Moblize, based on its solutions implementations in a variety of industries like Mining, Production platforms, Drilling and the Telematics (connecting mobile remote assets) arena would like to share its perspective on common denominators across the industry verticals, as they seem to be repetitive in nature and keeping organizations from recognizing true business investments (ROI) of connecting remote systems.
1) A key to repeated failures of many initiatives is formation of the wrong teams. In the Supply Chain 2 E or online business transition, while consulting with some fortune 100 companies, we realized the key difference between successful and failed initiatives was the formation of teams to run/initiate these strategic projects from day one. Hence we came out with a role based competency model called Digital Organization or e-organization which could help executives pick teams right first time. Fast forward eight years to today, when we see these same mistakes being repeated. Successful Implementation of strategic initiatives in Connecting your Enterprise to remote assets requires a team with a mix of members from the right disciplines and roles like Strategy, Operations, and IT and often we do not see any projects that have the right mix of this skill or if anyone even thinks about it.
What happens in this scenario? The team hires big consulting firms (no one gets fired hiring big brand name consultants) or consultants they already have worked with in the past (friends) and downfall begins.
2) IT never to date, understand appreciates 100% of field/operations in their company and operations/field never understands 100% of IT. This is a classic gap which adds to failure of many projects which otherwise could have been a grand success. Operations/IT traditionally had fine lines drawn, which unfortunately today are blurring. Hence IT teams must assume a broader role and get their hands dirty just like field/ops to earn mutual respect and work toward a common goal.
3) Connecting the remote asset to enterprise is assumed to be just another project which can leverage everything we already have in the back end.
4) Thinking of M2M (Machine to Machine)/Asset to Enterprise benefits around 1 of 3 dimensions only vs. all 3 and how evolving solutions will impact all (i.e. Business/Operations and Technology).
5) Trying to leverage what products/solutions we already are comfortable with, by dressing it up and calling them new strategic initiatives. New ways of thinking require new approaches, period. Please note we are not saying let’s throw away all that we invested in, what we are saying is lets leverage older systems and be open to new thoughts.
6) This point is especially true for larger companies…same goals but running too many different competing projects at the same time called Initiative Gridlock.
Some companies had seen the above mistakes and did a very clever thing. They pulled change agents from within the company and these agents were put on maximum two new strategic initiatives bypassing every policy/procedure to recognize quick victories or tweak as necessary. Otherwise these policies which must be followed in a typical large organization at low speeds thanks to regular systems. These changes were then tasked to rapidly cascade the changes to all employees to boost the engagement, anticipate and diffuse post launch blues, midcourse confidence, and the presumption of perpetual motion.
The result is launching clever products faster and making huge profits from them and giving competition a run for their money.