Developing products, services and vertical applications for the future digitized society in the 6G era requires a multidisciplinary approach and a re-definition of how we create, deliver and consume network resources, data and services for both communications and sensing purposes. This development will change and disrupt the traditional business models and ecosystem roles of digital service providers, as well as open the market for key stakeholders in the 6G era like digital service operators, cloud operators and resource brokers. White paper discusses unprecedented opportunities of enabling and empowering multiple stakeholders to have a more active participation in the future 6G ecosystem via novel sustainable open ecosystemic business models with flexible integration of long tail services with tailored performance attributes. This research adopts a qualitative scenario planning method and portrays three scenario themes resulting in a total of 12 scenarios for the futures of the 6G business. By focusing on key trends, their interactions, and irreducible uncertainties, scenario building generates perspectives for the futures within which alternative 6G business strategies were developed and assessed for a traditional incumbent mobile network operator and a novel 6G digital service provider stemming from redefined sustainable economics. Value-capture in the 6G era requires understanding the dynamics of platforms and ecosystems. Results indicate that, to reach some of the preferred futures, we should pay attention to the privacy and security issues related to business and regulation needs; public/governmental, corporate, community and user(s) perspectives to and aims of governance; ecosystem configuration related to users, decentralized business models and platforms; user empowerment; and the role of location-specificity of services.

中文翻译：

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6G业务白皮书

为 6G 时代的未来数字化社会开发产品、服务和垂直应用需要多学科方法，并重新定义我们如何为通信和传感目的创建、交付和使用网络资源、数据和服务。这一发展将改变和颠覆数字服务提供商的传统商业模式和生态系统角色，并为数字服务运营商、云运营商和资源经纪人等 6G 时代的关键利益相关者打开市场。白皮书讨论了前所未有的机会，通过新颖的可持续开放生态系统商业模式，将长尾服务与定制的性能属性灵活集成，使多个利益相关者能够更积极地参与未来的 6G 生态系统。本研究采用定性场景规划方法，描绘了3个场景主题，最终形成了6G业务未来的12个场景。通过关注关键趋势、它们的相互作用和不可减少的不确定性，场景构建为未来的前景提供了前景，在这些前景中，为传统的现有移动网络运营商和源自重新定义的可持续经济的新型 6G 数字服务提供商开发和评估了替代 6G 业务战略。6G 时代的价值捕捉需要了解平台和生态系统的动态。结果表明，为了达成一些首选的期货，我们应该关注与业务和监管需求相关的隐私和安全问题；公共/政府、企业、社区和用户对治理的看法和目标；与用户、去中心化商业模式和平台相关的生态系统配置；用户授权；以及服务的位置特定性的作用。