LNS Research recently hosted an event for senior manufacturing and industrial executives from organizations that ran the gamut in Industrial Transformation (IX) maturity. According to Tom Comstock, principal analyst with LNS Research, “Where IX is concerned, 8% of all companies describe the IX program as a ‘real success,’ while another 20% report they are ‘making progress and the corporation is seeing value.’ All other companies say they are in the definitional phase, pilot phase, or ‘stuck in’ pilot phase. Not surprisingly, the majority of companies are still in early or pilot stages.”
Research analysts at the event certainly saw evidence of that distribution as they met with attendees. And we polled attendees throughout the conference about their biggest “Ah-Ha” moments from each session and discussion.
获得高级领导力很难
CEOs aren’t eager to open the checkbook for something that’s hard and takes time and resources. However, they consistently respond in favor of a thoughtful business case. In as many as 35% of companies, functional leaders are unable to articulate a return on investment (ROI) justification for improvements. However, it’s not surprising that about 18% are unable to gain executive support. The analysts’ take? Build a solid business case and get help from someone who has experience. Engage one-on-one, listen, help solve problems, and let the functional business leaders own the innovation and solution.
Understand the problem(s) before selecting offering(s)
除非有问题要解决，否则根本没有理由购买技术。问题不一定是负面的；实际上，利用市场或商机是投资流程改进和技术的一个很好的理由。公司今天应用分析的主要原因是提高质量。
Companies are using gamification toshift from “being a hero” to “preventing events”
Companies are using gamification to engage the next-generation workforce with transparency and a sense of productivity. IX is happening throughout companies, not just in one department. In part, that’s because those involved in IX are focused on business results. Companies that say IX is a real success are 31% more likely to focus on business instead of “tech for tech’s sake.” Ultimately, companies eager for business results want to stop adverse events from happening to focus on growth.
Big companies are doing IX, and doing it correctly
各种规模的企业都在追求IX，但最成功的IX计划具有很高的包容性。最新的调查数据显示，三分之二的组织已经实施，正在实施或计划实施IX计划。What’s more surprising than “if” or “who” is investing in IX is that only 6% of companies have allocated more than $100 million over a three-year period, while 40% of companies report revenues over $1 billion (with 20% over $5 billion).
CoQ is still relevant
Evaluating cost of quality (CoQ) dates back to the early 1950s, yet CoQ is more relevant than ever. What’s changed is that companies now have access to analytics tools to effectively measure CoQ without it being a massive accounting project. Also, the tools don’t just measure CoQ as a rear-facing metric; they reveal the root causes of CoQ and what to do about it today to optimize.
We’re not alone in our struggles
All the transformation strategy in the world won’t make a difference if people aren’t engaged in a way that allows for taking risks, making mistakes, and accepting that sunk costs are already lost. IX requires commitment that spans the entire enterprise and potentially many years. There will be failures along the way, but also be successes. So keep going despite difficulties.
分析师拥有“啊哈”时刻
LNS研究分析师团队对IX工作的人与刚刚起步的人之间的差距不断增长感到惊讶。与已经开始的那些人相比，那些坚持不知道如何入门的公司以及那些刚刚滚动的公司在性能提高方面失去了很多理由。
分析师团队的另一个重大认识是，工业公司仍在与数据孤岛和数据集成在一起。在整个活动中，我们听说了正确的组织结构的重要性。通过成功融合了运营技术（OT）小组来跳跃这一障碍的公司现在能够更快地移动并加速其进度。最终，这就是IX的全部目的 - 与人，流程和技术保持一致，以利用商机，并消除效率低下或不足。
>>Diane Murray senior marketing and research associate, diane.murray@lns-global.com, is a senior marketing and research associate at LNS Research, which provides advisory and benchmarking services to help Line-of-Business and IT executives make critical decisions.
