This was originally posted on LinkedIn.
Among industrial companies globally, the momentum behind digital transformation is increasing. It’s no longer an abstract concept or an initiative to address sometime in the future. The digital age is here, the Industrial Internet of Things (IIoT) is powerful and the benefits from creating digital operations are real.
As industrial companies mobilize for the digital age, many are charging line management executives with responsibility for digital industrial transformation in addition to, or as an evolution of, their current position. As they tackle this new endeavor, they wrestle with issues that range from how to govern and fund the transformation to where to apply digital technology for the most impact right now.
If you are an industrial company in the midst of structuring your digital industrial transformation, there are important questions to address, such as:
- Where should digital industrial transformation sit within our organization? Should we have a centralized strategy or allow different divisions to adopt an approach that is in line with their individual markets?
- Should the chief information officer also be the chief digital transformation officer, or should these roles be separate? What skills should a chief digital transformation officer possess and how should the role be resourced and supported?
- How should we develop a capital allocation methodology that estimates the desired level of investment needed to achieve becoming digital?
- How do we balance our investment in digital industrial transformation with the existing, on-going investment needs of our individual divisions?
From an operations perspective, examples abound of companies driving machine reliability and resource productivity from digitizing processes. To be sure, these are important foundational opportunities to capture. As you do so, remember that digitalization is an ongoing journey and can have widespread impact beyond immediate operational savings.
Here’s one example: the real-time management of jet engines will increase reliability and optimize maintenance. However, it will also change the way that organizations deploy and train their people because employees who are no longer performing routine activities will have more time to focus on high-value activities such as innovation or generation of new insights though data interrogation. As another example, with real-time data and powerful analytics, organizations will be able to respond more swiftly than ever to changing customer demands which can increase customer satisfaction and, more broadly, lead the company to entirely new services and into new industries.