Contributed Article
by Masarra Mohamed, Senior Research Analyst, Communications Platform as a Service, at IDC
This article was first published on IDC.com
On September 9th, at Connected Britain 2026 in London, I moderated a panel discussion that highlighted a clear evolution in the industrial 5G market, with enterprise interest moving beyond validation toward a more disciplined assessment of where 5G drives meaningful operational performance.
As panelists discussed deployment economics, and what’s needed to achieve scalability beyond individual use cases, three key themes emerged:
#1 – The business requirement is what determines the connectivity architecture
Industrial environments have a growing range of connectivity options; therefore, the appropriate model depends on the operational characteristics of the use case.
During the panel, mobility, predictable performance, security, resilience, coverage, and low latency emerged as important factors strengthening the case for private 5G. Mike Lewis, Market Advisor at Enterprise Ireland, emphasized the importance of starting with the business context and identifying where these characteristics address a specific operational requirement. Manufacturing, transport, and logistics, where mobility and automation are premiums, can provide a stronger rationale where network performance directly affects operational processes.
At the same time, the market is moving beyond a binary distinction between public and private networks. Alessandro Bovone, Chief Information & Technology Officer at JT Global linked this evolution to the broader issue of enterprise sovereignty. In this context, sovereignty extends beyond ownership of dedicated infrastructure to encompass control over connectivity, security, resilience, data flows, and the delivery of network capabilities across enterprise operating environments.
The strategic implication is that enterprises should define the operational outcome, sovereignty requirements, and required service characteristics first, and subsequently determine whether private, public, hybrid, or multi-technology connectivity provides the appropriate architecture.
#2 – Operational outcomes are becoming the basis of the business case
Damian Cross, Head of Technology Automation at Peel Ports Group provided a strong example of how private 5G can translate network performance into measurable operational value. Under its previous Wi-Fi architecture, connectivity interruptions as equipment moved between access points could affect up to 15% of operations. The organization therefore established a private 5G proof of concept covering approximately 80 acres and initially connected four types of operational equipment with different throughput and latency requirements.
The trial separated technical validation from business-value assessment. Within two weeks, network and equipment KPIs showed that the required connectivity performance had been achieved. Over the subsequent three-month analysis period, Peel Ports identified that, under its previous Wi-Fi environment, approximately 49% of equipment movements were unproductive. Improved connectivity then supported its “global pooling” operating model, enabling container movements to be assigned dynamically to reduce unnecessary travel and improve equipment productivity.
The infrastructure economics were also significant. Peel Ports reported that nearly 80 Wi-Fi access points could be replaced by four 5G radios across the operational environment, with a payback period of less than eight months. Once the network was established, it also supported additional applications including body-worn cameras, mobile CCTV, IoT devices, AI-enabled video analytics, and safety-related alerts.
For IDC, the Peel Ports example reinforces an important principle. The return on private 5G should not be assessed primarily through network metrics. It should be evaluated through the operational KPIs that the network enables. These can include equipment productivity, unproductive movement, process availability, downtime, safety, asset utilization, automation efficiency, and ultimately financial return.
For technology suppliers and service providers, this raises the commercial expectation. Connectivity capability needs to be translated into demonstrable operational and financial outcomes.
#3 – Scaling requires assurance, integration, and commercial flexibility
The discussion also highlighted why successful pilots do not automatically translate into large-scale deployments.
