Yesterday I traveled to Milwaukee, WI for the IoTTC 2019 Annual Meeting. The 2-day event, jointly hosted by University of Wisconsin – Milwaukee and Rockwell Automation brought together a group of thought leaders to share insights, research, and best practices around the human side of digital transformation. Attendees represented a cross section of the very best from academia, industry, and government, all with unique experiences and viewpoints on the changing competitive landscape being shaped by the Forth Industrial Revolution. At the conclusion of day 1 we have already been given a lot to think about.
Day 2-Annual Internet Of Things Talent Consortium Members Meeting
LOCATION: Rockwell Automation, 1201 S Second Street, Milwaukee WI 53204, Customer Experience Center. Enter at main entrance. Visitors Parking south off Second St.
8:00-8:25 AM Registration at Rockwell Automation visitors entrance - 1201 S Second street
8:30-9:15 AM Rockwell Automation, Digital Manufacturing Talent
09:15-09:30 AM 15 Minute Break
09:30-10:15 AM Pivot Factory – Managing Through Exponential Change
Day 1 - Annual Internet Of Things Talent Consortium Members Meeting
LOCATION: Lubar Entrepreneurship Center, UW-Milwaukee campus - Located at 2100 E. Kenwood Blvd. Milwaukee, WI 53211
Parking- on campus- suggested parking at the UWM Student Union garage- 2200 E Kenwood Blvd, Milwaukee, WI 53211, Lot #22
1:30-2:00 PM Opening remarks - UWM, Rockwell Automation, IoT Talent Consortium Executive Director
2:00-2:45 PM MIT - Winning the Fire Drill: How Not to Lose the IoT Game
2:45-3:00 PM 15 Minute break
Recently, I gave a keynote speech at a conference in Sao Paulo, Brazil—from MIT campus via a live telepresence robot. The mode of delivery was fitting, as the topic of my talk was the Internet of Things, or, more specifically, what I call the Human Face of the Internet of Things.
Recent research on digital transformation has revealed how companies — particularly large legacy ones — are seeking to adapt to an increasingly digital world. For our most recent study, we asked managers, executives, and analysts, “Which functional area is primarily leading your company’s digital progress?” When we analyze their responses through the lens of an organization’s digital maturity — how close an organization is to the ideally transformed digital organization — we see patterns that have implications for how companies should approach digital transformation.
In a recent conversation, John Donahoe, the former CEO of eBay who currently runs ServiceNow, told me about the most important phase in a company’s digital transformation: the part where you start asking better questions. Instead of seeing new technologies as a means to develop more efficient answers to known problems, managers should view them as opportunities — even requirements — to revisit the problems themselves.
If you’re planning a digital transformation, try the following techniques to embrace the spirit of change and guide your team through the process.
Business leaders of established companies have come to understand that digital technologies are upending traditional business models. Once you have surrendered to that reality, it’s time to define a business strategy that is inspired by the capabilities of digital technologies.
About 80% of U.S. and European CEOs surveyed by McKinsey say they worry about ensuring that their companies have the right skills mix to thrive in the age of AI and automation. Those leaders come from a variety of industries, and they’re smart to be thinking about talent at a strategic level.