The Internet Is Changing: How AI Is Reshaping Traffic Flows, Routing Economics, and Network Architecture (2022–2025)

 

Abstract

The structure of the internet is undergoing a profound transformation driven by the adoption of artificial intelligence (AI)–mediated information retrieval. Traditional web navigation—search, click, and browse—is rapidly being replaced by direct AI-generated responses. Between 2022 and 2025, global web referral patterns have shifted markedly, resulting in measurable declines in organic traffic to content providers such as Wikipedia, and changing the fundamental economics of internet routing, traffic distribution, and network infrastructure design. This paper examines current data and research to characterize this transition, evaluates its impact on routing and interconnection models, and outlines the technical and institutional responses by router OEMs, cloud orchestrators, and internet governance bodies.

1. The Decline of the Search–Click–Browse Model

Recent web analytics confirm the erosion of the traditional search-driven browsing paradigm. According to DataReportal (2025), monthly Wikipedia visits declined by 18% between March 2022 and March 2025—approximately 200 million fewer visitors—with Semrush reporting a reduction in daily visits from 263 million to 226 million. In April 2025 alone, SimilarWeb measured a further 8.5% fall in organic search referrals.

These losses mirror a structural change in search behavior. Google’s AI Overviews, launched broadly in 2024, now appear in 13–14% of all queries (Semrush 2025). When an AI summary is shown, Ahrefs data reveal that the top organic result’s click-through rate (CTR) drops by roughly 33%, and the overall CTR for the first link has fallen from 28% to 19% (Search Engine Journal 2025). Bain & Company estimates that “zero-click” AI results have reduced organic traffic for many publishers by 15–25%.

The shift is not limited to search engines. Conversational assistants (ChatGPT, Claude, Perplexity.ai) increasingly intercept user intent and return synthesized answers without generating page impressions, disintermediating the web’s hyperlink economy.

2. Implications for Internet Routing and Traffic Patterns

From a network topology perspective, this evolution alters both traffic concentration and routing economics.

(a) Centralization around AI inferencing and aggregation hubs.

As users increasingly query AI systems hosted by hyperscalers (Google, OpenAI, Anthropic, Meta, Microsoft), outbound traffic from access ISPs consolidates toward a few large AI inference clusters. These clusters behave as super-destinations in Border Gateway Protocol (BGP) routing tables, concentrating global request flows through a small set of Autonomous Systems (ASNs). This consolidation strengthens the bargaining power of hyperscalers in peering arrangements and reduces the relative transit volume toward legacy web content providers.

(b) Enterprise workflow transformation: From 3-tier to MCP–LLM–API architecture.

Enterprise content discovery is shifting from browser-based applications to Model Context Protocol (MCP)–driven agents that query LLMs, invoke APIs, and retrieve content semantically rather than via HTTP browsing. This workflow transition redistributes traffic: latency-sensitive inference requests traverse edge nodes, while training and vector synchronization move large datasets toward centralized data centers. The resulting pattern inverts the legacy client-server hierarchy, producing edge-heavy east-west inference traffic and core-intensive north-south training flows.

3. Infrastructure and Industry Response

Router and switch OEMs.

Vendors such as Cisco, Juniper, and Arista have accelerated investment in AI-optimized routing fabrics. Cisco’s Silicon One and Juniper’s Express 5 chips integrate 800 G and 1.6 T interfaces with enhanced telemetry for AI workload visibility. Arista’s 7800R3 series and EOS CloudVision AI provide real-time congestion analytics aligned with distributed inference fabrics. The emphasis is on deterministic latency, adaptive flow scheduling, and energy efficiency to support continuous LLM inference at the edge.

Cloud network orchestrators.

Cloud providers are redesigning network overlays to serve AI traffic classes. AWS introduced AI-optimized Local Zones and Elastic Fabric Adapter v2, while Google Cloud’s Cross-Cloud Interconnect (CCI) enables direct high-bandwidth paths to AI endpoints. Microsoft Azure’s AI Backbone merges InfiniBand, Ethernet, and optical routing to link edge inference nodes with central training clusters, effectively unifying routing domains across GPU fabrics.

Standards and governance institutions.

The IETF has initiated drafts in the Adaptive Routing for AI Workloads (ARAW) and LLM Service Discovery (LLMSD) working groups to standardize telemetry and resource-advertisement protocols for AI services. ARIN and APNIC have issued policy consultations on IPv6 address allocation for GPU clusters and data-center edge nodes, acknowledging the spatial expansion of AI edge presence. Both RIRs emphasize traceability and energy-reporting compliance. These developments signal a convergence between internet governance and AI infrastructure regulation.

4. Outlook

The redirection of user behavior—from browsing to prompting—marks the first large-scale semantic re-routing of the internet. Peering and transit revenues will increasingly depend on AI query aggregation rather than web hosting, while content distribution shifts from HTML to API-delivered knowledge graphs. The emerging network will blend data-centric routing, MCP-based context propagation, and telemetry-driven orchestration, redefining both economic and technical foundations of the global internet.

Over the next three years, network operators and policymakers must adapt BGP peering economics, inter-domain QoS, and energy-aware routing standards to accommodate AI’s bidirectional traffic asymmetry—lightweight queries at the edge, heavy model updates at the core.

References

• DataReportal (2025). Digital 2025 Global Overview Report.
• Semrush (2025). Global Search Insights: Impact of AI Overviews on CTR.
• SimilarWeb (2025). Traffic to Wikipedia, Q1 2025.
• Ahrefs (2025). Zero-Click Search Analysis.
• Bain & Company (2025). Digital Monetization in the Age of AI Search.
• Search Engine Journal (2025). CTR Decline under AI Overviews.
• Cisco, Juniper, Arista (2024–2025). Product Technical Briefs.
• IETF ARAW & LLMSD Drafts (2025). Adaptive Routing for AI Workloads.
• ARIN & APNIC (2025). Policy Consultation Papers on AI Data Center Addressing.

The Matter Protocol - A New Perspective in Smart Home and Office Automation

: The Matter Protocol – Driving Efficiency in Smart Home and Office Automation 

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### **Abstract**  

The Matter protocol, developed by the Connectivity Standards Alliance (CSA), is revolutionizing smart home and office ecosystems by unifying connectivity standards across devices, brands, and ecosystems. This white paper explores how Matter streamlines interoperability, reduces complexity, and enhances energy efficiency, security, and scalability in residential and commercial environments.  

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### **1. Introduction to the Matter Protocol**  

Matter (formerly Project CHIP) is an open-source, IP-based connectivity standard designed to unify smart devices under a single protocol. Key features include:  

- **Cross-platform compatibility**: Works with Apple HomeKit, Google Home, Amazon Alexa, and others.  

- **Unified connectivity**: Supports Wi-Fi, Thread (low-power mesh), and Ethernet.  

- **Simplified setup**: QR code/NFC-based provisioning.  

- **Built-in security**: End-to-end encryption and secure device authentication.  

As of Matter 1.3 (2024), the protocol supports 20+ device types, including thermostats, lights, locks, sensors, and energy management systems.  

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### **2. Efficiencies in Smart Home Management**  

#### **a) Interoperability & Reduced Fragmentation**  

- **Problem**: Pre-Matter, users juggled multiple hubs and apps (e.g., Zigbee vs. Z-Wave).  

- **Matter Solution**:  

  - Single protocol for all devices, eliminating siloed ecosystems.  

  - Example: A Matter-certified Philips light bulb works seamlessly with Apple Home and Google Nest Hub.  

#### **b) Energy Efficiency**  

- **Smart Energy Management**:  

  - Matter-enabled devices (e.g., thermostats, plugs) integrate with renewable energy systems and grid signals.  

  - Example: Lights and HVAC systems auto-adopt energy-saving modes during peak pricing.  

- **Low-Power Devices**: Thread protocol reduces energy consumption by up to 75% compared to Wi-Fi.  

#### **c) Enhanced Security**  

- **Zero Trust Architecture**: Mandatory encryption and authentication prevent unauthorized access.  

- **Unified Updates**: Over-the-air (OTA) firmware updates for all devices via a single interface.  

#### **d) Simplified User Experience**  

- QR code setup reduces installation time by 50%.  

- Voice assistants (e.g., Siri, Alexa) control Matter devices without custom skills.  

---

### **3. Efficiencies in Office Management**  

#### **a) Scalable Building Automation**  

- **Centralized Control**: Matter integrates with building management systems (BMS) to monitor HVAC, lighting, and security.  

- **Example**: Office lights and blinds adjust based on occupancy sensors and daylight levels.  

#### **b) Cost Savings**  

- **Predictive Maintenance**: Matter sensors detect equipment anomalies (e.g., HVAC faults) early.  

- **Energy Optimization**: Smart plugs and meters reduce office energy waste by 20–30%.  

#### **c) Hybrid Work Support**  

- **Hot Desk Management**: Matter-enabled occupancy sensors guide employees to available desks via apps.  

- **Air Quality Monitoring**: CO₂ and VOC sensors trigger ventilation systems for healthier workspaces.  

---

### **4. Case Studies**  

#### **a) Smart Home (Residential)**  

- **Scenario**: A Matter-integrated home uses solar panels, a smart thermostat, and EV charger.  

- **Efficiency Gains**:  

  - Solar energy prioritizes EV charging during off-peak hours.  

  - Lights auto-dim when rooms are unoccupied.  

#### **b) Smart Office (Commercial)**  

- **Scenario**: A Matter-powered office with 100+ devices across floors.  

- **Efficiency Gains**:  

  - Unified dashboard manages lighting, air quality, and access control.  

  - Energy costs drop 25% via automated peak-load shedding.  

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### **5. Challenges & Considerations**  

- **Legacy System Integration**: Retrofitting non-Matter devices may require bridges.  

- **Adoption Pace**: Not all brands fully support Matter 1.3 yet.  

- **Network Reliability**: Thread border routers must be strategically placed.  

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### **6. Future Outlook**  

- **Matter 2.0 (2025 Preview)**: Expanded support for robotics, water management, and industrial IoT.  

- **AI Integration**: Machine learning for predictive automation (e.g., “Anticipate my morning routine”).  

- **Global Sustainability**: Matter’s role in achieving net-zero buildings via EU’s Energy Performance of Buildings Directive (EPBD).  

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### **7. Conclusion**  

The Matter protocol is a cornerstone of the modern smart ecosystem, bridging gaps between devices, users, and sustainability goals. For homes, it simplifies life; for offices, it unlocks scalable, cost-effective automation. As Matter adoption grows, its impact on energy efficiency, security, and user experience will redefine IoT’s future.  

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**Recommendations for Adoption**:  

1. Prioritize Matter-certified devices for new installations.  

2. Use Thread border routers to maximize low-power efficiency.  

Future of Internet Routing and GenAI influence

MCP or Model context protocol, has hit the headlines in the GenAI world. Essentially this is a framework providing a set of guildelines to manage and optimise the context, in a given context window, in a large language model

CSP’s, who own the CPE/Router of the enterprise broadband service, and has visibility in terms of routing and network insights/demands of the enterprise, at the ingress/egress point. Being at this vantage point, can CSP’s provide agency for the enterprise LLM, in an MCP scenario ? 

Essentially, CSP’s augmenting their service to be the MCP client, for multiple MCL server, services southbound and northbound to the enterprise network ? This will be transformative, and as enterprise IT evolves to Data/AI, will be congruent to stay resilient and relevant for the CSP. 

#GenAI

#InternetRouting 

#ModelcontextProtocol

Organizational perspective on the hybrid workspace

 

With the nations getting off ground with the Pandemic, economic revival appear to be the inevitable. Enterprises are in a cross road in resolving the work from home method which befits the organisation and employees. 

Whilst various views have appeared on WFH, the consensus is that it is favourable and consistent to meeting the company requirements and objectives, and employee freedom, within a certain framework. 

Organisational policy 

WFH from a technological context means extending the perimeter of the Company IT network from the edge of the WAN to the employee device where the remote VPN terminates. This present a new set of security challenges where we have to look at the security dynamics in the extending network, data which is in motion and presented and repurposed to the device, and, validating the identity and security of the device, persona, and location context. 

There needs a great desire to have a consistent security policy of the organisation augmented to the present policy. 

Human Capital 

The most important asset of any organisation is the human capital. Whilst working from home the work and life balance should addresses properly. We have seen Teams meetings going on till 9pm much to their chagrin. Conversely we have seen WFH as a great escape for employees. The HR policy should set the expectations of employees in WFH, in a manner that it is outcome based and measurable.

Essentially as organisation's move forward and and embark on the journey after covid, the decision on the aspect of work from home or office, or hybrid largely relies on the nature of business, the nature of employees whether blue or white collar, the employee well being and balance, and importantly the impact on the company bottom line 

This is a balance between the HR policy and IT policy of the organisation to meet the company and employee expectations 

HTML5...Disrupting the App Market

In the sidelines of Apple posting a whopping revenue in the last quarter, the technology buzz in the industry is on HTML5 technology and it's wider implications to the app market. This is indeed good news for the Service Providers, who have been relegated to dumb pipe providers, with the whole app industry being dominated by the likes of Apple and Google, consisting the development software/platform, devices/hardware, the developer audience, and the Application/store front supply chain.

Device Manufacturers (Huawei, Intel, NEC, Samsung) and Operators  (Sprint, NTT DoCoMo, Orange, Vodafone, SK Telecom and Telefonica) have teamed up with the stewardship of the LinuxFoundation, to create a robust and flexible platform for application developers called Tizen Association, using HTML5 and Wholesale Application Community (WAC). This portends well for the service provider industry, in order to consolidate it's position from a bit pipe provider to a 'Value Provider' on the pipe.

HTML5, with it's rich capability in working in the context of the client-server programming paradigm, and it's possibility of exploring the device features such as UI, accelerometer, contact list etc. in a device agnostic manner, presents a huge opportunity for the service provider. Further the service provider can expose it's network assets such as network derived location, call-control/signalling, billing etc. through  server side API exposition. This bodes well for the service provider market.

Crtainly 'Code once run anywhere' mitigates the stumbling block which is present in the native app arena, where there has to be multiple development cycles for creating native apps for iPhone and Android, in enterprise mobile development - and albeit with the same look and feel as the native app.

It will be interesting to see how fast service providers adopt to this platform, from the point of view of fostering and sustaining an eco system of developers/solution providers, device manufacturers, and storefronts. Would CSP's have a staid approach and create there own 'siloed' storefronts, or will they follow an open store front participatory model.

I see this has many opportunities, provided the CSP's takes it right. For an example in mission critical systems which are interconnected over the IP network (M2M), HTML5 could be the standard to interchange data and control/policing between two end points running on diverse systems, perhaps the end points being on a global IP network.

 

Telco 2.0 Business Model as a means of Telco Operations Improvement

Telco's the world over are under increased pressure to sustain and grow the business particularly to serve the burgeoning data business brought on by the growth in mobile smart phones, and myriad other services coupled with data. This I speak of a network a decade ago was designed for voice centric and data service with low data rates such as SMS.

Suddenly the operator has to experience a Transformation of their business and operations to meet a changing expectation of the customer. Central to this transformation from the business/opportunity perspective is a business model called Telco 2.0 espoused by STL Partners UK. (The above image sourced courtesy from M/s STL Partners). The said company presents this Telco 2.0 Two sided business model as follows. (see http://www.stlpartners.com/).

The Opportunity

Fortunately telecom's companies possess a whole host of assets that could be exploited much more to support new, sustainable market growth. The key is for telcos to create open platforms that help other service providers (enterprises, SMEs and government) interact with end-users in more efficient ways than they can today.

Telco 2.0™ 'two-sided' telecoms business model

We call this the 'two-sided' telecoms business model, delivering value to and generating revenue from 3rd party service providers as well as end-users. The 'two-sided' business model has consequences for the design of existing services such as conventional voice, messaging and data/broadband products (e.g. see Voice & Messaging 2.0 "What to learn from - and how to compete with - Internet Communications Services") and also creates opportunities to create new revenues and B2B Platform Services.

Notwithstanding the need to Transformation, the greater concern for a typical Telecom company

is how best to transform, amidst a range of internal operational challenges brought on by the decadence of existence. In order to mitigate these challenges Telco's turn on to IT Enterprise Resource Management tools, and intend to make investments in IT with a view to increase operational efficiency. Too often not knowing the outcome of such investments.

Taking a cue from the above Telco 2 business model, I propose a multi faceted approach of a customer, in that the same business model can be applied inward with the customers being the internal customers/functional department of the relevant Telco.

So for instance, the Telco could host the internal ERP system as an asset/capability in this model, and maintain upstream supplier (of goods and services) relationships. This would conceptualize the whole organization function as services (eg. Planning, Finance, Procurement) and map on to the above business model. Another scenario would be the Telco obtaining Media/Advertising services from prospective agents using a hosted CMS tool. The one-to-one functional relationship between departments (eg. Planning and Finance) will be based on this model.

This would meet the operational expectations of the Telco, and would provide a basis to scale up on demand with the growth of the customers/networks. With the appropriate security measures and optimization of the resources, the Telco could market these services to downstream enterprise and SMB customers. By this also the Telco is de-risking his internal IT investments.

Android beyond the phone….

Google shows some startling statistics that there are around 550,000 android based activations per day, and 250,000 apps in the Google Market (this figure does not include third party application stores). The emergence of the android OS among a myriad of devices has enable android to have a 36% market share in the Smartphone market. Despite the fragmentation issues which the OS pose among diverse hardware, and, the user interface being not as consistent in look and feel as the Apple iOS, a profound adoption of the android based devices is evident. However the story does not end there…

The Android OS has transcended from the Smartphone, tablet device, to be adapted to the STB (Set Top Box) market, primarily for Interactive TV and Video services. The key proposition in this is the Android architecture framework.

Android is a software platform, rather than an OS. This helps exploit the potential for deployment across a much wider range of device. The Application framework in Android presents high level services to the application in the form of Java classes. Through the combination of layers and the enabling environment for software reuse, Android goes beyond standard Linux in the provisioning of everything needed in an integrated manner. Furthermore Android Webkit2 UI library is ported across many platforms such as Symbian OS, GTK, Qt, iOS and also embraced by several media SOC manufacturers such as Sigma Designs.

The only aspect lying between the Android capability and the Set Top Box, is the market requirement, and specifically between the “lean-forward” and “lean-back” market. Whilst “lean-back” viewing such as TV viewing at home presents an overwhelming requirement to watch TV and VoD rather than interactive services such as Facebook, Twitter and other apps etc., the “lean-forward” viewing such as OTT,PC-TV presents a good opportunity to provide an admixture of content and applications much akin to what is available in the appstores. Obviously these markets present different challenges to IPTV manufacturers in the whole value chain from encoding, ingest, encryption to delivery, in terms of their positioning.

Notwithstanding, the Android Framework can be the common glue amongst these two markets from a middleware platform perspective, as its feature rich modular framework and consonance to work among devices and STB, will present the ideal platform for service providers.
This does not avoid the Holy Grail for service providers (1) Know your market and the product positioning (2) Holistic technology vision for addressing these market requirements