A new GDS Local unit has been launched to give residents simpler, consistent access to both national and local government services through a single digital system.

What the Government Has Announced

On 22 November 2025, the Department for Science, Innovation and Technology (DSIT) unveiled GDS Local, a dedicated team within the Government Digital Service (GDS) created to support councils with digital transformation. The stated aim is to help local authorities modernise services, reform long-term technology contracts, and make better use of shared data to improve everyday tasks such as managing council tax, reporting issues in a local area, applying for school places or accessing local support.

Three Main Priorities

The government says GDS Local has been set up with three core priorities, which are:

1. To help councils connect to existing national platforms including GOV.UK One Login and the GOV.UK App. These platforms already underpin central government services such as tax, passports and benefits, and the plan is that residents will eventually only need one secure account for both national and local services.

2. Market and procurement reform, with a clear focus on helping councils break free from restrictive long-term contracts that limit flexibility and often involve high costs for outdated systems.

3. To improve the way councils use and share anonymised data, supported by a new Government Digital and Data Hub that brings together digital and data professionals from across the public sector.

Part of “Rewire The State”

The launch actually forms part of a wider programme to “rewire the state” and address the findings of the recent State of Digital Government Review, which estimated that modernising public services could release up to £45 billion in productivity gains each year. Reports cited during the review also suggest that digital and data spending across the UK public sector remains well below international benchmarks.

Why Local Councils Are A Major Focus

Much of the UK’s recent digital modernisation has taken place at central government level. The roll-out of GOV.UK One Login, changes to HMRC’s digital services, and new online systems for benefits and health services have all progressed, yet councils have often been left to modernise in isolation. This is despite councils being responsible for many of the services people use most frequently.

Minister for Digital Government Ian Murray said this gap had persisted “for too long”, arguing that councils had not benefited from the same investment or support as central departments. Announcing the new unit, he said GDS Local would help end the “postcode lottery” for digital services and give every resident access to “modern, joined-up and reliable online services”. He described the aim as ensuring that public services “work seamlessly for people wherever they live”.

The scale of the challenge becomes clearer when looking at the underlying numbers. For example, digital spending in local government is significantly lower than the levels seen in comparable sectors internationally. Also, councils depend on ageing systems, often supplied by a small number of long-standing vendors who offer limited interoperability and hold councils in expensive, inflexible contracts. Many of these contracts are due to expire over the next decade, which the government sees as an opportunity to reshape the market and encourage more competition.

Creating A Single Account For Local And National Services

One of the most visible changes GDS Local aims to deliver is the integration of GOV.UK One Login into local services. One Login is the national secure identity system that will eventually replace dozens of separate logins across the public sector. The government argues that using this same system for councils will make services simpler for residents and more efficient for local authorities.

If fully implemented, this would allow residents to sign in to the GOV.UK App or website and access everything from council tax accounts to local housing support using the same verified identity they use for passport renewals or DVLA services. This approach is expected to reduce duplication, strengthen security, lower failure rates when people cannot remember multiple passwords, and give councils access to a modern identity system without having to build one independently.

Central Solutions Imposed On Councils

GDS has emphasised that this work will not involve imposing central solutions on councils. GDS Local leaders Liz Adams and Theo Blackwell said the priority is to “collaboratively extend proven platforms and expertise”, recognising the unique needs of each authority. They also stressed that councils’ own experience in designing local services will remain central to how the national platforms evolve.

Reforming Long-Term Technology Contracts

Long-standing technology contracts have been one of the biggest barriers to local digital progress. For example, many councils have been locked into multi-year agreements with a single supplier covering critical services such as revenues and benefits, social care or housing. These systems often cannot integrate easily with modern tools or data platforms, making it harder for councils to innovate or switch provider.

The government’s announcement described these arrangements as “ball and chain” contracts that “lock councils into long-term agreements with single suppliers, often paying premium prices for outdated technology”. GDS Local has been tasked with giving councils more control, increasing competition, and helping authorities choose systems that support modern digital standards.

This work will be carried out with the Local Government Association (LGA) and the Ministry for Housing, Communities and Local Government (MHCLG). The LGA has long argued that councils need more flexibility and more competitive procurement options. Its Public Service Reform and Innovation Committee chair, Councillor Dan Swords, welcomed the move and said the new unit offered “a fantastic opportunity to accelerate the pace of transformation”, making services “more accessible, efficient and tailored to local need”.

Improving How Councils Use and Share Data

Alongside GDS Local, the government has also launched the Government Digital and Data Hub, which is a central online platform for digital and data professionals across the public sector. The hub brings together staff from central government, councils, the NHS and other public bodies, offering training, career guidance, resources and a network to share expertise.

One goal of the hub is to help councils share anonymised data on issues such as homelessness, social care demand and environmental trends. The intention is to help authorities learn from one another’s approaches, scale innovation that works, and identify emerging issues earlier. GDS argues that shared learning and consistent data practices can help reduce duplication and improve service planning across regions.

Liverpool City Region As An Early Partner

Liverpool City Region has been closely involved in the early stages of GDS Local and was chosen as the location for the national launch. The region has previously developed a Community Charter on Data and AI, led by local residents, to set clear principles for responsible data use. It has also experimented with data-driven projects through initiatives such as its AI for Good programme and the Civic Data Cooperative.

Councillor Liam Robinson, the region’s Cabinet Member for Innovation, described GDS Local as “an important step forward” and said the region’s recent work showed how data and technology could be used to tackle real-world challenges such as improving health outcomes or addressing misinformation.

The launch event also highlighted the upcoming Local Government Innovation Hackathon in Birmingham, taking place on 26–27 November. The event will bring together councils, designers, technologists and voluntary organisations to explore how digital tools can help address homelessness and rough sleeping.

What Comes Next?

Councils are now being invited to register interest in working with GDS Local through discovery projects, data-sharing initiatives and early connections with GOV.UK One Login. More detailed plans are expected over the coming months as DSIT and GDS set out the next steps for integration, procurement reform and data standards.

The unit’s success will depend on how widely councils engage with it, how effectively central and local systems can be joined up, and how quickly legacy barriers can be removed.

What Does This Mean For Your Business?

All of this seems to point to a more consistent experience for residents, but the scale of change involved will test how well central and local government can work together. Councils will, no doubt, need sustained support to unwind their legacy systems, adapt to common identity standards and take advantage of shared data platforms. Some authorities are already well placed to do this, while others face steeper challenges due to funding pressures, outdated infrastructure or complex service demands. The success of GDS Local will rely on whether these differences can be narrowed rather than deepened.

The implications stretch beyond councils. For example, UK businesses that depend on timely licensing decisions, planning processes, environmental checks or local regulatory services could benefit from faster and more predictable digital systems. More consistent use of One Login may reduce administrative friction for organisations interacting with multiple authorities, and clearer data standards may help suppliers build tools that work across regions rather than creating bespoke versions for every council. There are also opportunities for technology firms to compete in a reformed procurement environment where long-term lock-in no longer dominates the market.

Residents, meanwhile, may stand to gain from simpler access to core services and a clearer sense of what to expect from their local authority regardless of where they live. Improved data sharing may also help councils respond earlier to really serious issues such as homelessness, care demand or environmental risks, which could influence wider public services including health and emergency response.

The coming months will show how quickly GDS Local can turn its priorities into practical progress. Much will depend on how well central platforms can adapt to local needs and how effectively councils can reshape contracting arrangements that have been entrenched for years. The foundations laid through this launch should give the programme a clear direction, although the real measure will be whether residents and organisations begin to notice services becoming easier, faster and more consistent across the country.

Microsoft has announced that its Copilot chatbot will stop working on WhatsApp on 15 January 2026 after WhatsApp introduces its new restrictions on third party AI assistants.

Why Copilot Was On WhatsApp In The First Place

Copilot was launched on WhatsApp in late 2024 as part of Microsoft’s wider effort to meet users inside the apps they already use each day. It allows people to talk to Copilot through a normal WhatsApp chat thread, asking questions, requesting explanations, drafting messages, or generating ideas. Microsoft says “millions of people” have used the WhatsApp integration since launch, showing how messaging apps have become a common first step into generative AI for mainstream users.

Operated Through The WhatsApp Business API

The chatbot operated through the WhatsApp Business API, which is the system that lets companies automate conversations with customers. Copilot’s version was “unauthenticated”, meaning users did not sign in with a Microsoft account. This made the experience fast and simple, although it meant the service was separated from users’ main Copilot profiles on Microsoft platforms.

Why It’s Being Removed

The removal of Copilot from WhatsApp appears to be due entirely to changes in WhatsApp’s platform rules. For example, in October 2025, WhatsApp updated its Business API terms to prohibit general purpose AI chatbots from running on the platform. These rules apply to assistants capable of broad, open ended conversation rather than bots created to support specific customer service tasks.

WhatsApp said the Business API should remain focused on helping organisations serve customers, i.e., providing shipping updates, booking information, or answers to common questions. The company made clear that it no longer intends WhatsApp to act as a distribution channel for large AI assistants created by external providers.

Several Factors, Say Industry Analysts

Industry analysts have linked the decision to several factors. For example, these include the cost of handling high volume AI traffic on WhatsApp’s infrastructure, Meta’s growing focus on consolidating data inside its own ecosystem, and the introduction of Meta AI, the company’s consumer facing assistant that is being deployed across WhatsApp, Instagram, and Messenger. Meta AI is expected to remain the only general purpose assistant users can access directly inside WhatsApp once the policy takes effect.

How The Change Will Happen

Microsoft has confirmed that Copilot will remain accessible on WhatsApp until 15 January. After that date, the chatbot will stop responding and users will not be able to send new prompts through the app.

Microsoft has also warned that chat history will not transfer to any other Copilot platform. The WhatsApp integration not using Microsoft’s account authentication means that there is no technical link between a user’s WhatsApp conversation and their profile on the Copilot app or website. Microsoft therefore recommends exporting chats manually using WhatsApp’s built in export tool before the deadline if users want to keep a record of past conversations.

OpenAI has taken a similar approach with ChatGPT on WhatsApp, although it has said that some users may be able to link previous chats to their ChatGPT history if they used a version tied to their account. This is not an option for Copilot due to the design of the original integration.

Where Users Can Access Copilot Instead

Microsoft is directing users to three main platforms where Copilot will continue to be available, which are:

1. The Copilot mobile app on iOS and Android.

2. Copilot on the web at copilot.microsoft.com.

3. Copilot on Windows, built into the operating system.

These platforms support all of the core features users are already familiar with and introduce additional tools that were not available in WhatsApp. These include Copilot Voice for spoken queries, Copilot Vision for image understanding, and Mico, a companion style presence that supports daily tasks. Microsoft says these will form the central experience for Copilot going forward.

The Wider Effect On AI Chatbots

WhatsApp is now reported to be used by more than three billion people globally and has become an important distribution route for companies deploying AI driven tools. The updated rules now mean that all general purpose AI assistants will be removed from the platform, including ChatGPT and Perplexity, which were introduced earlier in 2025. Each provider has begun notifying users and guiding them towards their own mobile apps and websites.

OpenAI previously said more than 50 million people had used ChatGPT through WhatsApp, showing how significant the channel had become for AI adoption. Microsoft has not released its own usage figures beyond confirming “millions” of Copilot interactions on WhatsApp since launch.

Commentary from industry analysts notes that the update will reshape how external AI companies can reach users inside Meta’s ecosystem. It also creates a clearer distinction between approved business automation, which can continue, and broad AI assistants, which cannot operate inside WhatsApp under the new rules.

What The Policy Change Means For AI Developers

Developers that relied on the WhatsApp Business API to distribute general purpose assistants will no longer be able to use that channel. Companies that built workflows around WhatsApp based assistants now need to redesign their approach to comply with the updated rules. Many WhatsApp integration providers have already issued technical advice to help organisations check whether their existing use cases fall under the new restrictions or remain permitted under the “customer support” classification.

Microsoft’s public response has been measured. For example, its official statement states that it is “proud of the impact” Copilot has had on WhatsApp and that it is now focused on ensuring a smooth transition for users. The company has avoided any direct criticism of WhatsApp and has instead highlighted the added functionality available in its own apps, particularly multimodal features that did not fit within WhatsApp’s interface.

What Does This Mean For Your Business?

This development shows how quickly access to mainstream AI tools can change when platform rules are updated, and it reinforces how much control large messaging platforms now have over which assistants users can reach. For UK businesses, the change means that any informal use of Copilot or ChatGPT through WhatsApp will now need to move to authenticated apps or web based tools, which may offer clearer security controls even if the transition disrupts established habits. Organisations that had started exploring AI driven workflows inside WhatsApp must check whether their implementations fall within the permitted customer support category or whether they now count as general purpose assistants that need reworking or relocating.

AI developers face tighter boundaries on where and how their models can operate, particularly when relying on platforms that sit between them and their users. This will encourage providers to invest more heavily in their own apps and operating system integrations, where they retain full control over authentication, data handling, and feature development. Users who previously relied on WhatsApp as a simple way to test or adopt generative AI will now need to shift their expectations to standalone tools that offer richer functionality but require more deliberate use.

This change also highlights how Meta is positioning its own assistant as the primary option inside WhatsApp, creating a more contained environment for general purpose AI. This will influence how consumers discover and evaluate different AI products, and it will shape how competing providers reach audiences on messaging platforms that have become central to everyday communication.

Bending Spoons has completed one of the most dramatic 48-hour periods in recent European tech history after announcing an agreement to acquire AOL and revealing a $270 million funding round that has pushed its valuation from $2.55 billion to $11 billion.

What is ‘Bending Spoons’?

Bending Spoons is a Milan based technology company that has built its business by acquiring well known but often stagnating digital brands and turning them into profitable, streamlined operations. Founded in 2013, the company initially developed its own mobile apps before switching its focus to buying established products with large user bases and restructuring them in pursuit of long term profitability.

Its portfolio already includes Evernote, Meetup, WeTransfer, Harvest, Komoot, Brightcove, Mosaic Group and StreamYard. It has also agreed deals for Vimeo and now AOL, with both transactions expected to complete by the end of 2025 subject to regulatory approvals. Bending Spoons now has more than 300 million monthly active users across its products, supported by a growing workforce in Milan, London, Madrid and Warsaw.

Hold Forever – Not Just Cut Costs and Sell On

The company’s approach has attracted attention because it combines elements of private equity restructuring with a long term, “hold forever” strategy. For example, rather than buying companies, cutting costs and selling them on, Bending Spoons actually says it aims to own and operate each acquisition indefinitely. For founders seeking stability or for investors looking to offload ageing assets, that approach is becoming increasingly attractive.

Why Bending Spoons Wanted AOL

AOL, once one of the most recognisable names in the early internet era, has changed hands several times over the past two decades after being owned by Time Warner, Verizon and most recently Apollo backed Yahoo. Despite its reduced profile, AOL remains one of the world’s most used email services, with around 8 million daily and 30 million monthly active users.

It’s that user base that’s a key part of Bending Spoons’ rationale. In announcing the deal, chief executive Luca Ferrari described AOL as “an iconic, beloved business that has stood the test of time” and said the company sees “unexpressed potential” in the brand. The plan is to invest heavily in the core email service, modernise the underlying technology, improve product experience and explore new revenue opportunities.

Exact Amount Not Disclosed

Although exact financial terms have not been disclosed, multiple reports have placed the acquisition price at roughly $1.4 to $1.5 billion. Bending Spoons has secured a $2.8 billion debt financing package from a group of banks to fund the AOL deal, support further research and development and provide capacity for future acquisitions.

Scale and Visibility

It could be said that the AOL purchase really stands out due to its scale and visibility. For example, whereas earlier Bending Spoons acquisitions involved smaller, often niche brands, AOL’s name recognition and large audience give the company a new level of global prominence. That said, it also presents operational challenges, including the need to migrate legacy systems, protect long established user data and rebuild a product that has not seen major improvements for several years.

The Funding Round That Changed The Company’s Trajectory

Less than two days after confirming the AOL deal, Bending Spoons announced a new $270 million fundraising round led by major institutional investors including T Rowe Price, Baillie Gifford, Cox Enterprises, Durable Capital Partners and Fidelity. A further $440 million changed hands in secondary transactions as existing shareholders sold stock.

Now A ‘Decacorn’

The raise marks one of the largest late stage private funding events in Europe this year and pushes Bending Spoons into the small group of European “decacorns”, companies valued at more than $10 billion. The company’s valuation has now risen from $2.55 billion in early 2024 to $11 billion in late 2025, a dramatic increase driven by its acquisition strategy and its ability to rapidly restructure and monetise digital properties.

Investors Confident in the Bending Spoons Operating Model

Investor appetite appears to reflect real confidence in the company’s operating model. It seems that, while many venture backed startups have struggled to raise funds in the current environment, Bending Spoons is positioning itself as a consolidator of mature tech assets rather than a speculative bet on early stage growth. The strategy offers predictable revenue, large user bases and the opportunity to centralise functions such as engineering, marketing and finance across dozens of brands.

How Bending Spoons Creates Growth (Where Others Can’t)

The company’s approach really involves three main elements, which are:

1. Buying underperforming brands.

2. Cutting costs and restructuring operations.

3. Increasing revenue through pricing changes or new paid features.

Its acquisition of Evernote illustrates the pattern. For example, after purchasing the note taking service in early 2023, Bending Spoons reduced headcount, restructured teams and introduced stricter limits on free accounts, ultimately pushing more users towards paid plans.

Similar changes followed at Filmic, Meetup and WeTransfer. In some cases, restructuring has been controversial, with criticism over layoffs and alterations to product features that long standing users had taken for granted. The company argues that without these changes, many of the businesses it acquires would continue to stagnate or decline.

The Benefits of Scale

For Bending Spoons, the benefit lies in scale. For example, by centralising common functions, it avoids duplicating costs across its portfolio and can invest selectively in the features and technologies it believes each brand needs. It also likes to increase the use of artificial intelligence to streamline workflows, improve content recommendations and modernise systems that are many years old.

What The AOL Deal Means For Customers

Millions of individuals and thousands of small businesses still rely on AOL email accounts. Many use the service because of its familiarity or because it is tied to old workflows, business cards or customer communications. Those users are likely to see product changes over time, particularly if Bending Spoons introduces new pricing tiers or imposes limits on free accounts as it has done elsewhere.

Bending Spoons insists that it will invest in improving AOL’s technology, user experience and reliability. For business users, that could mean better security, faster email delivery, improved spam filtering and more intuitive interfaces. The challenge will be ensuring that changes do not disrupt long standing processes for individuals and organisations with limited capacity to adapt.

The acquisition also raises questions around customer service, data migration and localisation. For example, previous restructurings at other brands have seen support teams reduced or reorganised. However, AOL’s scale may require a different approach, particularly given the sensitivity of email data and the wide demographic range of its user base.

Impact on Competitors and the Wider Market

The size of the AOL deal and the surge in Bending Spoons’ valuation will, no doubt, be closely watched by other firms in the “venture zombie” market. For example, companies such as Constellation Software, SaaS.group, Tiny and Curious also acquire mature software products, but few operate at Bending Spoons’ scale or rely so heavily on debt financing to accelerate expansion.

The AOL acquisition may signal that large, consumer facing internet brands are now becoming targets for permanent capital acquirers that traditionally focused on smaller SaaS companies. It could also encourage more venture backed companies to consider sales to operators that prioritise profitability over hypergrowth.

For traditional venture capital, however, this trend poses a bit of a challenge. For example, many older software startups with moderate revenue have struggled to find conventional exits, and the rise of permanent holders like Bending Spoons may reshape expectations around valuation, return timelines and portfolio strategy.

Challenges and Scrutiny Ahead

Despite its rising profile, Bending Spoons faces several risks. Integrating AOL’s ageing infrastructure with its modern technology stack will require significant investment and presents operational complexity. The company also carries a growing debt load, creating pressure to turn newly acquired assets into profitable units quickly.

Regulators may also take a closer interest as Bending Spoons gains control of a wider set of online services used by millions of consumers and businesses. Although the company insists it plans to invest for the long term, the combination of aggressive restructuring, centralised ownership and cost reduction has attracted criticism from former employees and some existing users of the brands it has acquired.

For now, the company has signalled that it will continue its acquisition driven expansion, supported by fresh investment and one of the largest debt packages raised by any private European tech firm this year. Whether this model can scale across a portfolio that increasingly includes household names is a question that will be closely followed by customers, competitors and the broader tech industry in the months ahead.

What Does This Mean For Your Business?

The events of the past two days leave Bending Spoons operating from a position of unusual strength, although every part of that strength will now be tested. The company has shown that it can convince major investors to back a long term acquisition model at a moment when most late stage funding is slowing. The AOL deal demonstrates that it is no longer targeting only niche or neglected software brands but is now prepared to absorb some of the internet’s most recognisable properties. The funding round reinforces that change and gives it the financial capability to keep expanding while it works through the practical realities of integrating a very diverse set of products.

The implications are significant for customers, regulators and the wider market. For example, AOL’s millions of email users will want clarity on how the service will evolve, particularly once the familiar platform begins to adopt the pricing structures and technical overhaul seen across other Bending Spoons properties. Also, organisations that rely on AOL for communication or advertising will be looking for stability rather than disruption, and the company will need to show that its restructuring methods can be applied without undermining long standing business workflows. Regulators too will examine how the acquisition affects data protection, security and competition across email and online content, especially as a single owner becomes responsible for a portfolio that now touches well over 300 million people each month.

There are also some clear consequences for the investment landscape. For example, competitors in the “venture zombie” space now face a consolidator with access to capital on a scale they may struggle to match. Venture funds holding mature but slow growth software companies could revisit their exit expectations, particularly if valuations begin to adjust to reflect the prices being paid by permanent owners. For UK businesses, the story is a reminder that established digital tools used daily in operations, marketing or customer communication can change hands quickly and be reshaped in ways that require preparation. Companies relying on services such as Evernote, WeTransfer or now AOL may need to plan for price changes, feature adjustments and new account tiers, even as potential improvements in security and performance start to appear.

The central question here is whether Bending Spoons can really apply its efficiency focused model at the scale implied by its expanding portfolio. Success would strengthen its claim that many mature digital brands still hold substantial untapped value. However, any missteps would fuel criticism that aggressive restructuring and rapid integration place too much pressure on complex, widely used services. The next year will, therefore, offer a clearer view of whether the company’s hold forever strategy can deliver the long term gains it promises across brands as large and visible as AOL.

Gartner says 40 percent of enterprises will face a shadow AI related breach by 2030 as unapproved and unmanaged AI tools continue to spread across workplaces.

Shadow AI covers any AI system or workflow used without formal oversight, such as employees putting company data into public models or teams deploying internal tools with no security review. Gartner notes that rapid adoption of generative AI has already created visibility gaps in many organisations.

The firm points to risks including accidental data leaks, unsafe integrations, unmanaged API access, and insecure model deployment. Growing AI sprawl, fuelled by low code platforms and consumer AI services, is making it easier for staff to build or adopt tools that sit entirely outside IT governance.

Gartner places the warning within its AI TRiSM framework, arguing that many organisations still lack basic inventories of where AI is used and what data models can reach.

Clear AI governance, approved platforms, strict data handling rules, and active monitoring of AI use across the business can help reduce exposure to these emerging risks.

Researchers have developed a low cost way to turn discarded smartphones into tiny data centres that can support real world environmental and civic projects.

Why Old Smartphones Still Matter

More than 1.2 billion smartphones are produced every year, yet most are replaced within two or three years even when they remain fully functional. The environmental cost of this rapid cycle is significant. Smartphone manufacturing is energy intensive, relies on mined materials such as cobalt and lithium, and contributes to the 62 billion kilograms of global e-waste recorded in 2022. Only a small proportion is formally recycled, so millions of phones end up forgotten in drawers or sent to landfill.

Consequently, many sustainability groups have long been arguing that extending device lifespans is one of the most effective ways to cut electronic waste, since the majority of a smartphone’s carbon footprint is created during manufacturing. Until recently, extending that lifespan usually meant refurbishment or resale. The latest research from the University of Tartu (in Estonia) shows that a third option is now possible, one that reuses phones in a completely different role.

The Idea Behind Tiny Data Centres

The new approach comes from a team of European researchers whose study in IEEE Pervasive Computing explains how old smartphones can be reprogrammed and linked together as miniature data centres. The aim is not to compete with traditional cloud computing, but to show that many small and local tasks do not require new hardware at all.

The team, led by researchers including Huber Flores, Ulrich Norbisrath and Zhigang Yin, began by taking phones that were already considered e-waste. The devices were stripped of batteries and connected to external power supplies to avoid chemical leakage risks that can arise when batteries degrade. This small step is important for long term deployments, since lithium-ion batteries can swell or leak when left unused for years.

Four phones were then connected together, placed inside a 3D printed holder, and configured so that the system acted as a single working prototype. According to the researchers, this entire process cost around €8 per device, making it far cheaper than installing new embedded computing hardware for similar tasks. As Flores explains, “Innovation often begins not with something new, but with a new way of thinking about the old, re imagining its role in shaping the future.”

Putting Repurposed Phones To Work

The first major test took place underwater. The tiny data centre was used to support marine life monitoring by processing video and sensor data directly below the surface. This type of survey work usually depends on scuba divers recording footage and bringing it back for analysis. The prototype allowed that analysis to happen automatically on site, reducing labour, shortening processing time, and avoiding the need to send large data files across networks.

Edge Computing

This approach is known as edge computing, where data is processed close to the source rather than in distant data centres. Repurposed smartphones are well suited to this because they are built to handle local storage, low power processing and real time tasks. It means they can support use cases where traditional servers would be excessive or impractical.

Also On Land

It should be noted that there are some clear examples on land too. For example, the Tartu team highlights how a unit placed at a bus stop could gather anonymised information about passenger numbers, waiting times and traffic levels. Transport agencies could use that real time data to improve timetables or plan new routes. It is the same principle behind many smart city projects, but achieved with hardware that already exists.

The researchers also point towards environmental monitoring, urban air quality measurements, small scale agricultural sensing, and certain machine learning applications where data volumes remain modest. These tasks do not demand the full power of modern workstations, yet they still require reliable processing in locations where installing new equipment is expensive or unnecessary.

A Sustainability Case With Wider Implications

The argument for tiny data centres is not only technical, but is also rooted in sustainability thinking.

For example, smartphone production is responsible for significant emissions and resource extraction. Therefore, extending the life of older devices makes use of computing power that would otherwise sit idle or be discarded. In a world where global demand for computing continues to rise, repurposing offers a practical way to satisfy some of that demand without adding new manufacturing emissions.

Ulrich Norbisrath, one of the researchers involved, summarises this perspective clearly: “Sustainability is not just about preserving the future, it is about reimagining the present, where yesterday’s devices become tomorrow’s opportunities.”

The project reflects a broader trend within the digital sustainability community, where attention is turning towards resource efficiency and circularity. From longer software support periods to designs that support repair and reuse, the goal is to reduce reliance on a constant flow of new devices. Repurposing smartphones as micro data centres adds another practical option to that toolkit.

Practical Challenges Still To Address

Although this sounds like real progress, the researchers are realistic about the obstacles. For example, one major hurdle is the wide variety of smartphone models. Chipsets, memory sizes and firmware differ significantly across brands and generations, making it difficult to build a universal method for bypassing hardware restrictions. The study calls for the creation of tools that are hardware agnostic so that more people can repurpose devices without advanced technical knowledge.

Energy supply is another issue. Although the devices draw little power individually, long term deployments in remote locations require stable energy sources and protection from moisture, heat and physical damage. This makes the design of the 3D printed casing and supporting hardware an important part of the overall system.

Security also needs careful thought. For example, smartphones were never designed to operate as unattended networked devices, so any repurposed system must have secure software, strong update controls and physical safeguards. Without this, there is a risk that poorly maintained clusters could introduce vulnerabilities.

The team stresses that their prototype is really a proof of concept, i.e., it shows what is feasible today and identifies where future development is most needed, including standardised tools, easier configuration processes and larger scale trials.

What Does This Mean For Your Organisation?

UK organisations are under growing pressure to reduce waste, cut emissions and make better use of the resources they already hold. Repurposed smartphones could present a practical way to help support those goals, especially for businesses that cycle through large numbers of devices each year. Treating retired phones as reusable computing assets rather than waste creates immediate value and avoids the environmental cost of manufacturing yet another round of hardware. It also offers a route to experiment with local data processing without committing to major capital spending.

For many firms, the most relevant opportunity lies in small scale, on site tasks where data needs to be collected, processed and acted on quickly. Old smartphones can support building management, environmental monitoring, simple analytics and other operational jobs that do not require full server deployments. This keeps data close to the source, avoids unnecessary cloud usage and aligns with wider efforts to improve energy efficiency. The approach also speaks directly to the sustainability strategies now expected by regulators, investors and customers who want evidence that companies are reducing electronic waste in credible ways.

There is a clear benefit for local authorities, utilities and public services too. Tightly constrained budgets mean that projects often stall for lack of affordable hardware. Repurposed phones give these stakeholders a way to test new ideas at low cost, from monitoring passenger numbers to gathering air quality data. This helps build evidence, speed up innovation and guide investment decisions without locking into expensive platforms from day one.

Technology suppliers and service partners may also find value in developing tools that make repurposing easier. Businesses increasingly want flexible, lower carbon digital solutions and the research points towards a future market for hardware agnostic software that can unify mixed phone models into consistent micro data centres. For the UK’s growing sustainability and digital sectors, this represents a fresh area of opportunity.

The wider message for all stakeholders is that existing technology still has untapped potential. Repurposing does not replace secure recycling or responsible disposal, but it does extend the useful life of devices that would otherwise remain unused. For UK businesses looking to reduce waste, cut costs and support their environmental commitments, the University of Tartu’s work shows that old smartphones can play a meaningful role in creating a more resource efficient digital environment.

Did you know you can save a custom query, like “all emails from my boss flagged as high importance”, as a folder that stays up‑to‑date automatically? This lets you jump straight to the results without re‑running the search each time.

How to create a Search Folder

1. In Outlook (desktop or web), switch to Folder view.

2. Right‑click Search Folders (or click the “New Search Folder” button in the ribbon) and choose New Search Folder.

3. Pick a template (e.g., “Messages from specific people”) or select Custom Search Folder> Create a custom search folder.

4. Click Choose to set the criteria:
– From: type your boss’s name or email address
– Importance: select High
-Add any other filters you need (date range, subject keywords, etc.).

5. Give the folder a clear name (e.g., “High‑Priority from Boss”) and choose where to save it (usually under Search Folders).

6. Click OK.

With this built‑in feature in Outlook 365 (desktop and web), Outlook creates the folder and automatically populates it with matching messages. Whenever a new email meets the criteria, it appears in the folder instantly, no manual refresh required.

Why it helps: No more repeating the same search. Click the folder and the latest results are right there, saving you time and keeping critical emails front‑and‑centre.