You being short-sighted
I do not mean the ophthalmological condition but an approach of believing in things which are close to you only. Often big multinational companies pursuing IoT projects interview customers situated in the same region or country of their location neglecting the fact that the customer located some 5000 km away might have a different opinion. Developing IoT products or services considering only these interviews and later trying to roll them out across the world is like what Henry Ford once said: “Any customer can have a car painted any colour that he wants as long as it is black”.
A more practical approach would be to ask the sales offices worldwide to get these interviews in their region and then consolidate the ideas. This will later result in a new product portfolio which will have at least “something” for everybody.
You are creating IoT-dictatorships within your organization
Having a CDO or IoT Lead at a place is a must if you want to ensure the harmonized implementation of IoT initiatives. However, giving him or her, the complete responsibility of rolling out these initiatives within the organization isn’t a clever move. In a worse case, you will see only those topics being implemented which suit his/her opinion. Better would be to have steering community in a place where experts from different work division or function come together and discuss different IoT projects. Later they decide on which ones to implement and which ones to leave out.
With the support of steering community, the CDO then orchestrates the complete development and harmonized implementation of these projects. Leave some space for feedback from various levels of the organization. This way you can make sure that your IoT portfolio has topics that represent each division or function of your company.
Remember, IoT is what is going to revolutionize your company vertically and horizontally with every employee contributing to it. Hence it cannot be a “one man show”.
You are not communicating your IoT initiative appropriately within the organization
Do your colleagues in far east know about your IoT initiatives? Or do you know what IoT topics they are discussing or projects they are working on? If “No” is the answer to both, then there is something wrong with the organizational communication and hence company’s central IoT strategy. This will result in organization-wide “silos” with each region taking their IoT initiatives.
One may argue that different regions have different needs and hence there is nothing wrong with having customized IoT solutions. But what about organizational and legal aspects of these solutions? Are the local sales and support solely responsible for the projects they sell? Who will take responsibility if issues like data safety, data ownership, system availability come up? These or similar questions can be quickly addressed if there is an IoT steering committee in place which not only defines the roles and responsibilities but ensures the proper (as well as regular) communication of organizational IoT initiatives in the all the regions of their operation.
The jobs within your company are getting redundant.
You run a service company and offer service, maintenance and inspection of some specialized machines. For this, you have a team of competent mechanical and electric engineers who inspect these machines and interact with customer/person responsible on a regular basis. This gives your customer a sense of security regarding service reliability and availability of his devices.
One day you decide to IoT-fy the whole service setup by installing a smart sensor on these machines. Now there is no need of sending your guys to the site since they can monitor the machine running status or any abnormal behaviour from their respective offices. You later realize that there is no need of having 20-30 individuals to carry out monitoring since this can be done by fewer experts. Moreover, you suddenly feel a need of hiring more IT manpower since you cannot expect the middle-aged service engineer to learn IT skills overnight. As a consequence, you decide to replace mechanical engineers with a few IT experts. Your customers might not be much happier with this move since they stop seeing the service engineer who used to visit them regularly.
Creating a change management plan could be a wise move before implementing any IoT project rather than creating redundancies and not knowing how to deal with it. New technology should create more jobs and no layoffs.
Your IoT team is not diverse enough.
New technologies need new ideas. That can only be possible if your steering committee consists of a team of experts with different functional/sectoral as well as cultural expertise. The topic of IoT has many facets which can be addressed well by a team capable of seeing the things from different perspectives.
Having a diverse team for such strategically important projects shouldn’t be an issue, especially if the organization has a significant setup and is present globally. It is however still a rare phenomenon for many companies in Europe. Entirely different than what one usually sees in the US.
The list of factors hampering a successful rollout of an IoT strategy within an organization could be longer. The likelihood of occurrence of the above-mentioned factors is, however, higher. Therefore you need to plan and act strategically, keeping an eye on the long-term perspective and benefits.