Internet of Things
Culture builds hurdle to adoption
It is universally acknowledged that adopting new technology, when it is economical, and proven to boost performance, is a good thing. So, why does it often happen so slowly in the case of digital technology? In par t, it has to do with the fast pace of
emerging technology, with some digital technologies not yet capable of working at large scale. However, there is also something else at play, because many mature, robust and affordable digital technologies already exist, yet are still not widely applied. The answer, according to consultancy
resistance. Companies that operate in silos, for instance, are difficult to convince, as the transparency offered by digitalisation threatens working practices. If all data is available, the production manager can see what the maintenance manager is planning, which may lead to disagreement. This may require radical cultural change: it may need somebody to oversee how the data is used, for instance, but could also shift decision making further down the chain. Other customers say they struggle with ‘too
their advice is available in real time. While the hardware itself is vital in gathering
and crunching the data, it is the remote diagnostic service that ensures optimal performance. Big data is the currency of modern industrial performance, but must be properly interpreted if it is to be of maximum use.
Lack of restrictions
Any organisation, regardless of sector, size or history, can benefit from digitalisation. At the same time, there is no age restriction: while digital technology is young, it is often embraced by experienced engineers, who see that it can deliver what they could previously only dream about. This makes it an issue of mentality, rather than age. However, as with any new concept, there is likely to be
much data’, and hate the thought of being burdened with ‘any more computer screens’. However, it is likely that they have not considered why they need the extra data, or how they will use it, and have simply added more sensors because they felt under the need to digitise. Rather than taking this approach, it is better for customers to go through a process audit. This is because process knowledge and data are vital in order to understand how a machine is working, and how its performance might be improved. The computer screens problem can be easily
solved by ensuring that user interfaces only show the most critical information: one example is with the SKF QuickCollect sensor, which can display huge amounts of information but is designed to show only what the customer requires. No matter how it is approached,
implementing a digitalisation strategy is never going to be simple. However, going in with a plan, that suits the company’s specific needs, is vital. In its report, McKinsey says that taking a holistic approach, which considers the fundamentals of an organisation as much as technology-related factors, can help companies leap the hurdles that stand between pilot success and wider digital implementation.
SKF
www.skf.com
Capgemini Invent, is that the barrier to adoption is not technical, but cultural. In a survey of more than 1,700 business leaders, it found that almost two-thirds of respondents (62 per cent) said that their own corporate culture was the main hurdle to digital transformation. Of course, fear of the new is common:
for all its benefits, the ‘digital’ world requires new working practices, with many new tools; staff may fear a loss of autonomy; and increased transparency brings increased accountability, when things go wrong. And, says Capgemini, the mechanical
and plant engineering sectors are generally late adopters in creating true digital cultures. Because, while engineering is more comfor table than other sectors about adopting technological advances, it often pays too little attention to the human side of digitalisation. “The discipline of engineering focuses
strongly on the technical side of its products and services,” says Yvette Zzauer of Capgemini Invent. “This impacts the corporate culture, which tends to be more technology than human-centred.” For tunately, there are ways for
companies to promote cultural change and move towards a digital culture. For instance, rather than implementing
a huge, top-down programme, where digitalisation is introduced in a single, all- encompassing operation, it makes sense to star t small and involve employees in the whole process. Smaller initiatives can be tested and trialled, then rolled out to the wider organisation. This stepwise approach helps to ensure that any digital transformation fits with an organisation’s strategy and structures.
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May 2019 Instrumentation Monthly
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