By following a blueprint, communication service providers can move beyond commodity services and deliver truly differentiated and profitable smart-life offerings.
This document discusses implementing self-service predictive analytics in the telecom sector. It examines the role of self-service predictive analytics for communications service providers (CSPs) facing challenges from declining revenues. CSPs are increasingly turning to advanced analytics to better understand customers and maximize revenue. Tech Mahindra's PRISM platform enables self-service predictive analytics using automated data preparation, algorithms, model configuration and execution to provide business insights. While PRISM offers benefits, advanced analytics is a crowded space and CSP priorities remain diverse, representing opportunities to better communicate analytics benefits.
Digital Business Whitepaper_ Digitizing the ESC_finalRichard Howells
The document discusses how companies must transform their extended supply chains to thrive in today's digital economy. It outlines a digital business framework with five key pillars: customer-centricity, individualized products, a sharing economy, optimizing scarce resources, and real-time visibility across core processes. The framework is built on SAP's digital platform including SAP HANA, which allows for real-time analytics and transactions. The document argues that companies must reimagine their business models, processes, and work to capture opportunities in the digital economy through greater connectivity, data-driven insights, and flexibility.
This document discusses the evolution of marketing theory from goods-focused to service-focused. It outlines key concepts in new service marketing including service-dominant logic, service science, and many-to-many marketing. These concepts are driven by relationships, networks, and interactions between organizations and customers. The future of marketing is seen as even more complex, contextual, and reliant on networks as social media grows and boundaries between organizations and customers diffuse.
There are many presentations explaining the changes of 5G on the network side of things. All the technical advantages of 5G in the use of services and new service creation.
But what about the monetisation of these new services and new business models? Which system will support operators in actually making money out of their 5G investment?
Have you already evaluated if your BSS platform is ready to support you to really benefit from the new revenue wave that 5G will deliver?
In this presentation we have highlighted the key areas where you should be looking to see if your BSS is ready to enable your growth.
Connected Home Readiness and Maturity AssessmentCognizant
As communication service providers (CSPs) rapidly move into connected home services markets, assessing their readiness and maturity is crucial; we offer a questionnaire framework to determine CSPs' levels of readiness/maturity along key parameters: segmentation, customer education, organizational capabilities, platform strategy and interoperability.
Why Telcos need to embrace Digital Transformation nowEricsson
Check out this informative IDC Executive Brief for CSPs looking to become digitalized.
Read about the changing ICT market, gain some insights on how to manage and implement your digital transformation vision, and learn how Ericsson can help through its advisory services, OSS/BSS portfolio and proven experience in large scale transformation projects.
This document summarizes a report on the future of retail for consumer industries. It finds that over the next decade, retail will be transformed by empowered consumers demanding more choice and control, and disruptive technologies. Key drivers of success will be understanding consumers, adopting new technologies rapidly, embracing transformative business models online and offline, and building capabilities in partnerships, last-mile delivery, and data sciences. While opportunities exist, challenges include the high costs of new technologies and slow cultural changes within organizations. The physical store will remain important but evolve to focus on discovery, engagement and experiences through technology.
The results of our latest study on ‘Smart data transformation,’ carried out with Fraunhofer FIT, are here. In this special research report, we wanted to understand the business benefits, challenges and success factors around this topic, as well as identify key needs to facilitate the effective implementation of smart data transformation.
This document discusses implementing self-service predictive analytics in the telecom sector. It examines the role of self-service predictive analytics for communications service providers (CSPs) facing challenges from declining revenues. CSPs are increasingly turning to advanced analytics to better understand customers and maximize revenue. Tech Mahindra's PRISM platform enables self-service predictive analytics using automated data preparation, algorithms, model configuration and execution to provide business insights. While PRISM offers benefits, advanced analytics is a crowded space and CSP priorities remain diverse, representing opportunities to better communicate analytics benefits.
Digital Business Whitepaper_ Digitizing the ESC_finalRichard Howells
The document discusses how companies must transform their extended supply chains to thrive in today's digital economy. It outlines a digital business framework with five key pillars: customer-centricity, individualized products, a sharing economy, optimizing scarce resources, and real-time visibility across core processes. The framework is built on SAP's digital platform including SAP HANA, which allows for real-time analytics and transactions. The document argues that companies must reimagine their business models, processes, and work to capture opportunities in the digital economy through greater connectivity, data-driven insights, and flexibility.
This document discusses the evolution of marketing theory from goods-focused to service-focused. It outlines key concepts in new service marketing including service-dominant logic, service science, and many-to-many marketing. These concepts are driven by relationships, networks, and interactions between organizations and customers. The future of marketing is seen as even more complex, contextual, and reliant on networks as social media grows and boundaries between organizations and customers diffuse.
There are many presentations explaining the changes of 5G on the network side of things. All the technical advantages of 5G in the use of services and new service creation.
But what about the monetisation of these new services and new business models? Which system will support operators in actually making money out of their 5G investment?
Have you already evaluated if your BSS platform is ready to support you to really benefit from the new revenue wave that 5G will deliver?
In this presentation we have highlighted the key areas where you should be looking to see if your BSS is ready to enable your growth.
Connected Home Readiness and Maturity AssessmentCognizant
As communication service providers (CSPs) rapidly move into connected home services markets, assessing their readiness and maturity is crucial; we offer a questionnaire framework to determine CSPs' levels of readiness/maturity along key parameters: segmentation, customer education, organizational capabilities, platform strategy and interoperability.
Why Telcos need to embrace Digital Transformation nowEricsson
Check out this informative IDC Executive Brief for CSPs looking to become digitalized.
Read about the changing ICT market, gain some insights on how to manage and implement your digital transformation vision, and learn how Ericsson can help through its advisory services, OSS/BSS portfolio and proven experience in large scale transformation projects.
This document summarizes a report on the future of retail for consumer industries. It finds that over the next decade, retail will be transformed by empowered consumers demanding more choice and control, and disruptive technologies. Key drivers of success will be understanding consumers, adopting new technologies rapidly, embracing transformative business models online and offline, and building capabilities in partnerships, last-mile delivery, and data sciences. While opportunities exist, challenges include the high costs of new technologies and slow cultural changes within organizations. The physical store will remain important but evolve to focus on discovery, engagement and experiences through technology.
The results of our latest study on ‘Smart data transformation,’ carried out with Fraunhofer FIT, are here. In this special research report, we wanted to understand the business benefits, challenges and success factors around this topic, as well as identify key needs to facilitate the effective implementation of smart data transformation.
In our latest piece, we share unique perspectives on how artificial intelligence is amplifying human potential and reshaping business. This article explore 3 fundamental questions:
How will AI shift the expectations of my customers?
How will AI transform the way my competitors run their businesses?
How should my company respond to AI?
In our latest white paper, our expert authors share insights on why an integrated, real-time approach is key to business planning in the digital age. This special report is the great work of our supply chain experts, who are leading some of our firm’s most innovative thinking and solutions with top global clients.
Learn About:
The evolution of planning capabilities in the enterprise
Why an integrated business planning (IBP) framework should include end-to-end business processes across the organization
A view into the different maturity levels an organization can achieve and strategies for developing a digital-driven IBP framework
How companies can get started and accelerate their journey to advanced business planning
24 Predictions for Information and Communication Technologies Markets (2014)Jannette Whippy
In business and strategy, timing is as important as anything. Here are Frost & Sullivan's 2014 Predictions for Information and Communication Technologies Markets.
Reinventing the Last Mile: Win the Race to the Topaccenture
A pivotal moment has arrived for traditional postal organizations. They are taking advantage of their enviable position to offer the solutions retailers are looking for—and can transform their networks and win the last mile for decades to come. Learn more https://accntu.re/3d5ZMlP
Achieving GxP compliance with SAP S/4HANA in the AWS CloudCapgemini
Learn how you can achieve full GxP compliance when moving to SAP S/4HANA in the AWS Cloud. In the session, you’ll hear learnings and best practices for securing FDA approval in order to fully reap the benefits of cloud transformation.
The document discusses the transformation of the energy industry due to the smart energy revolution. Key points include:
- Technology is enabling new opportunities through smart meters, micro-generation, electric vehicles and battery storage. Customers will have more options and control over their energy usage.
- By 2025, unpredictable renewable energy sources like wind and solar could account for 40% of installed capacity in the UK. Smart grid technologies will help these sources efficiently integrate with the energy system.
- Traditional energy players need to adapt to this changing landscape driven by policies and new technologies. New business models are emerging from retailers, aggregators and other service providers.
- Baringa consulting has experience supporting this transformation across the value
Telecom 2020:Preparing for a very different tomorrowRob Van Den Dam
This document discusses how communications service providers (CSPs) need to prepare for significant changes in the telecom industry by 2020. It notes that over-the-top players now dominate digital communications and customer expectations are rising. CSP revenues are declining as traditional revenue streams like voice calls decrease. The document outlines forces like new technologies, data and analytics, and evolving customer demands that will drive changes for CSPs. It suggests CSPs focus on cost reduction, improving the customer experience, finding new revenue sources, and reinventing their enterprise to adapt to these challenges by 2020.
The document discusses the changing banking market and outlines three potential futures for banks:
1) Living ecosystem: Banks manage integrated fintech and bigtech partnerships to offer customers a broad range of services.
2) Oligopolistic structure: Many traditional banks lose customers to fintechs and bigtechs, narrowing their focus and reducing customer choice.
3) Integrated banking services: Banks successfully integrate financial services into customers' daily lives by predicting needs and delivering boundaryless services.
It argues banks must think in terms of customer desires rather than products, create end-to-end digital services, develop holistic platform solutions, and integrate services into digital ecosystems to navigate toward the most positive future.
I presented at a recent sales conference for a large security / IT solution provider on the evolution of the telco industry and the role security and protection plays in that evolution.
In summary: customer data, trust, security and protection are critical for operators to get right in this emerging environment.
Operators need an integrated security and protection layer, not point solutions for each service as is the case today. Protection from malware across all network services e.g. IP, SMS, MMS, WAP push, widgets, apps, etc. Protection in the network, in devices and in services.
SDP vendors need integrated security solution across network, services and end-points, which means a partnership with security / IT providers is key. Its a rapidly growing problem as its a highly profitable and more importantly safe criminal business compared to drugs smuggling or prostitution; hence a specialist security/protection partner is essential.
Energy Management Services for the Connected HomeEricsson
With the advent of distributed generation, the Internet of Things (IoT) and the connected home, the energy management service market is ready to take off.
State of the SMB Market | For IP Communications and Cloud ServicesMetaswitch
New York-based consultancy GrowthMark has recently completed a comprehensive research study
of the Small and Medium Business (SMB) market for IP Communications and Cloud Services. The
study included a survey of more than 850 SMB owners and decision makers across North America,
telephone interviews with more than 100 of the survey participants, and mystery shopping of
products from nearly 20 leading service providers.
Smart services and Smart Products Heidelberg, Honeywell & Eaton Corp Case S...prashanthc85
Case study on How Hiedelberg, Honeywell and Eaton Corp used their Smart products and Smart Services to gain a competitive advantage. What are the business benefits and Disadvantages of smart products and smart services.
This document discusses the opportunities for retail mobile marketing. It notes that mobile devices are ubiquitous and consumers are using them for various activities like text messaging. The document promotes using mobile marketing techniques like mobile-friendly websites and text messaging to engage customers, promote sales and events, and drive traffic. It provides examples of text campaigns retailers can use and cites a case study where a furniture retailer significantly increased revenues through a secret sale promoted using email and SMS messages.
This document provides an overview of EITG Telecom's experience and services for the telecommunications industry. EITG offers tactical technology consulting services covering the full lifecycle from design to deployment and support. Their services include signaling applications, session/call control, big data analytics, mobility management, and policy/charging systems. They have expertise in areas like application servers, signaling, virtualization, customer experience management, and real-time analytics. EITG also operates a telecom incubator developing mobile applications and offers niche technologies and solutions for quick wins in areas like upselling 4G, product recommendations, and user profiling.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
Tim stonor_Istanbul Smart Cities Workshop Tim Stonor
1. The document discusses challenges facing urban planning in the 21st century and how technology can help address them. It describes an integrated urban modeling platform that can collect and visualize urban data, forecast urban performance under different scenarios, and help decision-making.
2. Spatial analytics tools are presented that can analyze spatial accessibility at both the city-wide and local scales. These tools integrate data on people, resources, urban form, and the environment to understand how places work and identify opportunities for improvement.
3. The platform aims to help with resource allocation, future visioning, impact forecasting, consultation, and decision-making to create more sustainable, socially equitable, and economically productive cities.
Beyond the smart city. How open data, maker spaces and open IOT infrastructures can empower citizens to become the makers of change we duly need. While technology can make our lives easier and service provisioning more efficient, disruptive innovation comes from people who want to take their futures into their own hands. Entrepreneurs, hackers, designers, civil servants and inhabitants unite: here comes the hackable city.
Presentation delivered at Mess & Order, Stavanger, during the 2016 Hackathon.
The connected consumer shapes the futureRobert Wucher
In the IoT era, Internet usage is changing from desktop to mobile to wearables, smart homes and connected cars. Connected consumers produce more and more data. But more data doesn’t automatically lead to better business decisions. Hence state of the art market research needs to act as compass through the data thicket.
Ibm watson platform – the era of the cognitive smart home public versionThorsten Schroeer
The document discusses the emergence of cognitive technologies and the cognitive smart home. It describes how cognitive systems can understand context, learn from data, and provide insights. The cognitive smart home uses these abilities to enhance safety, convenience, health, energy efficiency, and other areas of daily living. IBM's Watson IoT platform allows connecting devices and analyzing data to enable cognitive applications for smart homes. The outlook is that cognitive technologies will increasingly enhance human engagement through abilities like emotion detection and expression.
The future of hyperconnected buildings - Illumni 2014Bruce Duyshart
Presented as part of the Illumni Future of Lighting Summit 2014 (http://futureof.lighting) in collaboration with the Sydney Vivid Festival of Light, Music and Ideas. (http://www.vividsydney.com).
Presentation Synopsis
Today we are living in a hyper-connected data driven world. The phenomenal global rise of mobile and wearable computing is raising the bar of digital literacy and has awakened people's awareness and expectations of what can be achieved with technology. But how will this expectation match the reality of what is evolving in the built form environments we live and work in?
This insightful presentation examines the status of technological progress that is occurring outside of the property industry.
It then explores the concept of smart buildings that are now beginning to sense, adapt and respond to our functional, environmental and personal needs.
To conclude, a number of smart lighting concepts are illustrated that illustrates how light and technology can be combined in ways that adds intelligence and provides better user experiences to a range of environments.
In our latest piece, we share unique perspectives on how artificial intelligence is amplifying human potential and reshaping business. This article explore 3 fundamental questions:
How will AI shift the expectations of my customers?
How will AI transform the way my competitors run their businesses?
How should my company respond to AI?
In our latest white paper, our expert authors share insights on why an integrated, real-time approach is key to business planning in the digital age. This special report is the great work of our supply chain experts, who are leading some of our firm’s most innovative thinking and solutions with top global clients.
Learn About:
The evolution of planning capabilities in the enterprise
Why an integrated business planning (IBP) framework should include end-to-end business processes across the organization
A view into the different maturity levels an organization can achieve and strategies for developing a digital-driven IBP framework
How companies can get started and accelerate their journey to advanced business planning
24 Predictions for Information and Communication Technologies Markets (2014)Jannette Whippy
In business and strategy, timing is as important as anything. Here are Frost & Sullivan's 2014 Predictions for Information and Communication Technologies Markets.
Reinventing the Last Mile: Win the Race to the Topaccenture
A pivotal moment has arrived for traditional postal organizations. They are taking advantage of their enviable position to offer the solutions retailers are looking for—and can transform their networks and win the last mile for decades to come. Learn more https://accntu.re/3d5ZMlP
Achieving GxP compliance with SAP S/4HANA in the AWS CloudCapgemini
Learn how you can achieve full GxP compliance when moving to SAP S/4HANA in the AWS Cloud. In the session, you’ll hear learnings and best practices for securing FDA approval in order to fully reap the benefits of cloud transformation.
The document discusses the transformation of the energy industry due to the smart energy revolution. Key points include:
- Technology is enabling new opportunities through smart meters, micro-generation, electric vehicles and battery storage. Customers will have more options and control over their energy usage.
- By 2025, unpredictable renewable energy sources like wind and solar could account for 40% of installed capacity in the UK. Smart grid technologies will help these sources efficiently integrate with the energy system.
- Traditional energy players need to adapt to this changing landscape driven by policies and new technologies. New business models are emerging from retailers, aggregators and other service providers.
- Baringa consulting has experience supporting this transformation across the value
Telecom 2020:Preparing for a very different tomorrowRob Van Den Dam
This document discusses how communications service providers (CSPs) need to prepare for significant changes in the telecom industry by 2020. It notes that over-the-top players now dominate digital communications and customer expectations are rising. CSP revenues are declining as traditional revenue streams like voice calls decrease. The document outlines forces like new technologies, data and analytics, and evolving customer demands that will drive changes for CSPs. It suggests CSPs focus on cost reduction, improving the customer experience, finding new revenue sources, and reinventing their enterprise to adapt to these challenges by 2020.
The document discusses the changing banking market and outlines three potential futures for banks:
1) Living ecosystem: Banks manage integrated fintech and bigtech partnerships to offer customers a broad range of services.
2) Oligopolistic structure: Many traditional banks lose customers to fintechs and bigtechs, narrowing their focus and reducing customer choice.
3) Integrated banking services: Banks successfully integrate financial services into customers' daily lives by predicting needs and delivering boundaryless services.
It argues banks must think in terms of customer desires rather than products, create end-to-end digital services, develop holistic platform solutions, and integrate services into digital ecosystems to navigate toward the most positive future.
I presented at a recent sales conference for a large security / IT solution provider on the evolution of the telco industry and the role security and protection plays in that evolution.
In summary: customer data, trust, security and protection are critical for operators to get right in this emerging environment.
Operators need an integrated security and protection layer, not point solutions for each service as is the case today. Protection from malware across all network services e.g. IP, SMS, MMS, WAP push, widgets, apps, etc. Protection in the network, in devices and in services.
SDP vendors need integrated security solution across network, services and end-points, which means a partnership with security / IT providers is key. Its a rapidly growing problem as its a highly profitable and more importantly safe criminal business compared to drugs smuggling or prostitution; hence a specialist security/protection partner is essential.
Energy Management Services for the Connected HomeEricsson
With the advent of distributed generation, the Internet of Things (IoT) and the connected home, the energy management service market is ready to take off.
State of the SMB Market | For IP Communications and Cloud ServicesMetaswitch
New York-based consultancy GrowthMark has recently completed a comprehensive research study
of the Small and Medium Business (SMB) market for IP Communications and Cloud Services. The
study included a survey of more than 850 SMB owners and decision makers across North America,
telephone interviews with more than 100 of the survey participants, and mystery shopping of
products from nearly 20 leading service providers.
Smart services and Smart Products Heidelberg, Honeywell & Eaton Corp Case S...prashanthc85
Case study on How Hiedelberg, Honeywell and Eaton Corp used their Smart products and Smart Services to gain a competitive advantage. What are the business benefits and Disadvantages of smart products and smart services.
This document discusses the opportunities for retail mobile marketing. It notes that mobile devices are ubiquitous and consumers are using them for various activities like text messaging. The document promotes using mobile marketing techniques like mobile-friendly websites and text messaging to engage customers, promote sales and events, and drive traffic. It provides examples of text campaigns retailers can use and cites a case study where a furniture retailer significantly increased revenues through a secret sale promoted using email and SMS messages.
This document provides an overview of EITG Telecom's experience and services for the telecommunications industry. EITG offers tactical technology consulting services covering the full lifecycle from design to deployment and support. Their services include signaling applications, session/call control, big data analytics, mobility management, and policy/charging systems. They have expertise in areas like application servers, signaling, virtualization, customer experience management, and real-time analytics. EITG also operates a telecom incubator developing mobile applications and offers niche technologies and solutions for quick wins in areas like upselling 4G, product recommendations, and user profiling.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
Tim stonor_Istanbul Smart Cities Workshop Tim Stonor
1. The document discusses challenges facing urban planning in the 21st century and how technology can help address them. It describes an integrated urban modeling platform that can collect and visualize urban data, forecast urban performance under different scenarios, and help decision-making.
2. Spatial analytics tools are presented that can analyze spatial accessibility at both the city-wide and local scales. These tools integrate data on people, resources, urban form, and the environment to understand how places work and identify opportunities for improvement.
3. The platform aims to help with resource allocation, future visioning, impact forecasting, consultation, and decision-making to create more sustainable, socially equitable, and economically productive cities.
Beyond the smart city. How open data, maker spaces and open IOT infrastructures can empower citizens to become the makers of change we duly need. While technology can make our lives easier and service provisioning more efficient, disruptive innovation comes from people who want to take their futures into their own hands. Entrepreneurs, hackers, designers, civil servants and inhabitants unite: here comes the hackable city.
Presentation delivered at Mess & Order, Stavanger, during the 2016 Hackathon.
The connected consumer shapes the futureRobert Wucher
In the IoT era, Internet usage is changing from desktop to mobile to wearables, smart homes and connected cars. Connected consumers produce more and more data. But more data doesn’t automatically lead to better business decisions. Hence state of the art market research needs to act as compass through the data thicket.
Ibm watson platform – the era of the cognitive smart home public versionThorsten Schroeer
The document discusses the emergence of cognitive technologies and the cognitive smart home. It describes how cognitive systems can understand context, learn from data, and provide insights. The cognitive smart home uses these abilities to enhance safety, convenience, health, energy efficiency, and other areas of daily living. IBM's Watson IoT platform allows connecting devices and analyzing data to enable cognitive applications for smart homes. The outlook is that cognitive technologies will increasingly enhance human engagement through abilities like emotion detection and expression.
The future of hyperconnected buildings - Illumni 2014Bruce Duyshart
Presented as part of the Illumni Future of Lighting Summit 2014 (http://futureof.lighting) in collaboration with the Sydney Vivid Festival of Light, Music and Ideas. (http://www.vividsydney.com).
Presentation Synopsis
Today we are living in a hyper-connected data driven world. The phenomenal global rise of mobile and wearable computing is raising the bar of digital literacy and has awakened people's awareness and expectations of what can be achieved with technology. But how will this expectation match the reality of what is evolving in the built form environments we live and work in?
This insightful presentation examines the status of technological progress that is occurring outside of the property industry.
It then explores the concept of smart buildings that are now beginning to sense, adapt and respond to our functional, environmental and personal needs.
To conclude, a number of smart lighting concepts are illustrated that illustrates how light and technology can be combined in ways that adds intelligence and provides better user experiences to a range of environments.
Steal This Idea: Ten Smart Ideas for Marketing Your Communityatlinnj
"Steal This Idea: Ten Smart Ideas for Marketing Your Community" was recently presented by Andy Levine, President of DCI to the Georgia Economic Developers Association (April 19, 2010).
Wulian smart home is the only one company in the world who can supply a whole set of ZigBee wireless smart home products and solutions. As participant of ZigBee Alliance and ZigBee Alliance China Regional Headquarter Company. We have promoted more than 70 series ZigBee smart home products and keep R&D with 3 new products per month to our end-user.
Wulian smart home already developed more than 7000 distributors in China domestic market and 35 countries's distributors on overseas market.
And Wulian is looking for partner distributor who possess good technical background, distribution power and capital ability globally.
On our way to redesign healthcare from curative to preventive we will encounter smart ways to tap into our biological code, we will be surrounded by invisible sensors like guardian angels, and we will be connected with coaching avatars. But smart technologies and the data they generate, are just a tool. When not trusted by the established care provider, when not integrated and available in a personal data platform, healthcare will only be pseudo modernized.
The real magic happens when these tools allow you to engage and change behavior. But even in a rapidly automating world, we can't automate empathy. Or can we?
Rule-based Real-Time Activity Recognition in a Smart Home EnvironmentGeorge Baryannis
This presentation outlines a rule-based approach for both offline and real-time recognition of Activities of Daily Living (ADL), leveraging events produced by a non-intrusive multi-modal sensor infrastructure deployed in a residential environment. Novel aspects of the approach include: the ability to recognise arbitrary scenarios of complex activities
using bottom-up multi-level reasoning, starting from sensor events at the lowest level; an effective heuristics-based method for distinguishing between actual and ghost images in video data; and a highly accurate indoor localisation approach that fuses different sources of location information. The proposed approach is implemented as a rule-based system
using Jess and is evaluated using data collected in a smart home environment. Experimental results show high levels of accuracy and performance,proving the effectiveness of the approach in real world setups.
In the lack of smart home interoperability, users have to find ways to link their smart home systems together. IFTTT for If This Then That is a good way to do it : more and more brands and products are easily connected thanks to it especially in energy management systems.
"Empowering Consumer with Smart Devices and Smart Data for Proactive ‘Health ...Hyper Wellbeing
"Empowering Consumer with Smart Devices and Smart Data for Proactive ‘Health Care’" - Maryam Ziaei (Founder/CEO, iSono Health)
Delivered at the inaugural Hyper Wellbeing Summit, 14th November 2016, Mountain View, California.
For more information including details of subsequent events, please visit http://hyperwellbeing.com
The summit was created to foster a community around an emerging industry - Wellness as a Service (WaaS). Consumer technologies, in particular wearables and mobile, are powering a consumer revolution. A revolution to turn health and wellness into platform delivered services. A revolution enabling consumer data-driven disease risk reduction. A revolution extending health care past sick care towards consumer-led lifelong health, wellness and lifestyle optimization.
WaaS newsletter sign-up http://eepurl.com/b71fdr
@hyperwellbeing
Tatsuya Yamazaki discusses the goals of smart home technologies and universal cities. Past home automation efforts in the 1970s failed due to high costs and inflexibility. Current approaches focus on interface technologies that can detect human intentions, feelings, and situations, rather than full automation. This allows for services tailored to users across networks. The ubiquitous home test bed implements context-aware services using sensors and tags. The ultimate goal is a universal city extending such technologies beyond individual homes and into communities.
COMPUTEX TAIPEI 2013 - Smart living Industry Forum
Topic:Life.augmented - Going Beyond the Smart Home
Speaker:Laurent Remont
Vice President of Digital Convergence Group, General Manager of Unified Platform, STMicroelectronics
Using Oracle Big Data Discovey as a Data Scientist's ToolkitMark Rittman
As delivered at Trivadis Tech Event 2016 - how Big Data Discovery along with Python and pySpark was used to build predictive analytics models against wearables and smart home data
In December 2016 research firm NextMarket Insights surveyed over 140 smart home industry executives to better understand the state of the industry, the biggest hurdles, successes and what they expected in 2017.
Seattle Interactive Conference presentation by Vectorform's Director of Product Vision, Kevin Foreman.
While smart home technologies have existed for over 20 years, they continue to struggle with gaining a foothold within the average home, as many homeowners are skeptical to the benefits and advantages of the connected home lifestyle. Kevin will provide an insightful look at the journey from concept to delivery that re-invents the smart home experience.
#SIC2014
Contact us for more information and how we can help you on your next project sales@vectorform.com
International competition, shorter product life cycles and faster technological leaps forward – these are only a few of the challenges the production of a company is facing in the 21st century. In order to survive in an environment like this, resource-efficient and secure planning of production processes are necessary to guarantee a consistent and high quality output. Unforeseeable machine failures as well as performance drops or deterioration in quality because of defective system components can lead to shortness of supplies which will eventually weaken the market position of the entire organization.
To meet these requirements organizations are increasingly focusing on the improvement of maintenance, repair and operations of their machinery. In the previous years, the industry shifted their focus away from only reactive repair mechanisms towards the predictive coordination of machine maintenance.
Predictive Maintenance falls under the category of the future of maintenance developments. Originally developed in the course of the “Industrie 4.0” high-tech strategy of the German government, today Predictive Maintenance represents the informatization of production processes - intelligent IT-based production systems on the path towards a Smart Factory. Through the generation and analysis of different machine data, the predictive power of the state of industrial plants is not only enhanced, but also provides the basis for an improved planning certainty as well as the efficient planning of repair and maintenance work.
What are big data in the contacts of energy & utilities, and how/where can the utilities find value in the data. In this C-level presentation we discussed the three prime areas: grid operations, smart metering and asset & workforce management. A section on cognitive computing for utilities have been omitted from the presentation due to confidentiality - but I tell you - it is mind-blowing perspectives on how IBM Watson will help utilities plan and optimize their operations in the near future!
See more on http://www.ibmbigdatahub.com/industry/energy-utilities
IDC Technology Spotlight in collaboration with Tech MahindraTech Mahindra
The document discusses implementing self-service predictive analytics in the telecom sector. It describes how communications service providers (CSPs) are facing challenges from declining revenue streams and increased competition. CSPs are looking to advanced analytics, particularly self-service analytics, to help segment customer bases, identify profitable customers, and implement personalized marketing strategies. The document examines the role self-service predictive analytics can play in addressing these challenges and transforming CSPs' business models and customer experiences.
Using the Cloud to Attract, Engage & Retain Your CustomersWainhouse Research
The document discusses how companies can use digital engagement and cloud communications to attract, engage, and retain customers. It provides examples of how government, higher education, transportation, and healthcare organizations are using digital tools like messaging, video, location services, and analytics via the cloud to improve customer experiences. Overall the document promotes the idea that the evolving needs of today's digital customers require companies to adopt new cloud-based communications technologies and services to effectively engage with their diverse customer bases.
Reincarnating traditional infrastructure outsourcingNIIT Technologies
The document summarizes the decline of traditional infrastructure outsourcing models and the rise of next generation outsourcing providers. Specifically:
- Traditional outsourcing is declining due to dissatisfaction with rigid contracts and finger-pointing between vendors. New customers expect more flexibility and agility from providers.
- Next generation providers are adapting to new technologies and customer expectations by offering flexible, pay-per-use models focused on business value over strict service level agreements.
- A case study example shows how one IT provider delivered a mobile solution that improved a manufacturing client's productivity and customer satisfaction through real-time invoice processing.
Stand on the Sidelines, or Boost Competitiveness? How to Make Bold Moves on t...Accenture Insurance
Sweeping changes across consumer behavior, technology innovations and big data are reshaping traditional insurance business models and what it takes to compete. The most successful insurers are the ones that will proactively adapt their game plan to the evolving environment and rules of competition. This piece explores three strategies to better position insurers for the future.
Lessons from Long Tail: Delivering on the Semiconductor Digital Engagement Ma...Infosys
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1. Unlocking the
‘Smart Home’
By following a blueprint, communication service
providers can move beyond commodity services
and deliver truly differentiated and profitable
smart-life offerings.
2. 2 KEEP CHALLENGING July 2014
Executive Summary
Communication service providers (CSPs) face an unprecedented array of
strategic, long-term challenges that make it imperative for them to find
new markets for subscriber and revenue growth. Market saturation for
“triple-play” phone/Web/TV services, as well as for voice/data/text wireless
plans, threatens slower growth and reduced margins. Increased use of
wireless devices is slashing use of landlines, while new streaming media
services offered by Amazon, Netflix and Hulu capture more of customers’
entertainment dollar. Both factors lead to increased “cord-cutting,” in
which consumers receive entertainment directly over the Web without
subscribing to a CSP’s entertainment offerings. Lingering above all these
concerns is global economic uncertainty, increasing the risk for CSPs that
are investing billions of dollars in new offerings.
Smart-home offerings that use existing infrastructure, such as the
Web, broadband networks and mobile devices, to provide new security,
convenience and entertainment services can enable CSPs to grow their
user base, margins and revenue per customer. These services could extend
beyond current offerings, such as home security and energy management,
into broader offerings, including integration with connected cars, remote
medical monitoring, tracking customers’ exercise routines and other cloud-
based services (see Figure 1, next page). Smaller operators can also look
beyond the existing first tier of services to emerging or niche markets that
the largest players have not yet entered.
Such offerings can be cost-effective to deploy and manage because they
largely rely on an existing networking and organizational infrastructure
to deliver new services within and outside of customers’ homes. However,
CSPs face significant challenges, including customer education, the ability
to provide high levels of support and addressing security concerns.
3. UNLOCKING THE ‘SMART HOME’ 3
For both large and small CSPs, the market is so new and changing so
quickly that gaining first-mover advantage requires new approaches
to everything from leadership strategies to organizational alignment,
and to educating and supporting consumers in their use of these new
services.
This white paper describes some of the challenges facing CSPs as they
forge a pragmatic path to the “smart life” future. We offer suggestions,
based on our work with CSPs around the globe, for overcoming each
challenge.
Figure 1
Sample CSP Smart Home Application
4. 4 KEEP CHALLENGING July 2014
Smart Life Defined
Smart-life services leverage computing power, the cloud and established wired
and wireless communication infrastructures to make life easier, safer and more
convenient, pleasant and efficient for consumers. While “smart home” is a common
term used for services inside the home, “smart life” encompasses services at home
and outside the house.
The most common example is home security monitoring and management, in
which consumers can remotely change thermostat settings, turn lights on or off or
even remotely monitor their homes through a live video stream. AT&T, Verizon and
Comcast, among others, already provide home security services. Strategy Analytics
predicts that 16% of households served by broadband around the world will have
at least one smart-home system by 2017.1
It also predicts that the global market for
smart-home systems and services (including entertainment, smart appliances and
digital healthcare) will rise from $31 billion in 2013 to $72 billion in 2017.2
Some CSPs may extend such capabilities outdoors, with smart irrigation systems
that water lawns when a cloud-based weather forecast determines that watering is
necessary. Leading CSPs are already proposing services in which a “connected car”
will communicate to a smart home to turn off the lights. As wearable computing
becomes mainstream, future possible services delivered over the CSP’s existing
networks range from remote medical monitoring to exercise tracking to pet location.
While there’s no lack of visionary ideas, finding the winners without “betting
the company” requires meeting competitive challenges. A Cognizant survey of
900 CSP customers conducted in November and December 2013 highlights both
the challenges and opportunities involved with offering smart-home services to
customers.
The first challenge is the immature state of the market and the resulting consumer
lack of familiarity with the benefits of the smart home. In our survey, a relatively
low number of respondents ranked such services as highly desirable. Existing
smart-home offerings also show little promise of reducing customer churn. Just
under half of respondents across all age groups and income levels said the avail-
ability of smart-home services would keep them from leaving their current CSP for
another.
CSPs that wish to successfully pioneer this market need to be willing to incremen-
tally roll out new offerings and focus on educating both the market and their own
sales force on the value that smart home offers.
CSPs that wish to successfully pioneer this
market need to be willing to incrementally roll
out new offerings and focus on educating both
the market and their own sales force on the
value that smart home offers.
5. Since consumers are not using existing digital offerings (wireless, Web TV streaming,
online gaming, DVRs, etc.) to the levels that pundits had predicted, CSPs should
focus on making smart-home services easy to understand and use, and provide
high-quality support that can resolve customer issues quickly and efficiently.
The data also shows that consumers aged 18-34 are the most willing to adopt
smart-home capabilities to play audio files on multiple devices using a common
storage platform, control their utilities or remotely monitor their home security
from a mobile device. Based on our survey results, an attractive test market is the
upper age range of this group — consumers aged 28 to 34 — because it means that
CSPs can capture consumers who are several years out of college and are preparing
to purchase their first home.
Respondents aged 35-49 showed less willingness to purchase smart-home services,
possibly because they were less comfortable with mobile devices and remote capa-
bilities and lacked trust in having a third party manage their personal data (with
71% calling data privacy extremely important). This, again, shows the need for
customer education and training, as well as for proven privacy safeguards.
Competitive Considerations
CSPs looking to enter the smart-life market face a raft of external competitive
challenges, many of which differ vastly from those faced in their traditional markets.
Overcoming these hurdles requires the proper organizational alignment, as well as
the leadership to put smart-life concepts to effective use.
• To avoid losing market share, CSPs must move at “startup” speed. This ap-
proach can be difficult for large enterprises with major investments in complex
infrastructure and processes to support their current offerings.
• With hardware becoming commoditized, CSPs must quickly develop and
effectively deliver compelling value-add services that offer differentiation
through superior design, customer support or insights into customer needs.
• CSPs must out-compete companies with established brand recognition in
existing smart-life markets, such as home security (ADT), smart appliances
(GE) and medical devices (Johnson & Johnson).
• Conversely, an opportunity exists to partner with manufacturers and ser-
vice companies (such as utilities and automakers) to develop smart product
platforms, including electricity smart metering, gas leak detection sensors and
connected-car platforms.
• CSPs can also partner with utilities to find creative ways to provide and uti-
lize data on usage patterns.
Navigating these sometimes jarring changes on the road to the smart-life market
requires the right leadership and organizational alignment.
Organizational Alignment
Organizational alignment means ensuring the organization’s assets are organized,
available and accountable for meeting its new strategic needs in the emerging
smart-life market. Such alignment is essential because seizing first-mover advantage
requires moving beyond traditional big-bang service rollouts to a more flexible,
iterative and fast-moving process. This flexibility allows CSPs to test new services
and markets with comparatively low-cost, low-risk trials. Identifying, developing,
delivering and supporting these services while expediting their rollout will often
require substantial changes to how a CSP’s assets are deployed.
UNLOCKING THE ‘SMART HOME’ 5
6. 6 KEEP CHALLENGING July 2014
Many of these changes involve an internal organizational restructuring:
• CSPs will need to create a new development, testing, sales and support in-
frastructure to support the flexible bundling of smart-life services or, when
appropriate, allow customers to purchase them a la carte. These changes can
range from new reporting structures to new cross-functional business units that
include both marketing and engineering to support specific customer segments.
• Since development of new hardware is not always a core CSP competency,
CSPs will need to establish new structures, incentives and reporting capabil-
ities for partnering with innovative product development companies. In some
industries, this approach has extended to the creation of venture capital funds
that invest in smaller companies, in return for exclusive rights to sell best-in-class
products or services.
• Aligning parts of the smart-life business around specific customer seg-
ments, rather than around industries or geographies, can help CSPs understand
the makeup and needs of that segment and quickly deliver specialized services.
For example, a business unit organized around the “empty nester” segment can
create a unique mix of entertainment, medical monitoring, videoconferencing
(with discounts for family members with grandchildren) and home security ser-
vices that differentiate it from competitors.
• Creating closer ties between network planning/engineering/marketing/
product planning groups helps ensure the appropriate bandwidth is in place to
support services such as video-enabled home security.
• In areas such as wearable computing, marketing and sales organizations
need to be more closely involved in negotiations with hardware providers,
since wearable technology is much more fashion- and trend-driven than the set-
top boxes or wireless routers that CSPs traditionally resell.
Supplier and partner relationships require their own adjustments to the organiza-
tional alignment:
• To minimize costs and reduce time to market, CSPs can work with a special-
ized business process as a service (BPaaS) supplier to analyze large volumes
of customer usage and demographic data. This data, in turn, can be used to
assess the demand for potential new offerings. The analysis can identify, for ex-
ample, homes in high-crime areas as prospects for home security systems; areas
with young families for pet-tracking services; retirement homes for remote medi-
cal monitoring; or households that have multiple connected home devices for
usage patterns of electricity and water.
• When hardware design or features are a differentiator, CSPs must partner with
suppliers to be among the first, if not the exclusive, resellers of the most ad-
vanced equipment.
• To gain the data analytics skills required to understand the implications of
network traffic and consumer usage, CSPs can partner with outside service
providers. This analysis is required both to ensure the network has the necessary
bandwidth for smart-life services and to guide the development of new services.
The analysis must also take into account the bandwidth required for support
functions, including remote control of home monitoring systems and live video
surveillance.
• Outside providers will also be needed when CSPs are unable to provide the
scale or breadth of training required for smart-life services.
7. UNLOCKING THE ‘SMART HOME’ 7
Making the Smart Life Pivot
Inadequate internal communications between networking and marketing functions could delay a CSP
home video security rollout …
Current State
Future State
On-time
product
rollout
Care
Organizations aligned to facilitate interdepartmental communications
Unstructured and disparate departments that do
not communicate well with each other
Smart-life
product with
high bandwidth
requirements
Smart-life
product with
high bandwidth
requirements
Delayed
smart-life
rollout
HR
Sales
IT
Associates
Media
Customer
Corporate
Center
Corporate
Center
Planning and
Engineering
Marketing
Alliances and
Partnerships
Lack of communication
across departments
Customer
Care and
Field Services
Supply
Chain
Planning &
EngineeringMarketing
IT
HR
Field
Services
Supply
Chain
Figure 2
8. 8 KEEP CHALLENGING July 2014
Winning in the smart-life market requires creating, deploying and supporting
complex services in new ways. Success also requires quick and cost-effective rollout
of experimental offerings, with the ability to adapt them rapidly based on market
feedback. Competing in such a fast-changing, unpredictable market requires a
change of legacy business processes and platforms that were developed to support
more traditional offerings. Such changes include:
• Using internal or external cloud resources as low-risk, low-cost platforms
for test trials. Use of cloud platforms eliminates or greatly reduces the cost of
scaling up IT infrastructure for new services whose success is not assured. Cloud
platforms also allow CSPs to scale down their IT infrastructure and their costs, if
adoption does not meet expectations.
• Revamping development processes to take into account how different ser-
vices (such as home security and phone service) work together. This can re-
quire additional internal reviews, or bringing new stakeholders into the process,
to ensure the combined services can be cost-effectively deployed and managed.
• Designing new support processes to enable one-touch support for all the
services a customer has purchased. These processes require new support
workflows and consolidation of existing support functions.
• Redesigning customer support functions to ensure services such as quick
access to chat, video-sharing of problems with a technician and easily ac-
cessible self-help features. All of these features minimize expensive calls to
customer service, while increasing customer satisfaction.
Still other changes involve acquiring new skills:
• A technician who previously only installed cable and routers can now also
be required to service security and healthcare systems. Technicians can also
be expected to cross-sell home security services while servicing a remote health
monitoring device.
Leadership
Learning how to develop and serve a new market such as smart life requires
major change. Change is never comfortable for any organization but especially
not for CSPs that take a more cautious approach to adopting new technologies or
processes that might undermine network uptime.
Tackling the smart-life market requires leaders who can sell the organization on
changes to long-established processes and business models. He or she must be able
to explain “up” to the leadership team why an investment in an unknown startup
may give the CSP a headstart in an emerging smart-life market. These leaders must
also be able to explain “down” to middle managers, dispatchers or technicians why
it is necessary to source installation or service work to local providers or consoli-
date contact centers to meet smart-life requirements.
Once leaders have explained their decision, they must have the authority and credi-
bility to ensure that the actions are executed effectively despite internal resistance.
A technician who previously only installed
cable and routers can now also be required
to service security and healthcare systems.
9. UNLOCKING THE ‘SMART HOME’ 9
This process requires identifying the critical internal and external stakeholders who
must be informed, consulted and won over to the smart-life cause.
Stakeholders within the organization or affiliated with it (such as employees or con-
tractors) must not only be informed but also empowered to take action and be
evaluated on their performance. Stakeholders outside of such corporate control
may include regulators, such as federal or state consumer protection or healthcare
agencies.Deliveringremotemedicalmonitoringcanrequire,forexample,compliance
with federal laws governing patient privacy. Here, leaders within the CSP must com-
municate their plans, argue for the CSP’s perspective on key issues and ensure that
the CSP’s efforts are aligned with regulatory requirements. Leaders must, in other
words, mitigate the risk introduced by regulatory concerns that can delay or block
smart-life initiatives (see Figure 3, next page).
Effective leaders will identify and map the impact of change on each group of stake-
holders (internal and external) and adapt not only the content but also the channels
and frequency of their communications. This adaptation can result, for example, in
using more social media for customers considered millennials and more traditional
channels for those considered outside of this group.
Equally important is that such leaders take a cross-channel view of how the CSP
interacts with customers across the sales, service and support functions. This
approach is the only way that leaders can ensure the consistent, high-quality inter-
actions that smart-life customers will demand. He or she must also have a broad
view of all the ramifications of these new types of services.
While such leadership skills are essential for any change, they become even more
important as a result of the radically new nature of smart-life offerings, including
the need to reach beyond the CSP to deliver these services, and the degree of chal-
lenging internal change that these offerings demand.
Looking Ahead
As new services take form, CSPs have marginalized once-giant home telephone
service providers and erased entire industries such as video rental. Now, new
technologies such as video streaming and smartphones are threatening the CSP’s
existence.
By leveraging their existing networks, the communication and administration
infrastructure allows CSPs to explore the smart-life market at reasonable cost
and risk. However, many challenges exist, ranging from fast-moving technology to
entrenched competitors to the need to carefully aim services at the proper demo-
graphics.
Tackling the smart-life market requires
leaders who can sell the organization on
changes to long-established processes
and business models.
10. 10 KEEP CHALLENGING July 2014
CSPs can better position themselves for the full support that will be demanded
by consumers by taking into account the competitive factors associated with
the smart-life market, the need to align the organization to meet the functional
demands and the importance of leadership support.
As CSPs begin exploring smart life as a product and service offering, business and
organizational maturity will be a critical factor in their success. For small CSPs, it is
important to partner with businesses that can support the full spectrum of services
in order to scale efficiently. A partial offering will result in a disadvantage over
larger CSPs that offer triple- and quad-play products.
For companies at both levels, it is important to structure the organization to fully
support smart life, from selling consumers on the concept, to comprehensive and
convenient customer support on an ongoing basis. The right leadership support is
also important for applying a precise focus on the right approach to selling smart
life to the correct demographic and to support the product as market requirements
evolve.
For more insights on the smart home movement, please reader our white paper
“Back-to-Basics-for-Communications-Service-Providers”.
Talk is Not Cheap
CSP leaders must inform, convince and collaborate with internal and
external stakeholders to drive smart life initiatives.
Figure 3
Leaders Must Communicate With Several Entities
Outside Vendors
Corporate Functions
State and Federal Regulators
To explain the CSP’s smart-life
offerings and ensure they are
aligned with regulatory
requirements.
Regional Offices
To explain the need for
reorganizations, outsourcing
and retraining to support
smart-life offerings.
To ensure proper
budgetary, staff and
political support for
smart-life offerings.
To identify and acquire the
hardware, network capacity
and skills required for
smart-life offerings.
Footnotes
1
“Remote Monitoring, Control and Security to Propel Global Smart Home Market to
$72 Billion by 2017,” Strategy Analytics, Jan. 8, 2013, http://www.strategyanalytics.
com/default.aspx?mod=pressreleaseviewer&a0=5315.
2
Ibid.
11. UNLOCKING THE ‘SMART HOME’ 11
About the Authors
Ken Stewart is a Senior Manager in Cognizant Business Consulting and is focused
on the communications and technology sectors. He has a diverse background
in management consulting in the network and change integration spaces. Ken
has worked with communications companies to standardize service quality
management, develop strategic roadmaps, integrate change management, reduce
order fallout, and implement automated production support solutions. His expertise
is in leading change management and order improvement with automated fallout
resolution initiatives. Ken received a bachelor’s of science in business administra-
tion from University of Kansas. Ken can be reached at Ken.Stewart@cognizant.com |
LinkedIn: www.linkedin.com/pub/ken-stewart/2/54/580.
Richard Rizo is a Senior Consultant within Cognizant Business Consulting. He has
direct experience with communications clients developing strategies and recom-
mendations for improving business processes. His background includes business
technology consulting, online product management, geographic information
systems, project management and business case development. Richard has led
multiple client initiatives in the network operations space and previously focused
on consumer marketing. He holds a bachelor’s of arts from The University of Texas
at Austin and a master’s of science from The University of Texas at San Antonio.
He can be reached at Richard.Rizo@cognizant.com | LinkedIn: www.linkedin.com/
in/richardrizo.
Michele Morrisette is a Senior Organizational Change Management practitio-
ner within Cognizant’s Strategic Services Consulting Practice. She has extensive
experience working with field service organizations in multiple industries, both
domestically and globally, and advises organizations on all aspects of change
impact management. A customer-centric professional, her passion is developing
strong leaders who can navigate organizations through complex transformations
that yield sustainable results. Michele has over 25 years of industry and consulting
experience working for well-known global firms, including Ford Motor Company
and Accenture. A graduate of Michigan Technological University, she also has
an M.B.A. in change management and leadership from the University of Wales
and holds degrees and certifications from the Fuqua School of Business at Duke
University, Harvard Business School and the World Intellectual Property Orga-
nization in Geneva. She can be reached at Michele.Morrisette@cognizant.com |
LinkedIn: www.linkedin.com/in/michelemorrisette.
Manjot Grewal is a Senior Consultant with Cognizant Business Consulting. He
advises communications companies on making their operations more efficient
via process reengineering and technology implementations. His functional areas
of expertise include business process optimization, customer order management,
order fallout management, handset quality management, test oversight and defect
management. Manjot has over 12 years of experience consulting to Fortune 500
organizations in communications, healthcare and retail. He holds a bachelor’s of
technology degree in computer science and engineering from Punjab Technical
University in India. He can be reached at Manjot.Grewal@cognizant.com |
LinkedIn: www.linkedin.com/pub/manjot-grewal/0/984/2b5.