core businesses in exact years.

Procter & Gamble corporate headquarters in downtown Cincinnati.

Getty Images

P&G is taking patented inventions from its research and development labs, which have a $1.9 billion R&D budget, and teaming up with startup incubators and investors to create entirely new businesses and categories.

The goal is not just about a financial return on investment, but maintaining access to technology innovation, said Valarie Sheppard, former P&G treasurer and company transition leader who had responsibility for the global business development for several years before retiring in March 2021. Startups, meanwhile, can leverage large, resource-rich, well-capitalized corporations to gain market access, customers, facilities, and industry expertise.  

The departure from the conventional model of corporate innovation was championed by Tom Cripe, a retired P&G executive who was a gatekeeper of its leading edge research and today heads up business development at Innventure.

Cripe says he realized it made sense to reverse a long-held R&D process at P&G. Instead of startups and outside investors pitching P&G on scaling up new tech, the company would create the inventions, then turn them over to investment experts to nurture.

Rust Belt R&D

Two startups to recently emerge with P&G innovations as a catalyst are located in its home state of Ohio and focused on environmental sustainability and plastics recycling – PureCycle Technologies and AeroFlexx.

Located in the former iron-producing town of Ironton in southern Ohio, an area that needs economic revival, PureCycle launched in 2015 using P&G's proprietary process to transform the most commonly used and least recycled plastic wastes into a renewable, purified resource.

"P&G deserves a lot of credit for having an R&D budget to develop something completely new that even big players in plastics didn't come up with," said Mike Otworth, PureCycle's chairman and CEO, who also is a co-founder and board chairman at Innventure. "For a company whose core business doesn't involve plastics, this is truly remarkable. This new recycling innovation could help fix our broken trash system," Otworth said.

PureCycle's first product with P&G made from its recycled plastic is a shower dispenser that P&G's EC30 cleaning products line introduced late last year. It was made from trash in bins collected from U.S. stadiums. PureCycle has begun working with U.S. sports stadiums to recycle and repurpose their trash. This July, PureCycle plans to recycle tossed-out souvenir cups from the home stadium of the Jacksonville Jaguars team, which follows a deal with the Cleveland Browns last November.

Long-lasting, rigid polypropylene such as waste carpet is the most common type of plastic worldwide, but less than 1% of it gets recycled. By contrast, about 30% of other more common plastics like those used for bottles and consumer goods is reused. PureCycle Technologies is aiming to eventually recycle 10% to 20% of the tougher plastics. 

At an industrial site along the Ohio River where a Dow Chemical plant once operated, PureCycle plans to begin churning out recycled plastics at full scale by the end of 2022. But that's about two years behind the original timetable after delays in raising financing and further tests of the technology at a pilot manufacturing plant. PureCycle broke ground for a second plant in Augusta, Georgia, in March 2022.

"They have the innovation and now they need to scale up," said Steve Alexander, president and CEO of the Association of Plastic Recyclers in Washington, D.C.

By 2030, PureCycle aims to have 80 recycling operations worldwide, Otworth said, including one in Japan where it has an agreement with Mitsui & Co. to develop a plant. PureCycle has been gearing up for $800 million in annual revenue by 2024 and $2.3 billion in 2027. 

P&G's multi-pronged approach to innovation

Just within P&G, there is more than one model for bringing innovations to market. The consumer giant has a new business division focused on creating brands and technologies outside its existing product categories, either through organic development or through acquisitions and joint ventures.

Guy Persaud, a 21-year veteran of P&G who has done the corporate tour of duty in Greater China, Europe and Latin America, was named president of the unit in early 2021, reporting to COO Shailesh Jejurikar. His role encompasses P&G's ventures studio, helping startups incubate their ideas and obtain resources to scale startups. Over the past seven years, the studio has rolled out three new brands in health and beauty categories as well as Zevo, a line of household insecticides.  

Persaud, who now works from the twin towers of P&G's downtown Cincinnati headquarters, also has taken up a post as board chair at Cintrifuse, a P&G and Kroger-supported accelerator and investor in a budding startup hub of the city known as Over-the-Rhine for its once-large German immigrant population. At a exact annual meeting of Cintrifuse, Persaud said he sees strong opportunities for fintech, sustainability and women and minority-led enterprise startups to thrive in the region, working with big companies such as P&G.   

"P&G's collaboration with Cintrifuse opens up innovations with startups, and Guy is put in that role to make P&G more nimble," said Peter Blackshaw, CEO of Cintrifuse. P&G is the biggest investor in Cintrifuse's syndicate venture fund of $110 million.

One thing the new model hasn't changed is the high degree of risk associated with moonshot ideas that come out of the lab but have a long way to go before achieving economies of scale and offering the market a cost-effective solution. In March 2021, PureCycle completed a $1.2 billion SPAC on Nasdaq, a move that prompted short selling firm Hindenburg Research to issue a report noting that PureCycle is the "latest zero-revenue, ESG-themed SPAC taken public with a bold story about how it will someday revolutionize the plastics recycling industry."

The stock has suffered steep losses since the offering, down more than 70% since its first day of trading, and it has faced multiple class-action lawsuits, as well as an SEC investigation into statements made in securities filings. The SEC closed that review without any further action taken and the company says it remains focused on its business goals. 

P&G's second spin-out business with Innventure is West Chester, Ohio-based AeroFlexx, which launched in 2018 with technology for a liquids package that is flexible and uses far less plastics and is fully recyclable.

P&G stands to be a major customer of both Innventure startups, given its goal of 100% recyclable or renewable plastics by 2030. Beauty products company L'Oreal and French energy company Total also have been lined up as initial purchasers of PureCycle's plastics. AeroFlexx has completed select pilots and soft launches with P&G brands Dawn, Olay and Old Spice, as well as a handful of non-P&G brands such as Mighty Mutt dry shampoo for dogs and hair clipper maker Wahl.

"Once we license the technology from P&G, our job is to fund it from inception to exit off the balance sheet with investment partners and debt financing," said AeroFlexx CEO Andy Meyer, also an Innventure co-founder.

Sun, 10 Jul 2022 14:38:00 -0500 en text/html https://www.cnbc.com/2022/07/10/a-new-way-iconic-brands-like-pg-nokia-cash-in-on-rd-moonshots.html
Killexams : Sony Is Facing A Lawsuit Due To A PS5 Bug

The PS5 might be a popular system, but there are several users who are having some issues with this device. The issue seems to be rather big, as there’s now legal action being taken. A user filed a lawsuit against Sony for a bug that was found in the PS5.

Electronic devices are complex pieces of equipment, and they’re bound to have some kinks. This definitely goes for devices that are manufactured en masse like the Playstation 5. We can’t expect every unit to function properly.

However, there are some cases where a bug can affect a large number of devices and leave users wondering why the company even released them. These are times when companies get smacked with class action lawsuits. One example was when several Nintendo Switch controllers were affected by the infamous “Joy-con Drift”.

Sony is now in the hot seat for a bug that seemingly affects a large number of PS5 users. The plaintiff is one Christina Trejo, and she reported that there’s a bug in the PS5 software that causes the system to suddenly turn off while actively playing games on it.

If this had been an isolated event, there wouldn’t be much of an issue. However, there are reports from other users who experienced this issue. These reports come from other users across the internet, and they’ve been popping up over the years.

The official document (via Techradar) cites these reports as evidence for Trejo’s case. Along with claiming that the bug affects a lot of other users, Trejo is also claiming that Sony knew about this bug and continued to ship units.

This is a pretty heavy accusation, and it’s going to be contested in court. The reasoning behind this accusation is a bit loose. The document states that Sony was aware of this bug because of its warranty and repair offers.

This could, ostensibly, point to Sony knowing about the issue and, rather than addressing it, just fixing the systems after the crashes. That will be heavily debated in the trial, however. We’ll have to wait to see what happens with this trial. If found guilty, Sony could face some financial repercussions.

Mon, 18 Jul 2022 04:10:00 -0500 en-US text/html https://www.androidheadlines.com/2022/07/sony-lawsuit-ps5-bug-sue-gaming.html
Killexams : Nokia Oyj (NYSE: NOK) -0.77% Decline Turns Investors Away

Nokia Oyj (NYSE:NOK) price is hovering lower on Tuesday, July 05, dropping -0.77% below its previous close.

A look at today’s price movement shows that the exact level at last check reads $4.55, with intraday deals fluctuating between $4.41 and $4.55. The company’s 5Y monthly beta was ticking 0.60 while its P/E ratio in the trailing 12-month period read 16.25. Taking into account the 52-week price action we note that the stock hit a 52-week high of $6.40 and 52-week low of $4.41. The stock subtracted -10.61% on its value in the past month.

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Nokia Oyj, which has a market valuation of $25.78 billion. The company stock has a Forward Dividend ratio of 0.02, while the dividend yield is 0.46%. It is understandable that investor optimism is growing ahead of the company’s current quarter results. Analysts tracking NOK have forecast the quarterly EPS to grow by 0.1 per share this quarter, while the same analysts predict the annual EPS to hit $0.44 for the year 2022 and up to $0.47 for 2023.

On average, analysts have forecast the company’s revenue for the quarter will hit $6.19 billion, with the likely lows of $5.84 billion and highs of $6.72 billion. The average estimate suggests sales growth for the quarter will likely fall by -3.40% when compared to those recorded in the same quarter in the last financial year. Staying with the analyst view, there is a consensus estimate of $25.86 billion for the company’s annual revenue in 2022. Per this projection, the revenue is forecast to grow -1.50% below that which the company brought in 2022.

Revisions to the company’s EPS highlights a short term direction of a stock’s price movement, which in the last 7 days came up with 2 upward and no downward reviews. On the technical perspective front, indicators give NOK a short term outlook of 100% Sell on average. Looking at the stock’s medium term indicators we note that it is averaging as a 100% Sell, while an average of long term indicators are currently assigning the stock as 100% Sell.

Here is a look at the average analyst rating for the stock as represented on a scale of 1.00 to 5.00, with the extremes of 1.00 and 5.00 suggesting the stock is strong buy or strong sell respectively. Specifically, 27 analysts have assigned NOK a recommendation rating as follows: 8 rate it as a Hold; 17 advise Buy while 2 analyst(s) assign an Overweight rating. 0 analyst(s) have tagged the Nokia Oyj (NOK) stock as Underweight, with 0 recommending Sell. In general, analysts have rated the stock Overweight, a scenario likely to bolster investors out for an opportunity to add to their holdings of the company’s shares.

If we dive deeper into the stock’s performance we see the positive picture represented by the PEG ratio, currently standing at 1.14. The overview shows that NOK’s price is at present -4.72% off the SMA20 and -7.59% from the SMA50. The Relative Strength Index (RSI) metric on the 14-day timeframe is pointing at 38.10, with weekly volatility standing at 2.54%. The indicator jumps to 2.27% when calculated based on the past 30 days. Nokia Oyj (NYSE:NOK)’s beta value is holding at 0.81, while the average true range (ATR) indicator is currently studying 0.14. Considering analysts have assigned the stock a price target range of $5.52-$8.41 as the low and high respectively, we find the trailing 12-month average consensus price target to be $6.69. Based on this estimate, we see that today’s price at last check is roughly -22.39% off the estimated low and -86.47% off the forecast high. Investors will no doubt be excited to see the share price fall to $6.57, which is the median consensus price, and at that level NOK would be -45.68% from exact price.

Turning out attention to how the Nokia Oyj stock has performed in comparison to its peers in the industry, here’s what we find: NOK’s stock is -0.77% on the day and -15.58% in the past 12 months, while BlackBerry Limited (BB) traded 2.91% in the latest session and is positioned -52.96% down on its price 12 months ago. Another comparison is with Apple Inc. (AAPL) whose stock price is up 0.16% in the current trading session, and has flourished 1.14% over the past year. Also, Motorola Solutions Inc. (MSI) is currently showing up trend of 0.84% while its price kept floating at -3.98% over the past year. Elsewhere in the market, the S&P 500 Index has stumbled -0.46% in today’s early trading, with the Dow Jones Industrial also seeing a negative session so far with -0.35%.

An analysis of the Nokia Oyj (NYSE:NOK) stock in terms of its daily trading volume indicates that the 3-month average is 34.45 million. However, this figure increases on the past 10-day timeline to an average of 32.38 million.

Current records show that the company has 5.63B in outstanding shares. The percentage share held by institutions stands at 8.20%. The stats also highlight that short interest as of Apr 28, 2022, stood at 33.56 million shares, which puts the short ratio at the time at 1.23. From this we can glean that short interest is 0.59% of company’s current outstanding shares. Notably, we see that shares short in April fall slightly given the previous month’s figure stood at 34.89 million. But the -26.85% downside, the stock’s price has registered year-to-date as of today’s value, will likely reignite investor interest given the prospect of it rallying even higher.

Wed, 06 Jul 2022 08:11:00 -0500 en-US text/html https://stocksregister.com/2022/07/06/nokia-oyj-nyse-nok-0-77-decline-turns-investors-away/
Killexams : Gillette wants you to mollycoddle your mons pubis

It's very apt that during our month-long Taboo Focus, Grey NY has released a self-censorship challenging spot for the Gillette Venus range.

Based around a smartly direct rap from Princess Nokia, It's Time to Care (For Your Pubic Hair) is a call-to-action for all those who don't like taking pubic in public.

Brought to life through some engaging animation from Strange Beast's Sacha Beeley, the film is brash and brilliant in its messaging; proudly empowering the use of 'naughty' words and relegating silly euphemisms to the bathroom bin.

“I love that Venus is using all means necessary to get people comfortable with saying pubic,” says Princess Nokia, co-writer and featured artist. “As a songwriter and rapper, I connect with my fans by helping them show up as their truest selves. For that reason, I’m excited to be working with Venus to advance this important message that gets more women comfortable talking about their bodies.”

Fri, 15 Jul 2022 00:03:00 -0500 en text/html https://shots.net/news/view/gillette-wants-you-to-mollycoddle-your-mons-pubis
Killexams : The disruption of energy and transportation: Ghosts of futures past (Curious Cases Of Nokia & VW)

In an earlier article, I attempted to show you the following points

  • Energy and transport are fundamental to any economy and affects us all
  • The energy and transport industries are in the beginning throes of a major disruption not transition
  • There is a lot of money to be made or lost in ($11.3 trillion annually)
  • It can be potentially very dangerous to assume that just because Africa tends to be technology laggards, we will have sufficient time to adjust to this disruption at our leisure. Dangerous to governments, companies, individuals, towns, cities, village, and organizations of all sorts.

The disruption of energy and transportation is an elephantine subject, with various complex and interrelated facets. And to eat an elephant, you do so in bits, not all at once.

Today’s article, is about the potential effects of disruption on incumbent players in an industry. I will borrow two speeches by two different CEOs. Their companies were/are both dominant players in their industries. Today, the first is extinct, and the second is having major challenges. One a phone maker, the other an automobile manufacturer. I am talking about Stephen Elop, former CEO of Nokia and Herbert Dyess, current Group CEO of VW. The question is, will history repeat itself?

Before the speeches thou, some context.

On 9th January 2007, one of the great thespians of the technology world, Steve Jobs unveiled the Apple Iphone. In retrospect, it was an epochal moment for the phone industry.

Before the launch of the Iphone, Apple was known as a computer company that produces both their hardware and software. Their arch-rival at the time, Microsoft however, produces only software (Microsoft Office anyone). So as rivals are wont to do, everyone expected Microsoft to follow Apple with a compelling product to compete with Apple’s Iphone.

There was this famous interview where, the then Microsoft CEO, Steve Ballmer scoffed and laughed at the Iphone after it was launched (search “Steve Ballmer Laughs at Iphone” on youtube). It is clear to anyone who watched that video that at the time, he has not used the Iphone. It will be interesting to know whether Steve Ballmer uses an Iphone today. Irrespective of the answer to that question, it will be safe to say he will be using a smartphone with design features pioneered by the Iphone.

As of 2021, the global smartphone market is worth 273.9 Billion dollars. Today, Microsoft is an insignificant player in the mobile phone market: be it the handset or phone operating systems. It can be fairly said that Steve Ballmer’s laughter cost Microsoft a 273.9 Billion dollars market. That’s an expensive laugh.

The laughter was not the problem thou. It’s the lazy blasé attitude of not finding out realities about potentially disruptive technologies and just dismissing them out of hand that was the problem.

So, are you doing a Steve Ballmer? Maybe you are a politician, regulator, business executive, a consumer etc. The concept applies.

Fig 1: The Phone Market Before and After Apple Launched the Iphone.

A picture they say is worth a thousand words (maybe billions of dollars in this case) and the above graphic is a succinct summary.

Remember, as established players, Nokia, Blackberry, Motorola and co have capital, and other resources with which to compete. Heck, Microsoft was a bigger and a more dominant player in every dimension compared to Apple, but they still lost.

The next two graphics detail how the market shares of Blackberry (RIM) and Nokia were decimated by the Iphone led Smartphone disruption

In 2010, during its market share collapse, Nokia appointed Stephen Elop as its CEO. After a quick look-see. He fired an internal memo that subsequently leaked to the general public. I present to you, “the man on a burning platform” memo.

Man On A Burning Platform Memo By Nokia CEO Stephen Elop –

Full Transcript

February  2011

“Hello there,

There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform’s edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.

As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a “burning platform,” and he needed to make a choice.

He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times – his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a “burning platform” caused a radical change in his behaviour.

We too, are standing on a “burning platform,” and we must decide how we are going to change our behaviour.

Over the past few months, I’ve shared with you what I’ve heard from our shareholders, operators, developers, suppliers and from you. Today, I’m going to share what I’ve learned and what I have come to believe.

I have learned that we are standing on a burning platform.

And, we have more than one explosion – we have multiple points of scorching heat that are fuelling a blazing fire around us.

For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.

In 2008, Apple’s market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.

And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry’s innovation to its core.

Let’s not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally – taking share from us in emerging markets.

While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.

The first iPhone shipped in 2007, and we still don’t have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.

We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.

At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.

At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, “the time that it takes us to polish a PowerPoint presentation.” They are fast, they are cheap, and they are challenging us.

And the truly perplexing aspect is that we’re not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.

The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem. This means we’re going to have to decide how we either build, catalyse or join an ecosystem.

This is one of the decisions we need to make. In the meantime, we’ve lost market share, we’ve lost mind share and we’ve lost time.

On Tuesday, Standard & Poor’s informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody’s took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.

Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It’s also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.

How did we get to this point? Why did we fall behind when the world around us evolved?

This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven’t been delivering innovation fast enough. We’re not collaborating internally.

Nokia, our platform is burning.

We are working on a path forward — a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.

The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.

Stephen.

In 2020, Tesla had what I consider to be an epochal event, The Tesla Battery Investor Day. Sure, the Launch of the Tesla Model S, and Model 3 were impactful. However, during their battery investor day, Tesla demonstrated how they plan to achieve massive scale that will bring true disruption. Many people either forget or don’t know that one of the keys behind the Iphone success story was Steve Jobs securing massive manufacturing scale from his supply partners.

Fig 4: Which Legacy Automobile Manufacturers Will Eventually Move From The Left To The Right

Herbert Diess, in January 2020, about eight (8) months before Tesla’s Battery Investor Day gave a speech to some top managers of the Volkswagen group. Dubbed “The Fire Sppech”. Remember, Volkswagen is the biggest manufacturer by numbers of the global automotive industry. Followed closely by Toyota of course.

I find fascinating, the parallels between Stephen Elop’s “Man On A Burning Platform Memo” and Herbert Diess’ “Fire Speech”. Whether VW, unlike Nokia will survive the disruption of its industry remains to be seen. Enjoy

Fire Speech By VW-CEO Diess To His Managers – Full Transcript

Given on – Thursday 16th January 2020

“Ladies and Gentlemen,

the world is on the move. Politically and technologically, we live in an incredibly dynamic time. A turn of an era stands before us – from the dimension of the industrial revolution. And Volkswagen is in the midst of the storm of the two greatest transformation processes:

Climate change and the associated pressure to innovate towards zero-emission driving.
And digitalization, which is fundamentally changing the automobile as a product.

Our Group does not always have the best prerequisites for reacting quickly and consistently enough to these developments. Measured against this, we have not done badly so far. This is also acknowledged by market observers. In 2019 in particular, analysts have gained new confidence in our strategy.

Kepler Cheuvreux attested to us earlier this year: „We think VW is the best positioned player in the industry to master the CO2 challenge.“ Und Goldman Sachs meint: „We expect VW Group to continue to prosper this year as a result of ongoing positive sales developments at VW brand, a pick-up in sales at Audi, and broadly flat margins.“

In the Litigation area, we are making the risks from the diesel crisis more manageable step by step. In terms of corporate culture, we are seeing tangible and measurable progress. I am pleased that we have increased our integrity by three points in the sentiment barometer.

Our modern model range built on the MQB basis in volume and the new Porsches, Audis, Lamborghinis and Bentleys convince the customers. We Strengthen the quality of our business. Revenue and earnings are growing faster than sales. In China, we increased our market share by 1.4 percent in a sharply declining market. This is a great achievement, which hardly anyone would have expected from us. Congratulations to Stephan Wöllenstein and his team on their outstanding performance!

In South America, we are returning to profitability for the first time, and we have also turned our business around in Russia. In North America, we have significantly improved our earnings and aim to break even this year. Volkswagen Financial Services will have a record year in 2019, and the component has made decisive steps in battery development and production.

At Audi, the e-tron has got off to a successful start, development costs have been reduced and a comprehensive cost reduction program has been launched. Porsche has once again delivered excellent figures and cars and has set an example with the Taycan. Seat conquers new and young customers with Cupra. Skoda is running at full speed and will present the new models in India, an important future market for us, at the beginning of February.

VW Commercial Vehicles has put the extremely important Ford cooperation on track, and Traton has completed its IPO. We see positive trends at Bentley, Ducati, Bugatti and Lamborghini, and Bentley in particular is back in the black. The Volkswagen core brand has worked hard to further increase returns. All in all: good developments.

But honesty also means that the storm is just beginning. And today is an opportunity to examine ourselves and each other: Are we well enough prepared for what’s coming? 2020 will show how weatherproof, agile and responsive we have become.

Last week, I was in New York with investors and analysts, where I promoted our strategy. I explained the steps we are taking for 2020 and 2021. In comparison, we are receiving more and more buy recommendations for our shares. 88 percent recommend buying VW shares. We are gaining credibility. That is of enormous importance for us.

But: The development of Tesla’s share price has recently been far more dynamic than the increase in VW’s share price. In terms of market capitalization, Tesla is now almost on a par. Ladies and gentlemen, we are valued like an automobile company, Tesla like a tech company.

In the future, the automobile will be the most complex, valuable Internet device suitable for the masses. We will spend more time in the automobile of the future than today, perhaps two hours instead of one. That’s why it will not be a grey box, but will be much more comfortable, homely and above all more networked and multifunctional than today. In the car, we will be continuously online, delivering far more data than smartphones, but also getting more information, services, security and convenience from the Internet.

The networked car will almost double Internet time. The car will become the most important “mobile device”. When we see this, we understand why Tesla is so valuable from an analyst’s perspective. We at Volkswagen want to get there too. The big question is: Are we fast enough? The honest answer is: maybe, but things are becoming increasingly critical. If we continue at our current pace, things will actually get very tight.

I remember a situation in which I had Nokia employees – I had taken over a few hundred – explain to me how they went down in the fight against Apple. The logic was: “We have 43 different mobile phones, the right one for everyone, nobody wants touch, you have to charge the iPhone at least once a day, while our battery lasts for a week“. And: Nokia had record years, but was practically already dead.

Steve Jobs, on the other hand, had understood that the function of the device was fundamentally different. Access to the Internet became more important than the phone itself. And loading time was no longer so critical for customers. A few years later, Nokia was history.

Ladies and gentlemen, this is precisely the situation that is being repeated in the automotive industry. The car is no longer just a means of transport. And that also means that the era of classic car manufacturers is over. The future of Volkswagen lies in the digital tech group – and only there. And we will need an additional catch-up program to mobilize all the potential in the Group for this.

We have what we need. There is a great deal of technical know-how in our group of companies. We have a top management team, as the Future Executive Development Program has shown us. And we can use the proceeds of today’s technology to finance the transformation from our cash flow.

What we lack is above all speed and the courage to take a radical change of course, if necessary. Ladies and gentlemen, that is what it is all about: a powerful change of direction. Otherwise it could soon be too late. 2020 is now just around the corner. Three points are crucial:

Firstly, meeting the new CO2 limits by making our e-strategy a success and bringing ID.3 on the road. 2020 is the year of truth for CO2 compliance. With a difference of 30 grams to the limit value, which we will have to close in two years and which can only be closed with e-vehicles and plug-ins.

At the beginning of January, the analysts at UBS put it bluntly in a nutshell: „We reiterate our view that the ID3 is VW’s ‚must-get-right‘ vehicle in 2020, as it spearheads VW’s second-to-none EV offensive. Also, the ID3 is key to CO2 compliance for VW in the EU.“ The ID.3 has to get on the roads. To do this, we must meet the challenges at the start. The challenge is the complexity of the software and electronics.

In addition, in order to comply with the limit values, we also have to supply, build and deliver batteries to Seat Mii, VW Up!, e-Golf, e-tron and Taycan. All in all, this is perhaps the most difficult task that Volkswagen has ever had to face.

Second: Implement the e-strategy without losing profitability. Margins in 2020 must at least be sustainable. We have the potential to do so if we really take the seriousness of the situation as an opportunity to fully exploit the potential of this Group and, where necessary, slaughter sacred cows.

We will use the synergies within the Group much more consistently and must reduce complexity even more. To this end, we are forming the synergy families. The idea of using the greatest possible synergies between the brands in model development is not new.

Exploiting the strengths of the Group also means: We need maximum profit pool utilization across all segments. To this end, we have agreed the brand territories.

It is completely understandable that some brands would pursue a different strategy if they were alone. But we operate as a group. Each brand is judged by the fact that it makes full use of its own territory. The corporate goal is above the brand goals. Just as important: with the six percent for research and development and for investments, it must be clear: That is the maximum ceiling. Toyota – not to be compared with us in all consistency – runs at three to four percent in these disciplines – and is considered innovative and environmentally friendly.

We need to make further progress on productivity. Cost-cutting programs are underway in all brands. The German locations in particular offer potential here. And they also have a lot of leverage. Reducing complexity also means that we regularly review our activities and ask ourselves: what can be eliminated, what do we need new?

To name a few examples: …the fuel cell and the Liquid Fuels we’re running at ground level. For a foreseeable time horizon of at least a decade, they are not an alternative to car engines. We need to concentrate fully on the breakthrough of electric mobility.

We will also significantly reduce expenses at Moia. We want to keep our foot in the business. But we have to extend our commitment over time until the conditions for profitability are better. This applies not least to the expensive vehicles.

In addition, the portfolio is being restructured with a clear focus on the core business. The IPO of Traton was an important step. A first step. We are actively engaged in discussions on industrial solutions for Renk and MAN Energie Solutions.

In order to achieve and sustainably increase our target margins, we also need a fundamental rethink. Away from volume orientation, and toward earnings quality.

Take Bentley, for example: 10,000 deliveries – that’s a strong performance by the team, which we did not think possible not so long ago. Congratulations for this and a thank you to the team. But the news would of course be even more impressive if we were to achieve a return greater than zero. If I’m completely honest: I’d rather have 5,000 deliveries and a return above 20%.

Counter example: Mexico. Here, the market share will have fallen slightly in 2019 – caused by the pricing and shutdown of low-yield vehicles. However, corporate earnings improved from a clearly negative contribution to just below break-even. This is expressly an excellent development! We must succeed in the paradigm shift away from volume and towards quality of business. In the future, we will focus even more strongly on sales, return on sales and cash as core reporting figures.

Thirdly: Making the Car.Software.org a success and creating impact. The Car.Software.org is launched. Now it must become operational. This also means that we must not wait until all organizational issues have been resolved down to the last detail, but must get started. We all have a clear demand: The success of the Car.Software.org will decide our future!

These are the building blocks for reaching the 200 billion euros in enterprise value. The program for this is the “Together 2025+” strategy, which we agreed upon last year in Fleesenseev, with the five modules Best Governance, Best Performance, Best Brand Equity, Software Enabled Company and Excellent Leadership. These five modules describe the right direction for the transformation towards a Tech Group.

Turning Volkswagen from an automotive group into a digital tech group – that is a gigantic challenge. It sounds unlikely that it can be mastered. Nevertheless, I believe that we can master it. To do so, we need a radical restructuring of the Group. We need to make use of our strengths, but we also need to leave out and abandon everything superfluous that is not going to get us anywhere.

That is the task of all of us. In these challenging times, it is all about new thinking and joining forces. And, of course, it is still a matter of making Volkswagen a company of sustainable integrity. We have it in our own hands. 2020 is the year of opportunities for faster, more consistent restructuring.

Before Christmas, I congratulated the best trainees from the entire Group in Wolfsburg. I said to them: This company is their company. And if this company is not to become an industrial monument, then they must put aside the monuments of everyday life. I said that to our trainees. And I say the same to you.

We need a shared understanding of the radical nature of change. In the magnitude of our task. And in the short time frame. It gives us exactly one single attempt to secure Volkswagen for the future. Let’s use it.”

Gad is the founder and Executive Director of AfricaNEV

Socials: Facebook & LinkedIN – Gad Senyuiedzorm Ashiagbor;

Twitter [email protected]; email –[email protected]

 AfricaNEV (Africa New Energy and Vehicles) is a continental non profit that aims to accelerate the adoption of e-mobility in Africa by policy advocacy, awareness creation and linking industry players in the value chain.

Socials: Facebook,  LinkedIN, Twitter –@walencho; email –[email protected]

Fri, 15 Jul 2022 03:30:00 -0500 en-GB text/html https://thebftonline.com/2022/07/15/the-disruption-of-energy-and-transportation-ghosts-of-futures-past-curious-cases-of-nokia-vw/
Killexams : OneLayer, Nokia Partner to Deploy Security Platform for Private 5G Networks

OneLayer, a pioneer in securing private LTE/5G networks for enterprises, announced that it will be deploying its security platform for private 5G cellular networks in two hospitals in Israel- Galilee Medical Center and The Baruch Padeh Medical Center, Poriya. 

The networks will be based on Nokia’s equipment and installed by Cellcom with support from the Israel Innovation Authority (IIA).

Increasingly, hospitals and enterprises are building private cellular networks that employ LTE/5G infrastructure. Cellular networks require an entirely new security solution, one that can map the connected devices from cellular protocols to the IP based world. With this translation in place, asset visibility and context-based segmentation can be implemented to secure the thousands of OT and IoT devices that are used across an enterprise. With OneLayer, enterprises can now ensure secure and rule-based communication across the cellular and IP network as well as implement firewall and network access control (NAC) within the private cellular networks. By installing OneLayer, companies gain full visibility of the cellularly connected devices allowing them to detect anomalies and take action to protect against external threats.

The project will be one of the first to utilize Edge Cloud Slicing, an architecture which relies on the public 5G environment for signaling while keeping the data flow local to the enterprise’s core. OneLayer supports this important deployment model and will work closely with Nokia and Cellcom to demonstrate how end-to-end security and management can be achieved within an Edge Cloud Slicing environment.

In addition to the cellular integration, OneLayer will integrate with Medigate by Claroty on the network security side to provide complete visibility of all the IoT/OT devices in the medical network and with Cisco Identity Service Engine (ISE) NAC to enable enterprise-wide consistent policy enforcement for all the devices in the operation technology (OT) network.

Dave Mor, CEO and co-founder of OneLayer
Providing an enterprise-grade security approach is a crucial part of private cellular network deployment. The two main needs are visibility and segmentation. With OneLayer, enterprises and hospitals can keep their security standards even on their private cellular networks, ensuring all medical devices and machinery are protected.

Wed, 13 Jul 2022 13:39:00 -0500 en text/html https://www.thefastmode.com/technology-solutions/26219-onelayer-nokia-partner-to-deploy-security-platform-for-private-5g-networks
Killexams : Nokia and LG U+ team up for 5G Advanced, 6G & Open RAN

Today, LG U+ has announced that it has signed a Memorandum of Understanding (MoU) with Nokia that will see the pair combine their R&D efforts towards 5G Advanced and 6G. As part of the agreement, the duo will work on a wide variety of technologies, aiming to Strengthen mobile network coverage and bandwidth…

Today, LG U+ has announced that it has signed a Memorandum of Understanding (MoU) with Nokia that will see the pair combine their R&D efforts towards 5G Advanced and 6G.

As part of the agreement, the duo will work on a wide variety of technologies, aiming to Strengthen mobile network coverage and bandwidth. 

Nokia and LG U+ have a long history of working together, having already done so for both the operator’s 4G and 5G networks. LG U+ also currently uses 5G network equipment from Samsung, Huawei, and Ericsson. 

“The technological collaboration between the two companies in 4G and 5G network technologies will be enhanced in 5G Advanced and 6G,” said Ahn Tae-ho, head of Nokia Korea. “We are expecting that the collaboration will help test and develop future wireless network technology, and would eventually speed up the commercialisation of the service.”

According to reports, the companies will also collaborate on Open RAN solutions, as well as energy generation technologies that will be used to power wireless sensors.  

Another area of interest more directly related to 6G is reconfigurable intelligent surfaces (RIS), a technology currently in development that would allow for programmable structures that can change the electric and magnetic properties of their surface at will, thereby dynamically controlling the propagation of electromagnetic waves throughout an environment. Essentially, these surfaces can act as an intelligent mirror, helping to redirect the required radio waves to their intended target.

RIS is expected to become a standard technology for 6G and, as a result, LG U+ has already been working on the technology for some time, first demonstrating it in action in March this year with Nokia’s help.

“In order to achieve the level of service quality that can satisfy the clients, it is necessary to upgrade the 5G network while thoroughly preparing for 6G networks as well,” said Kwon Jun-hyuk, head of LG U+’s network unit.

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Wed, 06 Jul 2022 01:53:00 -0500 en text/html https://www.totaltele.com/513775/Nokia-and-LG-U-team-up-for-5G-Advanced-6G-Open-RAN
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