Sustainability in the Digital World: Do’s and Don’ts

By Sairam Bollapragada

While the entire humankind is going ga-ga over the word Digital, there still seems to be much struggle around organizations in creating a Digital transformation blueprint/value and adopting the same quickly.

This note is an attempt to bring to table salient features of becoming Digital relevant in true spirit and deeds. Let us take the points, one after the other:

  1. Goals and Objectives: An Organization should ask itself if they have a dossier which explains to all its employees what Digital means to their business. It is not mandatory that all aspects of Digital should mean something to you. Pick the relevant ones which are critical to your business and get started on the transformational journey.

 

Organizations should get aligned to their clients (both current and potential) on how they can leverage your Digital capabilities to strike a chord with the digital needs of their clients as well. Hence the sales teams should understand the needs and current capability. In fact they should be the first agents of the change to bring to table the digital market needs and hence what we need to nourish as capability.

 

The upskilling is the next most important action. Since the entire demand is moving towards Digital, your upskilling plays a strategic role. The two cannot be misaligned considering even the short term requirements.

 

  1. Adaptability: Your strength to react to the changes in market demand is very critical if you need to be seen as the early adopters in the market . Understanding the market conditions and demand fast, acting to invest in a skilled workforce faster and be the first implementers is essence – which all sums up to reflect on how Agile you are as an organization. You may have to ruthlessly clear the clutter or legacy clingers who can become a challenge to the road to transformation. This will also help your perception in the market and make your sales teams to approach the market with that much more confidence. Unless you up your risk antennas, the conviction will be missing in your commitments. The challenges are greatest learning tools which prepare you to handle bigger commitments. Hence create a risk taking culture that thrives on innovation and experiments.

 

  1. Change Management needs to be carefully crafted out of a network of sources which should become your strongest source of drivers in enhancing your objectives of Digital transformation. Change. When inevitable has to bring in objectivity to avoid chaos. In the Digital space, it pays you richly through both internal and external partnerships. Co-creation is a critical component of this Change process. Please refer my earlier blog: https://itservicesdelivery.wordpress.com/2016/12/05/digital-transformation-looking-outside-for-a-change-agent/

 

  1. Congenial Work Environ: The culture of clinging and hugging often seen as threat to change, is led by folks who don’t want things to change as it reflects their insecure mind-set. Millennials must be provided a platform to bring in fresh ideas through their out of box creative minds. They don’t carry any baggage and hence you can almost always expect a fresh bag of ideas. Once you encourage such an environment, ideas will flow automatically. Let the owners of execution incubate these ideas and convert them into compelling propositions for their clientele. The more fresh ideas you take to clients, the more your probability as being perceived as a leader in the space. Remember perception management is also very critical across the ecospace. Strategic initiatives cannot be allowed to be held ransom to the feudal mind sets of folks obsessed with large teams. The question then to them is – how would you embrace the upcoming digital twins in your workforce.

 

  1. Focussed Teamwork aligned to Objectives: In the services business of annuity, we seem to understand a lot about value creation. We try and demonstrate through our PIPs (productivity improvements), CoD (Cost Of Delivery), etc. However, with the advent of Digital and Automation, the client’s expectations have gone exponentially wild compelling all service providers to think radically different. Hence the above point 4 holds that much more water. Most persons facing the client needs to come across as your digital brand ambassadors (if not all). The approaches you position to the clients should prove your thought leadership. Often the rift between what is sold and what is delivered leaves a bad taste with the clients. This is a true reflection of what lack of orchestration within the teams. Hence your need to align all the teams to speak one language of offerings-capabilities-capacities to establish credibility.

 

Last but not the least, every Digital customer is looking for uniqueness in the solution being delivered. So please be very cautious before you replay a plethora of offerings while you showcase your might.

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Real Time Supply Chain Analytics

Real Time Supply Chain Analytics

By Sairam Bollapragada & Rajesh Mohandas

Supply chain managers have seen increasing challenges to create, and keep, efficient and effective supply chain methods, Customer Service, Operating Cost Control, Planning and Risk Management, Inventory Control, GTM Speed, Supplier / Partner relationship management, Green Supply Chain and Talent (Resources) are a few burring issues that are on the top of the charts that burn the midnight oil. A survey by McKinsey says the companies who have already engaged in leveraging Digital Technologies have managed key trade-offs on barriers to better performance : raising risk, lack of collaboration and low CEO involvement.

The fall of this decade has seen major shift in the supply demand dynamics, the traditional supply chain solutions are not equipped to handle complex scenarios due to lack of visibility. There is a competitive demand for real-time responsiveness which can be addressed by the combination of Data Science and Emerging Technologies connecting customer service with Social and Mobile platforms that are cloud enabled on one hand and strengthening visibility into operations with IOT based real-time analytics. The icing on the cake is emergence of machine learning which is all set to address the tactical challenges and give signature ready recommendations for decision makers to gain maximum mileage.

Supply chain management will gradually be disrupted by the rising adoption of IoT and advanced analytics.  The challenge faced by the supply chain practitioners and players is inability to take advantage of technology to the fullest extent while they are trying to simultaneously integrate their supply chain systems across a much wider range of information sources due to lack of 360 degree view of both business and customer.

  1. Strategic Planning: The very first component of the supply chain, Strategic Planning, comprises of Strategic supply design and Strategic sourcing. Here real time analytics can be used for Supply Chain alert monitoring and the insights will flow into Long term planning, Bid Management, Contract management, Catalogue management and Source determination, real time information can be accessed by decision makers that are geographically dispersed to take collaborative decision on a cloud enabled mobile application. 
  2. Demand Planning: The Next component of the supply-chain value stream is Demand Planning the three crucial capabilities here are Forecasting, Promotions and Demand Consensus. Advanced real-time analytics help with Macro calculations and planning bill of materials leading to collaborative demand planning and characteristic based forecasting.
  3.  Supply Planning: The heartbeat for any supply chain is the supply planning which comprises of capabilities like Safety stock planning, supply network and outsourcing decisions, Distribution planning, Customer and Supplier collaboration. The best component in the value chain where Emerging technologies can be used with the fullest potential is here, the power of cloud enabled CRM systems and Communities connecting the enterprise giving a 360 degree view to the entire ecosystem including the suppliers, customers, partners and the enterprise following with the power of advanced analytics and big data enabled deep learning algorithms come handy. Some examples where one can leverage advanced real-time analytics are in the area of multi-level supply demand matching, whereas the artificial intelligence neural network algorithms can be plugged into supply network planning.

Procurement, Warehousing and Order Fulfilments are three equally crucial parts of the supply chain operations that are interlinked and often become bottleneck in the supply chain due to lack of visibility. In a connected supply chain environment the intelligent algorithms need to be plugged in here such that all three areas are interconnected and all repetitive processes can be automated through RPA, what with NLP loaded Analytics providing intelligence and insight into the process.

4. Transportation: The last component of the value chain is Transportation. Often the biggest complaint from the players of supply chain is “Visibility to the Tail”. This is already being accomplished by real time analytics, bringing in a predictive model that combines features like load consolidation, intelligent route optimization, carrier selection and shipment trending which are few elements of the Transport planning while the Transport execution can feed in data from the shipping interfaces capable of distance determination services. The last inputs come from the freight-costing component that strengthens the predictive model and the machine learning algorithm continuously churns the data and gives real-time insights for both strategists and operations.

Hence, Analytics working in tandem with Cloud, Mobility, and AI, can play a very critical role to bring in great value add to the Real Time Supply Chain scenarios for all those who embrace and leverage. This is even more critical with markets moving towards a more C2C value chain where the customer experience and expectations are fast changing. Retailers, Warehouses, Suppliers, Logistics, and all the agents in the Supply Chain have to work in an orchestrated mode need to be on their toes to remain competitive and relevant to the market expectations.

VUCA in Digital Manufacturing

By Sairam Bollapragada Sairam & Rajesh Mohandas

In our first part of this series Digital in a VUCA World we walked thru various facets of Digital being impacted, the first paper was domain agnostic and we will today focus on the impact of VUCA on DIGITAL MANUFACTURING!

 

Manufacturing roughly contributes to 1/3rd of the global GDP as per the world bank figures and approximately 10% of the global workforce is directly employed by manufacturing companies. The “Multiplier Effect” brings in nearly 37% of the entire global workforce is indirectly connected with manufacturing sector as per the Forbes. Compared to that of discrete manufacturing there is more technology penetration and today the emergence of Digital and Adaptive manufacturing has clearly redefined this prone-to-be disrupted sector, adding predictability, efficiency, effectiveness and above all cost optimization with improved productivity as challenges.

 

VUCA conflates four distinct types of challenges that demand four distinct types of responses; the need of the hour for companies during an economic downturn is business developers and not problem solvers or better a combination of the two.

 

Along with VUCA came the concept of working world 4.0. Derived from industry 4.0, the fourth industrial revolution, it names its immense and rapidly spreading impacts on many areas of work and life. It changes the way we communicate, get and read information and prepare decisions. The special feature of Industry 4.0 is networked manufacturing, i.e. the further development of digitisation through emerging technologies…

 

ART OF THE POSSIBLE in the VUCA world for manufacturing sectors leveraging Digital …

 

Volatility: The Manufacturers are increasingly becoming aware of the fact that to alter their manufacturing strategies face the raising volatility. One has to firstly understand the volatility exposure and assess how agile are internal business processes, the business operations and at least 75% knowledge about the customers customer in all three B2B, B2C and C2C markets.

 

Manufacturers are under constant pressure of continuously improving QPM, especially in the fluctuating market demand irrespective of the magnitude. One bad product and the digital reach being so large and quick, it can dent your credibility.

 

Big Data with Predictive analytics and bots leveraging machine-learning algorithms will bring in mechanisms to tackle volatility and hence automate a large chunk of the manufacturing process.

 

Uncertainty: The manufacturing sector has lived thru multiple uncertain eras and has indeed mastered the art of change management, in the digital world the same can be replicated with “USE-PREPARE-FOCUS-FIND” cycle

 

  • USE : use Data: Knowledge – Process – Technology, to arrive at strong data analytics platforms to predict and handle uncertainty. Data lakes can help drive multiple inferences and leverage on historical information. The shift to Virtual prototyping, IoT based surface modelling QAC, Sheet metal design, CAPP, AR based marketing, process simulation, are all areas that need to be understood well.

 

  • PREPARE: be well prepared to tackle situations raising out of events unknown, with digital technology like cognitive computing, neural networks, artificial intelligence algorithms etc. to speed up effective decision making capabilities with a “First – to – Market” objective. Prepare well to use tools like SAMCEF, NASTRAN, ABAQUS (to name a few), etc. for FEA, embedded M2M based information analytics, Connected Device Platforms (CDP), AEP, etc. You need to move fast and as much to Intelligent Manufacturing.

 

  • FOCUS: The market is shifting towards customer specific demand fulfilment, hence analytics, cognitive computing and plethora of such tools available can help you focus on very specialized “M2C – Manufacturer to Customer” markets – hence the agility and reach. Continuously focus to improve the PLM, from conception to service and disposal.
  • FIND: the digital marketing and media provides platforms for very fast feedback which can be leveraged catalytically to improve the products and build variants, thus maximizing footprint.

 

Complexity: Looking the way Digital Manufacturing is being challenged, the four influencing factors are:

  1. optimized resource usage,
  2. shortened lead times,
  3. personalized fit-to-purpose manufacturing,
  4. increased (squeezed?) productivity

(refer https://itservicesdelivery.wordpress.com/2016/05/05/digital-manufacturing-through-industrie-4-0-2/)

 

The complexity in the Digital Manufacturing space is predominantly, due to the fact, that manufacturing is shifting focus from pure play product philosophy to Product & Services philosophy. Hence, the challenge shifts to balancing maintenance with production.

 

Ambiguity:  

Haze in vision to the roadmap on how technologies can better your product or services can be a killer. You need to have a dynamic strategy which keeps refreshing its goals every 6 months to a year. 64% of the leadership time is being spent on articulating shared vision as per a CII-EY report.

 

Any organization unclear of the path it wants to tread to embrace technological advances to transform itself, will not be kindly treated by the market demands and especially in Manufacturing segment. In fact, the Industry 4.0 is exactly about that. 27% of the so-called $19 Trillion Digital economy is due to the manufacturing sector.  Hence in this ambiguity (though not a choice anymore), crafting out leadership opportunities can be indeed be an opportunity.

 

 

Manufacturers, with so much at stake, simply can chose either to run the race or to become legacy as they are challenged every day to the field by new and modern entrepreneurs who are coming up with some very interesting and disruptive innovations continuously shifting the co-ordinates to newer business parameters. The VUCA in DM is all of that – to be strategized and attacked in a truly multi-pronged approach.

 

VUCA in the Digital world!!

VUCA in the Digital world!!

By Sairam Bollapragada & Rajesh Mohandas

Across the globe, all are now connected in unprecedented ways. This is both a boon and a bane, where we live in an era that is transforming and setting stage for the next revolution. Times when we were disconnected and every country operated in silo the challenges were limited to the internal affairs and the near border conflicts only.

With technological advances where today we look at a bright and secured future on one hand, on the other hand the unrest continues and is growing bigger day by day, conflicts, civil unrest, terrorism, ransom ware, cyber crimes, etc… are now integrated into our daily life.

The digital reality is shaking up some of the beliefs and compelling us to move to a more knowledgeable IT economy what with automation and AI which were limited to books, have finally come to the open challenging how that can transform every space of the life. Soon all white-space is expected to be filled with cognitive behavior and techniques. Automation is forcing re-wiring of skills for many of the IT workforce (read : https://itservicesdelivery.wordpress.com/2016/04/11/the-digital-era-learner-re-wiring-your-skills/ ) spelling end of the careers if not done.

Hence one can relate to the 4 key parameters of VUCA : Volatility, Uncertainty, Complexity and Ambiguity. Each of these factors are challenging the order of the day stuff and hence the need to cope with the same in the turbulent times.

The compounded problem statement with external influencing factors from market pressures, competition, shareholder expectations, stakeholders, are strong indicators, to the fact that the leaders will need to be hard wired to resilience.

The role of the leaders managing workforce, will be crucial and critical in shaping the digital future of any organization.  Most of the requirements to support a digital environment are not about the technology per se, but it is also about creating the environment to re-skill, create flexibility to be agile, adopt to changing demands, and groom the right talent for a safe digital future.

Let’s take each of the parameter at a time to see what it means in Digital world:

(V) Volatility: The nature and Dynamics of change that is blowing across the landscape mandates catalysts to adopt to these changes. The legacy of efficiency and productivity will no longer continued business anymore. Disruptive innovations are indeed unsettling dominant industries in today’s world. Hence the times call for compulsive innovation and a drift away from SOPs.

U (Uncertainity): This is a factor which reflects the lack of predictability and many surprises. Another indicator of this is the refusal of the current technology wave to move easily beyond the labs. The ever-experimenting mind-set is also reflecting that the solutions themselves are prone to obsolescence, from the very moment they are conceived with high degree of unpredictability.

( C)Complexity:  Multiple parameters built into the character of the issue spells complexity – be it chaos or confusion-led issues.

Complexity can also reflect multiple influencing factors which can unsettle easily. Complexity is good or bad depending on your strategy. Having a bullet proof strategy is impossible – nevertheless one should have a solid strategy to counter complexities and challenge the same.  Even if it comes with short expiry date (2 years) you should have one.

Digital space is getting more and more complex with each passing day rolling out a new platform, new innovations coming to light, new solutions offered, disruptive models coming to life, etc. Hence to deal with all these changes, a strategy for managing this change is mandatory and thus the

(A)Ambiguity : The fact that we only know 40% of how technology will fold into the lives and markets as an influencer, is a true reflection of haze in the Digital space. This then raises the question of business risk, which is quite a reality today.

At various levels of an organization, there are ambiguities relating to progression and growth, whether at organization level or career levels of professionals.  Except for the lexical meaning of the Strategic and Tactical approaches, the lines are thinning out.

Volatility, Uncertainty, Complexity and Ambiguity will continue to exist but what leaders today can do is to play a vital role and attempt to control the levers by moving in to a Hyperawareness zone of informed decision-making, and fast execution. Winning in the Digital Vortex is not just about algorithms, architectures or innovative business models; it requires organizational change and workforce transformation. And successful transformation is enabled by a company’s digital business agility, building on the fact that people are an organization’s most important asset. Hence, everybody is but compelled to think on the forward thinking strategies to adopt to the Digital VUCA scenarios….

The THREE “R”s as outcomes of Automation!!

The THREE “R”s as outcomes of Automation!!

By Sairam Bollapragada

IT has been predominant for its people and associated costs. People have been the epicenter of all the transformation/automation and the benefits measured have always hovered around the people, the efforts, their packages and associated costs.

These are the days of automation, machine learning, artificial intelligence and introduction of robotics. We are creating digital workforce, in a big way to transform the way we deliver solutions and services today.  Due to cost pressures, many times, evidently the quantitative savings take advantage over the qualitative ones. The more demanding clients do not budge on either.

The bi-modal approach on what you can do better with our existing work in your scope as well as what else you can do with our other work with other vendors is becoming a natural ask by clients. This then creates the platform to compete and who brings what to the table matters. While everybody seems to be selling the concepts and ideas, the rollouts from adoption is slow as indicated by a recent report. Hence, the benefits slowly reflected in the books.

Many a times, the teams are not able to articulate the savings and calculate on how do we arrive at the magical savings number and translate that to dollars. The efforts thus required to deliver the same service with the productivity improvements should lead to benefits that can needs to be captured and reflected.

All the benefits can be thus, categorized into THREE R’s that relate to the people aspect as follows:

  1. R1: Resize: when transformation/automation saves engineering effort and hence the cost of solution/delivery drops, you can release few team members. This resized team can deliver the same volume of work or keeping the same team size can take up more work. In typical annuity projects, one can re-plough the saved effort to create additional work in terms of additional tickets or CRs, either with no drop in revenue or additional revenue.

 

  1. R2: Restructure: while betting big on outcomes of automation, one can expect the productivity of the team as a whole to gain upward momentum. This should lend the capability of the higher end of the pyramid to delegate the some of, if not all their tasks to the lower band teammates. This is a true indicator of productivity improvement.

 

  1. R3: Resite : In all engagements, many times we come across mandatory set of tasks that should be done onsite or at client’s site. Transformations/Automations can also bring in the capability to move those tasks offshore bringing down the cost of solution or engagement. This may add to your bottom lines or you may choose to pass on the benefits to the clients. Whichever way, more presence of tasks at offshore has always been a strong indicator of confidence levels of delivery as well as capability of the team.

However, when it comes to benefits @ R1 or R2, there is strong feeling that it only leads to job loss. Positively put, it can aso mean the higher band resources can be released (and if they are very capable) where they can be deployed for account mining or/and other transformational consultant roles to demonstrate technical prowess or thought leadership in different areas – both  focused at increasing the footprint from growth standpoint.

If we don’t embrace automation/transformation, somebody else may move your cheese. Till the outcomes hit the financial books, the last mile is not accomplished….so, we must compel ourselves to drive these market-mandated changes, as long as the choice is still with us….

The Need for Intelligent Command Control Center for Robots (IC3R)

By Sairam Bollapragada & Rajesh Mohandas

It is predicted that the industry economy whether IT or non-IT, will go full throttle in the upcoming FY 2017-18 to create a financial realization called autonomics – unlocking the potentials  of robots that are being conceived. Over 2.5 billion people have at least one messaging app installed, within a couple of years that will reach 3.6 billion, about half of humanity. (Source: The Economist) However, the outcomes as suggested by many big market research houses have not been up to the desired expectations. With the things heating up around automation and artificial intelligence/RPA, we can foresee that we will be very soon seeing an increasing need to have some solid controls in place.

Today, the market is focused on Industrial Networks, Industrial Robots, Machine Vision, Control Valves/Devices, Field Instruments, Enclosures and Cables.  Each of these components have an IT and a Non-IT element with technology landscape consisting of SCADA, PLC (Programmable Logic Controllers), PAC (Programmable Automation Controllers), RTU(Remote Terminal Units), DCS (Distributed Control Systems), MES (Manufacturing Execution System), PLM (Product Lifecycle Management), HMI(Human Machine Interface), and above all Safety.

While creating new technical solutions every day and getting excited with it, we are probably too casual on the flip side of the consequences. Lets focus on the negatives for a moment – what if an unmanned vehicle had a bad bug? or what if the programming in the automated manufacturing plants were intercepted/hacked altering the desired behavior or leading to disturbing outcomes?, it can become a nightmare!! For example a recent crash involving Uber Technologies Inc. driverless car suggests autonomous software sometimes takes the same risks as the humans it may one day replace. While we are creating bots at an unprecedented speed and passion, we may also need to secure these advancements through a control mechanism, which will help us to have the desired outcomes, intact. The technological singularity will compel us to start thinking on automatic recovery with deep machine learning capacity.

Hence, are we talking about having a Command Control Mechanism to protect the desired outcomes of all the automated bots whether Soft or hard? The answer is yes. We need to soon develop and establish command control centres for a set of digital work force you want to monitor on a continuous basis to ensure they are aligned to the expected behavior patterns. In fact, there should be a proper set of guidelines issued by the state agencies before allowing any robot to go commercial in the market. The audit and strictures will help control the release of un-certified or Rogue robots. This would be especially true with the craze of smart cities catching up like around the globe. The creation of the digital twin space is also something that must be looked into seriously for potential disruption.

A command control center will help in creating a centralized monitoring service which will track monitor and report the behavior of these bots while positively looking at it, it could also lend performance improvements towards the desired outcomes. What with the introduction of aggressive mind-control technology and Drones we should have a proper access control on this technology based robots. A C3 with an end-to-end visibility across robots with real-time rolling view to help us have a central control of work schedules, job cards, execution, and support for various robotic activities

While the support for high availability/disaster recovery and network load balancing is the intent, the central control mechanism, will be mandated to have a cyber-cop kind of functionality. For example, while monitoring the bunch of UV Cars, suppose an unmanned vehicle on road was malfunctioning, one should have the ability(or create one) to monitor it in real time and stop the functioning of the engine remotely to avoid any major disaster.

A secure central monitoring system laced with analytics, could be enabled through the log base where robots pass on every information pertaining to each activity they are instructed to perform. With this much of an information being logged, one can get a deep insight into the business and the activity patterns being conducted by or through robots. With so much of information at our disposal one can really create a very good analytics use case to understand and comprehend the behavior of these robots as they are unleashed into the market.

The global industrial automation market is extremely fragmented due to the presence of several players in the global market. Some of the leading players operating in the global market are ABB Ltd., FANUC Corporation, Honeywell International Inc., Toshiba Machine Corporation Ltd., Yokogawa Electric Corporation, Emerson Electric Company, General Electric Company, Yaskawa Electric Corporation, Rockwell Automation, Inc., Mitsubishi Electric Corporation, and Voith GmbH.

However, while doing a cherry pick of the best of the lot or robots to make their organizations more productive and efficient, we hope that the focus will begin from creating a solid Intelligent Command Control Center upfront to monitor, maintain, track and continuously do course correction for these disparate bots – soft and hard alike. The industrial control and factory automation is projected to reach USD 153.30 Billion by 2022, at a CAGR of 4.88% during the forecast period and hence the emphasis. The state agencies must work towards evolving policy guidelines within and beyond for all entities looking to employ the automation-Digital bots effectively.

The caging of SMAC/IoT

By Sairam Bollapragada

It was an interesting conversation with one of the industry experienced business colleagues the other day before when this topic of standard service offerings in Digital/SMAC/IoT space was brought up.

It was more to do with the perspective as a business leader where an equal responsibility for this LoB in the organization was emphasized on. The need to create a slew of service offerings to potential clients was getting discussed and the compulsion of pushing hard to get that done on a priority so that business could kick-off quickly.

He also went on to tell me that they looking at hiring an experienced practice/delivery manager (sorry what was that?) who would have delivered a few projects in these areas. On  how he expected this role to be technology + sales + delivery + Architect + Solutioning – all rolled into one.  This was a tipping point when I put forth my views and would like to share the same with all.

SMAC/IoT today is still at a partially nascent stage as just because we have seen a few implementations does not vouch for the maturity of the area. The area will be considered mature or standardized  from software engineering standpoint when we have standardized ‘templated’ ways to :

  1. conduct due-diligence on the ask,
  2. estimation techniques to arrive at the engineering efforts – (which can be quite fragmented due to various components constituting the solution),
  3. arrive at delivery components,
  4. team constitution needed in permutations/combinations to deliver the solution,
  5. testing techniques to be adapted and many more

Assuming one size fits all cannot be more disastrous than in this case.

If we were to take smart city as an example, the entire concept is made up of so many disparate components that still need integration at some point in time to either complete a business process or from governance standpoint. Let us take two components of the smart city – say Smart Care and Retail services. They are from the Healthcare and Retail vertical lines. While Healthcare in itself comes with a huge array of offerings from various healthcare vendors, Retail would also vary in the offerings to the clients (both onsite and online) with various economies of scales and profitability driving their best deals.

In both the above cases, the SMAC/Digital space can help with data analytics, fraud analytics, mobile shopping experience, shoppers behavior analytics, faster or rather real-time claims settlement mechanisms, policy products preferred patterns, targeted customer shopping experience, and the list goes on.

The common areas could be around citizen demographics, the database, the preferences in a particular area, the subscription patterns, customer attrition analytics, etc.

What can be standardized is the interfaces between devices, the data storage mechanisms, PaaS offerings for a service, etc. The other satellite components would need to be glued to create a complete offering. Each offering would then need to be stitched in a specific manner as per the business needs of the customer.  While some of the technology stack can be baselined, what cannot be totally baselined, is the offering types and flavours as each client wants to be different.

The notion clients carry is how can I embrace the next wave of technology and still be ‘Different’. Nobody wants to be a copy-cat unless playing a large catch up game. In the era where we will see more hyper-personalization of products and  offerings, the need to be different is in itself a need which will demand that your plain vanilla offering (if you were to build one) must come stacked with top-up variations which will create several extrapolated offerings in it.

In the world where the competition is growing ferocious by the moment, everybody is in the mood to create the best and fastest and be the first-to-customer, else be ready to get wiped out.

Hence the realization that the rules of the game have changed drastically!!  Digital technologies must drive us to create the experiences driven by what people want – not what we want them to have anymore. They want to create different experiences with the technology and they want to create the best experience which will create a psychological branding!!

Every offering has to be customer-centric and different. While this is so, the critical part of how much and how long also assumes lot of significance..

Engineering efforts for creating these solutions cannot be straight forward affair and we would need to create a conscious mechanism of capturing the requirements meticulously while also suggesting innovative ideas reflecting our thought leadership. The emerging technologies will challenge us with each new tool to develop or enhance a solution. This is like an ever changing foundation which will challenge us to be on our toes and baselining estimates does not seem to be any easier in the near vicinity till we standardize some of the solution components.

Added to all this will be huge demand on security around all these billions of connected devices, openly connected APIs, etc.

In addition, the methodologies for developing these solutions will add additional efforts, leave alone governance. Today it may be limited to a great extend to the IoT Labs and academics, but for a client who is insights-driven, it will need to move beyond that in a matching pace.

At the same time, proactively exploiting these trends can open new horizons in terms of business models, careers, products, services and lifestyle preferences – that are difficult to visualize leave conceptualize by even the most digitally-savvy industry experts.

Hence the efforts to cage the SMAC/IoT engagements into standard offerings, cost, estimation models, at present looks to be an area which needs lot of work if an organization were to offer solutions – else they will only be offering a product each time they try to sell a solution.

So how does one create unique solutions and how does one build collaterals enough to engage new clients? How does one build the basis to capture further requirements? How do clients understand what to buy from whom? How do we size the efforts? How do we compartmentalize various components and create a break down structure to make solutions more a mix and stitch phenomenon? How can we categorize components to make usability in lieu? Many questions that need constant thinking and perseverance to create and build new solutions….