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Go Mercedes, and Leave the Driving to IoE

As they speed through the clouds, most air travelers are comfortable knowing that their pilot is not actually bothering to fly the plane. On the open highway, however, it may be harder to accept truck drivers who take their hands off the wheel to text, watch movies, or gaze at the scenery as it rolls lazily by.

Yet self-driving trucks could become a common sight in coming years. One company at the forefront of this technology is Daimler’s Mercedes-Benz brand. Recently, the company demonstrated its “Future Truck 2025” concept, with a modified vehicle that cruised down the autobahn at a top speed of 53 MPH. The driver was able to switch at will between manual control and the automated Highway Pilot system,.

I see the Highway Pilot as an exciting example of how the Internet of Everything (IoE) connects the unconnected. Using a convergence of innovations that leverage Wi-Fi, data analytics, radar, GPS, and stereo video sensors, Highway Pilot steers the truck, senses other vehicles, and maintains the most efficient speed and route.  IN the process, it enables a whole new technology platform and business model. After all, many countries face a shortage of truck drivers; and fuel consumption issues and safety concerns persist — especially on long, grueling hauls.

I see the self-driving truck Read More »

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Field Support for New Workers with Mobile video Collaboration – Wherever They Are

Holding onto “Tribal Knowledge”

Recent data from the Department of Energy (DOE) indicates that approximately 60% of electric utility workers will be eligible for retirement in the next five years. The impending loss of the most skilled and knowledgeable workers in the industry has put many utility companies on red alert.  This potential workforce crisis means that companies have just a few years to transfer what’s often referred to as, “Tribal Knowledge” from those retiring to those who will have to fill their shoes.

Many utility workers hold positions within their companies for nearly 30 years, so one can easily imagine the amount of intangible knowledge and varying experiences that each worker has. What companies really need is a way to tap into the experienced worker’s knowledge while traveling in the field.  Better yet, they would like to find a way to limit travel in the field; traveling hundreds of miles to analyze and solve problems poses its own set of risks, from driving hazards to on the job injuries. When something goes wrong on the grid, lives are at risk.

Challenges in the Field

Much of the information and knowledge needed by today’s utility worker is stored in a computer or in the cloud, and is not accessible in the field by the organization’s workers. Because of this, institutional knowledge and expertise decreases. Many companies today are purchasing collaboration solutions, including web meeting software, video and Internet-based phone systems. This package is intended to upgrade collaboration across business units, address the issues of lost tribal knowledge, increase workforce effectiveness and manage company priorities arising from their aging workforce. Challenges faced include a slow, sub-optimal rollout plan, forced by lower company revenues. Analysis points to automation of capture and storage of knowledge, utilities could take advantage of their expert employee’s skills and leverage their knowledge for less experienced workers in the field, thereby giving a good return on investment for early deployment of mobile collaboration.

There are three immediate problems to resolve: access to Tribal Knowledge, better utilization of experts for training, and improving safety for the mobile workforce traveling in the field.  Companies remind us on a regular basis that training a utility lineman can take 10 years or more – and the average age of the current power lineman workforce is 47-years-old.  Utilities are also focusing on retention of younger employees, who are generally more technologically savvy and who expect work access to tools they use outside the workplace, like smart phones and other wireless technologies.  In fact, new or younger workers prefer to work in an area with new technology. Mobile devices such as smart phones and ruggedized tablets can be especially useful in the field where workers can get access to advice from experts in real-time or even start a meeting -- all to create increase access to institutional knowledge.

One component of Cisco’s solution is expert locator software. Employees such as line workers and technicians would have the ability to be connected anytime or anywhere via a five-product Enterprise Collaboration solution: Expert Locator, IP call control with video IP phones, web meeting (Webex), an immersive video solution (TelePresence) and ruggedized mobile video (Librestream Onsight).

New technology can change the way utilities conduct business

Workers would use mobile video in the field to show details of problems to experts throughout the company, senior workers could provide advice and support for repair of damaged equipment in the field without having to travel to the field. Experts can also quickly convene and escalate meetings to resolve a problem via the web and Telepresence. If a worker is on-site and there are challenges with a device, the worker can start a meeting, have the ability to share and give/get advice in real-time. Because of this, repair times go down while safety goes up.

How can Cisco help your organization support new collaboration and create a mobile workforce? Find out more by visiting our solutions page and share your thoughts in the comments section below.

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Your Next Great Idea? It Could Come from the Guy with the Mop

In the Internet of Everything (IoE) economy, innovation is the name of the game.

IoE demands constant innovation and to keep pace companies must access creativity wherever it may arise. According to The Wall Street Journal, more than 34 percent of today’s workforce comes from outside our organization, and their fresh perspective can support innovation. Indeed, cross-pollination of industries is a key to innovation.

This scenario was illustrated in the below story shared by physicist David Matheson last week at the Frost & Sullivan’s GIL 2014: Silicon Valley conference, which I was honored to attend as a presenter.

A Futurist Perspective from Joseph M Bradley

 

Decades ago, a group of engineers were working late in the research lab run by their Silicon Valley employer when they noticed a cleaning man doodling his way through a dinner break. But these weren’t just ordinary doodles. The man had enormous artistic talent. Just the sort of talent the engineers — and the company — needed to depict their technology solutions on the printed page.

Excited at their discovery, the engineers rushed to their bosses the next day Read More »

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The Digital Renaissance Is Here. Is Your Company’s Culture Ready?

Sooner or later we all feel like throwing up our hands and cursing the complexity of modern life. But while technology may seem the chief culprit in making things unmanageable, it is also the ultimate solution to complexity.

In the Internet of Everything (IoE) era, it is particularly important for business leaders to understand the power of technology to simplify our lives and support JBradleySAPinformed decision making. And this was a core theme at Sapphire Now 2014, an event in Orlando, Fla., that I was privileged to attend last week.

By using network technology to integrate people, process, data, and things, IoE counters complexity in unprecedented ways. In a city, this can involve something as simple as cutting the time it takes to find a (connected) parking space. Or IoE technologies can scale up to reroute traffic lights; for example, to head-off highway backups before, during, and after a large event.

In a brick-and-mortar retail setting (a key area of discussion at Sapphire Now), IoE can alleviate the complexity of managing customers, staffing, and products. With data from multiple sources comes heightened, real-time awareness, empowering managers to react faster than ever. For example, they can then stock shelves and reorganize staff in response to constantly changing levels of demand. With predictive analytics they can even respond before a customer rush begins.

The idea of hyper-aware, real-time decision-making resonated during a Sapphire Now panel discussion titled Thrive in the Digital Networks of the New Economy. I was honored to share the panel with such luminaries as Erik Brynjolfsson of MIT; Michael Chui of McKinsey Global Institute; and Jai Shekhawat, Deepak Krishnamurthy, and Vivek Bapat of SAP. And there was much discussion on the impact of bad decisions on failed organizations. Which is why we all take such an interest in technology that enables good ones.

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As Technology Changes ‘Everything,’ Don’t Forget About People

In a constantly changing world, getting the right talent focused on the most pressing challenges is essential — not just for companies, but for service providers, cities, and countries.

Today, the key driver of that rapid change is technology, particularly the explosion in connectivity known as the Internet of Everything (IoE). Cisco predicts that IoE will have connected 50 billion “things” by 2020, compared to 10 billion today. But for all the talk of things, IoE is not just about embedding sensors in shoes, jet engines, refrigerators, and shopping carts. The true opportunity arises when people, process, data, and things are connected in startling new ways.

In such an environment, collaboration is critical. Indeed, IoE-related innovations have the potential to improve and transform our world in profound ways. But no one company can solve these challenges. They will require partnerships and the open sharing of ideas and talent.

Technology companies, in particular, will need to change the ways in which they utilize their talent. For many decades, there was one way to access talent — by hiring it. Today, workforces are flexible and may be spread across time zones and continents. Knowledge workers still contribute as employees on company payrolls, of course. But increasingly, they are just as likely to collaborate on a specific project as partners or as subject-matter experts sharing knowledge within cross-functional or cross-industry groups.

That is why I feel so strongly about a recent out-of-court settlement in Silicon Valley regarding the free flow of talent from one organization to another. Apple, Google, Intel, and Adobe agreed to pay more than $300 million to 64,000 engineers who claimed that the companies’ hiring policies were hindering their career paths and access to higher salaries.

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