The Internet of Things is the next evolutionary step in global networking. Not only humans, but also machines are now exchanging information in real-time across company and country boundaries. This brings completely new challenges to enterprise management, as IT structures, business processes and working methods do not always correspond to the dynamics of real-time communication.
Digital thinking, networked steer
Thus, common reporting and controlling tools are not helpful if they are based on several days or even weeks of old data. Instead, task- and employee-specific dashboards are necessary, which, for example, bring production data from all the global sites to the production manager's smartphone in real-time. However, regardless of the field of application, the size of the company or the sector, the discussion of the Internet of Things is important because it is already changing our working world in many ways.
Decide better and faster
With the so-called Digital Natives, a generation of new employees takes on more and more tasks in the company for which a world without Internet, smartphones and apps is completely unimaginable. Whether this generation thinks "digital" does not play such an important role - it contributes significantly to a more dynamic, narrower clocking in the operative action.
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This has both a psychological and technological background. On the one hand, digital natives define the boundaries of the "unattainable" differently, are more open for a glance beyond the horizon of what is obviously possible. On the other hand, this is exactly the right thing to do with the technological networking that is so self-evident for the generation as the air for breathing: a division between private and professional life takes place here only marginally - for example, with whom with Facebook or LinkedIn.
Knowledge instead of treasures
Technologically speaking, however, there are no longer any limits: the smartphone is as self-evident as the watch. This generation of employees is correspondingly open to adapting new impulses to the IT industry beyond the workplace's own desk or team - be they data gauges, sensors or software tools for data analysis.
It is precisely this cross-border thinking that drives the organizational changes that the Internet of Things brings to business: Decision-making processes are increasingly oriented towards the data that is available across the entire value-added chain according to the 24/7 principle. However, the relevant information must also create the transfer from the local server to the decision-making template of the board set - the faster, the better.
In order to achieve this, companies should definitely encourage and use the creativity and the networking skills of web-based employees such as the digital natives. The more data is available, the greater the risk of failing at the complexity of information overload.
However, if employees are motivated to networked thinking and a playful approach to challenges, this will promote a transparent, consistent availability of information - be it for individual instruments such as graphics, result charts, project reviews or linking market research results with strategic decisions .
The rapid transformation of our working world is, however, far from being completed. A look at the IT milestones of the past decades shows how comparatively rapid the current change to the internet of things is and will continue to happen. From the 60s, information technology developed slowly but steadily from standalone mainframe to PC- Networks.
Each step in this evolution was aimed at shortening the time span between data collection and its availability for operational and strategic decisions. But in spite of this progress, it was mostly within the company's own boundaries.
This changed for the first time in the mid-1980s, when innovation-fueled companies such as Federal Express linked their global transactions with the corresponding IT infrastructures and even included partners and customers.
With the appropriate technology, managers have been able to operate a "data collection" in the network of logistics chains for the first time - from the position and the state of raw materials through the processing and transport via suppliers and partners to the final consumer
Instead of the analyzes based on estimates so far, it was thus possible for the first time to provide a fact-based mapping of business processes, which allowed precise conclusions to be drawn on risks and opportunities for improvement.
From 2G Mobile to M2M and Cloud Computing
A decade later, the 2G mobile technology provided a new breakthrough without which our current mobile lifestyle would not be possible: the manufacturers of mobile phones were no longer exclusively focused on linguistic communication, but were founded by departments dealing with the usability of data via mobile radio Employment. The result was the first cellular communication module that could be integrated as an independent component not only in telephones, but also in the electronics of machines, cars, alarm systems and many other systems. For the first time, an interface was available that allowed not only the telephony, but also the exchange of information such as position and temperature or simple action commands between different devices and data systems
From this development step came Machine-to-Machine-Communication (M2M), which should raise the possibilities of the present presentation and networking of business processes to a completely new level.
Test lab for new business ideas
At the same time, the breakthrough of the Internet in the 1990s caused a worldwide, fundamental change in the markets. Analysts have calculated that retail prices typically include a 50 percent mark-up for logistics - a significant value-added component that could disappear with the Internet.
In the face of international trade in the billions, the Internet offered enormous potential as an independent industry. This was the initial spark for the expansion of the Internet in business processes. As a result, our working worlds are changing in the increasing pace that we already experience as normal today.
The dynamic released here will continue for some time. After all, many companies have not yet realized what opportunities they can offer if they develop their business models so far in networks. Particularly interesting perspectives result from the combination of M2M innovations with the possibilities of cloud computing, as discussed, for example, in the topic "Industry 4.0".
Outlook: Management by data helmet?
The cloud simply and securely provides the immense storage space that the raw data of machines, sensors and other devices need. In addition, it can serve as a "test lab" for the development of new business ideas, for example by combining different data sources in the cloud or monitoring the performance, profitability and competitiveness of individual machines or even complete production processes - almost in real-time Br>
How can we imagine a manager in 2030 when the networking of M2M technologies, software tools and cloud services on the Internet of things is not a novelty, but a matter of course?
In terms of technology, the comparison with a jet pilot is perhaps realistic: just as the pilot already considers the quintessence of hundreds of data from the sensors and systems of his aircraft and the control center in his helmet, the manager of the future can use data goggles and glove Directly change a production process, hold a presentation or pursue an advanced training seminar. From the home office, while colleagues from locations around the world are involved.
This kind of networking is likely to extend beyond all company levels, so that the board set-up is constantly supplied with up-to-date information. The term "glass boardroom" has already been established in the USA. The main difference between technologies already used today will be the direct interaction possibilities.
Any analysis, any simple process can be discussed and changed directly with an employee on the other side of the world, without breaking down due to different work systems. This can be, for example, the virtual repair of a machine that an engineer directs without being in person.
However, the generation of the digital natives will probably not change one's job psychologically, if the latter has conquered the executive boards in 2030. Personal contact will also be difficult to replace even with the most advanced video conferencing systems or virtual offices. From time to time, a common conversation at lunch or a direct negotiation session may provide valuable experience that is lost on the virtual path.