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.

The Industry economy in the coming days will create a financial realisation called autonomics – unlocking the potentials of robots that are being conceived and driven towards this direction. 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….