It’s been a while since we launched Above Trends, Beyond Insights. What began as an experiment in editorial positioning has gradually become a method: looking past headlines to understand how technology actually behaves inside organisations.

Europe’s quiet breakup with high-risk telecom suppliers

There is something quietly radical in the way the European Union is approaching “high-risk” telecom suppliers. No dramatic bans, no official blacklist, just a steady tightening of language, timelines and expectations, until the message becomes impossible to ignore: by 2026, some vendors are expected to fade out of Europe’s critical networks.

Reuters frames it as an acceleration of the EU’s 5G security toolbox, but the tone is different this time. Member states that treated risk mitigation as a box-ticking exercise are being nudged, firmly, toward structural decisions. The debate has moved from whether certain suppliers can be “managed” safely, to whether the dependency itself is acceptable.

What makes this moment interesting is the change in mindset; for years, the assumption was that technical controls, audits and diversification could neutralise almost any risk. The current approach, however, suggests that some risks are systemic and long-term, and that pretending they can be solved purely at network level is a convenient illusion.

There is also a broader signal embedded in this slow phase-out. Europe is experimenting with a form of power that does not shout. Instead of grand declarations, it relies on regulatory gravity. It reshapes markets by making certain choices progressively harder to justify, financially, operationally and reputationally. Companies are left free to decide, but within a corridor that keeps narrowing.

This is less about China, or Huawei, or even telecoms. It is about how digital infrastructure is being reclassified as a strategic terrain. The interesting question is not whether this will be messy or costly, because it will be both. The real question is whether this understated, almost bureaucratic approach to technological decoupling will become Europe’s default way of exercising digital sovereignty, quietly, patiently, and without ever calling it that.

TREND TRACKER

Platform engineering and the quiet backlash against DevOps sprawl

DevOps accelerated software delivery and reshaped how teams work. Over time, however, the pursuit of speed has exposed its limits. As toolchains expand and infrastructure responsibilities spread across teams, the operational effort required to keep systems running can start to compete with product development itself.

Platform engineering is emerging in response to this tension.

Rather than distributing complexity, platform engineering concentrates it. Infrastructure, security and delivery patterns are designed as internal platforms, built and maintained as long-term products.

The growing interest in platform engineering reflects a more measured view of modern software development. Progress is no longer defined only by how fast teams can move, but by how sustainably they can do so over time, with shared foundations that support evolution rather than constant reinvention.

Want to learn more?

• ThoughtWorks – Platform engineering

• Gartner - Platform engineering?

• Microsoft - What is platform engineering?

• Redhat - What is platform engineering?

QUICK INSIGHT

Navigating the EU digital regulatory landscape without losing momentum

European digital regulation has become a dense ecosystem of overlapping acts that evolve in parallel. AI Act, Digital Markets Act, Digital Services Act and Cyber Resilience Act introduce obligations that often intersect, making fragmentation a concrete risk if they are addressed in isolation. A practical approach helps turn regulatory complexity into a manageable governance exercise.

• Map regulations to business capabilities. Start from where data, software and decision-making actually live in the organisation, then assess which regulatory requirements apply to each capability.

• Assign clear internal ownership. Every regulation should have a responsible function that coordinates legal, IT, security and compliance perspectives, avoiding duplicated efforts.

• Build shared compliance patterns. Where possible, define common controls, documentation standards and risk assessment templates that can serve multiple regulations instead of creating one-off solutions.

• Use regulatory sandboxes and guidance early. EU institutions increasingly provide interpretative material and testing environments that help reduce uncertainty before enforcement phases begin.

WHO IS BABINI MAZZARI

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Babini Mazzari is the strategic IT partner for European companies looking to navigate digital transformation in a structured, pragmatic, and sustainable way.
We don’t just deliver technical solutions - we work as an extension of your internal team, helping you integrate systems, optimize processes, and lead change with clarity and competence.

Our approach is built on listening, transparency, and a strong results-driven culture. Whether you're scaling, modernizing, or rethinking your operating model, we support every client with the right tools, clear methodology, and long-term vision.
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