However, the Swedish telecom giant is meeting this challenge head-on: by prioritizing use cases that provide high impact and organizing work around coherent business processes—instead of stand-alone point solutions—Ericsson has moved from a pilot project to a scalable implementation. Today, more than 85,000 employees use Unified Joule with strong support from management and established governance.
Two parallel tracks
Ericsson is driving the transformation along two parallel tracks. The first focuses on modernization, including the transition to RISE with SAP, the use of side-by-side add-ons on the SAP Business Technology Platform, and a “clean core” strategy that enables faster innovation without disrupting the foundation of the business system. The second track is what Ericsson calls “innovate and transform,” with a focus on creating tangible business value with data and AI—for better decision-making, higher efficiency, and new forms of value.
”SAP and Ericsson are collaborating on joint AI innovation initiatives. One example is an intelligent goal-setting feature developed in SAP SuccessFactors. By suggesting contextual, business-aligned goals, it improves execution and reduces the administrative workload. Now rolling out globally within Ericsson, this feature is a prime example of how collaborative innovation can create value even outside of your own organization
Advanced AI scenarios
”Ericsson is clearly demonstrating how leading companies can move from AI experimentation to implementation by focusing on data, governance and business context. Together, we are helping organizations unlock the full potential of AI at scale,” comments Manos Raptopoulos, Global President of Customer Success for Europe, APAC, Middle East and Africa at SAP.
Going forward, Ericsson expects its Business Data Fabric to support increasingly advanced AI scenarios, such as automated decision-making, higher productivity, and new digital business models. At the same time, work continues to strengthen the customer experience in a rapidly changing telecom industry.
In summary, as noted in the introduction, this AI integration is a company-wide process and is a strategic milestone for several key reasons:
Technological positioning for 6G: The company’s investments in AI architecture and digital twins are laying the essential foundation for the next generation of telecom standards (6G). In this future ecosystem, AI and connectivity will be fully integrated
The shift to AI-embedded networks: Ericsson is moving from just delivering radio masts and routers to selling software and systems where AI optimizes network performance, predicts outages and saves energy. This transforms telecom networks from static pipelines into dynamic, intelligent platforms.
New revenue opportunities for telecom operators: By building networks that power advanced AI services (so-called Networks for AI), Ericsson is helping its telecom customers offer new types of premium services, which is essential to jump-start a currently flat mobile market.
Drastically improved internal efficiency: By using generative AI and automation tools at all levels, Ericsson has been able to capture thousands of services, which has been an important factor in strengthening the company’s gross margin and ensuring long-term competitiveness.
