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70% of organisations face challenges in their digital transformation journey

  • Insufficient funding, inadequate guidance and direction, unempowered business units, legacy infrastructure, inconsistent working processes and practices, and issues acquiring the right talent cited as primary reasons for the widespread shortcomings.
  • Companies are unprepared for the complexities that accompany such a journey, BCG says.

About 70 per cent of organisations globally have failed or are falling short in their digital transformation attempts and Middle Eastern organisations are no different.

The ongoing pandemic on businesses has been felt across every sector and the majority of companies are experiencing difficulties as they attempt to regain control of their top and bottom lines.

Even though recent events have propelled the urgency to transition to digital, Boston Consulting Group (BCG) report, titled ‘The Five Imperatives of a Successful Digital Transformation’, stated that businesses have also exacerbated the risks and challenges already facing organisations due to the outbreak. 

The reported said that companies are unprepared for the complexities that accompany such a journey. Questions concerning how to set up governance, infrastructure, and technology frequently arise, while adopting new ways of working and different organisational cultures are, more often than not, proving complicated to navigate. 

Changing business landscape

“Many organisations have identified the need to react to the changing business landscape but have struggled to implement and advance their respective transformation agendas,” David Panhans, Managing Director and Partner at BCG, said.

He cited insufficient funding, inadequate guidance and direction, unempowered business units, legacy infrastructure, inconsistent working processes and practices, and issues acquiring the right talent are all primary reasons for the widespread shortcomings.

It is also important to acknowledge that the pre-pandemic business-as-usual environment will not be resuming and obstacles to overcome have “multiplied” in terms of difficulty, he said.

These challenges shed light on the necessity for company executives and decision-makers to double down on digital transformation by making it a top corporate priority – to stay relevant and to survive, Kaustubh Wagle, Managing Director and Partner at BCG, said.

Operational resilience

 “Although success in this direction is no easy feat, it is certainly achievable. In every sector, digitally-savvy players have moved ahead of their competition by accelerating digital transformation and embracing new ways of working,” Wagle said.

Despite the pandemic’s repercussions, Shoaib Yousuf, Partner at BCG, said that companies making sustained progress on their digital transformation journeys have demonstrated more operational resilience due to their ability to serve customers digitally.

Because digital is here to stay and is the way forward, he said that it is imperative that company heads act now, implements these steps, and proactively set a long-term agenda, so they can fulfil every requirement of a complex digital transformation journey.

Five imperatives for digital transformation success:
  • Institutionalised digital governance: Businesses can become empowered to execute transformation initiatives by identifying specific KPIs, developing a business-led portfolio, and revamping corporate processes.
  • Reimagined journeys: Adopting new ways of working will streamline customer, employee, and partner experiences and rapidly launch products and services. 
  • Next-generation technology and delivery: Migrating to modular technology architecture and decommissioning legacy infrastructure will result in dynamic market adaptability, newfound agility, and faster go-to-market timeframes. 
  • Digital talent and culture: Promoting a unified digital mindset internally will infuse innovation in company DNA and build digital capabilities. 
  • Unlocked data and analytics potential: Creating an analytics monetisation strategy and aligning analytics operating models with clear roles and responsibilities will build the required capabilities to utilise data and analytics. 

What are Radio Unit, Distributed Units and Centralised Units in Open RAN functional split?

  • Open Radio access networks offer the option of placing network functions in different places along the signal path. 
  • RAN functional split allows mobile operators optimise performance and make tradeoffs and it is also the foundation of Open RAN.

Starting with 2G wireless networks, the radio access network (RAN) architectures were based on monolithic building blocks. Those networks – and many 5G networks as well – have contained software functions in proprietary boxes called baseband units (BBUs) at the base of radio towers. 

These functions demodulated the RF signal, converting the output into digital data streams for transport on the backhaul to the core network. That situation is changing and becoming more open.

Since the earliest phases of 5G New Radio (NR), there’s been a push to disaggregate the BBU (Figure 1), breaking off functions beyond the Radio Unit (RU) into Distributed Units (DUs) and Centralised Units (CUs). 

Eugina Jordan, Vice-President for Marketing at Parallel Wireless.

The argument for disaggregation was flexibility, letting network operators decide how to locate these functions and maximise performance while reducing the deployment cost. 

For disaggregation to happen, hardware and software components must be interoperable, letting mobile operators mix and match these pieces from different vendors. Disaggregation also brings tradeoffs in deciding which unit should control certain operations – the RAN functional split.

The Open RAN concept separates the Distributed Units (DUs) and Centralised Units (CUs) from a proprietary Baseband Unit (BBU), connecting them with open interfaces.

Open RAN is about horizontal openness – with open interfaces enabling functions of the RAN to connect with other functions, from a radio unit (RU) to a baseband (DU-CU), to the controller to the NMS/orchestrator. 

With flexibility comes a tradeoff. Where should network functions reside? While it’s clear that RF functions need to be in the RU, the rest is a decision.

A split architecture (between central and distributed units) allows for the coordination of performance features such as latency and cost. Network engineers must decide among load management, real-time performance optimisation, and adaptation to various use cases to maintain quality of service (QoS).

Gaming, voice, video, have different latency tolerances. These services depend on different transport and deployment scenarios, like rural versus urban, that have different access to the fibre that transports data.

The functional split concept was introduced for 5G, though it can be applied to 2G, 3G 4G as well. These previous generations, with their lower data rates than 5G, can still benefit from Open RAN, by allowing mobile operators to mix and match RAN components utilising different RAN functional splits.

When the RAN is opened up horizontally, it could bring in a new range of low-cost radio players, hardware and software, and it gives mobile operators a choice to optimize deployment options for specific performance requirements at a much better cost.

RAN functional split

3GPP considered the split concept (DU and CU) for 5G from the beginning of writing its specifications. The DU is responsible for real-time layer 1 (L1, physical layer) and the lower layer 2 (L2) which contains the data link layer and scheduling functions. The CU is responsible for non-real-time, higher L2 and L3 (network layer) functions.

While CUs will maintain BBU-like functionalities such as digital processing, DUs are software-based and could contain some functions related to the Remote Radio Head (RRH) contained in the RU. This is where the Open RAN concept comes in: from COTS-based servers for DU and CU software to RU from any vendor.

  • RU: This is the radio hardware unit that converts radio signals sent to and from the antenna into a digital signal for transmission over packet networks. It handles the digital front end (DFE) and the lower PHY layer, as well as the digital beamforming functionality. 5G RU designs are supposed to be “inherently” intelligent, but the key considerations of RU design are size, weight, and power consumption. Deployed on-site.
  • DU: The distributed unit software that is deployed on-site on a COTS server. DU software is normally deployed close to the RU on-site and it runs the RLC, MAC, and parts of the PHY layer. This logical node includes a subset of the eNodeB (eNB)/gNodeB (gNB) functions, depending on the functional split option, and its operation is controlled by the CU. 
  • CU: The centralised unit software that runs the Radio Resource Control (RRC) and Packet Data Convergence Protocol (PDCP) layers. The gNB consists of a CU and one DU connected to the CU via Fs-C and Fs-U interfaces for CP and UP respectively. A CU with multiple DUs will support multiple gNBs. The split architecture lets a 5G network utilize different distributions of protocol stacks between CU and DUs depending on mid-haul availability and network design. It is a logical node that includes the gNB functions like transfer of user data, mobility control, RAN sharing (MORAN), positioning, session management etc., except for functions that are allocated exclusively to the DU. The CU controls the operation of several DUs over the mid-haul interface. CU software can be co-located with DU software on the same server on site. 
Open RAN disaggregation with RU, DU, CU offers several options for locating RAN functions. Source: Xilinx.

Because the RAN functional split architecture (Figure 2) is fully virtualised, CU and DU functions run as virtual software functions on standard commercial off-the-shelf (COTS) hardware and be deployed in any RAN tiered datacenter. They can be deployed as virtual machines (VMs) or containers.

As the functions are virtual, several independent instances of DU and CU can share the same physical (server) resources. This allows several RAN services to run on the same hardware, each with its requirements and resource needs to be fulfilled.

There are four purposes for separating DU functionality from RU:

  • To reduce cost. Less intelligent RUs cost less. 
  • Allowing mix and match components reduce vendor lock-in.
  • Ability to look at a sector of RUs at once and not just an individual RU. This will help to enable features like CoMP. 
  • As processing is done in the DU, resources can be pooled resulting in pooling gains. 

The centralised baseband deployment enables load-balancing among different RUs. In most cases, the DU will be co-located near one or several RUs and conduct intense processing tasks such as Fast Fourier Transform/inverse Fast Fourier Transform (FFT/IFFT) used in OFDMA modulation. 

Edge-centric baseband processing delivers low latency, local breakout, seamless mobility with real-time interference management, and optimal resource optimisation.

The CU’s server and relevant software can be co-located with the DU or hosted in a regional cloud data centre. The actual split between DU and RU (Figure 2) may be different depending on the specific use-case and implementation (the O-RAN Alliance definition is Option-7.2 and Small Cell Forum is Option-6). 

The option number increase as you approach the RU and the physical layer. That’s in opposition to the traditional OSI model where layer 1 is the physical layer.

While the CU/DU split adds flexibility in how RAN services are deployed, RU cost still needs addressing. Today, the interface between the BBU and RU in 4G LTE is proprietary to mobile equipment vendors and is based on the Common Public Radio Interface (CPRI) interface. CPRI is not an open interface. 

It has dependencies in the implementation of BBUs and RRHs that require both to come from the same vendor. Furthermore, it creates a bottleneck; it’s based on the transport of digital radio signals directly over a point-to-point optical fibre. That creates a cost issue when a point-to-point fibre connection needs to be made between multiple microcell RUs to BBUs installed 20km away. 

The CPRI interface requires a constant bit rate no matter the load and there is no possibility for statistical multiplexing.

In 2017, Ericsson, Huawei, NEC, and Nokia introduced an update to this interface called enhanced CPRI (eCPRI). The eCPRI interface uses Ethernet as the L2 interface, which lets existing solutions for control, management and synchronization to be used. Ethernet allows packet-based switching and statistical multiplexing of several RU connections onto a single backhaul fibre, reducing the cost of deploying micro-cells.

The industry is coming to a consensus that the lower-level interface that connects RU and DU (fronthaul) should be eCPRI, which delivers the lowest latency at a lower cost. eCPRI specifies the number of split options in the protocol stack and, as Figure 3 shows, these options align with 3GPP RAN functional and those from the O-RAN Alliance.

Proprietary CPRI interface (left) versus open eCPRI interface being able to support low latency at a much lower cost. Source: Design Reuse. 

As fronthaul latency is constrained to 100 microsec, using eCPRI interface helps with it. As Figure 2 shows, a single DU may serve RUs up to many kilometres away. Using eCPRI becomes cost-effective.

The DU/CU split is hardly impacted by the type of physical infrastructure. The primary new interface is the F1 interface (Figure 4) between the DU and CU. 

Mid-haul connects the CU with the DU. While there can be different splits, the only one being considered de-facto between DU and CU is Option-2. There’s also very little difference in the mid-haul interface between the different splits (1-5). The latency on the link should be around 1msec. A centralised CU can control DUs in an 80km radius.

Backhaul connects the 4G/5G core to the CU. The 5G core may be up to 200km away from the CU.

Source: Altran (Aricent)

To summarise, the increase in deployment footprint, fibre and availability of required front hauls can be challenging. By distributing protocol stacks between different components (different splits), network engineers and providers can focus on addressing the tight requirements for a near-perfect FH between RU, DU and CU.

  • Eugina Jordan is the Vice-President for Marketing at Parallel Wireless.

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Five steps organisations should follow to safely reopen their offices

  • As employers across the region continue to reopen their doors, how can they rebuild a safe and compliant workspace in the coming months?

Operating a clean and safe work environment is no longer just an important part of asset maintenance. Now it’s a critical requirement for getting the world back to work.  

In our new normal, organisations across the globe will be required to not only improve cleaning and hygiene practices, but to prove in an audit that they have followed these practices in a timely, prescribed manner.  

Here are five key areas employers must consider in order to safely open for business and ensure operational continuity.

#1: Clean operation by employees 

It’s not enough to publish protocols for frontline workers in industries such as healthcare. All employees in every industry will be subject to new guidelines about keeping the physical environment safe. Everyone from field technicians and custodians to storeroom clerks and facilities administrators will need to adopt new ways of working.  

Sameer Makhija, Business Development Director, Asset Management Solutions, IMEA, Infor.

Voluntary guidelines have been issued by national and global organisations that address protective equipment, physical distancing, equipment sharing, and more. But employers will need to create and enforce their own required standards to protect the health of workers and guard against risk to the organization.  

A company’s asset management system can track training, certification, and field checks. It can help ensure that employees are scheduled based not only on the required skills for the task but also on their current status with respect to certification in safe and clean protocols. The asset management solution can even help eliminate business disruptions, especially when deployed in the cloud.  

#2: Updating preventive maintenance schedules 

Protocols to ensure a clean and safe work environment are built on preventive maintenance schedules. So it’s important that these schedules have been updated to reflect new and quickly changing requirements.   

For example, the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) has issued new guidelines for flushing heating, ventilation, and air conditioning (HVAC) systems pre- and post-occupancy, including operating exhaust fans and opening air dampers or windows; disinfecting high-touch areas; and having a water management plan to decrease the risk of bacteria growth in buildings that have been closed or had limited operations.

Once guidelines have been adopted, an organisation will need to determine the correct frequency of cleaning tasks and the best way to train employees to comply. The proper use and disposal of protective gear, the use of required disinfectants, and how to maintain distance in tight quarters are just some of the topics you might need to address.  

#3: Identifying assets at risk 

Figuring out how to get back to business in the face of new safety and hygiene protocols could feel overwhelming. Where do you begin? 

Understanding which physical assets are most critical to an operation, and therefore pose the greatest risks to business continuity, is the first step. Even under normal circumstances, assets should be assigned a criticality ranking based on the impact they would have on a company’s mission if they were to fail. Related factors to consider, depending on industry, user safety, customer satisfaction, environmental impact, compliance with government and local regulations, and maintaining profit margins. 

#4: Be ready for changing expectations 

More oversight will be a given as the world goes back to work. Strengthening internal risk management will ensure an organization is audit ready.    

Pwc notes: ‘In these challenging times, internal audit executives have both an obligation and an opportunity to help their companies manage the most critical risks COVID-19 has either created or magnified.” 

KPMG writes that the internal audit team should discuss priorities and actions with the management team daily; increase focus on high-risk areas; and “be the eyes on the ground” while leaders are consumed with keeping the business running, among other recommendations.  

Having real-time reports and data on safety and cleaning adherence is imperative, and these reports should include: 

  • Procedures in place 
  • Implementation timelines and real-time reports of adherence 
  • Records of staff trainings and certifications 
  • Hazardous materials and activities, and how those are being mitigated and avoided 

Being ready for change means proactively identifying and addressing areas of risk and going beyond suggested guidelines to a set of procedures that will ensure the continuity of operations.  

#5: Move from preventive to prescriptive maintenance 

Everyone wants to get back to normal business. But should it be business as usual? 

Asset management and maintenance activities will be at the center of new requirements for making the workplace safe. Many are probably already employing some form of predictive maintenance, which uses data collected from equipment sensors to understand operational condition and predict when failure could occur.  

But many could do even better than that. And if ever there was a time to have the greatest visibility into how things are working and how they can work better, this is it.  

Prescriptive maintenance, also known as RxM, can not only predict failure, but also recommend next steps. While predictive maintenance can highlight how long much time there is until an asset fails, prescriptive maintenance will help figure out how operating the equipment under different scenarios could extend the time before failure. 

Predictive maintenance gives the raw data to make decisions, while RxM provides different possible solutions, backed by data. With RxM, one can weigh different simulations without having to experiment with each one in real life.  

  • Sameer Makhija is the Business Development Director for Asset Management Solutions at Infor IMEA.

Developing nations need to adopt frontier technologies ‘to forge ahead’

  • Frontier technologies represent a $350b market, which by 2025 could grow to over $3.tr.
  • The economies most ready for these rapidly changing technologies are in Northern America and Europe, while those least ready are in sub-Saharan Africa and other developing regions.
  • UN trade body warns of serious implications for developing countries if poor communities and countries are either overwhelmed or simply left behind by the new technological wave.

Governments and the international community need to use new and emerging technologies to reduce the inequalities brought into sharper focus by the pandemic, the UN trade body said.

United Nations Conference on Trade and Development (UNCTAD) said that frontier technologies, which include artificial intelligence (AI), the internet of things, big data, blockchain, 5G, 3D printing, robotics, drones, gene editing, nanotechnology and solar photovoltaic represent a $350 billion market, which by 2025 could grow to over $3.2 trillion.

“It is key that developing countries do not miss the wave of frontier technologies, otherwise it will further deepen inequalities. Hence, societies and productive sectors need to be well prepared and build the required skills” acting UNCTAD Secretary-General Isabelle Durant, said.

She said frontier technologies have already brought enormous benefits, but rapid advances can have serious downsides if they outpace the ability of societies to adapt.

New technologies, new inequalities

According to the “Technology and Innovation Report 2021” report, each wave of technological change has brought inequality in new shapes.

The great divides that exist between countries today started with the onset of the first industrial revolution over 250 years ago. Since then, every spurt of progress has brought sharper inequality between countries.

The outcomes for one generation have affected the opportunities for the next, resulting in intergenerational transmission of inequalities. Between 1820 and 2002, the contribution of between-country inequality to global inequality rose from 28 per cent to 85 per cent.

The report says frontier technologies can affect inequalities through differential access to their benefits and their potential unintended consequences.

Today, major concerns are related to risks of automation taking jobs in large scale, the gig economy and the reduction of labour rights. Others are the inequalities created by market and profit concentration, the increase of inequality driven by AI and widening technological gaps.

But how the new technological wave will affect inequalities in and between countries will depend on national policies, the report states.

It finds that the countries best prepared to equitably use, adopt and adapt these technologies are mainly in Northern America and Europe, while those least prepared are in sub-Saharan Africa and other developing regions.

India is the greatest performer

Based on this index, the countries best prepared are the US, followed by Switzerland, the UK, Sweden, Singapore, the Netherlands and the Republic of Korea. The list also has high rankings for some transition and developing economies – such as China ranked at 25 and the Russian Federation at 27.

The countries ranked highest are largely the richest ones, but there are many outliers – countries that perform better than their per capita GDPs would suggest.

The greatest overperformer is India, followed by the Philippines. On the R&D components of the index, China and India perform well, partly because these countries have abundant supplies of highly skilled but relatively inexpensive human resources. 

Also, they have large local markets, which attract investment from multinational enterprises. Vietnam and Jordan also do well, reflecting supportive government policy.

India, whose actual index ranking was 43, while the estimated one based on per capita income was 108. Hence, India overperformed by 65 ranking positions. It is followed by the Philippines, which overperformed by 57 ranking positions.

How did the outliers exceed expectations? China, at position 25, and India perform well for R&D. This reflects their abundant supplies of qualified and highly skilled human resources available at a comparatively low cost. They also have large local markets, which attract investment by multinational enterprises. In China, the progress is partly a reward for spending two per cent of GDP on R&D.  

The Philippines has a high ranking for industry, reflecting high levels of foreign direct investment in high-technology manufacturing, particularly electronics. Multinational enterprises are attracted by the country’s strong supply chains and a solid base of parts manufacturing.

The Philippines also has pro-business policies along with a skilled, well-educated workforce and a network of economic zones.

Overall, however, the top five overperforming developing countries have lower rankings for ICT connectivity and skills. This drawback is true for developing countries as a group.

 “Technologies are not deterministic. We can shape their pathways for good. And we have an obligation to do it,” Shamika N. Sirimanne, director of UNCTAD’s division on technology and logistics, said.

She said that whole economies and societies are being reshaped by rapid technological change, and “although we don’t know yet how the final picture will look, it’s safe to say that changes will be more far-reaching than we imagine.”

Governments and other development actors will need to prepare fast, she said and added that developing countries, particularly the least developed ones, can’t afford to miss this new wave of rapid technological change.

 “Developing countries should also align science, technology and innovation (STI) policies with industrial policies. New technologies can re-invigorate traditional production sectors and speed up industrialization and economic structural transformation,” she added.

Technologies should not perpetuate inequalities

However, UNCTAD warns of serious implications for developing countries if poor communities and countries are either overwhelmed or simply left behind by this new technological wave.

“Technological progress is essential for sustainable development but can also perpetuate inequalities or create new ones. The task for governments is thus to maximize the potential benefits while mitigating harmful outcomes,” the report states.

It says success in the 21st century will require a balanced approach – building a robust industrial base and promoting frontier technologies that can help deliver the 2030 Agenda for Sustainable Development and its global vision of people-centred, inclusive and sustainable societies.

The report also emphasises that governments have a critical role to play in paving the way for technologies, especially in creating an enabling environment and ensuring the benefits of these technologies are shared by all.

Likewise, labour unions have a renewed interest in taking up workers’ concerns about the looming changes that automation will cause employment relations, the report says.

Each country will need science, technology and innovation (STI) policies appropriate to its stage of development, but all developing nations will suffer the impact of frontier technologies and need to prepare people and firms for a period of rapid change.

UNCTAD said that developing countries need to work towards universal internet access and ensure all their citizens have opportunities to learn the skills required for frontier technologies.

UAE women see new opportunities despite pandemic-related challenges

  • More optimistic about revenue growth and digitalisation than global peers while striving to make a positive impact.
  • Three-quarters expect their organisation to recover from the crisis within two years.
  • Nearly all are confident that the digital economy and e-commerce companies will emerge winners from the current crisis.  
  • Three-quarters rank ‘making a positive impact in the world’ as one of the top three factors motivating them.

Female leaders in the UAE believe the crisis may unlock new growth opportunities from advances in technology and changed stakeholder expectations and are motivated to make a positive impact in the world despite pandemic-related challenges.

“Even as governments and organisations swiftly adopted measures to tackle the pandemic, it brought profound personal and professional changes for a disproportionate number of women in the workforce. However, our 2020 survey has found UAE female leaders less pessimistic about Covid-19’s impact,” Marketa Simkova, Partner, Head of People & Change at KPMG Lower Gulf, said:

KPMG findings indicate more than half (55 per cent) of UAE female leaders found their pre-Covid-19 business models enabled the shift to and/or focus on digital. Further highlighting the importance of digitalisation, nearly all of them (95 per cent) are confident that digital economy and e-commerce companies will emerge winners from the current crisis.   

Three out of ten (28 per cent) UAE female leaders believe combating climate change will be of even greater importance in the post-Covid-19 era, according to the KPMG report. Implying a long-term commitment, nine out of ten (89 per cent in UAE, 57 per cent globally) want to lock in sustainability and climate change gains made as a result of the crisis.

Three-quarters (73 per cent) of female leaders in the UAE ranked ‘making a positive impact on the world’ as one of the top three factors motivating them, compared with 57 per cent globally,  followed closely by ‘enabling long-term business success.’

However, 67 per cent of UAE women leaders believe their company has potential to grow in the next three years.

A diversified agenda

Despite clear progress and strong support from the government, nearly all UAE female leaders (95 per cent) indicate there is more to be done to build gender diversity on boards and at management level. Almost two-thirds (61 per cent in UAE, 43 per cent globally) indicated that targets or quotas may be an effective approach.

Regarding discrimination and racism, nearly two thirds (61 per cent) of UAE female leaders (41 per cent globally) believe recent measures taken by their company have had a positive impact; 78 per cent expect recent progress will not be affected by Covid-19.

On the gender pay gap, UAE figures show a significant and positive change compared with last year. In 2020, six out of ten UAE-based female leaders (61 per cent, 46 per cent globally) confirmed their company is transparent regarding equal pay, compared with only 26 per cent in 2019. Despite the pandemic’s socio-economic impact, four out of ten female leaders in the UAE (44 per cent) do not believe Covid-19 will have an impact on their career.

“Our survey shows that for UAE women leaders, making a positive impact in the world is both a personal and commercial imperative. Companies looking to retain and attract talent, will have to compete in this digitalised and dynamic environment, while meeting fundamentally changing values and priorities,” Maryam Zaman, Partner, Head of Corporate Governance at KPMG Lower Gulf, said.

Baby boomers and retirees embrace cryptocurrency revolution

  • Bitcoin grew by a whopping 313% last year and industry experts predict that Bitcoin could touch $100,000 soon.
  • A global poll of clients aged over 55 found that 70% have already invested in digital currencies or are planning to do so this year.

It is not just ‘digital native’ younger generations that are embracing Bitcoin and cryptocurrencies but also boomers and retirees, chief executive and founder of one of the world’s largest independent financial advisory and fintech organisation deVere Group said.

Nigel Green said that Bitcoin will continue to dominate the crypto ecosystem, but even within this class, it is recommended to maintain a diversified portfolio to mitigate risks and to seize opportunities.

Last weekend, Bitcoin hit $57,000, which gave it a market capitalisation of more than $1 trillion. In addition, Ethereum, the second-largest cryptocurrency, surged past $2,000 for the first time, giving it at the time a market cap of $226 billion.

This week, the prices have dipped and the Bitcoin market is currently worth around $900 billion.

 “Despite this week’s drops, the Bitcoin price has still soared by almost 360 per cent over the last 12 months, partly fuelled by endorsements made by Tesla billionaire Elon Musk, amongst others, and growing interest from institutional investors,” Green said.

Impressive run

Musk’s recent tweets in support drive the prices of cryptocurrencies up; his recent remark on Twitter ‘BTC & ETH do seem high’ pulled the prices of these digiassets down.

Bitcoin grew by a whopping 313 per cent in 2020 and industry experts predict that Bitcoin could touch $100,000 in the near future.

According to a global poll of clients aged over 55 found that 70 per cent of those surveyed are already invested in digital currencies or are planning to do so this year.

 “This hugely impressive run has captured the attention of people around the world – and not just so-called ‘digital native’ younger generations, as is typically, and somewhat patronisingly, portrayed.

“Boomers and Gen X, it seems, are just as excited about digital currencies, with seven out of 10 already invested in crypto, or will do so soon, according to the poll.

“They too recognise that digital, borderless money is the way forward.”

Seeking out alternatives

Whilst the recent massive social media hype and clickbait headlines are more of a catalyst for millennials and Gen Z to consider investing in the likes of Bitcoin, he said that there are other drivers for older generations.

The over-55 respondents to the survey frequently cited a key factor for their interest in crypto is the historic levels of money-printing as central banks around the world attempt to prop-up their economies following the fallout from the pandemic.

“They’re aware that if you are flooding the market with extra money, then, in fact, you are devaluing traditional currencies – and this, and the threat of inflation, is legitimate concerns, prompting them to seek out alternatives. Besides, Bitcoin’s reputation as ‘digital gold’ was also often highlighted,” he said.

The world’s largest cryptocurrency by market cap is often referred to as ‘digital gold’ because like the precious metal it is a medium of exchange, a unit of account, non-sovereign, decentralised, scarce, and a store of value.

With baby boomers and Gen X, who own most of the world’s wealth, are embracing the cryptocurrency revolution, Green said that prices are expected to increases in the longer-term.