
How to Avoid the Digital Transformation Technology Trap
Analytics and the Industrial IoT (Internet of Things) are key competencies for digital transformation, and industrial entrepreneurs are leveraging them to gain a competitive advantage
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CIO Applications Europe | Thursday, July 29, 2021

Analytics and the Industrial IoT (Internet of Things) are key competencies for digital transformation, and industrial entrepreneurs are leveraging them to gain a competitive advantage.
Fremont, CA: In a world increasingly distinguished by digital economies and disruption, every market disruption exponentially broadens the business agility gap between those organizations that have proved innovative leadership through digital transformation and those that have not. Those who do not transform urgently will have their negative repercussions multiplied to the point of being unsustainable.
Analytics and the Industrial IoT (Internet of Things) are key competencies for digital transformation, and industrial entrepreneurs are leveraging them to gain a competitive advantage. However, scaling issues with these competencies continue to hinder broader use, particularly among operational users, in many industrial businesses. The majority of the concerns are organizational and cultural, despite the fact that they are frequently seen as technology challenges, such as data management restrictions, a lack of skill sets and work cohesion, unexpected costs, and a desire to prevent software-driven organizational upheaval.
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Despite massive resources and commitment to digital transformation, the initiative has not resulted in success. Data is still difficult to obtain, manage, and use. Leaders are perplexed as to how to relate the strategy to execution. Workforce and organizational culture challenges continue to exist. The difficulty in demonstrating return on investment leads to an ongoing cycle of vendor testing. When investments are made, use cases frequently do not scale as expected. The awareness exacerbates these challenges that what works for one use case does not always translate to another that appears to be similar on the surface.
As seen in the diagram above, digital transformation offers numerous opportunities and starting points - plant floor, supply chain, engineering, smart services and products, and so on. The opportunities frequently necessitate a variety of disruptions to existing modes of operation, ranging from the possibility for significant overhauls of company and work processes to wholly new models of consumer connection.
Making sense of these numerous options necessitates some method of filtering decisions on which path(s) to pursue, why, and in what order. When organizations consider the scope of these prospects, a logical line of thought emerges: a technology or group of technologies can be found and purchased to drive all or most parts of the transformation.
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