The Metaverse and the network
CTO interviews part 1: Stephen Alexander
“The inability to precisely predict how we’ll use it [the Metaverse], and how it will change our daily life, is not a flaw. Rather, it is a prerequisite for the Metaverse’s disruptive force.”
The Metaverse: And How it Will Revolutionize Everything by Matthew Ball, 2022.
CTO Interview
Stephen Alexander’s trusty 20-year-old dishwasher finally stopped working during the pandemic.
Unfortunately, getting spare parts shipped to the US was impossible, so Alexander, the CTO of Ciena (pictured), resorted to ‘how-to’ YouTube videos and got bits from eBay.
It highlighted the power of the online experience, something set to ramp significantly with the advent of the Metaverse.
The Metaverse refers to immersive virtual worlds where people will meet to socialise, learn, work and play.
During the pandemic, Ciena also experienced how the online experience can benefit work. The company used the network to guide remote data centre staff wearing virtual-reality headsets in operating its equipment.
Ciena also used high-resolution audio-visual equipment to continue development work during the pandemic. A solitary engineer in the lab would conduct measurements, sending the results to engineers working remotely.
“So we had started down this path where it [the Metaverse] is not just gaming but has got some interesting business applications,” says Alexander.
Metaverse survey
Ciena commissioned a recent survey on the Metaverse and its work uses. The systems vendor wanted to know how the customers of its customers view the emerging technology and how they would use it.
“What it [the Metaverse] represents for us is a use case,” says Alexander. “It’s an application space for this [networking] infrastructure we are all building.”
The study surveyed 15,000 people worldwide. Nearly all (96%) see the value of virtual meetings, while more than three-quarters (78%) say they would use more immersive experiences such as the Metaverse. However, two in five (38%) of the respondents said unreliable networking performance was a concern holding their organisations back.
Alexander, like many, spent his days in virtual meetings during the pandemic. In the mornings, he would talk to teams in Europe, in the middle of the day to the Americas, and in the evenings to the Asia Pacific. “It was a very efficient use of time,” he says.
But such tools are less effective for getting to know people. “You don’t have the ability to go to dinner, have coffee, go for a drink, that sort of thing,” he says.
Online meetings of up to 20 people are also limiting. Conversations are one-to-many unlike an in-person meeting where multiple parallel interactions occur.
“With a more immersive Metaverse environment where you have a virtual-reality capability, maybe we can start to do those things,” he says.
Alexander says that with the many areas of interactions, you can ask how many would be improved using augmented reality/ virtual reality.
Healthcare and education
Alexander experienced other benefits of online interactions, such as telemedicine, during the pandemic. But also some shortfalls. “What could have been done to improve the online education experience?” he says.
In a Metaverse-enabled world, education could enable high-school students to experience different types of work before deciding their career path. They could ‘join’ professionals – an airline pilot, a nurse, a doctor – to experience their working day.
“You plop on the headset, or you go into your ‘holodeck’ or advanced zoom environment and spend some hours or a day experiencing what that person’s life is like and what they do,” says Alexander. “That’s a huge educational potential enabled by this augmented reality/ virtual reality-enhanced world.”
Takeaways
One takeaway from Ciena’s commissioned survey is how widespread the acceptance of this future development is, says Alexander. There is also a broad interest in using the Metaverse for business applications.
The survey also highlighted some intriguing ideas.
Alexander says he looks forward to catching up with a former work colleague, but that this rarely happens due to their day-to-day commitments.
“You can imagine this world where his avatar and my avatar run into each other, and they talk about what’s going on in their lives and all the other things,” says Alexander. “And they come back, and we get a download from the evening.”
Network upshot
Alexander says that for some years, he has been saying that the network must get faster, the cloud has to get closer to the network edge, and infrastructure must get more intelligent.
These trends will benefit the Metaverse.
Latency is one crucial networking performance parameter.
Any end-device connected to the cloud has specific requirements regarding how it interacts and the latency it needs. For example, a latency of 100ms is ok when watching streaming video, but for gaming, that is too long; a headset requires a latency in the tens of milliseconds. Controlling an automated forklift truck is even more demanding. Here, tolerable latency is in single-digit milliseconds.
“That tells you, in some sense, where the edge of the cloud has to be,” says Alexander. “It just says that from the device to the cloud and back, it better be a certain physical distance as there is the speed of light issue.”
Network capacity also plays a role if the edge device generates enormous amounts of data – a petabyte, for example – and there is a timeliness to receiving an answer, even if it is a yes or no.
What network endpoints generate such massive amounts of data?
Alexander cites the example of synthesised designer drugs based on a person’s human genome. “If you have cancer, knowing that and getting the drug today, this week, this month is a whole lot different than getting it next year,” he says.
Other examples driving bandwidth he cites include military and agriculture (crops and livestock) applications.
“This is why this kind of a survey is so useful to us because we can go to our customers, whether they be cloud hyper-giants or to service providers and have a conversation about not what they are provisioning today, but what they’re going to provision in two to five years,” says Alexander.
This helps Ciena have better conversations with its customers about what they will need and should consider.
Planning
Staff at Ciena don’t yet have the word ‘Metaverse’ in their job titles.
Instead, staff are developing the next-generation WaveLogic coherent digital signal processor (DSP) family to drive the lowest cost-per-bit, highest capacity for fibre. Other Ciena employees are addressing network intelligence and automation; while others still are tackling routing, switching and the dynamic edge.
All applications require some flavour of these technologies, says Alexander.
The Metaverse is in its infancy in terms of use cases, with gaming being one prominant example.
“But you can imagine this can go for education, healthcare, and normal business interactions,” says Alexander. “It gets people’s juices flowing; look at the potential once we have high-capacity, low-latency connections to the cloud, and cloud is instantiated in enough local data centres that you can process things very quickly.”
Once that happens, people across industries will ask what they can do.
“That’s where you’re going to start to see the kind of the vectors of progress get established,” he says. “But common things that we see – capacity, connectivity, the ability to have a simpler, faster, more dynamic edge – those are key to enabling all this.”
Can a think tank tackle telecoms innovation deficit?
The Telecom Ecosystem Group (TEG) will publish shortly its final paper that concludes two years of industry discussion on ways to spur innovation in telecommunications.
The paper, entitled Addressing the Telecom Innovation Deficit, says telcos have lost much of their influence in shaping the technologies on which they depend.
“They have become ageing monocultures; disruptive innovators have left the industry and innovation is outsourced,” says the report.
The TEG has held three colloquiums and numerous discussion groups soliciting views from experienced individuals across the industry during the two years.
The latest paper names eight authors but many more contributed to the document and its recommendations.
Network transformation
Don Clarke, formerly of BT and CableLabs, is one of the authors of the latest paper. He also co-authored ETSI’s Network Functions Virtualisation (NFV) paper that kickstarted the telcos’ network transformation strategies of the last decade.
Many of the changes sought in the original NFV paper have come to pass.
Networking functions now run as software and no longer require custom platforms. To do that, the operators have embraced open interfaces that allow disaggregated designs to tackle vendor lock-in. The telcos have also adopted open-source software practices and spurred the development of white boxes to expand equipment choice.
Yet the TEG paper laments the industry’s continued reliance on large vendors while smaller telecom vendors – seen as vital to generate much-needed competition and innovation – struggle to get a look-in.
The telecom ecosystem
The TEG segments the telecommunications ecosystem into three domains (see diagram).
The large-scale data centre players are the digital services providers (top layer). In this domain, innovation and competition are greatest.
The digital network provider domain (middle layer) is served by a variety of players, notably the cloud providers, while it is the telcos that dominate the physical infrastructure provider domain.
At this bottom layer, competition is low and overall investment in infrastructure is inadequate. A third of the world’s population still has no access to the internet, notes the report.
The telcos should also be exploiting the synergies between the domains, says the TEG, yet struggle to do so. But more than that, the telcos can be a barrier.
Clarke cites the emerging metaverse that will support immersive virtual worlds as an example.
Metaverse
The “Metaverse” is a concept being promoted by the likes of Meta and Microsoft and has been picked up by the telcos, as evident at this week’s MWC Barcelona 22 show.
Meta’s Mark Zuckerberg recently encouraged his staff to focus on long-term thinking as the company transitions to become a metaverse player. “We should take on the challenges that will be the most impactful, even if the full results won’t be seen for years,” he said.
Telcos should be thinking about how to create a network that enables the metaverse, given the data for rendering metaverse environments will come through the telecom network, says Clarke.
“The real innovation will come when you try and understand the needs of the metaverse in terms of networking, and then you get into the telco game,” he says.
Any concentration of metaverse users will generate a data demand likely to exhaust the network capacity available.
“Telcos will say, ‘We aren’t upgrading capacity because we are not getting a return,’ and then metaverse innovation will be slowed down,” says Clarke.
He says much of the innovation needed for the metaverse will be in the network and telcos need to understand the opportunities for them. “The key is what role will the telcos have, not in dollars but network capability, then you start to see where the innovation needs to be done.”
The challenge is that the telcos can’t see beyond their immediate operational challenges, says Clarke: “Anything new creates more operational challenges and therefore needs to be rejected because they don’t have the resources to do anything meaningful.”
He stresses he is full of admiration for telcos’ operations staff: “They know their game.” But in an environment where operational challenges are avoided, innovation is less important.
TEG’s action plan
TEG’s report lists direct actions telcos can take regarding innovation. These cover funding, innovation processes, procurement and increasing competition.
Many of the proposals are designed to help smaller vendors overcome the challenges they face in telecoms. TEG views small vendors and start-ups as vital for the industry to increase competition and innovation.
Under the funding category, TEG wants telcos to allocate a least 5 per cent of procurement to start-ups and small vendors. The group also calls for investment funds to be set up that back infrastructure and middleware vendors, not just over-the-top start-ups.
For innovation, it wants greater disaggregation so as to steer away from monolithic solutions. The group also wants commitments to fast lab-to-field trials (a year) and shorter deployment cycles (two years maximum) of new technologies.
Competition will require a rethink regarding small vendors. At present, all the advantages are with the large vendors. It lists six measures how telcos can help small vendors win business, one being to stop forcing them to partner with large vendors. The TEG wants telcos to ensure enough personnel that small vendors get all the “airtime” they need with the telcos.
Lastly, concerning procurement, telcos can do much more.
One suggestion is to stop sending small vendors large, complex request for proposals (RFPs) that they must respond to in short timescales; small vendors can’t compete with the large RFP teams available to the large vendors.
Also, telcos should stop their harsh negotiating terms such as a 30 per cent additional discount. Such demands can hobble a small vendor.
Innovation
“Innovation comes from left field and if you try to direct it with a telco mindset, you miss it,” says Clarke. “Telcos think they know what ‘good’ looks like when it comes to innovation, but they don’t because they come at it from a monoculture mindset.”
He said that in the TEG discussions, the idea of incubators for start-ups was mentioned. “We have all done incubators,” he says. But success has been limited for the reasons cited above.
He also laments the lack of visionaries in the telecom industry.
A monoculture organisation rejects such individuals. “Telcos don’t like visionaries because culturally they are annoying and they make their life harder,” he says. “Disruptors have left the industry.”
Prospects
The authors are realistic.
Even if their report is taken seriously, they note any change will take time. They also do not expect the industry to be able to effect change without help. The TEG wants government and regulator involvement if the long-term prospects of a crucial industry are to be ensured.
The key is to create an environment that nurtures innovation and here telcos could work collectively to make that happen.
“No telco has it all, but individual ones have strengths,” says Clarke. “If you could somehow combine the strengths of the particular telcos and create such an environment, things will emerge.”
The trick is diversity – get people from different domains together to make judgements as to what promising innovation looks like.
“Bring together the best people and marvelous things happen when you give them a few beers and tell them to solve a problem impacting all of them,” says Clarke. “How can we make that happen?”
