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The Tanla Indosat case series examines how two firms — Tanla Platforms, an Indian communications infrastructure provider, and Indosat Ooredoo Hutchison (IOH), Indonesia’s second-largest telecommunications operator — intervened in a national coordination failure. Indonesia’s digital fraud epidemic persisted not because detection technologies were unavailable, but because relevant information and enforcement authority were fragmented across telecom operators, banks, platforms, and regulators. The case is therefore not primarily about AI. It is about where in a system AI must sit to alter outcomes — and who captures value when solving an interdependent problem.Case B, set in February 2026, reveals outcomes that exceed expectations and forces a second-order strategic choice. Having demonstrated efficacy at national scale, Tanla must decide whether to replicate the model operator-by-operator, entrench itself as shared ecosystem infrastructure, deepen bilateral dependence with IOH, or build a trusted sender marketplace atop the detection layer. The teaching arc therefore moves from solving a coordination failure to confronting the architectural consequences of success.
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Jacobides et al. (2026) studied this question.
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