Eureka Case 30 min MBA

Dos Velocidades

You are Javier Treviño-Salgado, 46, CTO of Telcomex Norte, a regional telco serving Monterrey, Saltillo, and the Bajío industrial belt. The board approved a 5G-edge product unit nine months ago. It has produced one demo, three roadmap revisions, and zero customers.

The situation

Telcomex Norte runs MXN 7.8B (~€380M) of fixed-line and B2B internet revenue. The legacy network team — 340 engineers — keeps the 6,400 km of fibre healthy. The 5G-edge unit (18 people, sitting inside that team) is supposed to ship low-latency compute for the Monterrey automotive cluster: Stellantis, Kia, Ternium. Each plant signs a five-year contract or doesn't. By a consultancy estimate, the addressable market in the Bajío is MXN 480M/year — material on a 5% revenue base.

The legacy team is running a network-upgrade program — your largest capex in five years. It moves through quarterly gate reviews, a CIO-chaired roadmap board, and shared resourcing with everything else IT does. The 5G-edge unit moves through the same gates. Vivo in São Paulo spun their edge unit out as a subsidiary fourteen months ago and signed two anchor accounts in Q3. A Stellantis procurement memo leaked last week says "RFP for industrial-park edge connectivity" — 90-day evaluation window starts in November.

Your job in this case: read the two project tracks as they're configured, model the structural levers, and commit to a configuration for the 5G-edge unit. The CEO, Beatriz, expects a memo on her desk by Thursday — and an answer for why the demo, nine months in, still doesn't have a paying customer.

The decision

How do you house the 5G-edge unit?

  • A · Keep inside mainstream, dedicate more resources
  • B · Spin out as a separate subsidiary
  • C · Ambidextrous unit with explicit docking

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