Internet of Things in Business Transformation. Группа авторов

Чтение книги онлайн.

Читать онлайн книгу Internet of Things in Business Transformation - Группа авторов страница 21

Internet of Things in Business Transformation - Группа авторов

Скачать книгу

      4.3.6 Smartphones and Mobile Apps

      4.3.7 4G and 5G

      Fourth generation of mobile connectivity emerged in 2000s. Fourth generation (4G) enhanced the mobile internet speeds up to 500 times faster as compared to third generation (3G) and made capable to sustain HD quality video, making video calls and improved browsing speed. Currently 4G is popular throughout the globe but the Internet of Things (IoT) is getting popularity and hence the number of devices will increase exponentially and 4G will not be able to handle such system. To handle huge number of connections will require great capacity of network. Here fifth generation (5G) comes into picture. In business transformation almost every company is moving to adapt the recent technologies for changing their business processes and hence 5G can be adapted to use other technologies like IoT, Blockchain, and cloud computing.

      4.3.8 Data Analytics

      Excessive use of soft-wares and recent technologies which includes various devices is generating a variety of data. Various Apps like WhatsApp, Signal and Facebook Messenger are also generating the variety of semi-structured/unstructured data. Youtube is also one of the examples of having huge amount of data, IoT devices and sensors are generating the variety of data as well. Our data is becoming huge and more precious day by day. But the ability to analyse those data is required which can help in businesses transformation for adapting the changes. To analyze the different varieties of data very fast and accurate there is a need of expertise who can analyze the data with the help of various tools available in the market. As a result of analysis, better decisions can be made for business transformation. It is convenient for the companies to make long-term decisions when data is accurate and that has been analysed and sorted.

      4.3.9 Social Media

      A lot of executives have the idea about the threat from initial start-up competitors who are adapting digitalization, but how the existing companies can move fast, without any violation?

      Approximately three-quarters of business leaders is alert about their organization which is prone to disruption, but a lot of leaders are not showing their interest to take the initiative of taking risk to transform. As per the analysis done on 500 executives belonging from UK and Ireland, fifty percent (50%) of the enterprises take the start-ups as a serious threat and approximately one-tenth of the enterprises do not gets agreed that they have any market competitor. Originally, seven percent (7%) of the executives said that the enterprises are not worried about the threat of digital disturbance. One of the experts, Kevin Hanley, who is the head of innovation at Royal Bank of Scotland, shares his three best practices for converting digital distraction into an advantage for the current competitive environment.

      4.4.1 Look Beyond the Traditional Enterprise Firewall

      4.4.2 Bring New Ideas From the Edge to the Core

      As per the Kevin Hanley, those companies which are looking for transformation should make progress in two directions in parallel: (1) present and (2) the future. In first direction, organizations should emphasize on their existing traditional set-up, they must simplify the systems and build the technology efficient. Fix the complexity which you already have so that core can be improved. In the Second direction, executives must consider about their required aims and work backward from that state. Hanley advised that challenge yourself to think about the world just after ten years in advance and the activities you should do today to hold the opportunities which are getting emerged. He warned the executives not to make choices between these two directions i.e. present and future. Executives can simply emphasize on one or other but they must deal with both. If they emphasize on present, risk may increase; if they emphasize on innovation and creativity, basic operational concerns may fall down. RBS has established separate policies and control processes for the innovation which lets Hanley and his team members to experiment separately [14].

      4.4.3

Скачать книгу