To better understand this definition, we must first break down IoE’s individual components. People: As the Internet evolves toward IoE, we will be connected in more relevant and valuable ways. Today, most people connect to the Internet through their use of devices (such as PCs, tablets, TVs, and smartphones) and social networks such as Facebook. In the future, people will be able to swallow a pill that senses and reports the health of their digestive tract to a doctor over a secure Internet connection. In addition, sensors placed on the skin or sewn into clothing will provide information about a person’s vital signs. According to Gartner, people themselves will become nodes on the Internet, with both static information and a constantly emitting activity system.Process: Process plays an important role in how each of these entities — people, data, and things — works with the others to deliver value in the connected world of IoE. With the correct process, connections become relevant and add value because the right information is delivered to the right person at the right time in the appropriate way. Data: With IoT, devices typically gather data and stream it over the Internet to a central source, where it is analyzed and processed. As the capabilities of things connected to the Internet continue to advance, they will become more intelligent by combining data into more useful information. Rather than just reporting raw data, connected things will soon send higher-level information back to machines, computers, and people for further evaluation and decision making. This transformation from data to information in IoE is important because it will allow us to make faster, more intelligent decisions, as well as control our environment more effectively. Things: This group is made up of physical items like sensors (e.g. pressure, radio activity, image, temperature, vibration), consumer devices, enterprise assets that are connected to both the Internet and each other,RFID (a simple tag that can used to identify an object) and "actuator". An actuator is an object that makes an "action": for example, it could turn off an engine, a light, or start a process to control a more complex system. In IoE, these things will sense more data, become context-aware, and provide more experiential information to help people and machines make more relevant and valuable decisions. Examples of “things” in IoE include smart sensors built into structures like bridges, and disposable sensors that will be placed on everyday items such as milk cartons.
There are five main drivers of the $14.4 trillion in IoE Value at Stake. These findings allow business leadership to begin planning how they can benefit from IoE. The amount of Value at Stake is somewhat evenly distributed across each of the five drivers.Asset utilization ($2.5 trillion in Value at Stake) – IoE reduces selling, general, and administrative (SG&A) expenses and cost of goods sold (CoGS) by improving business process execution and capital efficiency. Employee productivity ($2.5 trillion in Value at Stake) – IoE creates labor efficiencies that result in fewer or more productive man-hours. Supply-chain / logistics efficiency ($2.7 trillion in Value at Stake) – IoE eliminates waste and improves process efficiencies. Improved customer experience ($3.7 trillion Value at Stake) – IoE increases customer lifetime value and grows market share by adding more customers. Innovation ($3.0 trillion Value at Stake) – IoE increases the return on R&D investments, reduces time to market, and creates additional revenue streams from new business models and opportunities. The fact that each of these areas has roughly the same amount of Value at Stake suggests that firms must examine how IoE can impact every aspect of their business processes. To reiterate an earlier point, IoE initiatives that involve both cost-cutting and revenue-raising activities need to be considered.In addition, to benefit from IoE, firms must combine technology-enabled security capabilities (both logical and physical) with policies and processes designed to protect the privacy of company and customer information. IoE’s growth potential in the private sector over the next decade will rely heavily upon the success of companies’ security and privacy efforts.
Cisco Consulting Services used the latest, most sophisticated techniques to interview respondents and conduct analysisContacted tens of thousands of executives across 12 countries – selecting the 7,501 most qualified based on their industry, line of business, knowledge of IoE value drivers Ambitious survey design possible only through online survey techniques, global network of partners, innovative quota tracking developed by Cisco Consulting ServicesComparison: IBM CEO survey done once every 2 years, has only 1,700 respondentsFor analysis, used R, open source statistical software that includes analytics and machine learning from the most innovative minds in statistics and data analytics – years before they are available in expensive “off the shelf” softwareUsed exhaustive search multiple regression to determine which factors best predict a company’s ability to realize value from IoE. In essence, we let the IoE tell us about itself…
Top 3 Business Drivers of IoE:Accelerating pace of innovation: 36%Customer demand... 35%Need to automate business processes: 35%
New types of devices: 33%Volume of data generated: 32%Cloud: 31%
New threats to data / physical security: 42%Inability of IT systems to keep pace with change: 38%Regulatory or compliance challenges: 32%
Need to invest in new technology infrastructure: 43%Ability to integrate new technologies with legacy IT environments: 38%Ability to update processes to absorb new technologies: 36%
Operational efficiency: 46%Customer service: 34%Collaboration within company: 31%
German companies have extracted the most value from the IOE to date at 62.3%. Emerging markets show the greatest upside in value still to be realized.Firms in Germany, Japan, and France have realized most 2013 VAS. Long history of investment in IOE, coupled with supportive technology and innovation environment.High level of competitive parity observed across companies in different geographies (~15-pt gap from top to bottom)Firms in USA, UK, and Canada have realized majority of 2013 VAS.Firms in India, Brazil, and China highly confident about IOE outlook, and investing heavily for future success. Firms in India, Brazil, China, Australia, Russia, and Mexico have most untapped potential.
Asset Utilization has realized the highest share of 2013 VAS. Not surprising as this has been the starting point for many areas of IOE innovationEmployee Productivity and Innovation rank high, possibly due to high penetration of collaboration solutions in global enterprisesMost room for improvement in Customer Experience and Supply ChainVariation among domains is relatively narrow. Progress being made in all areas
Little variation observed across company size bands in terms of value realizedSmaller mid-sized companies slightly outperforming larger enterprises in terms of % value realized, although differences are insignificant
Most IT-intensive industries score highest on value realizedHigh Tech and Telecoms, Financial Services lead the way due to significant installed base environments of collaboration, analytics, and other IOE-related solutionsRetail / wholesale / hospitality, energy, and manufacturing have greatest IOE upside potential
Manufacturing FirmsM2MStrongest area: Managing the consumption of energy through smart and connected systems. Use case: Smart buildings. Biggest opportunity area: 1) Remotely tracking location of physical assets with wireless technology. M2POverall, manufacturing firms are very strong in M2P connections (Analytics)Strongest area: Ability to view key performance indicators through information dashboards.This is a typical form of M2P – common in ERP systems. Biggest opportunity area: Being able to support decisions through real-time, multi-dimensional data analysis (sometimes called OLAP)P2PStrongest area: Unified communications.Biggest opportunity: Integrated video collaboration. This can be important for manufacturers because design and manufacturing are increasingly in different locations (example: GE’s immersive telepresence).
Energy FirmsM2MOverall, energy firms are very strong in M2M connectionsStrongest area: Ablity to remotely monitor its equipment to diagnose problems and prevent breakdowns. Use case: Smart factories. Biggest opportunity area: 1) Making operations more sustainable and reducing waste by using sensor data; 2) providing smarter products and services to consumers. Use case: Smart grid.M2PStrongest area: Analyzing large volumes of data (Big Data).Biggest opportunity: Predictive analytics – making predictions using advanced statistical tools and data mining. Energy firms are more confident in their ability to gain insights from big data, than in their ability to use data to make predictions that could improve their performance.P2PStrongest area: Unified communications.Biggest opportunity: The ability to locate experts. This can be especially important in an industry where highly specialized experts can be both urgently needed and dispersed across locations.
Retail FirmsM2MStrongest area: Remotely tracking inventory.. Biggest opportunity area: Location-based marketing Use case: connected marketing and advertisingM2POverall, retail firms are very strong in M2P connections (Analytics)Strongest area: Ability to view key performance indicators through information dashboards.This is a typical form of M2P – common in ERP systems. Biggest opportunity area: Data visualization – being able to gain insights from data by using graphical, interactive toolsP2PStrongest area: Unified communications.Biggest opportunity: BYOD. Getting retail employees to use their own devices (smartphones and tablets) cuts costs and makes it easier to roll out new web-based training and sales resources. Use case: Next-gen workforce, BYOD
We looked at how different enablers drive competitiveness and value realized in the IoE economy. We created a model of people, process, data and things as enablers of this value. Our model explains some 66.2% of changes in value realized (the other 33.8% is undefined but would include macro-economic conditions, industry-specific dynamics, etc.). The key learning here is that technology is foundational to the IoE opportunity—it’s the table stakes to participate in the IoE economy—and is the single most important factor. By itself, however, it explains only around 20% of changes in value realized. IT, in short, is part of the IoE story, but it does not equal the IoE. Instead, it is the people and process issues, which together account for more than 50% of changes in value realized, that are critical. Interestingly, we believe data quality and quantity are perhaps better understood as by-products of IoE value rather than as enablers of it. This is an important corrective in the marketplace in terms of sources of value.
$14.4 trillion in Value at Stake (VAS) is “up for grabs” for private-sector firms over the next 10 years (2013-2022) in the Internet of Everything economy.VAS = newly created value, or value that will migrate among companies, based on their ability to harness IoE.For 2013, firms have realized just over half of their potential Value at Stake (53.0%), leaving more than half a trillion dollars “on the table”Emerging-market countries and midsized companies are poised to realize significant value from IoE, enabling them to quickly achieve parity with — or even outrun — developed countries and larger firms, respectively.This “democratization of value” has the potential to alter competitive landscapes in record time. Data has become ubiquitous. IoE’s ability to combine data with people, process, and “things” is essential to creating competitive differentiation.Technology — including the network — is foundational to the IoE opportunity, but “people” and “process” capabilities have the biggest impact on Value Realized.Executives view IoE as a net positive in terms of jobs, wages, and security.
List of deliverables and dates around IoEE Phase 3 (IoE Connections Index): Launch date:June 12 Final TL Content due:May 28 Executive reviews: complete by May 16 Internal Deck: 20-slide deck describing survey results used to brief internal stakeholders (preliminary results). Final: May 6Top 10 Insights Document: 3-page summary of key findings from the survey report; will be translated for launch. Final: May 20Global Survey Report: 25- to 30-page white paper describing survey results as well as qualitative analysis and roadmap for enterprises to capture value of the IoE Economy; will be translated after launch. Draft: May 20. Review (PR/AR/GA) complete: May 22. Final: May 28FAQ: 5- to 10-page document outlining and answering anticipated questions; will be translated after launch. Final: May 28External Deck/PowerPoint Presentation: 20-slide deck used to brief press and analysts. Final: May 28Blog: 400- to 500-word blog post on topic related to IoE Connections Index and research results. Final: May 28One-Page Messaging Document**: 1-page high-level messaging document to tie survey results, brand, and business benefits together for executives. Final: May 28Slidecast: 10-minute walkthrough of PowerPoint deck with voiceover. Final: June 4Mini Slidecast Series:Website: Include links to all assets on the IoE external website, including design adjustments.GMCC Content Review: Review and edits to GMCC content assets, e.g. infographics, videos, etc.Stakeholder Content Readouts: Stakeholder briefings to occur the weeks of May 6 & May 13.IoEE Interactive Diagnostic Tool: Development and launch of tool. *Communications strategy and execution (Alicia) funded from separate ATL budget.**Ewan Morrison (ATL) is responsible for the one-page messaging document. Localization/translation will be driven by Susie Hamlin