GE & IBM make it official: IoT is here & now & you ignore it at your own risk!

Pardon my absence while doing the annual IRS dance.

While I was preoccupied, GE and IBM put the last nail in the coffin of those who are waiting to launch IoT initiatives and revise their strategy until the Internet of Things is more ….. (supply your favorite dismissive wishy-washy adjective here).

It’s official: the IoT is here, substantive, and profitable.

Deal with it.

To wit:

The two blue-chips’ moves were decisive and unambiguous. If you aren’t following suit, you’re in trouble.

The companies accompanied these bold strategic moves with targeted ones that illustrate how they plan to transform their companies and services based on the IoT and related technologies such as 3-D printing and Big Data:

  • GE, which has become a leader in 3-D printing, announced its first FAA-approved 3-D jet engine part, housing a jet’s compressor inlet temperature sensor. Sensors and 3-D printing: a killer combination.
  • IBM, commercializing its gee-whiz Watson big data processing system, launched Watson Health in conjunction with Apple and Johnson & Johnson, calling it “our moonshot” in health care, hoping to transform the industry.  Chair Ginny Rometty said that:

“The Watson Health Cloud platform will ‘enable secure access to individualized insights and a more complete picture of the many factors that can affect people’s health,’ IBM says each person generates one million gigabytes of health-related data across his or her lifetime, the equivalent of more than 300 million books.”

There can no longer be any doubt that the Internet of Things is a here-and-now reality. What is your company doing to catch up to the leaders and share in the benefits?

 

GE & Accenture provide detailed picture of current IoT strategy & deployment

I’ll admit it: until I began writing the “Managing the Internet of Things Revolution” guide to Internet of Things strategy for SAP, I was pre-occupied with the IoT’s gee-wiz potential for radical transformation: self-driving cars, medical care in which patients would be full partners with their doctors, products that customers would be able to customize after purchase.

GE_Accenture_IoT_reportThen I came to realize that this potential for revolution might be encouraging executives to hold off until the IoT was fully-developed, and, in the process, ignoring low-hanging fruit: a wide range of ways that the IoT could dramatically increase the efficiency of current operations, giving them a chance to experiment with limited, less-expensive IoT projects that would pay off rapidly and give them the confidence and understanding necessary to launch more dramatic IoT projects in the near future.

This is crucially important for IoT strategies: instead waiting for a radical transformation (which can be scary), view it instead as a continuum, beginning with small, relatively-low cost steps which will feed back into more dramatic steps for the future.

Now, there’s a great new study, “Industrial Internet Insights Report for 2015,” from GE and Accenture, that documents many companies are in the early stages of implementing such an incremental approach, with special emphasis on the necessary first step, launching Big Data analytics — and that they are already realizing tangible benefits. It is drawn from a survey of companies in the US, China, India, France, Germany, the UK, and South Africa.

The report is important, so I’ll review it at length.

Understandably, it was skewed toward the industries where GE applies its flavor of the IoT (the “Industrial Internet”): aviation, health care, transportation, power generation, manufacturing, and mining, but I suspect the findings also apply to other segments of the economy.

The summary underscores a “sense of urgency” to launch IoT initiatives:

“The vast majority (of respondents) believe that Big Data analytics has the power to dramatically alter the competitive landscape of industries just within the next year, and are investing accordingly…” (my emphasis).

84% said Big Data analytics “has the power to shift the competitive landscape for my industry” within just the next year, and 93% said they feared new competitors will enter the field to leverage data.  Wow: talk about short-term priorities!

It’s clear the authors believe the transformation will begin with Big Data initiatives, which, IMHO, companies should be starting anyways to better analyze the growing volume of data from conventional sources. 73% of the companies already are investing more than 20% of their overall tech budget on Big Data analytics — and some spend more than 30%! 80 to 90% said Big Data analytics was either the company’s top priority or at least in the top 3.

One eye-opening finding was that 53% of respondents said their board of directors was pushing the IoT initiatives. Probably makes sense, in that boards are expected to provide necessary perspective on the company’s long-term health.

GE and Accenture present a  4-step process to capitalize on the IoT:

  1. Start with the exponential growth in data volumes
  2. Add the additional data volume from the IoT
  3. Add growing analytics capability
  4. and, to add urgency, factor in “the context of industries where equipment itself or patient outcomes are at the heart of the business” where the ability to monitor equipment or monitor patient services can have significant economic impact and in some cases literally save lives [nothing like throwing the fear of God into the mix to motivate skeptics!].
For many companies, after implementing Big Data software, the next step toward realizing immediate IoT benefits is by installing sensors to monitor the status of operating assets and be able to implement “predictive maintenance,” which cuts downtime and reduces maintenance costs (the report cites some impressive statistics: ” .. saving up to 12 percent over scheduled repairs, reducing overall maintenance costs up to 30 percent, and eliminating breakdowns up to 70 percent.” What company, no matter what their stance on the IoT, wouldn’t want to enjoy those benefits?). The report cites companies in health care, energy and transportation that are already realizing benefits in this area.
Music to my ears was the emphasis on breaking down data-sharing barriers between departments, the first time I’ve seen substantiation of my IoT “Essential Truth” that, instead of hoarding data — whether between the company and supply-chain partners or within the company itself — that the IoT requires asking “who else can use this data?” It said that: “System barriers between departments prevent collection and correlation of data for maximum impact.” (my emphasis). The report went on to say:

“All in all, only about one-third of companies (36 percent) have adopted Big Data analytics across the enterprise. More prevalent are initiatives in a single operations area (16 percent) or in multiple but disparate areas (47 percent)…. The lack of an enterprise-wide analytics vision and operating model often results in pockets of unconnected analytics capabilities, redundant initiatives and, perhaps most important, limited returns on analytics investments.”

Most of the companies surveyed are moving toward centralization of data management to break down the silos. 49% plan to appoint a chief analytics officer to run the operation, and most will hire skilled data analysts or partner with outside experts (insert Accenture here, LOL…).

The GE/Accenture report also stressed that companies hoping to profit from the IoT also must create end-to-end security. Do do that, it recommended a strategy including:
  1. assess risks and consequences
  2. develop objectives and goals
  3. enforce security throughout the supply chain.
  4. use mitigation devices specifically designed for Industrial Control Systems
  5. establish strong corporate buy-in and governance.

For the longer term, the report also mentioned a consistent theme of mine, that companies must begin to think about dramatic new business models, such as substituting value-added services instead of traditional sales of products such as jet engines.  This is a big emphasis with GE.  It also emphasizes another issue I’ve stressed in the “Essential Truths,” i.e. partnering, as the mighty GE has done with startups Quirky and Electric Imp:

“Think of the partnering taking place among farm equipment, fertilizer, and seed companies and weather services, and the suppliers needed to provide IT, telecom, sensors, analytics and other products and services. Ask: ‘Which companies are also trying to reach my customers and my customers’ customers? What other products and services will talk to mine, and who will make, operate and service them? What capabilities and information does my company have that they need? How can we use this ecosystem to extend the reach and scope of our products and services through the Industrial Internet?'”

While the GE/Accenture report dwelt only on large corporations, I suspect that many of the same findings would apply to small-to-medium businesses as well, and that the falling prices of sensors and IoT platforms will mean more smart companies in this category will begin to launch incremental IoT strategies to first optimize their current operations and then make more radical changes.

Read it, or be left in the dust!


PS: as an added bonus, the report includes a link to the GE “Industrial Internet Evaluator,” a neat tool I hadn’t seen before. It invites readers to “see how others in your field are leveraging Big Data analytics for connecting assets, monitoring, analyzing, predicting and optimizing for business success.” Check it out!

O’Reilly free e-book gives overview of “industrial internet”

Posted on 18th April 2013 in energy, Internet of Things, manufacturing, transportation

O’Reilly has published a free e-book,  “Industrial Internet,” (underwritten by GE, which, not so coincidentally, uses the industrial internet as the advertising slogan for its own involvement in the field…) about the “coming together to software and big machines.” It’s a great introduction to this crucial portion of the Internet of Things.

The message of the book? “With a network connection and an open interface that masks its underlying complexity, a machine becomes a Web service, ready to be coupled to software intelligence that can ingest broad context and optimize entire systems of machines.

“The industrial internet is this union of software and big machines… It promises to bring the key characteristics of the Web — modularity, abstraction, software above the level of a single device — to demanding physical settings, letting innovators break down big problems, solve them in small pieces, and then stitch together their solutions.”

Author Jon Bruner emphasizes that industrial internet devices don’t necessarily have to be connected to the public Internet: “…rather, it refers to machines becoming nodes on pervasive networks that use open protocols.”

Machines are reconceptualized as services, “…accessible to any authorized application that’s on the network. Those applications make it possible to simplify optimization of the physical devices without requiring as much knowledge. Most importantly, “…the industrial internet makes the physical world accessible to anyone who can recast its problems in terms that software can handle: learning, analysis, system-wide optimization. (my emphasis)”

Bruner points out that the bigger the network (think the entire US air traffic control system) the more optimized it can become. As Big Data takes over software intelligence “will become smarter and more granular.”

Hallmarks of the industrial internet will include:

  • fewer, smarter machines
  • less labor required to operate them
  • “Any machine that registers state data can become a valuable sensor when it’s connected to a network.”

One point that really struck me was that physical products will be able to be improved on the fly, rather than just when a new model is introduced — think of what that means, in particular, for cars, which can often last up to 15 years: it will become possible to change engine settings simply by a software upgrade transmitter via a smartphone app!

“A software update might include a better algorithm for setting fuel-air mixtures that would improve fuel economy. Initiatives like OpenXC8, a Ford program that gives Android developers access to drivetrain data, portend the coming of ‘plug and play intelligence,’ in which a driver not only stocks his car with music and maps through his phone, but also provides his own software and computational power for the car’s drivetrain, updated as often as his phone. One driver might run software that adjusts the car’s driving characteristics for better fuel economy, another for sportier performance. That sort of customization might bring about a wide consumer market in machine controls.

“This could lead to the separation of markets in machines and in controls: buy a car from General Motors and buy the intelligent software to optimize it from Google. Manufacturers and software developers will need to think in terms of broad platforms to maximize the value of both their offerings.”

WOW!

The e-book includes a chapter on the crucial issue of security, arguing that, paradoxically, it may be easier to provide security on an Internet-based network — on the premise that the Internet is constantly challenged by hackers and constantly adapts — than on a more limited network. It mentions Shodan (I’ve been seeing a lot about that one recently!) and Basecamp2 as magnets that attract those who might want to hack the Internet of Things.

There’s also a chapter full of helpful case studies from pioneering industrial internet companies in fields including utilities, HVAC/building controls, automotive (I found that one particularly interesting), aviation, railroads (paradoxically, one of our oldest industries is among the most advanced in its use of sensors and other industrial internet technology, as I’ve reported previously), health care, and manufacturing. Any smart manager should get ideas for his or her company by reading them!

“Industrial Internet” is a must read! Download it today.

 

 

 

 

GE paints rosy future for “industrial internet,” its take on the IoT

Posted on 30th November 2012 in Internet of Things

GE has just released a major report, “Industrial Internet: pushing the boundaries of minds and machines,” in which it projects what it calls the “industrial internet” marrying “smart machines” and Big Data analytics could add $10 to 15 trillion — the size of the current US economy — to global GDP.

The industrial internet — which equates to GE’s own strengths, such as electrical generation and health care (surprise! surprise!) is more limited in scope than the full Internet of Things, so the numbers also indicate a bright future for the IoT as a whole (but why did they feel the need to come up with a new term rather than just trumpeting their own area of the IoT?).

Co-authors Peter C. Evans, GE’s director of global strategy and analytics, and Marco Annunziata, GE’s chief economist, write that “the deeper meshing of the digital world with the world of machines holds the potential to bring about profound transformation to global industry, and in turn to many aspects of daily life, including the way many of us do our jobs.”

The report predicts radical increases in productivity in areas in which GE has major initiatives, including health care, fuel savings and more efficient and long-lasting physical assets.

Among the highlights of the report’s findings, it predicts:

  • the industrial internet could increase average U.S. incomes by 25-40% over the next 20 years.
  • just a 1% increase in hospital efficiency could save $63 billion worldwide.
  • similarly, a 1% reduction in jet fuel use could save $30 billion over 15 years.
  • a 1% efficiency gain in gas-fired power plants worldwide could save $66 billion in fuel costs.
To achieve the savings, the authors urge companies to deploy legions of smart sensors to gather real-time data, improve cyber security, and train a new breed of “digital-mechanical” engineers.