the industrialist dilemma: how market-leading companies
TRANSCRIPT
The Industrialist Dilemma:How Market-leading Companies Face the Challenge of Digital Product Development
Jim VanderMey
Chief Innovation Officer and Co-Founder10/24/19
Download the Presentation Deck:
O S T U S A . C O M / M D M
Enter your information on the page and be entered to win an Amazon Echo.
Changing how the world connects. Together.
!"#$%&'()*+),$-$./01/&23.#
The IoT
Deep insights driven by a direct relationship with the thing or the user of the thing. The ability to connect the previously unconnected aspects of work and life to provide new value.
!"#$%&'()*+),$-$./01/&23.#
The head of innovation and digital tech, along with the hospital CIO shared this concept with me (which seemed seasonally appropriate). This is their fear of the digital healthcare disruptor that removes margin from the end-to-end system.
Moving to consumption pricing, ____ as a Service, or auto-replenishment all made possible through device-generated data.
(We have four in-stage projects specifically designed to enable this right now)
!"
Channel Danger
Across markets and products (garage doors, lawn care, furniture, trucks, surgical equipment, heavy machinery, etc.) The legacy ecosystem of sales and channel may not be aligned to an organization's new digital strategies and capabilities.
!!
#$$%&'((#)*+,*-(."!/(!!($#01%*,)203145$#120-678107,&8&$03&
!"#$%&'()*+),$-$./01/&23.#
The IoT
Deep insights driven by a direct relationship with the thing or the user of the thing. The ability to connect the previously unconnected aspects of work and life to provide new value.
Additional Channel Danger
When a new channel is necessary to support the new capabilities.
And, when the existing channel and sales teams are threatened by the direct relationship with the consumer, and what if visibility through data empowers the buyer?
!9
#$$%&'((#)*+,*-(."!/(!!($#01%*,)203145$#120-678107,&8&$03&
Launch PointsValue Props for the Personal Health and Consumer IoT (a review of 382 products)
1. You optimize my time
2. You optimize my cost
3. You optimize my use of resources (green aspirations)
4. You create security
5. You reduce complexity (simplify)
6. You increase reliability
7. You create a more engaging experience
8. You provide insights or data that I can use to improve my performance or improve my health
9. You engage the hobbyist/enthusiast/tinkerer
10. You provide for a new buying model
11. You provide a way for me to communicate my condition through data, along with a nudge towards health
OST’s developers and solution architects turn into people that understand the business case. That’s the difference.
Jeff KwiatkowskiPlatform Manager, Johnson Controls, Inc
Through the analytics program, created with OST, JCI is able to offer solutions that go beyond selling and servicing equipment. The program has proved an easy way to visualize and report data collected. Now that patterns are quick to show themselves, resources are spent in much smarter ways.
Across Industries the Results are remarkably consistent:
!:
; Better maintenance of the thing for improved reliability.
; Better utilization of assets across the fleet.
; Better allocation of capital (not too lean, not too many)
; Service and Asset Tracking; New buying models; Better experiences for the end-
users
Four Themes : Adoption vs Acquisition in HealthcareApps, AI, IoT, and Analytics
Does the platform you’re building
allow you to ingest the data and
analyze it at scale?
What experience are
you creating for the user?
Collecting data generated by the
patient or the device is not
enough. Knowing how it is being
used can identify the behavior
impact or technical
impediments.
Is the content, output, or
recommendations integrated into the
existing workflows in order to engender trust and support
strong clinician engagement?
CDS for example
! . 9 <
This is happening in San Diego:Personal EGG
https://www.nature.com/articles/s41598-018-23302-9
Lessons from the personal ElectrogastrogramWorkflow, Behavior, Data Acquisition and Compensation
; They put physicians in the center (HIL) for the sake of clinical decision making, liability and billing.
; Data sets are clearly not going to represented in structured data within the EHR
; Processing the data is managed in the cloud as a SaaS model, data acquisition is a key part of the device and commercialization strategy
; Results come back as document images.
From OST direct engagement with Todd Coleman, UCSD GI Innovation Group
The Value of Software is Scalability.Duplicate effort negates the essential value of software.
New Services: Integrated Once and Done!(EHR Integration, Voice Integration, APIs for third-party
integration, security testing, etc.)
Scalability = Platform Value
The Value of a Platform
When you have a common set of consumers, and you want to create a common user experience, you have to leverage a common platform. Design templates alone are not enough (user registration, security, customer identification, asset history, contact information, etc.)
The Value of Software is Scalability.Duplicate effort negates the essential value of software.
Platforms, Gateways, Cloud Infrastructure and Security are viewed as a shared service and funded independently
of projects/products.Is the platform able to support the second customer or
product?
The Platform is Funded
Are you prepared to have a Digital Supply Chain?
At a recent Global Supplier conference for a device manufacturer, OST was in the room with fifteen companies (contract manufacturing, plastics, electronics, components, etc.) and we are a digital enablement company. What does that mean?
.=
There is a definite progression in organizational maturity for companies developing Connected Products.
Digital Awareness
Smart Connected Products
Service-Oriented Enterprise
Thinking in Service Systems
The Data-Driven Enterprise
OST’s Connected Products Maturity Model
WHERE ARE WE?
WHERE DO WE NEED TO BE?
The maturity model approach recognizes that there are a set of progressive, mutually interdependent and reinforcing capabilities within an enterprise that lead to success.
That don’t need all be done all at once. One step in one capability may be all that is needed.
"
!
.
9
<
=>$*6$0-8?@0A02,%30B$
CDD0*5B-?$,?$#0?EF&$,30*
G,4?>36*$?5&?$#0?H*,IF7$J
E,3%2030B$6*8?KL?E6%6)525$8
@5-5$62?>F%%28?E#65B
>$*F7$F*62?C*-6B5M6$5,B
H*,70&&?C*-6B5M6$5,B
E,3%0$0B750&
NO%0*50B70?@0&5-B
KBB,A6$5,B?EF2$F*0
P6I6*?E#6*$?D,*?E,BB07$0I?H*,IF7$?Q6$F*5$8?R5&F625M6$5,B?
This is an organization-wide initiative. Intensely Collaborative. The Existing Processes are an Obstacle.
IoT projects in medical product companies requires fundamental reorientation around new product development models
Can you learn to iterate?
Managing multiple swim lanes with different development lead times, regulatory and compliance, groups, agile methods, milestones, stage gates, etc.
And, as a digital product, it is never done.
Download the Presentation Deck:
O S T U S A . C O M / M D M
Enter your information on the page and be entered to win an Amazon Echo.
The Industrialist Dilemma:How Market-leading Companies Face the Challenge of Digital Product Development
Jim VanderMey
Chief Innovation Officer and Co-Founder10/24/19